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2011-35-Minutes for Meeting January 20,2011 Recorded 2/11/2011DESCHUTES COUNTY OFFICIAL RECORDS CJ X411.35 NANCY BLANKENSHIP, COUNTY CLERK COMMISSIONERS' JOURNAL 02/11/201108:02:44 AM 1111111111111111111111111 III 2011-35 Do not remove this page from original document. Deschutes County Clerk Certificate Page 4 Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org MINUTES OF GOAL SETTING MEETING DESCHUTES COUNTY BOARD OF COMMISSIONERS THURSDAY, JANUARY 20, 2011 Present were Commissioners Tammy Baney, Alan Unger and Tony DeBone. Also present were Dave Kanner, County Administrator; Erik Kropp, Deputy County Administrator; and Dave Inbody, Assistant to the Administrator; and, for a brief period of time, a reporter from KTVZ TV. Chair Baney opened the meeting at 8:05 a.m. Dave Kanner explained the process to follow at the meeting. Regarding the achievement of goals, he asked the Board to consider what to do if a goal is not closely being met. David Inbody gave an overview of the framework (see the attached documentation). There are five major categories of work, and each has goals and overall objectives. These help to guide the departments so they can achieve their objectives. Each action has at least one performance measure. Some have not been achieved, and some should be reviewed as to whether they are relevant or if a different process is necessary. Key questions to consider are whether the goals and objectives are appropriate, and is everything desired by the Board identified. If they don't make sense and need to be clarified, or some need to be changed, eliminated or added, this is the time to discuss them. Chair Baney said the list seems to encompass what she thinks makes sense. Commissioner Unger wants to stay consistent so department heads will know how to guide their departments. Some may shift relative to priority. He feels there could be different ways to get to the same result, especially if it means a cost savings. He wants to see the public's money well spent. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 1 of 19 Pages Chair Baney wants to clarify what items relate to quality of life and what are direct services. She wants to think differently on how services are provided on a regional basis. Tax dollars should be maximized by regional approaches and partnering whenever possible. The question is how to express this as an objective. It is possible the County is not the most cost-effective way to provide some services. Departments should investigate ways to work with other agencies and figure out if someone else might be able to handle something better on a contractual basis. Commissioner Unger said the region is isolated and needs to be considered as a single service area. Deschutes County is the big dog and the other, smaller counties struggle, so there has to be a way to work together for mutual benefit. There needs to be less of a differentiation between local counties. Mr. Inbody asked if the focus should be on seeking regional opportunities. Commissioner DeBone said that not everything could be blended in that way, but there are a lot of opportunities for partnering with the other counties. Chair Baney pointed out that building inspections and veterans' services are good examples, but there are other possibilities. Commissioner Unger said it is a mindset and could probably be used somewhat in each department. Mr. Inbody stated that support services are found in all departments. Departments support each other as well. Mr. Kanner said that the Finance Director wanted fiscal responsibility to be a goal and not an objective. He stated the training program is doing well and probably does not need enhancing. Customer service training needs to be supported and encouraged. The idea is to support and promote sound customer service practices, rather than evaluate and enhance. A suggestion was made regarding combining #l, 3 and 4; and move objective #6 to a goal. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 2 of 19 Pages Commissioner DeBone said government should be more fiscally responsible overall to earn taxpayer confidence. Commissioner Unger stated it appears that people need more explanation about what government does. People tend to lump governments - federal, state, cities, counties - together. Mr. Kanner stated there are many things they can do to promote confidence in government other than fiscally. He likes the idea of saying something about promoting confidence in county government. "Enhancing service delivery through regional cooperation" fits within this goal. Chair Baney wants to show the County is open, transparent, fair and accurate. She feels Deschutes County is doing a good job with this. Other agencies seem to have issues with transparency in government. She would like an objective of having meetings in different areas or at night if appropriate to be able to allow citizens to participate. Commissioner DeBone would like to see more flexibility. Mr. Kanner quoted, "Conduct County business in an open and transparent way, consistent with State law". Mr. Kropp did not like the word transparent, as it is overused. People who don't get their way will question how transparent or fair a decision has been in any case. Mr. Kanner said synonyms reasonable, just, impartial, rational, unbiased, honest, and even-handed could be used. Also, obvious, plain, clear, evident, understandable, comprehensible are possibilities. Chair Baney likes the term "accessible", not to confuse it with ADA requirements. Mr. Kanner quoted, "Conduct all County business in an open and accessible way, consistent with State law." He said #5 under support services fits under this as well. An objective followed this discussion, "Promote confidence in County government by ensuring fiscal responsibility in all aspects of County operations." Chair Baney feels that Health Services seems to be an anomaly on the list. Mr. Kanner noted that within the County as an organization, all fit into one of five broad categories. This is how the budget document is divided. Chair Baney said that she views health services more as a direct service. Commissioner Unger stated that it is 20% or more of the budget, requiring more focus and attention. He likes it kept separate. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 3 of 19 Pages He said that #4 under public safety talks about regional efforts. Chair Baney stated that the county does not always have to take the lead. Mr. Kanner asked if the Board has a broader objective for regional cooperation. Sometimes there is a specific mandate for the County to take the lead. Commissioner Baney feels that emergency preparedness for events needs to be retained. Mr. Inbody asked if this is an objective or an action. They will want to avoid having similar objectives in different areas. Mr. Kanner said that by statute, the Emergency Management Coordinator is to report directly to the Board or its designee. At some point, this has to be done. This does not go under goals and objectives. Chair Baney said that it seems to work okay, but needs to be examined to see if it is consistent with statute. Mr. Inbody noted that the Clerk has Emergency Management requirements and Risk Management has some involvement as well as Health Services and other departments. There is more to it than just responding to a law enforcement situation. Commissioner Unger said that there might be some resistance from the public safety group, but the needs of Health Services, the Clerk and others should be considered. Chair Baney stated that there is a need to evaluate how these services are provided. Mr. Kanner said that he would prefer to make this a departmental item. Chair Baney explained that there could be a health-related emergency, a wildfire, a gunman, records being damaged, a bomb or other issues, so the process should be reviewed. The Emergency Management Plan is a huge document but needs to be simply stated so anyone can understand what needs to be done and who is in charge. Mr. Kanner stated that Jackson County did a couple of major exercises each year along with some smaller ones. Mr. Kropp added that each department should have a business continuity plan in place. Chair Baney said that there needs to be enhanced coordination between departments, with clearly defined roles and duties. Not all of it is law enforcement. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 4 of 19 Pages Mr. Kanner observed that this is why statute indicates it is a Board responsibility. It needs to be handled by administration, with a lot more contact with the governing body than happens now. Everyone needs to understand that there are many facets, and it is not necessarily just a Sheriff's Office function, although they play an important role. Mr. Kanner asked if #4 under health services, the integration project, should change. Chair Baney said it should be monitored to verify it is effective and has measurable outcomes. Mr. Inbody added that there should be outcomes attached to it. It was then stated as, "Support and monitor the health integration project and regional outcomes." Mr. Inbody said that items #3 and 4 seem to be mostly the same. Mr. Kanner stated that the difference is, natural resources relates mostly to forestland and rivers. Land use policies address the 20% or so that is not publicly owned. Commissioner Unger stated that State law looks to the valley for focus, and Deschutes County needs to define how it is different here. He supports the "Big Look", defining how the land is different in various parts of the State, and needs to be regulated differently. Commissioner Unger asked if Forester Joe Studer just focuses on forestland. Land other than forests can be damaged by misuse. Mr. Kanner replied that Mr. Studer's focus is primarily on forestland and fuels reduction programs, both public and private. Commissioner Baney indicated that Dan Sherwin, who handles weed issues, deals with some of this as well. Mr. Kanner stated that some counties have created a position that is more like a natural resources coordinator. He may be able to get a position description from them. Jackson County had one working on erosion issues, which is a big problem in that area, plus Title III programs. Mr. Studer coordinates with the BLM and the Forest Service since they have so much land in this area, and wildfire is a big concern. Mr. Studer may retire eventually, but the discretionary Title III funding might be eliminated. Grant funds require only working on the grant program. General funds would have to be used for anything else. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 5 of 19 Pages The question is whether Project Wildfire could keep going on its own, and is there a need for a position to pursue fuel reduction grants. Of course, fuels reduction is an ongoing problem. There may be others who can do the same job and other work as well. The question is whether this position should be expanded or made smaller at some point. Commissioner DeBone said that biomass programs are beginning, and they will need to see how that works out over the next few years. Mr. Kanner stated that there might be more value in biomass and not much in logs. Commissioner Unger noted that in regard to the oversight of publicly owned lands, a partnership is needed because it greatly affects what the County does. The County needs to work with State and Federal entities to coordinate goals or at least have a voice in how things are handled. Mr. Kanner summed it up as the County supporting sound forest and public lands management practices and oversight, in collaboration with other agencies when appropriate. Mr. Inbody asked how progress in the biomass field would be identified. This is under Natural Resources #11; #12 is the total cubic yards of biomass generated. This item will be discussed at a future date. Commissioner Unger said that an action item is how to find funding for the roads system, including maintenance and capital improvements. This is becoming more critical all the time. Mr. Inbody stated that this is the first action item for the department. Commissioner DeBone asked if it was more cost-effective to contract out some work to private enterprise. Commissioner Unger replied that people might think that's the case, but it is not always so. Materials cost the same for everyone, but the County can often get a discount on materials. And there is expensive equipment that some contractors may not have. There are summer and winter jobs also. But it can be compared to see if it makes sense. Mr. Kanner added that personnel costs are a small part of the Road Department budget. The private sector is already doing about 80% of the work. Some of the rest is work the private sector does not want to do or they don't have the equipment. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 6 of 19 Pages There needs to be a discussion about the need for funds. There is one more year of the timber payments, which is a big part of the budget. The Board will need to work on it this year. Commissioner Unger noted that it is bigger than the County. It is a statewide issue. This will be a Board issue to address, and not left up to the Department to struggle. Mr. Inbody said that CDD and others have the same issues. The actions fall under the Departments but are identified as a role of the Board. The goal needs to be reaching efficiency or a cost savings. Chair Baney asked about the short and long-term goals of operating without timber revenue. Commissioner Unger said that basically, it was said that some roads would go back to gravel. Mr. Kanner said that a report done several years ago laid out some options. The forest money was temporarily reauthorized, so the issue went on the back burner. A general discussion regarding the possibility of using general fund dollars to Road Department expenditures then occurred. Mr. Kanner stated that the shortfall in the Road Department would be high. It is hard to juggle funds around to keep within the guidelines of State statute. It is a much larger discussion than can be worked out today. It is critical to address it this year, and it is a Board decision. Commissioner Unger asked how to manage the loss of funding at the State level on all aspects. Mr. Kropp replied that it is hard to know until you know what they are cutting. Service delivery can always be reviewed, and perhaps some things can be combined, with less individualized service. Mr. Kanner said that general fund dollars could support non-governmental entities that might operate more cost-effectively. Perhaps grants to those types of entities can be considered. This could be a budget discussion. Mr. Kropp added that some positions in Health and other departments are clearly temporary, as they are based on grant funds. This is being clarified. The overall goal should be to be ready for anything so the appropriate actions can be taken more quickly. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 7 of 19 Pages Mr. Kanner said that the District Attorney wants to bring Pat Horton in as extra help. He was advised that funding for some extra help is within his budget. He is also bringing on Les Stiles and Jerry Stone as investigators. The Board will have to step in if it appears he is on track to overspend his budget. Mr. Inbody said that some performance measures were not met, and some were off just a little. Some had no action taken, and he asked whether those should remain. In regard to Administrative Services, Chair Baney does not like the idea of identifying specific properties to sell ahead of time, as it is too restrictive. The values are unknown and a better way of handling them could come up. Funding is needed, and selling property is an option, but it should be left open. Commissioners Unger and DeBone agreed. Chair Baney said that the jail expansion project is still important, but best practices should be used to reduce the need as much as possible. Commissioner Unger agreed that the landscape may need to be changed, and the County kept safe in other ways. Mr. Kanner stated that the jail construction fund was created about four years ago, and was borrowed from Solid Waste funds. They are using the capital reserve fund from the Countywide Law Enforcement District, and eventually it will have to be repaid. He asked if the Board wants to identify specific properties to dedicate towards this, or just leave it open. Chair Baney said that using law enforcement funds for capital improvements for law enforcement purposes is a direct line. She would like to see this one sit for a while. The Board felt the goal should be, while recognizing the potential need for a jail expansion and increased public safety needs, to pursue ways to find funding and options for long-term public safety needs. Mr. Inbody said that some alternatives are identified in #3: diversion, prevention and accountability. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 8 of 19 Pages Chair Baney wants the group to think "outside the box", and maybe even put juvenile corrections somewhere else and expand the jail into that space. Commissioner DeBone added that in the next two years, they will have to think about bricks and mortar. Mr. Inbody said that 9-1-1 wants to focus on the quality piece of their work.. The quality improvement program was never developed. Mr. Kanner noted that the quality improvement program has not been addressed. They want a coordinator for quality control and training. A lot of things were put on hold while they addressed personnel issues and the funding and construction of the new building. The consensus was to leave this item on the list. For Justice Court, Mr. Inbody said that they now have no ability to enact measure #1, although their new software may enable it. The information is not easily obtained. Chair Baney stated that there is a lack of citing information, so this makes sense. Some law enforcement people feel there is no accountability. Mr. Kanner said that the Court is there for the convenience of citizens. Some cases are also required to be dismissed (for instance, not having proof of insurance). Chair Baney said that she would like to have this information, and there must be a way to get it. It would offer reasons why Justice Court was established. Mr. Inbody added that it would also be helpful to the Budget Committee. Sheriff's Office: Mr. Inbody said clarification is needed on what some of the information means, such as the number of deputies and vehicles, and what the correlation is. Mr. Kanner said that it is better to benchmark the number of calls and miles. But would this be the entire County or just the rural, unincorporated areas? Mr. Inbody stated that there can be other measures, such as response rate. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 9 of 19 Pages Commissioner Unger said that he would take this out as not being useful information. Mr. Inbody noted that they have the response rate and times, and whether calls are personal property crimes or patrol. It was agreed that some of the measurements will be dropped. Assessor: Mr. Inbody said that some Assessor measures are required by law, so they have to be met. Should those still be included? There are other ways to measure but the Assessor is resistant, as some are not entirely within the department's control, and there is a concern about misinterpretation. Commissioner Baney noted that there are variables in any department. However, whatever is already required by law should be removed. She likes the list as a measurement. Commissioner Unger added that all of the departments need to have goals and objectives. This is basic In regard to special courts, Mr. Inbody stated that it is important to know how many people graduate and reoffend, and the success rate of the diversion process. Do they measure by how fast things are addressed, the number of cases, the days on the docket, caseload adjustments, or what? There is much that is beyond the control of the District Attorney's Office. Continuing education is already a requirement. Maybe percentages can be used to justify what's needed. Community Development Projects/Land Use: Mr. Inbody indicated that some steps regarding wetlands protection are not completed. Chair Baney said the wetlands inventory has been done. Staffing is an issue, and this has to balance in with the work plan. She asked that Community Development be contacted to see where this fits into the work plan. Commissioner Unger agreed. He thought that perhaps Deschutes Watershed Council can focus on some of this particular issue. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 10 of 19 Pages Support Services: In regard to employee training, based on the last employee survey, Mr. Kanner said that a concern was that there is no evaluation after each class. Some have high demand; others not so much. Adjustments are made to the catalog as needed. The time of day and day of the week are also a big factor. Most departments will allow employees to attend, and some departments have asked for customized training. Mr. Inbody asked what the Board would like to know about this. Chair Baney asked about utilization and review of the classes. Mr. Kanner said that they are trying to tie this into customer satisfaction. They need to know if the employees feel it was a good use of their time, and whether they think they can use the information. The Board felt feedback is important. In regard to purchasing items as an entity, this is difficult for a number of reasons. Chair Baney said she struggles with the employee recognition program, which she feels is not consistent. Mr. Kanner replied that the departments do use their funds. The annual dinner was eliminated and the funds are used at a departmental level. It is hard to know what is meaningful to all. An employee event that could involve families is a consideration, such as bar-b-q in the summer. Mr. Kanner said he could ask the departments if they have any ideas on what might be included as an objective, and consider funding if appropriate. Mr. Kanner wants to begin a long-term planning process to reduce energy costs. There was a raise of 8% in electricity rates just this month. The money that is saved on energy can be used for debt service on a project that reduces the County's carbon footprint, which has huge long-term benefits. Commissioner DeBone said that it needs to be cost effective. He wants to know the payout over time. Mr. Kanner noted that the cost of energy efficiency will go down as more users come on board, while the cost of energy will certainly continue to rise. There have also been advancements in LEED technology. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 11 of 19 Pages Commissioner DeBone stated that he has concerns or ideas about various issues that may or may not be something the Board can address. These are: • EFU/commercial events. • Solar panel farms. • Natural gas generation. • Biomass & geothermal energy. • Prevailing wage issues. Can this be regional? • Regional recycling. Use the raw materials here? Bottle/can recycle regionally? • Senior housing. • Wychus Creek Wilderness Area. Is this a permanent designation? Commissioner Baney wants to readdress how to move forward with the State Department of Environmental Quality and south County groundwater issues. Protocols need to be established. This has been in limbo and everyone is paddling upstream. Commissioner Unger added that there needs to be common ground. Few people understand the science, so that's where it needs to start. The DEQ should want to do that, also. Mr. Kanner said that this can be discussed next week in an executive session regarding litigation, since the County is party to a lawsuit in this issue. Perhaps the Board can reassess the south County process, reevaluate the County's direction, clarify the County's role and reaffirm its position. Commissioner Unger stated that he talked with Eric Nigg about the water, science and geology of the area. He seems to have a more positive attitude than the other officials in Salem. It may help to work on this locally. Commissioner DeBone observed that whatever they do won't make everyone happy. There needs to be a community solution. He wants to know what is agreed-upon science, the basics, and come up with a new starting point. Mr. Kanner asked if he should attempt to set up another meeting with the DEQ and CDD. He could ask for a progress report from the DEQ. Commissioner DeBone asked if the Board could meet with the citizen group or provide experts to meet with this group, and ask everyone to stand down for a couple of years. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 12 of 19 Pages Chair Baney said that the County cannot meet with them because of litigation issues; they sued the County. Commissioner Unger added that he did not think that talking with the DEQ would get anyone anywhere. An update would be good, but the County needs to stay out of it. It involves the DEQ's study, report and information and it is clear the citizens wanted DEQ to take the lead. Mr. Kanner stated that three years ago they did an exercise to determine if cuts are needed, what would get cut last. The results were public safety, Assessor, Tax Office and the Clerk should not be cut. Others have to justify the costs. Public safety came first, followed by those departments that bring in revenue. Some services are also mandated. He said they will probably have to adopt a budget at the same level for State- funded functions, not knowing what the State will have. Mr. Kanner said he wanted to move one-time revenues out of the general fund and into reserve and capital projects funds, since the money can't be used for ongoing expenditures. The Board supported this idea. Chair Baney asked about repaying the Solid Waste reserve fund. Mr. Kanner stated that it will be five years before they will need the funding. He is assuming that the real estate market will recover by then. He said another consideration is a deferred compensation program for non- represented employees. One-time revenue should not be used for raises, since raises are ongoing, but could be used for deferred compensation. Chair Baney said she has been asked about deferred compensation, which could be politically challenging. It seems to be a Budget Committee item. Mr. Kanner stated that last year the Budget Committee said this should be handled separately, or put into a reserve fund that is earmarked for this purpose. Last year he proposed a deferred compensation fund for the non-represented. The Budget Committee said to come up with a plan. The fund could be reactivated, but not spend the money, and the plan could be presented to the Budget Committee. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 13 of 19 Pages Chair Baney said she prefers that it go somewhere else, and talk about moving it around next year. Mr. Kanner said that they could perhaps zero out the accumulated interest for the jail project, with funds going back to Solid Waste. Commissioner DeBone asked about using funds for road projects. Mr. Kanner replied that they are very limited as to what it can be used for that purpose. It could be put into the video lottery fund to shore up the community partners. Commissioner DeBone would like to see it used to encourage economic development opportunities. Mr. Kanner explained that bankers say they have money to lend, and he and Roger Lee of EDCO are thinking about putting out a `willingness to lend' list. A volunteer could do the work. Chair Baney asked about reallocating funds to the economic development fund. Mr. Kanner thinks it could be brought up to $300,000 next year. Chair Baney stated that some items come up every year, like "Shop with a Cop". There are others. Commissioner Unger said it would be nice to have some of these requests handled in a different way. Mr. Inbody asked if they could be addressed on a one-time basis instead of as the requests come in. It was pointed out that these funds are often used for emergency purposes. In regard to the list of community grant partners, Mr. Inbody said they are addressing each one. Many have asked for funding but got nothing, or less than they requested. Mr. Kanner stated they need to help support organizations that ease the burden for the County. Commissioner Unger said that FAN (Family Access Network) needs to know they are getting a certain amount each year, and not be a part of the competitive process. Mr. Kropp added that if a Commissioner leaves, sometimes the new one is not supportive of the same programs, but the programs have been budgeted and it is hard to exclude them at that point. Mr. Inbody explained that the organizations are those that are established by the Board, or provide a service that the County might otherwise have to provide, or services required by law. Mr. Kanner noted that CASA and COCOA are examples of mandated services. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 14 of 19 Pages Chair Baney asked about identifying not the entity, but the services. This takes it away from specific groups but still addresses the need. Mr. Inbody said this could include emergency services; neglected or abused children; dependencies; health services; crime prevention; and other categories. Chair Baney noted that the Latino Community Association is a service partner but does not fit into any of those categories. Mr. Kanner said that the same applies to Central Oregon Mediation. They get a fee for services over and above the grant award. Chair Baney said that Project Connect maximizes services. Mr. Inbody stated that other organizations provide for events. These funds are used for the event center costs and not necessarily the services that they are promoting. Mr. Inbody asked if the Board wants to do anything differently regarding discretionary grants. Chair Baney explained that the need for these are more urgent and can't wait. These used to be evaluated weekly and not monthly. Quarterly will not work for some of them due to the emergency nature of some of the requests. Mr. Kanner asked if the Board wants more money in the community grant or lottery grant programs. Chair Baney thought this is a good idea. Commissioner Unger stated that if the groups are aware of this money, they may want more. Mr. Kanner said they could just advertise the normal amount or limit the grant request amount. He said the community investment dollars include crime prevention funds that went into another fund. These used to go to departments to distribute, but now the groups have to apply. Chair Baney stated that if there are funds available for community programs, they should be used, rather than sitting on them. This money helps the neediest. It was decided that $100,000 would go into the community grant funds, but it is not to be used immediately. A cap will be set on the requested amount. Discretionary grant funds are to remain the same for now. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 15 of 19 Pages Mr. Kanner said there should be a step freeze for non-represented employees next year except some in the Sheriff's Office; perhaps freezing the pay of those who are not yet at step 5. He feels the steps should be meant for pay for performance. This would save the general fund about $45,000 since it involves a small number of employees who have no choice in the matter. Chair Baney noted that concessions were made by the Sheriff's Office group regarding a COLA and deferrals for represented. The County offered a step increase for represented and non-represented. So they might have to do no step increases for anyone. Mr. Kanner stated that there is an overlap between the top step of deputies and the lower step of supervisors. He feels these supervisors, who are non-represented, should get what the represented get. Commissioner Unger stated that there is an unfortunate disparity between non- represented and represented. This has not been addressed. They need to think of a year with no wage increases for anyone. Chair Baney said that deferred compensation would be an easier sell. She wants to offer something, but there are a lot of moving parts. Mr. Kanner stated that deferred compensation does not have the same long-term effect as a COLA. He said there should be no step increases for non-represented employees except maybe sergeants and lieutenants. Commission Unger stated that there should be equality for everyone. Mr. Kanner said that the philosophy of the County in general in the past has been that everyone should be treated the same, but much of this was lost through union agreements, so there is now a disparity. Commissioner Unger said that the overall mood of the public is that people should be glad to have a job. There is the question regarding private and public compensation levels. They need to determine what is fair. The way it is now does not allow for recognition of individual efforts. There needs to be more flexibility. Chair Baney asked if there are other ways to offset this, like perhaps enhancing the Manley account. Mr. Kanner did not think this could be done. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 16 of 19 Pages Mr. Kanner said that it is important to note that indirect service charges involve mostly non-represented departments. Wages affect this. Administration and Legal staff are due for step increases next year, but freezing that lowers the indirect costs for departments. Most in Personnel are topped out. Others are scattered around the County. Chair Baney asked about offsetting this with deferred compensation. Mr. Kropp stated that the newer employees like deferred compensation more. It balances out. Chair Baney said they need to do what is the least painful, and avoid step increases and COLA's. Mr. Kanner said he will try to do this, and added that he can't promise there will not be layoffs anyway, if the economy does not improve. Marty Wynne said that December was a bad month for health claims. He anticipates an increase overall of 9% in claims costs. Consistently it is around 10%. The new clinic might save money, but not immediately. A 5% increase was anticipated, but it will be higher than that. This cannot continue for several years. Mr. Wynne is suggesting a 10% increase in health benefits charges to the departments. Mr. Kanner stated that he would like to take the gamble that the new clinic will hold costs down for next year. PERS charges could be lowered about I%, and this would zero out the other costs. PERS reserves would have to be drawn down to do this. There was then a discussion about the health benefits trust. Mr. Kanner will study the plan as to what services might be dropped, which ones can be adjusted and discussions regarding higher co-pay amounts. Some entities pay people to drop out of the plan entirely; for instance, if they have coverage through a spouse. This could generate a lot of savings. County coverage is secondary anyway if there is another plan in place. Commissioner Unger likes the idea of replenishing the economic development fund. They need to set the stage for when things are better. Commissioner DeBone asked about EDCO's management of the business loan fund. It seems that being `forgivable' is a gray area. Maybe it should be a simple loan fund with simple terms, or a grant outright. He wants it to be clearer. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 17 of 19 Pages Chair Baney said that having EDCO filter the information helps a lot. The clawback was a way to incentivize local companies to expand and others to move here. Commissioner DeBone wants this to be more entrepreneurial. He specifically wants to do more for small business. Mr. Kanner explained that they expressly did not want to use these funds for startup companies. They are very risky, and the County does not want to end up owning a bunch of business assets. They are not set up to do traditional loans for this purpose. COIC has a small business loan fund that is run well, but they still had to write off $500,000 last year. Commissioner Unger said they are talking about the use of one-time funds. Redmond established an enterprise zone fund to help lower costs. The front-end costs are challenging for businesses. The County needs to support businesses, but it is unfortunate when a business grows here with local help, and then someone buys it and takes it elsewhere. Community Development Budgetary Issues: Mr. Kanner said that he needs to know if the Board wants to transfer any funds into CDD, but they don't have to move it from the general fund. He is hoping there will not have to be huge cuts. They transferred funds for long-range planning, which doesn't bring in any revenue. Current planning is down 25% and revenue is down 15%. He asked if funding should be enhanced. Most planning dollars are spent for current planning and not long-range. Chair Baney stated that the Board may want the planners to address the work plan items. Some are linked to economic development types of issues and may be very beneficial in the long-term. The Board wants the work done, and they might as well take advantage of the time and personnel available. Mr. Kanner said the department does not have a lot of free time, as they have been on a reduced work week for three years. Some are still working 50+ hours a week for 10% less pay than a normal work week. It is expensive to pay them for 40 hours. They are trying to keep up with the workload. Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 18 of 19 Pages Commissioner DeBone said he would like to buy into those projects. Chair Baney added that they have been prudent and efficient overall. Mr. Kanner stated that he is not convinced they could not reduce staff and still get the some of the work done, but they are stretched thin and it would be painful to cut any more staff. A building inspector is retiring, so maybe they can choose not to fill that position. Chair Baney said they should use more mutual aid agreements. Commissioner Unger added that a lot of places contract out work instead of hiring. Mr. Kropp added that some entities bring back people hourly as extra help, which allows for more flexibility. Mr. Kanner noted that BOLI looks carefully at situations where contracting is used. It has to be shown that they are truly independent agents. Mr. Kanner said at the department retreat next week, he and the department directors will talk about the results of today's meeting. Being no further discussion, the meeting adjourned at 2:30 p.m. DATED this Day of 2011 for the Deschutes County Board of Commissioners. Tammy Baney, Char Anthony DeBone, Vice Chair ATTEST: 016~- 1&~~ (f4~ Gk Alan Unger, Commissioner Recording Secretary Minutes of Board of Commissioners' 2011 Goal Setting Meeting Thursday, January 20, 2011 Page 19 of 19 Pages 2011 Board of Commissioners' Retreat Agenda January 20, 2011 Allen Room 1. 2Q12 Goals and Objectives a. Commissioners' Priorities b. Set Goals and Objectives c. FY 2010 Measures Not Achieved d. Suggested Changes and Additions to Departmental Actions and Performance Measures 2. Budget Priorities a. Priorities for FY 2012 b. Budget/Policy Considerations c. Discretionary Grants/Economic Development FY 2012 Goals & Objectives Framework 1. Mission Statement Enhancing the Lives of Citizens by Delivering Quality Services in a Cost-Effective Manner Board of County Commissioners 2. County Goal - Why does the County exist? Identified program purpose driven by legislation, contract or agreement 3. County Objective - What is the County policy? Broad direction, purpose or intent based on community needs Department Heads 4. Departmental Action - How do we do it? Accomplished in specific, well-defined and measurable terms 5. Performance Measure - Was Goal Achieved? Means to determine whether action was achieved and to what degree Example GOAL: Direct Services: Provide for direct services that enhance day-to-day quality of life and plan for future quality of life OBJECTIVE #1: Ensure accurate and timely assessment and taxation of property and recording of real property ACTION [Clerk's Office]: Issue 99% of marriage licenses error free MEASURE: Marriage license acceptance rate by Vital Records ACTION [Assessor's Office]: Complete all manufactured title changes, placement and movement requests within 5 business days MEASURE: Percentage of requests processed in 5 days or less OBJECTIVE #2: Address and plan for growth in Deschutes County ACTION [CDD] : Complete new Deschutes County Comprehensive Plan, including re-mapping process associated with destination resort overlay zone by June 2010 MEASURE: Comprehensive Plan approved by Board of County Commissioners ACTION [Solid Waste]: Establish funding and timeline for improvements to Negus Transfer Station MEASURE: Board of County Commissioners approval of identified funding strategy and timeline Deschutes County FY 2011 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, prevention and accountability 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. Provide a safe and effective County road system that supports local economic opportunity and livable communities 4. Conduct elections in an open, transparent, secure and accurate manner 5. Promote policies and actions that stimulate economic development in Deschutes County Natural Resources: Assess, protect and enhance the natural resources of Deschutes County 1. Support sound forest management practices 2. Enhance and protect groundwater, surface water, wetlands and riparian areas in the Deschutes Basin 3. Support beneficial utilization of natural resources for economic development, tourism and recreation 4. Support land use policies that promote beneficial utilization of the land for economic growth 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. Support and enhance the health integration project 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 Document Reproduces Poorly e~-y et;~~ Summary Results A summary of the results for the performance measures addressing each goal is provided below: °c` r ~ a ~ TaT N Aw Goal #1: Public Safety 39 16 71%0 6 Goal #2: Direct Services 14 4 78% 4 Goal #3: Natural Resources 16 6 73%a 10 Goal #4: Health Services 41 23 64% 10 Goal #5: Support Services 17 13 57% 6 Grand Total 127 h. r . 67% 36 Success rate represents the number of targets met as a percentage of targets met and not met. Results by Goal wr•rrirr~iw r~~rrriil+ e Goal #1: public Safety ~w Protect the public through a combination of prevention, prosecution, correction and supervision Objective Actions Measures Achievement % Achieved T ~ e ! is ,o ~c term pub]c fety " y`an rn at escn.IC safet ne~Eas 6 6 75% 2 f o a ; note coed ° ts, bh v;as a .EWtuaes that result ;n a safer commsnity 14 38 69% r' a _ 3 ?Ia ntzI-nd str~ntpFn n cM~rcnt leveis of diyersIor and alternative proorc^ ms 3 12 1 64% : 4er.tx and coordinate eoiona; efforts in ! Orr:eEpancv or- ; rFp rnpss 3 5 100% Goal 2: Direct Services Provide for direct services that enhance day-to-day quality of life and plan for future quality of life Objective Actions Measures Achievement % Achieved r:s Iro «ccurate and tits; Assessmert_and taxation of property And - - 5 9 100% 7ecord!ao of rea, oroRarty 2 Address End r:an for ~rovu4~ ~ 'esc hut^s_County 3 9 67% 3 ' zvve on mono term plan for magnq oEd , EinaGnarC;3 and constr' tion 4 4 ♦ 67% , Needs - . Poe' ~onact.e ect;ons °n Gn co n; 1 1 - 0% I transoarent. secure and accurate mannar ;al #3: N Lrl des®ul•ces x i Assess, protect and enhance the natural resources of Deschutes County Objective Actions Measures Achievement % Achieved 1. S40oort scund (ores<'- manaff mint 3 6 100% 2 nr~ncc End protect arc ro~atar and o s~7S`^ water n ~e ;3 SCn%t?s .3ssin 2 J 75/o 3. Ss~3ocrt bsnaft'E ira on Of natura; asourcos to econamic gabalaomant, 7 17 62% icu.°,sm ono recraat.o: Goal 4. Health Services Fcilitate, invest in and provide a system of services to improve the of Deschutes County residents Objective Actions Measures Achievement % Achieved -aT nor and c iar laaaarsn,o on 1 V 29 64% ndartaia preventive m r a t ~ es e su o acucn tuturc da Hands for County and cO=zInf'tV ssrv',ces of ' rcc cone "Ons B hEy ws Ett tufts and ran- r - u ces ow- r nc hem t . ssrvrccs fiz oEu h 13 20 53% ~y~t^~1;5 cYSar16~4`flrf97`7~:,,:;i;e'Z/ mQOllltb and _ -0ofcv chap Gioal ##5` Su port Services Ensure that Deschutes County staff and decision makers have the knowledge, skills, resources and tools necessary to deliver quality public service Objective Actions Measures Achievement % Achieved I . Assess, mi-Ins anci gxgzrd 114 . nocossEry, tho duunI'v ,Iae rai;~in 2 3 r 33% ~rOGrc.r1`1 cbc gat anc; anha . o,-c-ustomar ^°v co ~sr~.ctices 3 6 - 33% 3. tins ' m 0 00.ntif VYo7".i - _ : _nvironnient Is sa4b End Conduciv_e is 3 4 50% ~rcQi~Cib a}f 4',_fFVznt.'v r6. zf~ c?°vz,'v use ' ° ° in fOr~ ~;1CZ ~C OiOpy .1O ImITOVe sig--N arc LcL v:iv F-n6. --ni-E co customer 2 2 f 100% _ service 5 !Pravu 3- :rao ovE;uEVon of pmolov n oar°o-m-En End. em.oov~q 3 6 67% job satis'~ac2icr: nsare f;s ib lio i ll ~ o.:_ cF- m-saons l y n a aspects o'` Go;;-,, aa3ratlons 3 15 ~ 62% Performance Measures Not Met in FY 2010/FY 2011 Goal #1: Public Safety Objective #1 Administrative Services Action A: Identify funding for jail expansion; (changed in FY 2011- Identify means to capitalize jail debt service fund) • Measure #1(FY2010): Funding secured for jail construction (Not achieved); changed in FY 2011 to: Identify properties whose sales proceeds will go into the jail debt service fund Objective #2 Deschutes County 9-1-1 Action A: Respond promptly and effectively to emergency assistance requests • Measure #7 (#8 in FY 2011): Implementation of quality improvement program for Emergency Response Center (No progress) Justice Court Action C. Decrease Court Recidivism Rate • Measure #1: Percentage of justice court offenders who re-offend (No progress) Sheriff's Office Action E. Respond to calls from community for public safety services • Measure #5: Number of deputies per 1,000 residents (Results unclear) Goal #2: Direct Services Objective #1 Assessor's Office Action A: Timely appraisal of all new construction • Measure #1: Percentage of new construction appraisals completed by August 1" (required by state law) Action B: Timely updating of name and map changes • Measure #2: Percentage of assessment records with new County Clerk's Office recordings updated within three weeks (required by state law) • Measure #3: Percentage of tax maps updated within three weeks (required by state law) Action C. Timely certification of yearly assessment and tax roll • Measure #4: Percentage of yearly assessment and tax rolls completed by September 15th (required by state law) Additional County Assessor's Office Data (not identified as measures) • Cost per account as compared to other Oregon counties • Accounts per FTE as compared to other Oregon counties • Administrative expenses as percentage of taxes imposed • Number of tax time calls and walk-ins from late October through November 15th Goal #3: Natural Resources Objective #2 Community Development Action E. Define the full extent of natural wetlands in South Deschutes County • Measure #18: Identify methods of protecting wetlands that provide environmental services in the form of wildlife habitat, water quality protection or improvement, flood mitigation and/or recreational benefits (No Progress) Goal #S: Support Services Obiective #1 Administrative Services Action 8: Modify the training catalog to address the results of the Employee Survey and post-training surveys • Measure #3: Track post-training survey results (No Baseline Established) Objective #6 Sheriff's Office Action J: Maintain vehicle fleet to ensure officer and public safety 0 Measure #16: Number of vehicles being maintained (Results Unclear) Administrative Services M-11 Ahiartiva Action Measure Target 1 1 A. Identify means to capitalize jail debt 1. Identify properties whose sales proceeds will go into j By June 30, 2011 service fund ail debt service fund 5 1 B. Improve course offerings in response 2. Percentage of positive Employee Survey responses 83% or greater to employee needs and feedback to training and education questions 5 1 B. Improve course offerings in response 3. Track post training survey results No Target; Establish Baseline to employee needs and feedback 5 1 B. Improve course offerings in response 4. Number of training catalogs produced incorporating 2 or more catalogs to employee needs and feedback employee feedback C. Provide training and education on 5. Number of training sessions covering critical County 2 sessions of 12 classes each or 5 3 policies and issues that affect workplace policies and issues affecting workplace safety and safe and productivity productivity more D. Evaluate and improve employee 6. Re-launch employee recognition program 5 5 recognition program emphasizing communication of programs and means By December 31, 2010 of participation E. Develop a wellness program and 7. Establish a wellness program and employee 5 5 establish employee incentives for incentives for participation By June 30, 2011 participation F. Identify and address departmental 5 6 policies and procedures through 8. Audit Acceptance Rate for Deschutes County 90% or greater development of audit work plan F. Identify and address departmental 9. Percentage of follow-up workplans developed and 5 6 policies and procedures through sent to departments within 30 days of audit 95% or greater development of audit work plan F. Identify and address departmental 10. Percentage of follow-up audit reports completed 5 6 policies and procedures through within one year of audit 100% development of audit work plan F. Identify and address departmental 5 6 policies and procedures through 11. Post-audit customer satisfaction rate 80% or greater development of audit work plan G. Procure funding for county and 12 Percentage of grant requests made by the County 5 6 county-supported projects through l ti f t t that have been accepted 80% or greater successfu prepara on o gran reques s H. Identify opportunities for centralized 13. Complete list of additional centralized purchasing 5 6 purchasing to save money for all County opportunities developed and RFPs issued for new By December 31, 2010 departments, and explore opportunities purchasing contracts, as appropriate for interagency purchasing Assessor's Office Goal Ohiective Action Measure Target 2 1 A. Timely appraisal of all new 1. Percentage of new construction appraisals 100% construction completed b August 1st 2 1 B. Timely updating of name and map 2. Percentage of assessment records with new Clerk 100% changes recordings update d within three weeks 2 1 B. Timely updating of name and map 3. Percentage of tax maps updated within three weeks 100% changes 2 1 C. Timely certification of yearly 4. Percentage of yearly assessment and tax rolls " 100 /o assessment and tax roll completed b September 15th 2 1 C. Timely certification of yearly 5. Percentage of tax statements mailed by October 100 /o assessment and tax roll 25th C. Timely certification of yearly 6. Number of tax time calls from October 15th to 1 assessment and tax roll November 15th 1 C. Timely certification of yearly , Number of tax time walk-ins from October 15th to assessment and tax roll November t 5th 2 1 C Timely certification of yearly g ;ccounts per FTE assessment and tax roll D Ensure the effective and efficient use 5 6 of tax dollars in processing tax 9 Cost per account information D Ensure the effective and efficient use 10 Administrative expenses as percentage of taxes 5 6 of tax dollars in processing tax imposed information Clerk's Office Goal Obiective Action Measure Taroet 2 1 A. Timely recording of all real property 1. Percentage of real property records completed within 99% or greater records 24 hours 2 1 B. Timely process vital records and 2. Percentage of marriage licenses accepted error free 99% or greater other documents accurate) b Vital Records 2 1 B. Timely process vital records and 3. Percentage of declarations of domestic partnerships 99% or greater other documents accurate) accepted error free b Vital Records 2 1 B. Timely process vital records and 4. Percentage of passports accepted error free by the 99% or greater other documents accurate) State Department 2 4 C. Mail voter notification cards within 5. Percentage of voter notification cards mailed within o 90 /o or greater two weeks of registration two weeks of registration Commission on Children and Families Goal Oblective Action Measure Target A. Increase awareness and advocacy 1. Number of presentations and facilitated work 4 1 for identified needs to ensure children sessions provided to community groups and/or policy 24 or more and families are protected, healthy and makers successful A. Increase awareness and advocacy 4 1 for identified needs to ensure children 2. Number of professional trainings and events 12 or more and families are protected, healthy and identified as needed by the community and provided successful A. Increase awareness and advocacy 4 1 for identified needs to ensure children 3. Number of media contacts (newspaper, television, 12 or more and families are protected, healthy and radio and website postings) successful B. Identify, develop, implement and 4 1 advocate for policies to ensure children 4. Percentage of contracted programs in compliance o 100% and families are protected and with child abuse reporting agency successful B. Identify, develop, implement and 4 1 advocate for policies to ensure children 5. Percentage of contracted programs in compliance o 100 /o and families are protected and with criminal background check policy successful C. Implement strategic plans with 4 2 measurable prevention and early 6. Number of successfully implemented priorities in the 5 or more intervention outcomes as adopted by Commission on Children & Families Strategic Plan the Board of Commissioners D. Identify, create and take action on 4 2 opportunities to increase monetary and 7 Leveraged resources through cash match $926,773 or more non-monetary resources to address prioritized needs of children and families D. Identify, create and take action on 4 2 opportunities to increase monetary and 8 Leveaged resources through in-kind donations $267,551 or more non-monetary resources to address prioritized needs of children and families D. Identify, create and take action on 4 2 opportunities to increase monetary and 9. Value of competitive state and federal grants $586,270 or more non-monetary resources to address received prioritized needs of children and families E. Invest in prevention and intervention 10. Percentage of local high risk families receiving 4 2 programs, projects and initiatives intensive home visiting services demonstrating 70% or greater proven to protect children and families improved parent-child interactions E. Invest in prevention and intervention 11. Percentage of children with an assigned CASA 4 2 programs, projects and initiatives volunteer who do not experience a change in CASA 90% or greater proven to protect children and families assignment, which reduces trauma and helps children heal 12. Percentage of high risk parents with children E. Invest in prevention and intervention participating in MountainStar Family Relief Nursery's 4 2 programs, projects and initiatives therapeutic early childhood classroom services who 85% or greater proven to protect children and families make use of a positive social support system, reducing parent isolation, a risk factor in child abuse E. Invest in prevention and intervention 13. Percentage of high risk parents with children 4 2 programs, projects and initiatives participating in MountainStar Family Relief Nursery s 85% or greater proven to protect children and families program who remained free from confirmed cases of child abuse and neglect E. Invest in prevention and intervention 14. Percentage of youth reconnected with family and/or 4 2 programs, projects and initiatives in a stable and safe living situation before leaving 95% or greater proven to protect children and families homeless shelter F. Invest in prevention and early 15. Percentage of Healthy Families of the High Desert 4 i 2 ntervention programs, projects and parents who report reading to their children at least o 80% or greater i nitiatives to ensure children are ready three times per week for school F. Invest in prevention and early 16. Percentage of children participating in Healthy 4 2 intervention programs, projects and Families program with up-to-date immunizations 94% or greater initiatives to ensure children are ready compared to state for school F. Invest in prevention and early 17. Percentage of children who decreased their 4 2 intervention programs, projects and maladaptive and aggressive behavior in the classroom o 80% or greater initiatives to ensure children are ready (First Step) for school G. Take the lead in developing and 4 2 securing child care options for 18. Establish childcare initiatives and outcomes By June 30, 2011 Deschutes County H. Invest in programs, projects and 19 Percentage of Juvenile Crime Prevention funded 4 2 initiatives proven to prevent or reduce programs, projects and initiatives meeting or exceeding 95% or greater juvenile crime, substance use and all of their performance outcome measures improve the safe of at-risk youth H. Invest in programs, projects and 4 2 initiatives proven to prevent or reduce 20. Percentage of Juvenile Crime Prevention programs 75 /o or greater juvenile crime, substance use and meeting best practices criteria improve the safe of at-risk youth H. Invest in programs projects and 21. Percentage of youth participating in substance , initiatives proven to prevent or reduce abuse prevention program reporting an increased o 4 2 juvenile crime, substance use and awareness, understanding and use of one or more of 80% or greater improve the safety of at-risk youth the following taught skills: communication, cognitive processing, co in and decision-making 1. Advocate for and invest in effective 22 Percentage of youth participating in a mentoring 4 2 prevention and intervention programs program showing improved skills, attitudes and 100% that promote conditions, behaviors and behaviors attitudes resulting in a safer community 1. Advocate for and invest in effective 23. Percentage of youth in homeless shelter 4 2 prevention and intervention programs demonstrating academic progress and re-engaged in 80% or greater that promote conditions, behaviors and school attitudes resulting in a safer community J. Invest in effective programs and 24. Percentage of CCF sub-contracted programs and 4 3 initiatives that improve the health, safety projects meeting or exceeding all of their performance 95% or greater and success of children and families outcome measures 25. Percentage of state and federal grant K. Efficiently manage, fund and oversee implementation requirements being met (administrative 100% 4 3 programs that get results rules and contract terms such as reporting criteria and deadlines 4 3 K. Efficiently manage, fund and oversee 26. Percentage of required state or federal grant 85% rorams that et results targeted outcomes and/or deliverables being met fund and oversee K. Efficiently manage 27. Percentage of sub-contracted programs with o 4 3 , programs that get results successfully completed site visits and/or self- 75 /o assessment per biennium Community Development nhinefi- ecfi- Measure Taraet 2 2 A. Complete a new Deschutes County 1. Comprehensive Plan approved by Board of By June 30, 2011 Comprehensive Plan Commissioners 2 2 A. Complete new Deschutes County 2. Transportation System Plan approved by Board of By April 30, 2011 Com rehensive Plan Commissioners 2 2 A. Complete new Deschutes County 3. Complete specific community plans for Tumalo, By June 30, 2011 Comprehensive Plan Terrebonne and Deschutes Junction if appropriate 2 2 B. Develop recommendations for the 4. Develop recommendations for the "Big Look" By June 30, 2011 "Bi Look" implementation implementation 3 2 C. Define the full extent of natural 5. Complete delineation of wetlands By December 31, 2010 wetlands in South Deschutes County 6. Identify methods of protecting wetlands that provide 3 2 C. Define the full extent of natural environmental services in the form of wildlife habitat, By December 31, 2010 wetlands in South Deschutes County water quality protection or improvement, flood miti ation and/or recreational benefits D. Update Goal 5 inventory of natural 7 Comprehensive Plan approved by the Board of 3 3 and commercial resources associated Commissioners By June 30, 2011 with the Comprehensive Plan E. Complete an Economic Opportunities 3 4 Analysis (EOA) for large lot industrial 8 Complete a tri-county large lot industrial EOA By June 30, 2011 land in Deschutes, Jefferson and Crook Counties 5 2 F. Provide timely and effective 9. Average turnaround time for land use application 70 days or less community development services reviews 5 2 F. Provide timely and effective 10. Average turnaround time for building plan reviews 4 days or less community develo ment services 5 2 F. Provide timely and effective 11. Average score received on customer satisfaction 4.75 out of 5.00 or greater communi development services questionnaire 5 6 G. Explore the viability of merging 12. Pursue mutual aid or service provision agreements By June 30, 2011 certain services with other jurisdictions with new jurisdictions Community Justice RA--.- Target Goal Objective Action - A. Put adult sex offenders and offenders 1 Percentage of offenders laced on electronic device p 1 2 assigned to electronic monitoring as a within 3 days 90% or greater sanction placed on a device promptly B. Reduce the number and frequency of 2. Percentage of youth who do not re-offend during g7% or greater 1 2 uvenile offenders who re-offend supervision C. Provide opportunities for juveniles to 3. Percentage of juveniles who fulfill restitution ° 85% or greater 1 2 repair harm to individuals and the obligations community C. Provide opportunities for juveniles to 4. Percentage of juveniles who fulfill community service 85% or greater 1 2 repair harm to individuals and the obligation community D. Get adult felony offenders on T. Percentage of adult offenders on restituiton caseload 45% or greater 1 2 restitution caseload to a restitution paving restitution E. Have offenders in the domestic 6. Percentage of domestic violence offenders promptly 85% or greater 1 3 violence diversion program engaged in engaged in treatment treatment E. Have offenders in the domestic 7. Percentage of domestic violence offenders ° 75% or greater 1 3 violence diversion program engaged in completing treatment treatment 8. Submit a report to the Board of Commissioners on F. Explore ways to continue supporting the costs of specialty courts, which will include By December 1, 2010 1 3 specialty courts opportunities for improvement, efficiency and future financing 1- 1 G. Evaluate the cost-effectiveness of 9. Submit a comprehensive analysis of service costs By January 15, 2011 5 6 juvenile justice programs and outcomes to the Board of Commissioners Deschutes County 9-1-1 CSD Tamet lanai VY ecuve HGVun - A. Identify stable funding options for 9-1- 1 1 1 and engage partners in 1. Identify stable funding options for 9-1-1 By June 30, 2011 recommending a referred solution 1 2 B. Respond promptly and effectively to 2 Percentage of calls answered in 5 seconds or less 92.5% or greater emer en assistance re nests 1 2 B. Respond promptly and effectively to 3. Percentage of calls answered in 10 seconds or less 99.5% or greater emergency assistance requests 1 2 B. Respond promptly and effectively to 4. Average ring time 3 seconds or less emergency assistance requests 1 2 B. Respond promptly and effectively to 5. Longest ring time 10 seconds or less emergency assistance requests 1 2 B. Respond promptly and effectively to 6. Call abandonment rate 3.5% or less emergency assistance requests 1 2 B. Respond promptly and effectively to 7 Average time to refer a call to dispatch 12 seconds or less emer en assistance requests B. Respond promptly and effectively to B. Implementation of quality improvement program for By June 30, 2011 1 2 emergency assistance requests Emergency Response Center District Attorney's Office Tame} VVAI VY G{iYYC 1'1{rlIV11 1. Number of Driving Under the Influence of an 400 1 1 2 A. Succesfully prosecute criminals Intoxicant DUII cases filed , 1 2 A. Succesfully prosecute criminals 2. Number of trials (Jury and Court, all cases) 100 3. Percentage of major felony cases ending in 100% 1 2 A. Succesfully prosecute criminals convictions 1 2 A. Succesfully prosecute criminals 4. Number of victim notification 2,500 1 2 A. Succesfully prosecute criminals 5. Number of juvenile delinquency petitions 400 1 2 A. Succesfully prosecute criminals 6. Number of juvenile dependency petitions 50 1 3 B. Promote programs to settle less serious cases 7. Number of FASTtrack Accountability cases 500 1 3 B. Promote programs to settle less 8. Number of Family Drug Court cases 25 serious cases 1 3 B. Promote programs to settle less serious cases 9. Number of Mental Health Court cases 25 B. Promote programs to settle less 10. Number of Domestic Violence Treatment Court 300 1 3 serious cases cases 11. Percentage of attorneys completing continuing 100% 5 1 A. Succesfully prosecute criminals legal education and training Fair & Expo Center 1--. nk; M:.,n A^fi^n Measure Target 2 5 A. Provide positive economic impact on Deschutes County through utilization of 1 Economic Impact of events held at the Fair & Expo $40 million or more the Fair and Expo facilities facilities 2 5 A. Provide positive economic impact on Deschutes County through utilization of 2 Total number of visitors to the Deschutes County 250,000 visitors or more the Fair and Expo facilities Fair Finance Goal Ob ective Action Measure Target A. Provide financial data to Budget Committee that is meaningful for the 6 decision making process and narrative 1. Receive GFOA Distinctive Budget Presentation Receive Award 5 information for all departments Award for the budget document conforming to GFOA recommended bud et requirements A. Provide financial data to Budget Committee that is meaningful for the 5 6 decision making process and narrative 2. Receive GFOA Certificate of Achievement Award for Receive Award information for all departments Comprehensive Annual Financial Report (CAFR) conforming to GFOA recommended budget requirements B. Ensure Tax Roll, is collected and 5 6 distributed to all tax districts in a timely 3. Percentage of tax statements issued by October 21 st 100% and cost-effective manner B. Ensure Tax Roll, is collected and 4. Tax distribution is completed in a timely and cost- 5 6 distributed to all tax districts in a timely effective manner meeting or exceeding ORS By October 21, 2010 and cost-effective manner requirements - B. Ensure Tax Roll, is collected and 5 F 6 l distributed to all tax districts in a timely 5. Number of tax accounts processed per FTE 20,500 or more l and cost-effective manner Health Benefits Goal Ob ective Action Measure Ta et 5 6 A. Explore the feasibility of establishing 1. Solicit proposals for operating an onsite employee By August 1, 2010 an onsite employee health clinic health clinic 5 6 A. Explore the feasibility of establishing 2. Construct and begin operating an onsite employee By January 1, 2011 an onsite employee health clinic health clinic Health Services Goal Ob'ective Action Measure Tar et A. Increase local beds for mental health 1 Percentage of estimated community bed need (580) 1 1 treatment, preventing more costly care that is met (Adult Treatment) 11% or greater or homelessness A. Increase local beds for mental health 2 Number of Central Oregon residents served annually 1 1 treatment, preventing more costly care by residential treatment projects (Adult Treatment) To be determined or homelessness A. Increase local beds for mental health 3. Number of individuals in residential and housing 1 1 treatment, preventing more costly care projects who recover sufficiently to successfully To be determined or homelessness transition to lower levels of care Adult Treatment B. Maintain timely response to mental 4. Percentage of mental health crises responded to 100% 1 2 health crisis needs in the community within state standards (Adult Treatment) 2 B. Maintain timely response to mental 5. Number of crises service hours provided (Adult 800 or more 3 1 health crisis needs in the community Treatment) , 1 2 B. Maintain timely response to mental 6. Number of unique clients receiving crisis services 900 or more health crisis needs in the community (Adult Treatment) C. Operate treatment courts through 7. Number of participants in Mental Health Court (Adult 1 3 treatment, contracting and grant Treatment) 25 or more mana ement C. Operate treatment courts through g Percentage graduating from Mental Health Court 1 3 treatment, contracting and grant (Adult Treatment) 75% or greater management C. Operate treatment courts through 9. Percentage of participants in Mental Health Court 13% or fewer 1 3 treatment, contracting and grant who re-offend (Adult Treatment) management C. Operate treatment courts through 10. Number of participants in Family Drug Court (Adult 40 children 25 adults 1 3 treatment, contracting and grant Treatment) , mana ement C. Operate treatment courts through 11. Percentage graduating or retained in Family Drug 1 3 I treatment, contracting and grant Court (Adult Treatment) 75% or greater management C. Operate treatment courts through 12 Percentage of participants in Family Drug Court 20 h or fewer 1 3 treatment, contracting and grant who -re-offend (Adult Treatment) management D. Assist community reentry from County Jail for people with mental 13. Number of participants in Bridge Program (Adult 60 or more 1 3 illness and addiction through the Bridge Treatment) Program D. Assist community reentry from County Jail for people with mental 14. Percentage of enrolled clients retained in service 50% or greater 1 3 illness and addiction through the Bridge (Adult Treatment) Program D. Assist community reentry from County Jail for people with mental 15. Percentage of clients achieving a successful 60% or greater 1 3 illness and addiction through the Bridge outcome (Adult Treatment) Program D. Assist community reentry from County Jail for people with mental 16. Percentage of participants who re-offend (Adult 22% or fewer 1 3 illness and addiction through the Bridge Treatment) Program E. Improve Deschutes County's ability 17. Percentage of Health Services preparedness 1 4 and capability to respond to public leaders participating in the Health Alert Network 90% or greater health and other emergencies emergency notifications stem Communit Health E. Improve Deschutes County's ability 18. Percentage of key staff members with emergency 1 4 and capability to respond to public response duties outlined in their job descriptions 100% health and other emergencies (Community Health F. Develop and disseminate emergency 19. Number of caregivers of vulnerable County 1 4 preparedness information to vulnerable residents who have been trained in emergency 200 caregivers populations preparedness (Community Health F. Develop and disseminate emergency 20. Percentage of families in home visiting program 1 4 preparedness information to vulnerable receiving preparedness information (Material Child 100% populations Health G. Improve compliance and thereby 3 2 water safety of the small registered 21. Number of small registered water systems 80 registered water systems waters stems in. Deschutes County H. Develop sustainable services through 4 1 a new school-based health center in the 22. Number of primary care visits No target; establish baseline City of Sisters (Departmentwide) H. Develop sustainable services through 4 1 a new school-based health center in the 23. Number of behavioral health visits No target; establish baseline City of Sisters (Departmentwide) 4 1 H. Develop sustainable services through a new school-based health center in the 24. Number of dental visits offered through a No target; establish baseline community partner (beginning in FY 2012) City of Sisters (Departmentwide) 4 1 H. Develop sustainable services through a new school-based health center in the 25. Services for seniors linked to the opening of a new No target; establish baseline City of Sisters (Departmentwide) senior facility 1. Enhance the visibility of health 26. Percentage of medical clinics and day care 4 1 services and access to care by reaching providers contacted to improve disease reporting and 50% or greater out to businesses, clinics and day care immunization compliance (Community Health) providers 1. Enhance the visibility of health services and access to care by reaching 27. Number of children excluded from school for 70 or less 4 1 out to businesses, clinics and day care immunization non-compliance (Community Health) providers 1. Enhance the visibility of health 28. Number of new clients receiving family planning 4 1 services and access to care by reaching services through outreach to business not providing 100 or more out to businesses, clinics and day care health insurance (Reproductive Health) roviders 1. Enhance the visibility of health 29. Percentage increase in referrals to Babies First 4 1 services and access to care by reaching through distribution of information to eight clinics 100% or greater out to businesses, clinics and day care (Maternal Child Health) providers 1. Enhance the visibility of health 30. Percentage increase in referrals to CaCoon from services and access to care by reaching Neonatal Intensive Care Unit with help from 100% or greater 4 1 out to businesses, clinics and day care neonatologists and nurse practitioners (Maternal Child providers Health J. Increase access to health services in 31. Number of La Pine residents provided reproductive 525 or more 4 1 North and South County health services (Reproductive Health J. Increase access to health services in 32. Number of families receiving services at WIC clinic 145 or more 4 1 North and South County in Sisters WIC J. Increase access to health services in 33. Number of client visits at WIC clinic in La Pine 405 or more quarterly 4 1 North and South County IC F 1 I J. Increase access to health services in 34. Percentage of child Oregon Health Plan members in each zip code receiving mental health services 90% or greater of countywide 4 North and South County Child & Family/Adult Treatment/Seniors average in each zip code K. Support school-based health centers 35. Number of school-based health centers state 5 or more 4 1 (SBHCs) by offering health and mental certified to operate (Maternal Child/Child & Family) health care K. Support school-based health centers Number of child visits for health services (Maternal 36 4 1 (SBHCs) by offering health and mental . Child Health) 2,000 or more health care 4 1 K. Support school-based health centers (SBHCs) by offering health and mental 37. Number of child visits for mental health services No Target; Establish Baseline (Child & Family) health care L. With the community, adopt policies to 38. Number of health facilities, including the Health 4 2 reduce chronic disease in Deschutes Services building, 100% tobacco free (Community 9 facilities or more County Health 39. Percentage of employees on the County insurance L. With the community, adopt policies to plan with a chronic disease directly contacted and 100% 4 2 reduce chronic disease in Deschutes offered disease management classes (Community County Health M. Assure access to birth control 40. Number of women at high rish of cervical cancer 4 2 services for Women in Need, reducing brought into care at Mosaic Medical with Deschutes 12 women or more unplanned pregnancies County Health Services assistance (Community Health) M. Assure access to birth control 41. Number of family planning client visits 000 or more 6 4 2 services for Women in Need, reducing (Reproductive Health) , unplanned pregnancies N. Reduce the spread of communicable 42. Percentage of immunized 2 year olds (Community 4% above the state average or 4 2 diseases in the community Health) greater 43. Percentage of cases in which others potentially 4 2 N. Reduce the spread of communicable exposed to sexually transmitted disease or HIV 100% diseases in the community infections are contacted (Community Health 44. Percentage of maternity case management clients 4 2 O. Increase screening and referral of (with 3 or more home visits) screened for depression 75% or greater clients with perinatal depression and referred Maternal Child Health P. Expand the Early Assessment and 45. Number of adolescents and young adults enrolled 29 or more 4 2 Su ortAlliance Child & Family) P. Expand the Early Assessment and 46. Percentage of Central Oregon estimated need (28) 104% or greater 4 2 Support Alliance that is met Child & Family) 47. Percentage of clients able to remain in the 4 2 Q. Provide intensive services to clients I community, avoiding more costly interventions 95% or greater eligible for the Enhanced Care Program (Seniors) R. Respond to developmentally disabled Percentage of crisis referrals responded to within 48 , 4 2 crisis situations in a timely manner, . one business day (Developmental Disabilities) 90 /o or greater avoiding more costly interventions R. Respond to developmentally disabled 49. Percentage of crisis plans developed and 4 2 crisis situations in a timely manner, implemented within one week (Developmental 90% or greater avoiding more costly interventions Disabilities) S. Maintain a high level of direct client 50. Percentage of behavioral health FTE dedicated to 74% or greater 4 3 care and service direct services De artmentwide 51. Produce a report of actions with focus on service 4 3 T. Strengthen the new Health Services integration, effectiveness, efficiency and/or cost By March 1, 2011 Department savings De artmentwide U. Assure contracted dollars result in 52. Percentage of health service contract performance 80% or greater 4 3 beneficial services measures that are met or exceeded (Departmentwide) 4 3 V. Maintain a high level of staff satisfaction as measured by the 53. Job satisfaction index on Employee Survey Exceed Countywide index (Departmentwide) Em to ee Survey W. Maintain a high level of client care 54a. Percentage of health clinicians achieving their (6 of 8) 75% or greater 4 3 hours for health services service goals Maternal Child Health 54b. Percentage of mental health clinicians in Child 4 3 of client care high level Maintain and Family Program achieving their service goals 100% hours for services health ho Child & Family) 54c. Percentage of mental health clinicians in Adult 4 3 W. Maintain a high level of client care Treatment Program achieving their service goals (Adult 100% hours for health services Treatment W. Maintain a high level of client care 55. Percentage of state assigned caseload receiving 105% or greater 4 3 hours for health services WIC services IC 56. Percentage of mental health clinicians in Seniors 4 3 W. Maintain a high level of client care Mental Health Program achieving their service goals 100% hours for health services Adult Treatment 57a. Percentage of Oregon Health Plan funding 4 3 X. Sustain Oregon Health Plan funds for documented as delivered services in Child and Family 100% mental health Program Child & Family) 57b. Percentage of Oregon Health Plan funding 4 3 X. Sustain Oregon Health Plan funds for documented as delivered services in Adult Treatment 100% mental health Program Adult Treatment 57c. Percentage of Oregon Health Plan funding 4 3 X. Sustain Oregon Health Plan funds for documented as delivered services in Seniors Mental 100% mental health Health Program Seniors more e of clients requiring a higher ta Y. Help facilities and families care for , g 58. Percen costly level of service for their mental health needs 20% or less 4 3 seniors with mental health issues Seniors Z. Provide Family Support services to 59. Percentage of families requesting out-of-home 3 families with children with placement for their children (Developmental 10% or less 4 developmental disabilities so care can Disabilities) occur in the family home Between 50-100 Deschutes County OHP members will agree to be pilot AA. Implement 1 to 2 health home pilot project participants. The participants projects to create an effective care 60. To be determined in collaboration with regional pilot will be assigned to a health home. 4 4 network for people who frequently use project partners The health home will provide fully the hospital emergency department. integrated primary/behavioral healthcare and care coordination. 61. Implement a comprehensive electronic, record 5 4 AB. Improve information management system for behavioral health clinic and business By June 30, 2011 system functions (Support Services - BH AB. Improve information management 62. Research and select an electronic records system By June 30, 2011 5 4 system for Public Health (Support Services - PH Information Technology Tamet Goal Objective Action A. Provide computer training classes 5 1 that extend the current offerings with training highly tailored to the software 1. Number of different training classes offered 3 or more classes service offerings of the Information Technology Department B. Develop new information based 2. Implement a data warehouse and maintenance services using investment in Microsoft, program, including processes and procedures, platform By June 30, 2011 5 4 SharePoint and SQL Server stand-up, financials, and assessment data models technologies corn feted and imported B. Develop new information based 3. Replace existing paper-based reports with electronic 5 4 services using investment in Microsoft, versions, including monthly budget status, payroll By June 30, 2011 SharePoint and SQL Server status and current expenditures reports technologies B. Develop new information based 5 4 services using investment in Microsoft, 4. Implement one electronic form based solution By June 30, 2011 SharePoint and SQL Server technologies C. Monitor and support departmental 5. Select and contract with vendor for Justice Court By September 30, 2010 5 4 efforts to replace the remaining legacy Case Management System systems software C. Monitor and support departmental 6. Select and contract with vendor for District Attorney's By December 31, 2010 5 4 efforts to replace the remaining legacy Office Case Management System s stems software C. Monitor and support departmental 7. Select and contract with vendor for Jail Management By September 30, 2010 5 4 efforts to replace the remaining legacy System s tems software C. Monitor and support departmental g Select and contract with vendor for Law Enforcement By September 30, 2010 5 4 efforts to replace the remaining legacy Records Management System s stems software C. Monitor and support departmental 9. Select and contract with vendor for Behavioral By December 31, 2010 5 4 efforts to replace the remaining legacy Health Records Management System s stems software D. Develop new skills amongst existing development staff that will allow new services to be deployed using current 10. Identify, train and establish a mission for a team to By September 30, 2010 5 6 personnel resources and seek to develop and maintain a data warehouse ion develop new useful office automation software tool with existing software investment D. Develop new skills amongst existing development staff that will allow new services to be deployed using current 11. Develop the necessary skills amongst two staff 5 6 personnel resources and seek to members to provide general support and development By December 31, 2010 develop new useful office automation assistance with the SharePoint intranet software tool with existing software investment D. Develop new skills amongst existing 12 use the Land Information System project as a development staff that will allow new catalyst to establish a new set of development services services to be deployed using current using existing staff resources, including the creation of By December 31, 2010 5 6 personnel resources and seek to a development methodology, identifying a project lead develop new useful office automation and identifying tools and technologies on which to base software tool with existing software the development service investment Justice Court r2-1 nhiertive Action Measure Taraet A Reduce outstanding receivable 1 2 balance and increase collection rate on 1. Percentage increase in receivables 5% or less court fines A. Reduce outstanding receivable 1 2 balance and increase collection rate on 2. Rate of collection of fines 75% or greater court fines 1 2 B. Resolve small claims cases prior to 3. Percentage of at-issue small claims cases resolved 85% or greater trial before trial 1 2 C. Decrease recidivism among justice 4. Establish a means to track recidivism rates among j By June 30, 2011 court defendants ustice court defendants Legal Counsel I 5 I 5 IA. Provide legal services that meet or I1. Overall score received on customer satisfaction I 3.94 out of 5.00 or greater exceed customer expectations questionnaire Natural Resource Protection anal nhiarfiva Artinn Measure Target A. Collaborate and coordinate with U.S. 1.Attend environmental planning meetings, 3 1 Forest Service (USFS), Bureau of Land communicate with agency counterparts on new c 100 k participation in project reviews Managment (BLM), and state resource proposals project to ensure appropriate Best agencies on forest management issues Management Practices (BMP) apply B. Provide substantive comment and 3 1 involvement with land use decisions on 2. Percentage of EIS, EA and other environmental 95% of greater public lands by submitting input to documents for which input may be provided Environmental Impact Studies EIS B. Provide substantive comment and 3 1 involvement with land use decisions on 3. Number of field trips and other ground monitoring 10 or greater public lands by providing input to activities in which participation is provided Environmental Impact Studies EIS C. Ensure BMP are followed on all 4. Percentage of County land managed according to 3 1 County-owned land, including fuels BMP 100% treatment C. Ensure BMP are followed on all 5. Percentage of County-owned land sold for which fuel 3 1 County-owned land, including fuels treatment was accomplished prior to sale 100% treatment D. Update, revise and implement 3 3 community fire plans, treat fuels and 6. Number of Community Wildfire Protection Plan 2 or more provide education and prevention efforts (CWPP) updates completed to reduce area fires D. Update, revise and implement 3 3 community fire plans, treat fuels and 7. Percentage of grant requests approved for fuels 50% or greater provide education and prevention efforts treatment to reduce area fires D. Update, revise and implement 3 3 community fire plans, treat fuels and 8. Number of CWPP Steering Committee meetings 7 or more provide education and prevention efforts organized to reduce area fires D. Update, revise and implement 3 3 community fire plans, treat fuels and 9. Number of acres treated on private and County- 1,000 acres or more provide education and prevention efforts owned land to reduce area fires D. Update, revise and implement community fire plans, treat fuels and 10. Percentage of treated acres using 100% utilization 100% 3 3 provide education and prevention efforts methods to reduce area fires 3 3 E. Ensure the availability of product to 11 Total acres of fuels treated 2,000 acres or more mills and biomass facilities E 3 3 d F. Provide incentives for users to 12. Total cubic yards of biomass product generated 75,000 cubic yards encourage recycling wood products Personnel anal nhiartive Artinn Measure Target 5 5 A. Track the number of employees 1. Employee voluntary (excluding lay-offs and 5.2% or less voluntarily terminating their employment discharges) turnover rate 5 5 B. Track department head and supervisor ability to complete employee 2. Percentage of employee evaluations completed o 75% or greater evaluations in a timely manner within 30 days of employee anniversary date Property & Facilities Taraet Goal Objective Action A. Identify means to capitalize jail debt 1. Complete all land use and other regulatory By June 30, 2012 1 1 service fund processes to prepare one large tract property for sale B. Ensure facilities and equipment are 2 .Percentage of service requests responded to within 54.24% or more of all work orders 5 3 maintained in a prompt and efficient 24 hours responded to within 24 hours manner 5 3 B. Ensure facilities and equipment are maintained in a prompt and efficient 3 Establish a survey to assess customer satisfaction By June 30, 2011 manner C. Develop short-term and long-term 4. Complete assessment, feasibility and costs for North By September 30, 2010 5 3 plan to address space needs in North County facility Deschutes County C. Develop short-term and long-term 5. Select consultants and contractors for design and 2010 By December 31 5 3 plan to address space needs in North construction of North County facility , Deschutes County 5 3 C. Develop short-term and long-term plan to address space needs in North 6. Complete construction of North County facility By December 31, 2011 Deschutes County Risk Management Tamet Goal objective Action A. Ensure facilities and equipment are 1. Number of workplace accidents that require days 5 3 1 maintained in a safe, comfortable and away from work, restricted or transferred workers per 1.35 or less healthy condition 100 employees DART Rate Road •~,.~~...e Taraet Goal objective Action 2 3 A. Develop funding prioritization plan 1. Update the Road Maintenance Funding report concurrently with the Transportation System Plan (TSP) By December 31, 2010 y 2 3 B. Maintain high quality condition of 2 Percentage of roads rated good or better 82% or greater County roads C. Update Pavement Management 3. Percentage of County arterials and collectors 50% or greater 2 3 System data by conducting regular inspected visual inspections of County roads D. Work cooperatively to promote and 3 3 implement noxious weed control in 4. Number of acres treated for noxious weeds 3,500 acres or more Deschutes County E. Implement the County's new policy 5. Percentage of enforcement letters resulting in establish baseline No target 3 3 on enforcement to control noxious compliance without a citation , weeds F. Combine management of aggregate 6. Dollars in savings from providing a County-owned 000 or more $130 5 6 I resources in the Road and Solid Waste materials source for rock crushing , Departments Sheriffs Office u_......... T.-at Goal objective Action - 1 A. Maintain a safe and secure 1. Number of inmates released early due to matrixing 0 1 corrections facility 2 B. Maintain current Adult Jail and Work 2 Number of inmates participating in programs 157 or greater 1 Center programs available to inmates 2 C. Effectively respond to calls from 3. Number of deputies per 1,000 residents 1.01 1 community for public safe services C. Effectively respond to calls from Number of patrol calls for service 4 21,512 or less 1 2 community for public safe services . 2 C. Effectively respond to calls from 5. Number of person and property crimes 1,934 or less 1 community for public safe services 2 C. Effectively respond to calls from 6. Number of criminal cases per deputy 50 or less 1 communi for ublic safe services 2 C. Effectively respond to calls from 7. Number of civil papers processed 11,130 or more 1 community for public safe services 2 C. Effectively respond to calls from 8. Number of Search and Rescue missions 110 or less 1 community for ublic safe services C. Effectively respond to calls from 9. Number of vehicle traffic accidents in Deschutes 547 or less 1 2 communi for public safe services County 1 2 C. Effectively respond to calls from 10. Average patrol response time 12:48 or less community for public safe services D. Meet all Oregon Emergency 1 4 Management guidelines by leading 11. Conduct disaster/pandemic exercises By June 30, 2911 disaster/pandemic exercises with all local resources E. Enhance off-duty training regimen to 12. Number of completed training hours for sworn and 133 hours or more 5 2 include more in-service training on more non-sworn staff diverse topics F. Select vendor and install software for Complete Records Management System 13 5 4 new Records Management System and . replacement project By June 30, 2011 Jail Management System F. Select vendor and install software for lete Jail Management System replacement Com 14 5 4 new Records Management System and p . project and have Project Team operational By June 30, 2011 Jail Management System G. Provide quality support services at 15. Direct cost per inmate per day in the Adult Jail and $107 per day or less 5 6 the lowest cost Work Center G. Provide quality support services at 16. Number of non-sworn employees as a percentage 26% or less 5 6 the lowest cost of sworn employees 5 6 H. Maintain vehicle fleet to ensure 17. Number of vehicles being maintained 155 or more officer and public safe Solid Waste Tamat Goal ubective Action A. Maximize county resources for 1. Oregon Department of Environmental Quality (DEQ) By September 30, 2011 2 2 management of solid waste disposal acceptance of Cell 5 construction A. Maximize county resources for 2. Number of violations or fines due to a failure to 0 2 2 management of solid waste disposal comply with federal or state guidelines B. Complete Knott Landfill Area A 3. Establish a timeline and funding requirements for By June 30, 2011 2 2 closure project Area A end use implementation C. Promote recycling programs to 4. Percentage of solid waste produced in Deschutes 39% or greater 3 3 reduce the proportion of solid waste County that is recycled roduction laced in the landfill D. Combine management of aggregate 5 6 resources in the Road and Solid Waste 5. Savings from county owned land for excavation $225,000 or more Departments Goal-setting retreat notes, January 29, 2010 • The Board would like us to look at more commonly purchased items that can be bid out, with departments directed to purchase from the low bidder. (e.g., copier lease, gas cards) BoC does not support having a centralized purchasing function, however. • We no longer receive notices of department staff meetings. Board would like to attend these meetings once in a while. • Lots of discussion of ee recognition pgm. (Will discuss further at the DH retreat.) New objectives for FY 2011: • Community Justice: Evaluate the cost-effectiveness of juvenile justice programs; look at who's being served, the cost of serving them and how it compares to other counties. • Fair/Expo: Continue to provide public transit to the Fair and explore making use of community partners to achieve this. • Fair/Expo: Explore partnerships with area businesses to enhance the RV Park experience and drive more traffic to the RV park. • Finance: Add a performance measure related to accounts payable. • Natural Resources: (This was more of a question than an objective) What can the County do to ensure the availability of product to mills and biomass facilities? • Property & Facilities: Develop a short-term and a long-term plan to address space needs in north county. (Note: I know we're doing this but this fell off the list of goals and objectives in FY '10) • 911: Identify stable funding options for 911 and engage community partners in recommending a preferred solution. • Administration: Identify the properties whose sale proceeds will go into the jail debt service fund. • Administration: Evaluate and improve the employee recognition program. • CCF: Take the lead on developing and securing child care options for Deschutes -County and report quarterly to the Board. • CDD: Continue to explore merging services with other jurisdictions. • CDD: Complete the comp plan and destination resort remapping process. • CDD: Develop recommendations for "Big Look" implementation. • Assessor's Office: Improve education of the public regarding Oregon's property tax system. • DA's Office & Community Justice: Explore ways to continue specialty courts if the state backs off on its commitments. • Health Services: • Board wants a performance measure relating to the effectiveness and impacts of the new RTFs, with a report to the Board. • Ditto on MH court. • Develop a timeline for sustainable services in the Sisters area. • Explore and report on the feasibility of mobile, rather-than fixed-location services. • Adult dental services. (Not really sure what they want.) • Roads: Support the recreational assets study, scenic bikeway study and other actions that lend themselves to economic development and the health of the community. • Solid Waste: Complete Area A closure project. • Solid Waste: Plan for community conversations regarding what comes after Knott. • Personnel: Continue to explore the feasibility of an on-site employee-only health clinic. TOTAL VALUE 2009 2010 2011 Organization Requested Awarded Requested Awarded Requested Awarded Requested Awarded Adventist Community Services $ 5,000 , : $ ` - $ - $ - $ - $ $ 5,000 $ Alyce Hatch Center $ 15,000 $ 5,000 $ 10,000 $ 5,000 $ 5,000 $ $ $ American Red Cross - Oregon Mountain River Chapter $ 23,700 $ $ $ $ 12,000 $ $ 11,700 $ Assistance League of Bend $ 35,000 , ? $ 22;50 ' $ 10,000 $ 7,500 $ 15,000 $ 7,500 $ 10,000 $ 7,500 Bend Area Habitat for Humanity $ $5000 $ 30,000 $ $ 25,000 $ $ $ Bend's Community Center $ 39,500 ' $ 36,500 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ 9,500 $ 6,500 Bethlehem Inn $ 55,000 ' $ 48,000 $ 30,000 $ 30,000 $ 25,000 $ 18,000 $ $ Big Brothers Big Sisters J Bar J Youth Services S 20000 j $ 10,000 $ $ 10,000 $ $ $ Boys and Girls Club of Central Oregon $ 13,572 ' 8,650 $ $ $ $ $ 13,572 $ 8,850 Cam Fire USA Central Oregon Council $ 12500; $ - $ 5,000 $ $ 7,500 $ $ $ Cascade Child Treatment Center S 25;000' $ $ $ $ $ 25,000 $ Cascade Youth 8 Family Center J Bar J Youth Services $ 25,000 ' 10,000 $ $ $ 25,000 $ 10,000 $ $ Center Foundation, The $ 5,000 $ 2,500 $ $ $ 5,000 $ 2,500 $ $ Central Cascade Lines S 20 000 $ 5.000 $ 20,000 $ 5,000 $ $ $ $ Central Oregon Guardianship Assistance Program COCOA S 25,000' ' $ 7,500 $ $ $ 25,000 $ 7,500 $ $ Central Oregon Home Health and Hospice $ 15,470s - $ 15,470 $ $ $ $ $ Central Oregon Paws-Ability, Inc. $ 55 000" ' $ 30,000 $ $ 25,000 $ $ $ Central Oregon Teen Challenge $ 30,000' $ $ 30,000 $ $ $ $ $ Central Oregon Veterans Outreach, Inc. $ 61,000 $ 25,000 $ 36,000 $ 15,000 $ $ $ 25,000 $ 10,000 Children's Vision Foundation $ 26,000 2,500 $ 10,000 $ $ 8,000 $ $ 8,000 $ 2,500 City Care Clinic Go City Center Church S 40000< $ 20,000 $ $ 20,000 $ $ $ City of Redmond Fire Department $ 27,500 $ $ $ $ 18,500 $ $ 9,000 $ Clear Choice Foundation $ 7;000;;' ' $ 7,000 $ $ $ $ $ Clear One Foundation/Deacons Emergency Medical Fund $ 5,000 $ 5,000 $ $ $ 2,500 $ 2,500 $ 2,500 $ 2,500 Compass Community Church Outreach $ 15000 $ $ $ $ 15,000 $ $ $ Central Oregon Resources for Independent Living CORIL $ 21,341 $ - $ 21,341 $ $ $ $ $ Deschutes County Health Beginnings $ 42;195: $ 25,000 $ 12,195 $ 10,000 $ 15,000 $ 5,000 $ 15,000 $ 10,000 Deschutes County Noxious Weed Advisory Board $ 5`000 $ - $ $ $ 5,000 $ $ $ Deschutes Family Recovery $ 64,000 $ 43,000` $ 30,000 $ 23,000 $ 14,000 $ 10,000 $ 20,000 $ 10,000 Discove and, Inc. 3 30,000 $ - $ 30,000 $ $ $ $ $ Education Foundation _ $ 10,000 $ - $ 10,000 $ $ $ $ $ Families Forward (Housing Works 33 500 $ : 12,500 $ - $ $ 8,500 $ 5,000 $ 25,000 $ 7,500 Family Access Network $ 68,500 25000 $ 30,000 $ 15,000 $ 26,000 $ $ 12,500 $ 10,000 Family Kitchen $ 27,373` ' 12;500 $ 6,000 $ 6,000 $ $ $ 21,373 $ 6,500 Family Resource Center $ 25,000 $ 17;000; $ $ $ $ $ 25,000 $ 17,000 First Ste to Success $ 25000 r$ 25,000 $ $ $ $ $ 25,000 $ 25,000 Friends in Service Here FISH $ 10`000' 6,000 $ $ $ 5,000 $ 4,000 $ 5,000 $ 2,000 Full Circle Outreach Center $ 30,000 $ 12,000 $ 30,000 $ 12,000 $ $ $ $ Growing Tree Children's Center $ 26,000 $ - $ 10,000 $ $ 7,500 $ $ 8,500 $ Healing Reins $ 8300: $ - $ $ $ 8,500 $ $ $ Health Matters S 30,000 $ - $ 30,000 $ $ $ $ $ Health Families of the High Desert (formerly Rea `Set'Go $ 71500'E 1$ 36,500 $ 30,000 $ $ 10,000 $ 5,000 $ 31,500 $ 31,500 Heart of Oregon Corps S 48,000 $ $ 25,000 $ $ $ $ 23,000 $ Hospice of Redmond-Sisters $ 5,000 $ $ 5,000 $ $ $ $ $ Hunger Prevention Coalition $ 6,000 $ $ 6,000 $ $ $ $ $ Interfaith Volunteer Caregivers S 15,000 $ $ 15,000 $ $ $ $ $ Jericho Road $ 12,500 $ 7,000 $ $ $ 5,000 $ 2,500 $ 7,500 $ 4,500 KIDS Center ; 80000. $ 41,000 $ 30,000 $ 15,000 $ 25,000 $ 12,500 $ 25,000 $ 13,500 KPOV - Bend Community Radio j 10 000 $ $ $ $ $ $ 10,000 $ La Pine Christmas Basket Association j 5 000 $ 2,500 $ 5,000 $ 2,500 $ $ $ $ La Pine Community Kitchen $ 75,000 52,000 $ 30,000 $ 15,000 $ 25,000 $ 20,000 $ 20,000 $ 17,000 La Pine Senior Activity Center $ 30000' 41000 $ 30,000 $ 4,000 $ $ $ $ Latino Community Association $ 66,500 $ 30,000 $ 39,000 $ 10,000 $ 15,000 $ 10,000 $ 12,500 $ 10,000 Meth Action Coalition $ 10,000 ; - $ $ $ 10,000 $ $ $ Mountain Star Family Relief Nurse $ 44,000` 32,000 $ 15,000 $ 10,000 $ 14,000 $ 10,000 $ 15,000 $ 12,000 Nei hborlm act $ 85000` . 58,000 $ 30,000 $ 25,000 $ 30,000 $ 18,000 $ 25,000 $ 15,000 New Priorities Family Services 15 000 < $ 15,000 $ $ $ $ $ Newberry Habitat for Humanity $ 12,000 - $ 12,000 $ $ $ $ $ Opportunity Foundation $ 40,000 5000 $ 20,000 $ 5,000 $ 20,000 $ $ $ Partnership to End Poverty _ $ 40,000 $ 15,000 $ 20,000 $ 5,000 $ 10,000 $ 5,000 $ 10,000 $ 5,000 PediatricSpecialty Healthcare I$ 10 000 $ - $ 10,000 $ $ $ $ $ Pot of Gold Cascade Peer and Self-Het Center $ 56 725<< $ 28,000 $ 30,000 $ 10,000 $ 16,725 $ 10,000 $ 10,000 $ 8,000 Pregnancy Resource Centers of Central Oregon $ 26,759 $ - $ 10,000 $ $ 10,500 $ $ 6,259 $ Redmond Alano Club s 30 000 $ ° $ 30,000 $ $ $ $ $ Redmond-Sisters Hospice S 5000 $ $ $ 5,000 $ $ $ Rising Stars Preschool S 21,683 S $ 13,233 $ $ 8,450 $ $ $ Ronald McDonald House Charities of Central Oregon S 15,000 $ $ $ 15,000 $ $ $ Saving Grace (formerly COBRA $ 85,000 5 45,000 $ 30,000 15.0001 $ 30,000 $ 15,000 $ 25,000 $ 15,000 St. Vincent de Paul - Redmond $ 56,000 5 16,000 $ 30,000 16,000 $ $ 10,000 $ 6,000 Vincent de Paul - Bend S 8 000 $ $ N $ $ 8,000 $ Strike at the Root 25,000 ; $ 25,000 $ $ $ $ To ether For Children S 17;690 ; 3 500 $ 6,900 $ 5,000 $ $ 5,790 $ 3,500 Volunteers in Medicine 56 501 $ 36 500 $ 11,500 $ 20,300 $ 10,000 $ 24,701 $ 15,000 Winning Over Anger and Violence 5,000 $ $ 5,000 $ $ $ $ GRAND TOTAL $ 2,201,509 $ 768,350 $1,021,639 $286,500 $ 633,975 $200,000 $ 545,895 $ 281,850 Video Lottery Receipts from State In (Aual 20 (Nov) 3Q (Feb) 4Q (Mav) TOTAL FY 2004 $ 113,174 $ 85,923 $ 110,049 $ 115,120 $ 424,266 FY 2005 $ 118,007 $ 123,985 $ 126,718 $ 66,524 $ 435,234 FY 2006 $ 130,694 $ 141,354 $ 152,138 $ 175,914 $ 600,100 FY 2007 $ 180,994 $ 189,864 $ 193,582 $ 183,560 $ 748,000 FY 2008 $ 193,159 $ 193,316 $ 183,773 $ 179,774 $ 750,022 FY 2009 $ 188,136 $ 171,726 $ 160,508 $ 97,491 $ 617,861 FY 2010 $ 119,116 $ 116,490 $ 119,832 $ 129,374 $ 484,812 FY 2011 $ 130,362 $ 126,193 $ 118,750 $ 118,750 $ 494,055 Projections are in red How Video Lottery Funds are Spent EDCO $ 110,000 COCOA $ 32,500 CASA $ 30,000 Central Oregon 2-1-1 $ 25,000 Service Partner Grants S 197,500 Community Grant Funds $ 199,500 Crime Prevention Funds $ 82,350 Comunitv Grants $ 281,850 Discretionary Grant Funds $ 30,000 General Fund Transfer $ 30,000 Discretionarv Grants S 60.000 Administration $ 8,911 Internal Service Fees $ 8,444 COIC Annual Membership $ 13,777 AOC Annual Membership $ 1,496 Law Enforcement District #1 $ 5,000 (from General Fund) (from General Fund) (Shop with a Cop) Other $ 37,628 Grant Total $ 576,978 ($112,350 from General Fund) m E (n C 0 4L 0 1L~' v O ` N LT O N C Z 2 m 7 ~ m 7 L 0 Q 5 r r 0 N LL Y _ p (D y a) CL O Z N CL m y d v N m N E N E C LL p N m C l0 E 0 _ C 6 N E L :1 N 8 Q - m m 0 O L) 2 > Q; 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O a; O L C 7 L O N N C O c ° E d C L U N m o L o 17, w° o ` m L U C w C d L w - C m y p O E y c v m` E 0 m > C f: 'c N C m L v ~ D E ` C" E O N N ID N l4 .C N N , m N CL 1D O .O m O O N N m C) O U C 7 c N O m ~p N N C) y E 0 O O > 4' Z -j 0 05 M U 6 0 a: iT) lA U p 0 J 2 Z IL> m Z 2 d co co L) m > Z J U D U J U 0 O O; O Q ~ O O`+ e ~ r 60 w w w w 0 O O O D o a Y o N A J N U tf N w 69 M/ O G ~ ~o O e p C O C to N r 9 f9 !!i D O O O 7 O OD C o N e A m N O v m 9 N) 4 4)j C y C c ea ~ U iv E w m N w m E (C O Qa e 7 ] 7 a FY 2009 Discretionary Grant Distribution Summary O aalratlon Data Bane Do U or Luke OH4ho-To Total am Access Network 7!72008 275.00 275.00 S 825.00 S S 1]75.00 con TOVmamW F,utlnWr Y Nei ortm act 702008 1000.00 $ 1000.00 S 1000.00 S S J000.00 clew scan NObW Dental van La Pine Park and Recreation District 7172008 - - 1 357.10 S S 4357:10 zoos aw 2007 Electwne Deschutes C Fak and Exp o Center 7/172008 $ 2 500.00 $ S 2 500.00 'S 5000.00 coradv Fw ern ProW.m Bends end Neuter Pro' act 7232008 500.00 $ 1000.00 1000.00 14 S 2500.00 EtlucalWw Campalpn ant Tmhndogy Upends Siet..e nrnarvPaRr.a Mr AalwiNea and Recreation /SOARI 7232008 S 1.000.00 S 500.00 S 500.00 S - S 2,000M srr, Trip f. Y.0 A.M. ant Chad- he on Yordh Investment Foundation 7282008 1.000.00 S 1000.00 1.000.00 ',000,00 ors Team support d School District 7282008 500.00 $ 1000.00 S 500.00 :,000.00 tread San is Coun fair and o Center 8142008 $ S - - Npo-proru Warts P.9- >ark and Recreation District 81132008 S 5000.00 S 5 02➢`00 CmM bars and otter -ity mqubemerda Rodeo Association 8/182008 S 1.000.00 1000.00 S S 2 090 U[1 2009 to Put Rodin d Chamber of Commerce 81182008 Cancel Cancel Cancel - - taadxahip Redmuw - p - ercww Alliance of Mental Health NAMI 8/182008 500.00 500.00 500.00 1 500.00 Sd Wadmer Preaem.n. Ir anization for Activities and Recreation SOAR 8/182008 $ 500.00 S 500.00 $ 1000.00 ARTS Din, dR surd Teduddans (SORT) 8/182008 $ S $ - :S Inxnlorganiafmml Promotion m Bend Business Association 8252008 500.00 E $ S S 500.00 Welcone Batten d 2.1 Educational Foundation 91102008 500.00 $ 500.00 $ 500.00 S 1 500.00 Tnu Band conc. sCo 4-HLeadersh' Association 9/102008 S 1000.00 1000.00 S 1000.00 $ '.000.00 e-H Campign Trwnhea dapay list International of Bend 9/152008 $ 800.00 $ $ 800.00 $ 1 600:00: Mead St. P*p probd he on Int overmeMaI CounW COIC 9/152008 500.00 $ 3500.00 : cuU ft our Lout Food Ecomm~y erimental Art Theatre BEA 9/152008 1000.00 $ 500.00 $ 15M00< AcnrLnas card xrt Museum 9222008 $ 500.00 $ 500.00 S 1_1,000,00 : FM Up About Oregon'. Foreab elor Kernel Club 10112008 $ 1 .00.00 $ 2.400.. 00 S 500.00 r,10 GO K-9 Kamba. Humane S-Wy or RedrwrW A Barbara Economic Forecast Pro m 10/12008 $ 1 000.00 S ut 1 000 00 Ec-* F-W PI d raven Ranch 10112008 $ $ S S - Rer" FaegMa at FabgrouMa 30 10/12008 S 1.000.00 S $ 100,00 Term Mau eratiori5 Ea ChBdhood Develo ment Center 10202008 $ 2,000.00 $ 1 000.00 S 3,345.00 S d 34500 Hew St. Fodor Renwwm is Coun Sheriffs Office aFMart 10202008 $ 1,000.00 1 000.00 3 000.00 $ '.S 5 000.00; siw cane .C.9 :e Lea ue of Bend ALB 10202008 $ 500.00 1000.00 $ 500.00 _000.00 operalbn sdwd Bell Dre on Co s 10202008 $ 1000.00 2000.00 S $ 000.00'. ETOS ft-Ca Oatiw Form Aid 11/32008 S 1000.00 $ 500.00 $ '500M Prgea Pwdatae lilies 11,lted 11/102008 $ 2300.00 500.00 $ _=800.00 or"m swe Odom Glom To roe t Park and Recreation District 11242008 $ E $ $ naur.nee Premium Sode of Redmond 11242008 $ 5,525.00 $ $ v_ Owide Kmnea Area Chamber of Commerce 12115170081 $ S S $ S Opxaeaa ONel-Carter Fund-11 a and Neuter Project S S S 1300.00 1 390:00' Soeyua Neuter Grant Society of Redmond S 700.00 S 700.00 spay. N.-GteM u Bend 1152009 SD0.00 $ 500.00 $ 1000.00 S _2 000.00 Oaaad2009 Ire on .4th School Rodeo 1152009 500.00 S 2.000.00 $ _ 500.00 2009 Rodeo m in Medicine 1/52009 S 1 000.00 $ 2000.00 $ 1,000.00 S 4,000.00 > EQuipmm6 Supplies and Sokwan t Resource Center of Central Ore on 1/52009 1 000.00 1.000.00 S 1,000.00 $ ' 000 00 r Pamwn 1, Transition PrjW fourth Conservation Corps OYCC 1/52009 S 1000.00 S 1000.00 $ $ _000.00 Oar of Servitor :a Habitat for Huma 1/52009 500.00 $ 500.00 $ 500.00 $ 1 500.00 Prorndional video American Veterans DA 11122009 1000.00 1000.00 $ 1000.00 $ 1000.00 Tnmpodatbnvm WomenL ere CWL 11122009 $ 1000.00 $ 1000.00 E 1000.00 $ S__J000:W X Dorwa Beagle poverty samlrw Pine Education Foundation 1212009 S E S 500.00 $ -5 500.00 Trivu Bee f Chamber of Commerce 222009 $ 1000.00 $ 1 000.00 $ 1,000.00 S S 2 000:00 c ,ai Oaeon Bu.ineaa Expo ccess Network 222009 1.000.00 S 1 000.00 1,00D.00 S S ' 000.00 Luncba. Funaalaer ' Develo meM De artment 2132009 $ $ $ S 350.00 350 00 snff Ursa f> M Line Adl a -Set- lmmtai Assoca11. 21112009 $ 500.00 $ 500.00 $ 1000,00. High Dated Inteafitural Festival of Volunteer Administrators 2/172009 S S $ 500.00 $ $ 500.00. 200a NOVA Vdum«r atte Yew All Discretio na y Granti:Sus - tided for months race Pro a.0i-vkWo Girls Clubs of Central Ore on .car upgna :sd111tes River Coalition rNkonm.rel Edwation NouMain Ranch Inc. M-hmabq and a.UWU. ieatre Foundation : herne poawrthip proWam ere Bi Sisters of Central Oregon laaa aord bar Kwa swa re of Words _ 1.009 L ft-" F«gval 2-Hour Stwdout I Hi h School Booster Club arwuamn uranwny nerd v rabp.ovda (Women Vatere 1009.2011 boddet Ii h School FuNre Business Leaders 1em 7 member. w rutionw In Arurwbn. CeOfo M e Run of Deschutes County _ _ ;uppwt r«2 tan furWai-- ands acrwwt. SK run tins Thera eutic Riding Center Parldrq W M.Wwion a Coun Noxious Weed Advisory Board _ _ _ sera PW Togemer avav s County Heakh Be innin nhgdrw da.-nirw. utdoor OuiO Show 2 ;loan Oddoor Qua sew. $ 33,075.00 $24,500.00 $ 11,500.00 S 36,327.10 $ 2,350.00 S 107,752.10 Bens Dal Unger Luke Off-tha-To Total Balance Brought Forward $ 132.00 E 500.00 $ $ 10 711.50 S 343150. Annual Allotment $ 50,000.00 $25,000.00 S 25 000.00 $ 50 000.00 $ 150,000AO Total Credits $ 50132.00 $24501.00 S 25000.00 1 60711.50 S S 160343.50 Voluntary Hold E 1,000.00 S S 1,000.00 S 1,000.00 E 5-. . 3,OOD.OD Available Balance $ 16,057.00 $ $ 12,500.00 $ 23,384.40 $ 2,350.00 $ 49,591.40 % Allotment Remaining 32% 0% 50% 39% 31% Z H Q W Q U W U W U) Z O w a Z W W D W W D N NW w rn 0 0 0 N LL Z 0 CL 0 Z 0 Z LL cl w 0 Z W 0 NW w O);"p 0 ~ 0 O 1M 00 O O 0 O O O r ti IT (D O M O ~ IT 0 0 O 0 00 CD to f co o 0 0 0 o O O I O O O M OM O9 ; f. WA 0 C ~ N . I N . 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CL (1) U cu CL L m ) Y C~ Cl xi E W 0 .a U a ~ v O O t L N E O C w O + N E r N M E a E O U o c o O i O Cl) O m o > o O O z y C E 0 U p O L- m cm O -0 O O O rn U . e0 F L- O 3 m CL o 4i m ~ H +r a~ E O U E z 3 N ca c O ca c jr N C cn y O a CD 0 z c m ~ ~ Q CL O CY w- ~ c N O . ~ Q x ~ v0- r O O C N O M ,:.5; CU M i T W E 4^ y` TTfF. ` ~ a~ m ~ H N O N 4) 0 N U U O T > y.. C36 :0 C O U) s m a ~ U y L N o o o 0 C a ~ O U d W Q O s L + a c a) o 3 o a~ O j A' W C L U O a o o. M ~ H t0 N H O ~ 0 -o f0 a p , U N h ti U O > rn U 0 cc ~ a 4 -o v to w a rn >C: c C E p ~ m N a C r c o N t o D) c c cv o f ~ N 'C L O p ~ r H M O r N L t0 N i- C V L 0 L 7 1CMA Leaders at the Core of Better Communities This CERTIFICATE OFMSTINCTION is presented to C...tv, Ok for exceeft, the standards established by the 101A Center for Performance Measurement's in the application of performance data to local government management, including training, verification. public reporting, planning and decision making, networking and accountability. Presented at the 6th IMIA Annual Conference San Jose, California Ib Oduber 2010 110BRIT 1. Q NIALL 11i. QAHNLLI. t,A1 11. [CILIA fiirrsa'rm Diarcron [CMA Pnstorxc /A :t[icinr,- LAWSON DmT..C OH ICNIA CENTC16 roll PL11VORNIMM4 MEASURLIJ 2NT Table of Contents Introduction .....................................................................................................................................3 Executive Summarv ...............................................................3 Background 5 Performance Management Hierarchy 6 Summary Results ...............................................................7 Results by Goal ...............................................................7 Performance Measure Results by Ob ective .............................................................................10 Goal #1: Public Safety .............................................................12 Goal #1.Obiadve #1 ...................................................................12 Deaf #i-1,_0 bjectjvs ##2 ...................................................................16 Goal #1.0bjective #3 ...................................................................33 GAaI #9 Objective #4 ...................................................................41 Goal #2: Direct Services .............................................................44 Goal #2. Objective #1 ...................................................................44 Goaf #2x Ob'et ctive #E2 ...................................................................51 Goal #2. Objective #3 ...................................................................55 Goal #2s Objective #4 ...................................................................58 Goal #3: /Natural Resources 59 Goal #3. Objective #1 ...................................................................59 Goal #3, ~jective_#2 ...................................................................61 Goal/ ##3. Objective #3 ...................................................................64 Goal #4: Health Services .............................................................70 Goal #4. Objective #1 ...................................................................70 Goal_#4 Ob'ective #2 ...................................................................83 1#4 ~ O je ctive_M ...................................................................93 Goal #5: Support Services 99 Goal #5. Obiective #1 ...................................................................99 Goal #S. Objective #2 .................................................................101 Goal #5 9k~ectfve ##33 .................................................................103 Goal #5. Objective #4 .................................................................105 Goal #55 Objective #5 .................................................................107 Goal #5. Objective #t-6 .................................................................110 Results by Department ..............................................................................................................117 Administrative Services Qppgr(mar ~ ..........................................................118 Commission on Children & Families ..........................................................122 2 Community Development Department 134 Community Justice Department 138 County Assessor's Office 142 County Clerk's Office 146 Deschutes County 9-1-1 Count Service Distv_lct 148 District Attorney's Office 151 Fair and Expo Center 155 Finance and Tax Department 156 Health Services Department 157 Information Technology Departmen( 174 Justice court 175 Natural Resource Protection 177 Personnel Department 179 Property and Facilities Department 180 Risk Management Department 182 Road Department 183 Sheriff's Office 185 Solid Waste Department 191 Introduction Executive Summary This report is the final results for the FY 2010 Deschutes County Performance Management Program. This represents the effort of more than 900 employees in 18 different departments. They are intended to provide insight on the core functions of each department in delivering needed services to the public as well as to other departments. The program begins with five countywide goals each focusing on a specific service provided by the County, including public safety, direct services, natural resources, health services and support services. These goals were established by the Board of County Commissioners and represent the five major areas of services provided by Deschutes County. A total of 21 countywide objectives were established through the Board of County Commissioners with input from department leadership. These objectives correlate to the five goals and are intended to define high-level policy priorities. The departments each identified specific actions they would take to achieve the countywide objectives. There are a total of 108 department-specific actions that were established by individual departments with some recommendations coming from the Board of County 3 Commissioners. Finally, at least one performance measures was identified by department leadership for each action. These measures are intended to provide a means to gauge the progress by the department in completing the action. These measures are intended to be quantitative or qualitative and clearly defined and measureable. There are a total of 225 performance measures, each with a target signifying success in addressing the action. This document provides summary results and detailed results for all levels of the performance management program. Final FY 2010 results are compared to targets to determine whether each measure was achieved or failed to be achieved. In some cases, certain project-oriented measures may be in progress or final results are unavailable. These measures are identified as neither achieved nor not achieved. New measures, for which FY 2010 was used as a baseline year and no target was established, are also identified as neither achieved nor not achieved. It should be noted that although some measures fail to achieve established targets, this should not necessarily be seen as a failure in service delivery or productivity on the part of the department. In many cases, departments established highly challenging targets or may fail to achieve a target by a trivial amount or percentage. Additionally, for some measures, achievement may be reliant upon the actions of state agencies, federal agencies or other organizations outside the Deschutes County government. Readers of this document are encouraged to examine the results for each measure individually to fully understand the quality of results. Readers are also cautioned against comparing actions or measures one to another for the degree of importance and departmental effort required vary greatly. In an effort to provide the reader with a greater understanding of these results, each measure has been rated based on three performance criteria and four quality criteria. The performance management program is not intended for use as a disciplinary tool, but instead as a means to initiate conversation concerning Deschutes County priorities. This report should provide focus for utilization of County funds, prioritization of purchasing or program decisions, and highlighting areas in need of improvement. 4 Background In FY 2008, Deschutes County began tracking goals and objectives. Since that time, a number of steps have been taken to improve Deschutes County's Performance Management Program. The following are the major steps taken since the program was established: 1. Establish Quarterly Updates - Although goals and objectives were established by most departments before FY 2008, no centralized effort was made to track the progress by the department in achieving their objectives. Beginning in the first quarter of FY 2008, all departments began submitting quarterly progress reports regarding their objectives. 2. Ensure Actions are Specific Measureaable Targets are Set In FY 2008, although each department established objectives, there were no clear targets to indicate when these objectives were achieved. At the beginning of FY 2009, besides setting objectives, departments also provided success indicators. Although some success indicators had been provided in FY 2008, most were established after the year was well underway. With success indicators being added many less measurable objectives were improved or replaced to make them more specific and provide a means to measure their progress. Performance measures were also included for the first time, although they were not necessarily tied to specific goals or objectives. 3. Link Countywide Goals and Objectives to Departmental Actions - Originally, departmental goals and objectives were distinguished from countywide goals and objectives. Although there were some overlapping priorities at the departmental and countywide levels, there was no clear link between the two. In FY 2010, the current hierarchy was established. The Board of Commissioners was responsible for establishing countywide goals and objectives. The departments were then responsible for identifying specific actions they would take to achieve the countywide objectives. In addition, departments also specified performance measures to track the progress of these actions. Departments also identified specific targets for each measure. 4. Greater Scrutiny of Performance Measure Value y In previous years, the process of identifying objectives and selecting approprinie measures essentially started from scratch each year because substantial format changes and data requirements were being made. For FY 2011, the FY 2010 structure was essentially Kept in tact, however every goal and objective was scrutinized by the Board of Commissioners with some objectives being changed or removed while some new objectives were being added. The department actions were not only reviewed by the responsible department, but also by other departments as to whether they were specific, well-defined and measureable. In turn, the performance measures were also refined to make them more quantitative and qualitative. Targets were also adjusted based on FY 2010 performance. 5 Performance Management Hierarchy To maintain a consistent and unified approach to County functions, Deschutes County's performance management program is designed in a five-part hierarchical structure. 1. Mission Statement This is the overall purpose for County functions. There is one mission statement addressing the County as a whole. 2. County Goals Why purpose does the County serve? These are identified program purposes driven by legislation, contracts or agreements. There are five County goals address five broad categories of County services: Public Safety, Direct Services, Natural Resources, Health Services and Support Services. 3. County OWectives - What is the County policy? These are broad directions, purposes or intention based on community needs. There are a total of 21 County objectives. Each objective is aligned with one of the five County goals. 4. Departmental Actions Flow do we deliver services? Each of these is an action undertaken by a department to address a specific County objective. Each needs to be specific, well-defined and measurable. There are a total of 108 departmental actions. 5. Performance Measures - Was the Goal Achieved? These are the mechanisms to identify whether a departmental action has been achieved and to what degree. Each needs to be qualitative or quantitative. There are a total of 225 performance measures. 6 Summa_esults A summary of the results for the performance measures addressing each goal is provided below: Goal #1: Public Safety r 39 'Tar, 16 71% 6 Goal #2: Direct Services 14 4 78% 4 Goal #3: Natural Resources 16 6 73% 10 Goal #4: Health Services 41 23 64% 10 Goal #5: Support Services 17 13 57% 6 Grand Total 67% 36 'Success Rate represents the number of targets met as a percentage of targets met and not met. Results by Goal Protect the public through a combination of prevention, prosecution, 11 L ection and supervision ita ► rac et %4 1. Ensure Deschutes County can meet 6 6 , . 75% its long term public safety needs 2. Promote conditions, behaviors and 14 38 . 3 69% attitudes that result in a safer communifii 3. Maintain and strengthen current levels 4 3 12 % 6 of diversion and alternative programs 4. Lead and coordinate regional efforts in 100% 3 5 emergencv preparedness Goal #2: Direct Services Provide for direct services that enhance day-to-day quality of life and plan for future quality of life 2ive Actions Measures Achievement % Achieved 1. Ensure accurate and timely MINE= assessment and taxation of property and 5 9 F 100% recording of real property 2. Address and plan for.-growth-in 3 9 h 67% Deschutes County 3. Develop long term plan for meeting road maintenance and construction 4 4 67% needs 4. Conduct elections in an ogen, - 1 1 0% transparent, secure and accurate manner FNMMMMW Goal #3: Natural Resources - Assess, protect and enhance the natural resources of Deschutes County Owective Actions Measures Achievement % Achieved Support sound forest management 3 6 ,practices 100% 2. Enhance and protect groundwater and surface water in the Deschutes Basin 2 9 75% a f n r 3. Support beneficial utiliz tion o al atu resources for economic development. 7 17 62% tourism and recreation r~l %~1 Heal V~ Facilitate, invest in and provide a system of services to improve the health of Deschutes County residents t Actions Measures Achievement % Acc red 1. Partner and offer leadersNpon community initiatives 11 29 . 64% 2 U d t ke ti s t . n er a preven ve mea ures o reduce future demands for Count and 11 24 ~ 73% community services 3. Positively influence conditions, behaviors, attitudes and resources regarding health services through 13 20 53% systems change, community mobili _ and, olio change Goal #5: Su ort Services Ensure that Deschutes County staff and decision makers have the knowledge, skills, resources and tools necessary to deliver quality public service Objective Actions Measures Achievement % Achieved 1. Assess, refine and expand, if necessary, the countywide training 2 3 z 33% program 2. Evaluate and enhance customer 3 6 . 33% service practices 3. Ensure that the County work environment is safe and conducive to 3 4 50% productivity 4.EfFiciently and effectively use information technology to improve staff 2 100% ctivity and enhance customer d 2 g_ro u service 5. Provide ongoing evaluation of employee performance and employee 3 6 67% job satisfaction 6. Ensure fiscal responsibility in all 8 15 ~ 62% operations nt t f C . s o ou y aspec Performance Measure Results by Objective This section outlines all the actions and measures that correlate to each objective. For each objective, the following chart is provided. w Performance High Performance High Quality High Quality Department performance improves as it moves from left to right A department in this quadrant has: • Low performing measures • High quality measures 0 1 Department measure quality improves as moves from the bottom to the top For each measure, the following information is provided: 93% 92°Jo i 914/0 92' 9296 For some measures, a graph representing historical 90% performance results is provided in this box. Any changes to the 89% measure over time are also 88W indicated. 87% FY 2007 FY 2009 FY 2009 FY 2010 This box provides the This box provides the FY 2010 Result results for the measure FY 2010 Target target established for the during FY 2010 measure during FY 2010 Performance Results Trend Target Quality Relevance Understandability Comparability Consistency 10 Performance Evaluation - This row includes three criteria relating to the results of this measure and the associated target. The criteria are rated using a color-coded system. Green is positive, red is negative and yellow is neither positive nor negative. The three criteria are as follows: o Results - Did the measure meet or exceed the stated target? o Trend - Is the data trending in a direction that is desirable? o Target- Is the target precise and set at the appropriate level? Quality Evaluation - This row includes four criteria relating to the ability of each measure to accurately represent the performance in addressing the associated action and fulfilling the countywide goal and objective. The criteria are rated using a color-coded system. Green is positive, red is negative and yellow is neither positive nor negative. The four criteria are as follows: o Relevance - Does the result of the measure impact the overall goal and objective? o Understandability-- Is the measure clear, concise and easy to understand? o Comparability-- Is the measure compared to a state or national average or standard? o Consistency-- Is the measure being reported in the same way from period to period? 11 Ensure Deschutes County can meet its long term public safety needs Low Performance High Performance High Quality High Quality 0 Health Svcs 0 Admin Svcs Sheriff Prop & Facilities Low Performance High Performance Low Quality Low Quality This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Administrative Service Department Health Services Department Property and Facilities Department Administrative Services Department Action A: Identify funding for jail expansion Measure #1: Funding secured for jail construction In 1995, the average daily general population in the jail was 89 inmates, as compared to a current average of 223 inmates. A jail expansion is projected to more than double the inmate capacity among the general population. Also, approximately 50 beds will be added for inmates with mental health or other special needs. The jail staff will nearly double in number when this project is completed in approximately two years. In May 2010, a ballot measure to authorize a $44 million bond to pay for the jail expansion was not approved by voters. The measure would have added an estimated 18 cents per $1,000 of assessed value on property taxes will go toward the jail expansion. Efforts have been refocused on the sale of County land as a source of funding for the jail expansion, in particular a 216-acre parcel in Redmond. This departmental action will continue to be a priority in FY 2011. FY 2010 Result Funds not Secured FY 2010 Target Secure Funding Performance Result Not Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 12 Property artd_ ~f? 2u s Department Action A: Construct new OSP/ 911 Building Measure #1: Complete construction of building The Property and Facilities Department set a target of completing the construction of a new building for the 9-1-1 County Service District, with space leased to the Oregon State Police, by the end of FY 2010. Although the building was not completely finished by July 1, 2010, it missed the mark by just over one month. Since the larger achievement of completing the building was ultimately attained shortly after the end of the fiscal year, this measure was identified as neither achieved nor unachieved. FY 2010 Result 95% Complete FY 2010 Target Complete by June 30, 2010 Performance In Progress No Trend Data Good Target Quality Relevant Understandable Notts bl Not Consistent Health Services Department I Action A: Increase local beds for mental health treatment I Measure #1: Percentage of community need for beds met The Health Services Department sought to have at least 11% of the estimated community need for beds for mental health treatment met by the end of FY 2010. Although this was not achieved before the end of the fiscal year, actions were set in motion to achieve this target. A 16-bed mental health residential treatment facility is currently being constructed that will provide eight beds to serve adults under Oregon's Extended Care Management system and eight of the beds will be for adults under the jurisdiction of the Oregon Psychiatric Security Review Board. In both cases, the facility would house individuals recently released from the state hospital or it is used to prevent someone from reaching a stage where they are placed in the state hospital. This facility, expected to open in November 2010, will allow a larger number of people to receive the care they need, prevent unneeded hospitalization reducing the cost of care, and help with the transition from the state hospital. Additionally, the client benefits from staying near their home, family and existing support system. Additional beds are also expected to be available in FY 2011 at the following locations: 16 apartments at Redmond Gateway, 10 beds at two RTH, and 6 apartments at Barbara's Place. 80°10 759b 60% 40% j 441W 20% 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 6.8% of Need (40 beds) FY 2010 Target 11 % of Need (64 beds) Performance -Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Comparable consistent 13 Sheriffs Office Action A: Maintain a safe and secure corrections facility Measure #1: Number of inmates released early due to matrixing The County Jail has a process referred to as matrixing that is used to determine which inmates to release in the event a bed is not available for a new inmate. The County Jail has a maximum capacity of 318 inmates, 228 beds in the jail and 90 beds in the work center. In an effort to ensure inmates serve their full sentences and to promote public safety, the Sheriff's Office makes every effort to avoid the use of matrixing. One of the Sheriffs Office performance measures is the number of inmates released from the jail due to matrixing. The Sheriffs Office target for FY 2010 was to release no inmates early through the use of matrixing. This target was achieved as no inmates were released early. 1000 - 800 922 600 400 az3 200 0 0 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 0 inmates released FY 2010 Target 0 inmates released Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action B: Install the Alsea Geospatial Mapping System on all patrol vehicle mobile data terminals Measure #2: Number of vehicle traffic accidents in County 800 700 600 701 - 500 6SS3 547 400 300 200- 100. 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 547 accidents FY 2010 Target 59.4 accidents or fewer Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 14 Action C: Install Digital Evidence System Measure #3: Installation of Digital Evidence System FY 2010 Result Installed FY 2010 Target Installed by September 1, 2010 Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 15 Promote conditions, behaviors and attitudes that result in a safer community Low Performance High Performance High Quality High Quality Health Comm Svcs Jus 9-I_ DA 0 Sheriff Low Performance High Performance Low Quality Low Quality Community Justice This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Community Justice Deschutes County 9-1-1 CSD District Attorney's Office Health Services Department Sheriffs Office Action A: Place adult sex offenders and offenders assigned to electronic monitoring as a sanction on an electronic monitoring device promptly Due to economic conditions, it might be expected adult felony offenders ordered to pay restitution would be less likely to follow through with this obligation. However in FY 2010, 60% of offenders were paying restitution. The Community Justice Department places many high risk offenders and offenders who violate the terms of their supervision on an electronic monitoring device. There are also some misdemeanor offenders placed on these devices as ordered by the court, most notably chronic and persistent DUII offenders. In FY 2010, 100% of these offenders were placed on electronic devices within three days. The Juvenile Justice Division of the Community Justice Department established a variety of performance measures intended to gauge their work. For four of these measures, they were unable to achieve the targets set for FY 2010 despite improvements over FY 2009. One such measure is the number of juvenile offenders who re-offend during their supervision. In FY 2010, 17% of offenders reoffended. This was slightly higher than the target of 13%, but an improvement over FY 2009, which was 18%. Also, targets of 85% compliance were set for juveniles to repair the harm they caused to individual and the community through restitution and community service, which resulted in 69% and 80% compliance respectively. Finally, the percentage of juvenile probationers with a history of drug or alcohol use that completed a treatment program was tracked. The target was 75%, but only 63% completed a program. 16 Measure #1: Percentage of offenders placed on an electronic device within three days 100% 1000/0 1000% 80% 60%- 40%.X 20% 0% _ FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 90% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not comparable Consistent Action B: Get juvenile probationers with drug or alcohol use histories engaged in treatment Measure #2: Percentage of identified youth who have been evaluated, or have completed an educational or treatment program within six months FY 2010 Result 63% FY 2010 Target 75% or greater Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action C: Reduce the number and frequency juvenile offender recidivism I Measure #3: Percentage of youth who do not re-offend during supervision 90% 85% - i 0 4296 63% 10 80 75% x 70% _ FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 83% FY 2010 Target 87% or greater Performance Results NOrtAOft ed Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 17 Action D: Provide opportunities for juveniles to repair harm to individuals and I the community Measure #4: Percentage of juveniles who fulfill their restitution obligation 90% _ 80% 70 9/b- Ina 60% ! 50% I 40% 30%- 20%- 10%. 09/0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 69% FY 2010 Target 85% or greater Performance Results Not Achieved Trend Reversal Good Target Quality Relevant Understandable Not Comparable Consistent Measure #5: Percentage of juveniles who fulfill their community service obligation 81% 82% 80% 79% 80% 780/6- 79% 77% 76°10 75% 76% 74% 73% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 80% FY 2010 Target 85% or greater Performance Results Not Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent 18 Action E: Get adult felony offenders on restitution caseload to pay restitution Measure #6: Percentage of adult offenders on restitution caseload paying restitution 70% _ 60% 50% 60% 40% 30% L 20% l 10% 0°!0 FY 2009 FY 2010 FY 2010 Result 60% FY 2010 Target 45% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable consistent 19 Deschutes 9-1-1 CSD Action A: Respond promptly and effectively to emergency assistance requests When a call comes in to Deschutes County 9-1-1, it is critical that the call be answered promptly, referred to the appropriate emergency responder promptly and that it all be conducted with a high level of accuracy, efficiency and effectiveness. For 9-1-1, there are seven performance measures to address this need, of which targets were exceeded for four of them. This department answered 94.6% of all calls in under 5 seconds 99.8% in under 10 seconds and answer all calls in an average of 3 seconds. Additionally, calls were referred to dispatch in an average of 12 seconds. The only such measure failing to achieve the establish target was the longest time before a call is answered. A maximum of 10 seconds was established as a target, however the longest call had a 141 second ring time. This occurred on August 1, 2009 when nearly 1,000 calls were received in a six-hour period. A large portion of Deschutes County was experiencing an electrical storm resulting in power outages and other emergency situations. This situation was compounded because this occurred during the Deschutes County Fair, which generated a large number of calls. The 9-1-1 County Service District focuses on how promptly and effectively they respond to requests for emergency assistance. One way in which this department sought to improve the quality of the service they provide was through the implementation of a quality improvement program. Although initial efforts were made to implement this program, the full implementation was not achieved in FY 2010. A performance measure for the call abandonment rate didn't have enough information to establish a target at the beginning FY 2010. Therefore, the measure, which completed the year at 3.1%, was tracked as a baseline to establish targets in future years. Measure #1: Percentage of calls answered in 5 seconds 96% 94% 42% 90% 88% 86% 84% 82% FY 2008 FY 2009 FY 2010 FY 2010 Result 94.6% FY 2010 Target 92.5% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparabie Consistent 20 Measure #2: Percentage of calls answered in 10 seconds 100.0% 99.5% 99. 99.0% 98.5% 98.0% FY 2008 FY 2009 FY 2010 FY 2010 Result 99.8% FY 2010 Target 99.5% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable NotComparab{e, Consistent Measure #3: Average ring time (in seconds) 4- 2- fl 1 0. FY 2008 FY 2009 FY 2010 FY 2010 Result 3 seconds FY 2010 Target 3 seconds or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #4: Longest ring time (in seconds) 150 141 100 50 -'Yr 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 141 seconds FY 2010 Target 10 seconds or less Performance Results Nat Achieved Negative Trend Good Target Quality Relevant Understandable Not Cornpamble Consistent 21 Measure #5: Call abandonment rate 10°l0 8% 4% 2% 3. 0°l0 CY 2000 CY 2009 CY 2010 FY 2010 Result 3.1% FY 2010 Target Establish Baseline Performance No Target Established Positive Trend No Target Quality Relevant Understandable Not Comparable Consistent Measure #6: Average time to refer a call to dispatch (in seconds) iS i io 12 S 1 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 12 seconds FY 2010 Target 12 seconds or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #7: Implementation of quality improvement program for Emergency Response Center FY 2010 Result No Progress FY 2010 Target Implement by June 30, 2010 Performance Results Not Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 22 District AftoMe, Action A: Successfully prosecute criminals The District Attorney's Office, they recorded a reduction in driving under the influence of an intoxicant (DUII) cases filed, the number of jury and court trials, the number of juvenile delinquency petitions and the number of juvenile dependency petitions. Through a variety of legal methods, the District Attorney's office ensured that criminals are prosecuted and the needs of victims are addressed. With the exception of one hung jury, which resulted in no decision, the District Attorney's office was successful in obtaining a conviction in every major felony case during FY 2010. In addition, the District Attorney's Office provided victim notification regarding their cases on 3,326 instances. Measure #1: Number of Driving Under the Influence of an Intoxicant (DUII) cases filed 1,400 ~ - 1,350 t v, 1,300 1,250 ' < 1,200 F Y 2007 FY 2008 F'Y 2009 FY 2010 FY 2010 Result 1,346 cases FY 2010 Target 1,400 cases or less Performance Results Achieved Positive Trend Fair Target Quality Relevance Questionable Understandable Not Comparable Consistent Measure #2: Number of jury and court trials 150- 100- ~i so t.; 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 62 trials FY 2010 Target 100 trials or less Performance Results Achieved Positive Trend Fair Target Quality Relevant Understandable Not Comparable Consistent 23 Measure #3: Percentage of major felony cases ending in a conviction 100°l0 80% _ 40% 20% 0% FY 2007 FY 2008 FY 2009 FY 2010 - One trial in FY 2010 ended in a hung jury in which no decision was made FY 2010 Result 92% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #4: Number of victim notifications 4,0001-1, 3,000 i 7S31 2376- 2,000 1,000 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 3,326 notifications FY 2010 Target 12,500 notifications or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #5: Percentage of attorneys completing continuing legal education and training 100°!0 100% 1009 1"% 10046. 80% °!0 60% 40% 20% 0% - 2007 2008 2009 2010 FY 2010 Result 100% FY 2010 Target 1005 Performance Results Achieved Positive Trend Questionable Target Quality Relevant Understandable Not Comparable Consistent 24 Measure #6: Number of juvenile delinquency petitions 600 500 400-- 33 3 200 100 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 374 petitions FY 2010 Target 400 petitions or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #7: Number of juvenile dependency petitions so- 40 45 45 30 - E 20- 10 F: 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 45 petitions FY 2010 Target 50 petitions or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 25 I ealth Services Department Action B: Maintain timely response to crisis needs in the community When a mental health crisis occurs, a response to the event from a qualified professional is critical. In FY 2010, the Behavioral Health Department responded to 1,001 crises in Deschutes County providing 3,800 hours of crisis service hours. The only measure in this area falling short of its target was a response to 100% of crises cases within state standards in, however only a 97% response was achieved. Measure #2: Percentage of mental health crises responded to within state standard 100% 90% q 80% 70% 78% lo, 73% 60% 50% ti 40% 30% 20%- 10%. 0% FY 2008 FY 2009 FY 2010 FY 2008 8 FY 2009 response rates may have been impacted by issues with documentation FY 2010 Result 97% FY 2010 Target 100% Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Comparable Consistent Measure #3: Number of crises services hours provided 3,900 __Y__. 3,800 3,700- r 3,600- 3500. 3,400 , 3,300 3,200 " FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 3,800 hours FY 2010 Target 3,200 hours or more Performance Results Achieved Mixed Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent 26 Measure #4: Number of unique clients receiving crisis services 1050 1000 "0 w D1 950 9 30 =t a` , 900 tea. 850. _ 800 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1,001 FY 2010 Target 750 or more Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable tiot Comparable Consistent 27 Justice Court Action A: Reduce outstanding receivable balance and increase collection rate Often times a decision rendered in the Justice Court results in a fine. A certain segment of these fines do not get paid. In order for the defendant to be held accountable for their violation and promote compliance with traffic laws, it is necessary for the Justice Court to make every effort to collect these payments. One way their efforts are monitored is by tracking the rate at which the outstanding receivables, unpaid fines, increase over time. Only a few years ago this amount was increasing by 40% a year, in FY 2010 the Justice Court only experienced a 6.2% increase. Measure #1: Percentage increase in receivables (unpaid fines) 40%- /40 ' 35%- 30010 25010 20% 15010 10% 50/4)./ 1W 896 696 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 6.2% FY 2010 Target 10% or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable ' Consistent Measure #2: Rate of collection for court fines 80% 70%- 71% 71% 73% 60%- 50% i 40% 45% 30% 20% 10% 0~v F Y 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 73% FY 2010 Target 74% or greater Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 28 Action B: Resolve small claims cases prior to triall There are certain functions that the Justice Court participates in that on average cost the department more than is generated by the activity. Hearing small claims cases is one of these functions. The Justice Court, in an effort to reduce the overall cost for hearing small claims cases, sought to resolve 85% of these cases before they reach trial resulting in a significant cost savings. In FY 2010, on 63% of small claims cases were resolved before trial. Measure #1: Percentage of at-issue small claims cases resolved before trial 100% 80"/0 96% 60% r 639t. 40%- 209/b- 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 63% FY 2010 Target 85% or greater Performance Results Not Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action C: Decrease Court Recidivism Rate The Justice Court established a performance measure to traces; the recidivism rate among its offenders. Under the current conditions it proved to be too labor intensive to achieve without an upgrade in the department's current software. This upgrade is scheduled for FY 2011. Measure #1: Percentage of justice court offenders who re-offend FY 2010 Result No Measure Established FY 2010 Target Establish Baseline Performance Results Not Achieved No Trend Data No Target Quality Relevant Understandable Not Comparable' ' Consistent 29 Sheriffs Office Action D: Maintain Jail and Work Center programs available to inmates The County Jail also offers a variety of educational and instructional programs for inmates. In FY 2010, the number of inmates participating in these programs increased to 157. Measure #4: Number of inmates participating in programs FY 2010 Result 157 inmates FY 2010 Target More than FY 2009 Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Action E: Respond to calls from community for public safety services The Sheriffs Office saw a reduction in the number of patrol calls for service, the number of people and property crimes, the number of search & rescue missions, the number of civil papers processed and the criminal cases per deputy. One of the performance measures that the Sheriffs Office tracks is the number of deputies they have employed per 1,000 Deschutes County residents. Although this measure can be used to ensure the department is adequately staffed, slight variances from the identified target do not necessarily indicate achievement or failure. The Sheriffs Office set a target of 1.02 deputies for every 1,000 residents in the County. In FY 2010, they had 1.01 deputies per 1,000 residents. This is an indication that the Sheriffs Office is generally attaining their targeted staffing levels, but it would not be accurate to characterize it as a measure achieved or not achieved. Measure #5: Number of deputies per 1,000 residents 1.2 1.0 1.02 1.02 1.01 0.8 0.6 0.4 0.2 0.0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1.01 per 1,000 residents FY 2010 Target 1.02 per 1,000 residents Performance Results Unclear Stable Trend Targ et Unclear Quality Relevance Not Not Comparable Consistent Questionable Unde rstandable 30 Measure #6: Number of patrol calls for service of person and property crimes Number of criminal cases per deputy so J54.ti 40 30 33~, r A 20 J` 10 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 33.6 cases per deputy FY 2010 Target 50 cases per deputy or less Performance Results Achieved Mixed Trend Good Target Quality Relevant Understandable Not-Comperaible Consistent 30,000 25.2 74 25.2 13 ~z qua 4 25,000 . 21 12 . 20,000 15,000 10,000 5,000 0 • aR FY 2007 ~S`, FY 2008 FY 2009 FY :1010 FY 2010 Result 21,5 12 calls FY 2010 Ta rget 24,213 calls Performance Results Achieved Positive T rend Good Target Quality Releva nt Understandable Noi'Comparable Consistent Measure #7: Number 3 ,000 2540 2,500 9 / 21 2,000 1,500 ;3u 1,000 t 500 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1,934 crimes FY 2010 Target 2,339 crimes Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable _ Not Comparable Consistent M Measure #8: 31 Measure #9: Number of civil papers processed 14,000 , X856 11,319 11 1-;n 12,000 10,000 8,000 6,000 h 4,000 r 2,000 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 11,130 processed FY 2010 Target 12,200 or more processed Performance Results Not Achieved Mixed Trend Good Target Quality Relevance Questionable Understandable Not Comparable Consistent Measure #10: Number of Search and Rescue missions 140 120 135 138' 138 j 100 110 80 60 40 20 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 110 missions FY 2010 Target 138 missions or fewer Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 32 Maintain and strengthen current levels of diversion and alternative programs Low Performance High Performance High Quality High Quality Health Comm Svcs Juste I* DA This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Community Justice District Attorney's Office Health Services Department Low Performance High Performance Low Quality Low Quality Community Justice Department Action F: Have offenders in the domestic violence diversion program engaged in treatment Most diversion programs are intended address underlying issues causing certain types of crime. One example is the effort by the Adult Parole and Probation Division of the Community Justice Department to get domestic violence offenders into treatment. They targeted to get 85% engaged in treatment, but barely missed the mark with 84% in treatment. A target of 75% was also established for offenders completing the treatment program, however only 66°10 completed the program. Both of these figures are improvements over FY 2009. Measure #7: Percentage of domestic violence offenders promptly engaged in treatment 100% L 84%; 50% r Allm 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 84% FY 2010 Target 85% or greater Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 33 Measure #8: Percentage of domestic violence offenders completing treatment 66% 64% 62% 60% 58% 56%. 57% 54% 52% F Y 2008 FY 2009 FY 2010 FY 2010 Result 66% FY 2010 Target 75% or greater Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable consistent 34 District AftorneZI Office Action B: Promote programs to settle less serious cases FASTtrack Accountability is a process whc:- the initial plea offer is extended at the first appearance by the defendant. Through !:his process, fewer court appearances are required, dockets are less crowded and the case is resolved more quickly. The District Attorney's Office sought to settle 500 less serious cases through FASTtrack Accountability, but they fell just short with only 486 cases utilizing the program. Measure #8: Number of FASTtrack Accountability cases 500 X192 400- 300- Ft . 200 !00 , Y trx Y y t jA ~k Jr 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 486 cases FY 2010 Target 500 cases or less Performance Results Achieved Mixed Trend Good Target Quality Relevant Understandable Not Co;;;;; ~ ` ' Consistent Measure #9: Number of Family Drug Court cases 25- / 20- 15 ~x 10 . wi 5 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 25 cases FY 2010 Target 25 cases or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 35 Measure #10: Number of Mental Health Court cases 30 25 20 x r 1s is 10 5 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 27 cases FY 2010 Target 25 cases or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #11: Number of Domestic Violence Court cases 300- 3Dt9 250 200 150 185 300 311 50 T~ 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 300 cases FY 2010 Target 300 cases or less Performance Results Achieved Mixed Trend Fair Target Quality Relevance Questionable Understandable Not Comparable Consistent 36 Health Services Department Action C: Operate treatment courts through treatment, contracting and grant management In addition to traditional methods of addressing those who commit crimes, Deschutes County also uses a number of diversion and other alternative programs intended not only to address the crime an individual commits, but also to identify and treat underlying conditions that may cause an individual to continue committing criminal acts. The County supports three treatment courts, the Mental Health Court, the Family Drug Court and the Domestic Violence Court. Certain defendants qualify for these courts, which offer treatment instead of incarceration. These courts operated at capacity for most of FY 2010 and delivered promising results. The Domestic Violence Court had 300 participants during FY 2010. For the Mental Health Court, 84% of those entering graduated with only 13% re-offending. Although the Family Drug Court fell short of its graduation rate target (75%) with only 46% graduating, only 4% of those re-offended. It can be a difficult transition for any inmate being released from the County Jail. This can be compounded if the inmate has a mental illness or an addiction. The Bridge Program is an effort to assist these individuals make the transition and reduce the likelihood of the individual returning to criminal activities. Of those enrolled in the program, 62% retained the services and 88% achieved a successful outcome from participating in the program. Measure #5: Number of participants in Mental Health Court 10 Measure #6: Percentage of participants graduating from Mental Health Court 30 25 1126 : 27 20 15 z 5 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 27 participants FY 2010 Target 25 participants or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable. Consistent 85°!0 I 804/0 75% rl . , 65°l0 55% 50% FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result 84% ~ FY 2010 Target 75% or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 37 Measure #7: Recidivism rate for participants in Mental Health Court 15% 10% 1 s- -1346 w S°lo 0°l0 FY 2008 FY 2009 FY 2010 FY 2010 Result 13% FY 2010 Target 13% or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #8: Number of participants in Family Drug Court 60 _ 52 40 20 22 24 0.L- FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 22 adults and 30 children FY 2010 Target 25 adults and 40 children Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #9: Percentage of participants graduating from Family Drug Court - 50°l0 40% 2% 46 6 30°I© 20°1b 10 °l0 -0% 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 46% FY 2010 Target 75% or greater - Performance Results Not Achieved Positive Trend Target Set High Quality Relevant T Understandable Not Comparable Consistent 38 Measure #10: Percentage of participants in Family Drug Court who re-offend 4% 3% 2% 1% 0°!0 _ FY 2008 FY 2009 FY 2010 FY 2010 Result 4%o FY 2010 Target 20% or less Performance Results Achieved L Positive Trend Target Set High Quality Relevant Understandable panne Consistent Action D: Assist community re-entry from County Jail for people with mental illness and addiction through the Bridge Program A performance measure for the recidivism rate for participants in the Bridge Program didn't have enough information to establish a target at the beginning FY 2010. Therefore, the measure, which completed the year at 21.6%, was tracked as a baseline to establish targets in future years. Measure #11: Number of participants in the Bridge Program 120 100 ;.tom 80 60 40 q.j ~7 5a1 20 P ; ® - FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 54 participants FY 2010 Target 60 participants Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 39 Measure #12: Percentage of enrolled clients retained in service 80°l0 J i 60°l0 ~ 40% O% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 72% FY 2010 Target 50% Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent Measure #13: Percentage of clients achieving a successful outcome 90% 80% 82% 70% 60% bB% 50% 40% FY 2009 FY 2010 FY 2010 Result 82% FY 2010 Target 60% Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent Measure #14: Recidivism rate for participants in Bridge Program 25°l0 20°l0 22% 22% 15% 10°10 5°l0 0% FY 2009 FY 2010 FY 2010 Result 21.6% FY 2010 Target Establish Baseline Performance No Target Established Stable Trend No Target Quality Relevant Understandable Not Comparable Consistent 40 Goal #1 Lead and coordinate regional efforts in emergency preparedness Low Performance High Performance High Quality High Quaiity9 Health Svcs 0 This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. Sheriff To see details for all of a department's performance measures, click on the links below: Health Services Department Sheriff's Office Low Performance High Performance Low Quality Low Quality 41 Health Services Department Action E: Improve Deschutes County's ability and capability to respond to public health and other emergencies The Health Services Department improved the County's ability and capability to respond to public health emergencies by ensuring that 90% of their preparedness leaders participate in the Health Alert Network emergency notification system and 100% of their staff have emergency response duties outlined in their job descriptions. In addition, emergency preparedness information was provided to 100% of families in home visiting programs. They also offered training in emergency preparedness to caregivers of vulnerable Deschutes County residents. The target for FY 2010 was 200 caregivers. The sessions were very popular and well attended. These sessions reached 80% of the target audience all of the adult foster homes. Due to its popularity, an additional course was scheduled less than one month after the end of the fiscal year. Attendance at this additional course allowed Health Services to attain its target. Measure #15: Percentage of preparedness leaders participating in the Health Alert Network emergency notification system 100% i 80%-11111 60% 40% 50% 5096 20%1-1 09'0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 90% FY 2010 Target 90% Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #16: Percentage of staff with emergency response duties outlined in job description FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 42 Sheriffs Office Action F: Meet all Oregon Emergency Management guidelines by leading disaster/pandemic exercises with all local resources Although the thought of a natural disaster ci a public health emergency may not be appealing, it is imperative that Deschutes County be prepared if such an event were to occur. The Sheriffs Office addressed all Oregon Emergency Management guidelines by conducting a disaster exercise in FY 2010. Measure #11: Conduct disaster/pandemic exercise FY 2010 Result Conducted Exercise FY 2010 Target Conduct Exercise Performance Results Achieved No Trend Data Fair Target. Quality Relevant understandable Not 0amparable Not Consistent 43 Goal ##2, b'ive .#1 Ensure accurate and timely assessment and taxation of property and recording of real property Low Performance High Performance This chart signifies the relative quality and High Quality High Quality performance for each department's measures relating to this objective. The horizontal axis indicates the performance by Clerk the department against the measure. The vertical axis indicates the quality of the Assessor measure. To see details for all of a department's performance measures, click on the links below: County Assessor's Office County Cleric's Office Low Performance High Performance Low Quality Low Quality County Assessor's Office Action A: Timely appraisal of all new construction As the department responsible for determining the real market and assessed value of all property in Deschutes County and calculating property taxes, the County Assessor's Office has certain deadlines established by the state they must meet in completing these tasks. In FY 2010, this department successfully met all these deadlines, which included completing new construction appraisals by August 155, completing yearly assessments and tax rolls by September 15`h and mailing tax statements by October 25`h. In addition, the County Assessor's Office also updated all new assessment records and tax map updates within three weeks. Measure #1: Percentage of new construction appraisals completed by August 1st 300% 100% t0 tam so% 60010 40010 20% 0% FY 2007 FY 2008 FY 2009 FY 2030 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Comparable Consistent 44 Action B: Timely updating of name and map changes Measure #2: Percentage of assessment records with new County Clerk's Office recordings updated within three weeks 100% S Dtt'!(t 80% 70% r s0% 40go 30% 20°l0 10% ' .a., A 0%. FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not comparable Consistent Measure #3: Percentage of tax maps updated within three weeks 100% 90% 1 1~fE3% 80% 3.' , 70°!0 + a 60% s0% 40% 30% ~ ° 20 n ' 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Comparable Consistent 45 Action C: Timely certification of yearly assessment and tax roll M easure #4: Percentage of yearly assessment and tax rolls completed by September 15th 300°!0 90% 10E1% low* •300% so% 70% 60% 50% 40°10 30% 20% 10% 0°!0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Co rable Consistent Additional County Assessor's Office Data Cost per account as compared to seven other Oregon counties $50.00 $48.00 $46.00 C1 Deschutes County $44.00 0 7 County Average $42.00 $40.00 $38.00 FY 2007 FY 2008 FY 2009 FY 2030 Deschutes $48.65 $46.13 $46.15 $42.41 7-Count Average $43.98 $42.87 $44.00 $42.99 Lane $42.50 $40.00 $36.91 $39.07 Clackamas $34.40 $37.80_ _ $39.01 $38.77 Marion $49.44 $49.92 $48.33 $46.21 Jackson $40.86 $38.60 $42.32 $41.12 Douglas $33.59 $30.46 $28.76 $28.24 Linn $51.62 $51.08 $52.96 $53.46 Benton $55.43 $52.21 $59.71 $54.09 Performance No Target Established Positive Trend No Target Quality Relevant Understandable Comparable Consistent 46 Accounts per FTE as compared to seven other Oregon counties 2,500 - 2,000 1,500 1,000 }ir gar DDeschutes County 07 County Average 500 0 FY 2007 FY 2008 FY 2009 FY 2010 I in= Deschutes 1,982 2,205 2,262 2,495 7-Count Average 2,181 2,262 2,328 2,441 Lane 2,668 2,785 2,936 2,988 Clackamas 2,774 2,631 2,785 2,830 Marion 1,877 1,914 2,053 2,355 Jackson 2,325 2,334 2,288 2,323 Douglas 2,366 2,602 _ 2,668 2,724 Linn 1,658 1,721 1,765 1,959 Benton 1,602 1,843 _ 1,803 1 910 Performance No Target Establishe d Positive Trend No Ta Quality Relevant Understandable Comparable Consistent Administrative expenses as percentage of taxes imposed 2.50% 2.00% 1.50% QDeschutes County 1.00% ■7 County Average 0.50% z' =e 0.00% FY 2007 FY 2008 FY 2009 FY 2010 Deschutes 2.19% 2.12% 1.96% 1.68% 7-Count Average 2.13% 1.97% 1.93% 1.83% Lane 2.07% 1.95% 1.80%0 _ 1.83% - Clackamas 1.29% 1.22% 1.29% - 1.20% Marion 2.37% 2.32% 2.27% 2.08% Jackson 2.61% 2.20% 2.17% 1.97% Douglas 4.08% 3.66% 3.34% 3.30% _ Linn 3.00% 2.72% 2.77% 2.71% Benton 2.48% 2.18%° 2.25% 2.10% Performance No Target Established Positive Trend No Target Quality Relevant Understandable Comparable Consistent 47 Number of tax time calls and walk-ins from late October through November 15th 3,550 1200 1,002 950 $,500 3.429 1000 813 3,450- 0 p 800 800 3,350-100 3,292 600 3,300 3- Y 400 3,250 3200 , 200 3,150 FY 2007 FY 2008 FY 2009 FY 2010 FY 2007 FY 2008 FY 2009 FY 2010 Performance No Target Established Mixed Trend No Target Quality Relevant Understandable Comparable Consistent 48 County Clerk's Office Action A: Timely recording of all real property records The County Clerk's Office is the official keeper of all public records for Deschutes C+: _inty. In accordance with state law, the County Clerk's Office preserves all records affecting the ti:le to real property. The office is responsible for the processing and recording of real property transactions, including deeds, mortgages, liens and plats on the public record. When a document is received for recording it needs to be checked for compliance with Oregon statutes. As a document is recorded an index is created and the image scanned for document retrieval. All recorded documents are microfilmed and a duplicate is sent to the State Archive. The County Clerk's Office preserves and makes available to the public all records affecting the title to real property. All documents become part of the permanent records for the County and can serve as proof of ownership Due to the critical nature of the documents it is important for the County Clerk's Office to ensure the record is as accurate and as timely as possible. In FY 2010, this department completed 100% of all real property records within 24 hours. Measure #1: Percentage of real property records completed within 24 hours FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Compar'eble Consistent Action B: Accurate and timely processing of vital records and other documents The County Clerk's Office is the only agency authorized to issue marriage licenses and domestic partnerships in Deschutes County. Verification of required information and processing of the documents are completed by the County Clerk's Office. Once completed, they are submitted to the Vital Records Office of the Center for Health Statistics, which is responsible for certifying, amending and issuing vital event records, as well as compiling and analyzing data from the records. Similarly, the County Clerk's Office is also responsible for the verification of required information and processing of the documents necessary to apply for a passport. Once completed, the application is submitted to the Department of State for issuance of a passport. This department monitors all of these efforts for accuracy. In FY 2010, the department submitted marriage licenses with 99% accuracy, domestic partnerships with 100% accuracy and passport applications with 100% accuracy. Measure #2: Percentage of marriage licenses accepted error free by the Vital Records Office 100% 41 95% f y 90% 859/0 80°!0 FY 2008 FY 2009 FY 2010 FY 2010 Result 99%o FY 2010 Target 99% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparsible Consistent 49 Measure #3: Percentage of declarations of domestic partnerships accepted error free by Vital Records 100% 28A 100% 80% 60% 40% 20% > 0% FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 99%0 or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Notcomparable Consistent Measure #4: Percentage of passports accepted error free by the State Department 100°lfl - .i 10t~~16 1¢¢9b Q094 ~ 80% 60% 40% 20% 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 99% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 50 Goat #2,-- Objective #2 Address and plan for growth in Deschutes County Low Performance High Performance High Quality High QualuQy/ This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. CDD to. Solid Waste To see details for all of a department's performance measures, click on the links below: Community Development Department Solid Waste Department Low Performance High Performance Low Quality Low Quality Community Development Department Action A: Complete new Deschutes County Comprehensive Plan A comprehensive plan is a document that provides a generalized, big-picture look at existing and future land use. The Deschutes County Comprehensive Plan provides the basis for all county land use planning. The plan complies with State Planning Goals, and includes background information, goals, policies and land use maps. The plan is developed after extensive public input. The original Comprehensive Plan was adopted in 1979. Since then it has been amended numerous times leading to a plan that is confusing and difficult to read. Additionally, much of the text has not been changed since 1979 and includes some outdated information. To correct these concerns, the Deschutes County Planning Commission authorized the updating of the Comprehensive Plan. The final plan is intended to reflect the current community values for agriculture, wildlife, forest lands, water, energy and social and economic trends. The Community Development Department has a departmental action calling for updating the comprehensive plan. The three performance measures associated with this action, including the approval of the updated comprehensive plan, completion of the transportation system plan and completion of specific community plans, were a high priority for the department throughout FY 2010, but they are not scheduled to be completed until 2Q FY 2011. Since they are currently in progress, they can not be identified as achieved or not achieved. Measure #1: Comprehensive Plan approved by Board of Commissioners FY 2010 Result On Schedule FY 2010 Target Approved by 2Q FY 2011 Performance Results Pending No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent 51 Measure #2: Transportation System Plan approved by Board of Commissioners FY 2010 Result On Schedule FY 2010 Target Approved by 2Q FY 2011 Performance Results Pending No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable I Not Consistent Measure #3: Complete specific community plans for Tumalo, Terrebonne and Deschutes Junction FY 2010 Result On Schedule FY 2010 Target Approved by 2Q FY 2011 Performance Results Pending No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent Action B: Provide timely and effective community development service The efficiency of the Community Development Department directly impacts the ability of construction projects to be completed on time and within budget. Each day that a developer has to wait for CDD to review their land use application and provide a construction permit is costs them money and risks disrupting the construction schedule. This department monitors the average turnaround time for land use applications. In FY 2010, the average turnaround time was 51 days, significantly shorter than the 60-day target. The Community Development Department, however, was not able to meet their target for completing reviews of residential and commercial building plans in an average of five days from submission. In FY 2010, the average turnaround time was eight days. This department has significant interaction with the public. They must not only be effective in reviewing land use applications and building plans, but it must be achieved while providing a high level of customer service. Through departmental layoffs, a reduced staffs dealt with the ongoing public demand. To ensure that quality in customer service is being delivered, the department provides customers with a questionnaire to rate the service they receive. In FY 2010, the responses to the questionnaire resulted in a near perfect average score of 4.89 out of 5.00. Measure #4: Average turnaround time for land use application reviews (in days) 80 70 ' 79 73 60- so. 55 40 47 30 20 10 0 FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result 47 days FY 2010 Target 60 days or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 52 Measure #5: Average turnaround time for building plan reviews 14. 12 10 .~w 8 8 6-/ - 4- t 2 2- F_ z, 0 0. FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result 8 days FY 2010 Target 5 days or less Performance Results Npc 4k ~~rved . Trend Reversal Good Target Quality Relevant Understandable Not Comparable . Consistent Measure #6: Average score received on customer satisfaction questionnaire 4.85 - 4.8 +1,>R2 4' 4.75 4.IS 4.7 - 4.65 ,N - 4.6 - 4.55 ~x - . 4.5 - 2007 FY 2008 FY 2009 FY2010 FY FY 2010 Result 4.75 out of 5.00 FY 2010 Target 4.70 out of 5.00 Performance Results Achieved Trend Mixed Good Target- Quality Relevant Understandable Not compample Consistent 53 Solid Waste Department Action A: Maximize County resources for management of solid waste disposal At the Knott Landfill, Area A reached capacity and required the construction of a landfill cap. This also facilitated the need for construction of a new section of the landfill to allow for continued service. Design and development was completed for Cell 5 construction. In order to begin construction, the design must be approved by the Oregon Department of Environmental Quality. This was achieved in FY 2010 and construction on Cell 5 got underway. It is expected to be completed in FY 2011. The Negus Transfer Station, located in Redmond, provides a convenient location for haulers to dispose of their waste. This waste is then transferred to the Knott Landfill in Bend. Due to the extent to which this facility is utilized, it is in need of improvements. Unfortunately, due to the significant reduction in waste flows and the resulting drop in revenue, this project was not undertaken in FY 2010. It may be possible to complete this project in FY 2011. Dealing with waste materials it is critical that the Solid Waste Department protect the public by ensuring they meet all federal and state standards for the maintenance of solid waste materials. In FY 2010, this department was not cited for a failure to comply with federal or state guidelines for the management of solid waste disposal. Measure #1: Oregon Department of Environmental Quality (DEQ) acceptance of Cell 5 construction FY 2010 Result Completed FY 2010 Target Complete by June 30, 2010 Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #2: Funding and timeline for improvements to Negus Transfer Station approved by Board of Commissioners FY 2010 Result Not Completed FY 2010 Target Complete by June 30, 2010 Performance Results Not Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #3: Number of violations or fines due to a failure to comply with federal or state guidelines FY 2010 Result 0 violations FY 2010 Target 0 violations Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 54 Goal #2, Objective 3 Develop long term plan for meeting road maintenance and construction needs Low Performance High Performance This chart signifies the relative quality and High Quality High Quality performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's Road performance measures, click on the links below: Road Department Low Performance High Performance Low Quality Low Quality Road®epartment Action A: Develop funding prioritization strategy The Road Department's effort to complete and implement their funding prioritization strategy is also tied to the updated comprehensive plan efforts. As part of the comprehensive plan update, the transportation system plan is also being completed. While the department's five-year projection for revenue and expenditures has been revised to reflect the implementation of the state transportation funding bill, funding strategies and road network priorities will be identified in the updated transportation system plan. Therefore, while the Road Department addressed this priority during FY 2010, it will not be achieved until the transportation system plan is completed, which is projected in 2Q FY 2011. Measure #1: Complete and implement funding prioritization strategy FY 2010 Result In Progress FY 2010 Target Implement by January 31, 2010 Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Carnpareble Not Consistent 55 Action B: Re-evaluate current road establishment moratorium based on outcome of 2009 state legislative session Heading into FY 2010 a road establishment moratorium was in effect. It was necessary for the Road Department to assess the results of the 2009 legislative session and provide a recommendation to the Board of Commissioners on whether to extend the moratorium or rescind it. A recommendation that the moratorium be extended was made and the Board of Commissioners agreed to extend it. Measure #2: Rescind existing resolutions or approve new resolution regarding road establishment moratorium FY 2010 Result Completed FY 2010 Target Complete by September 30, 2009 Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable I Not Consistent Action C: Maintain high quality condition of County roads The Road Department is responsible for ensuring that 900 miles of roads in Deschutes County are well maintained. A part of this process is to maintain accurate and up to date information in the Pavement Management System. In FY 2010, the Road Department conducted a visual inspection of all the County arterials and collections. These inspections provided updated data and informed the process of determining project priorities. In the future, the Road Department will seek to inspect 50% of the roads each year, resulting in all roads being inspected every two years. The condition of these inspected roads was rated from excellent to very poor. The Road Department seeks to maintain 80% of all County roads in good condition or better. In FY 2010, only 69% of the County roads were in good or better condition. Measure #3: Percentage of roads rated good or better 100%-!/ S0°lo 82% 60% 69% 40%- 20% 0% FY 2009 FY 2010 FY 2010 Result 69% FY 2010 Target 80% or greater Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 56 Action D: Update Pavement Management System data by conducting regular visual inspections of County roads Measure #4: Percentage of County avierials and collectors inspected FY 2010 Result 100% FY 2010 Target 100%0 Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not GSmparable Consistent 57 Go b'ective #4 Conduct elections in an open, transparent, secure and accurate manner Low Performance High Performance High Quality High Quality Clerk This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: County Clerk's Office Low Performance High Performance Low Quality Low Quality Counter Clerk's Office Action C: Mail voter notification card and voter confirmation card within two weeks of registration The County Clerk is the chief election official of the County. The County Clerk's Office coordinates and conducts all elections in Deschutes County. It is responsible for ensuring elections are conducted appropriately, directs the preparation and maintenance of election-related records. To ensure all new voter registrations are processed in a timely manner and voters are notified that they are eligible to vote this department sought to mail out all voter notification and voter confirmation cards within two weeks of registration. In FY 2010, only 71% were mailed within two weeks. Failure to achieve the target measure was primarily due to supply issues for a two month period and changes to party during the primary election period. Voter confirmation cards will no longer be included in this measure in the future. Measure #5: Percentage of voter notification and voter confirmation cards mailed within two weeks of registration 100% 90% 72% 71% 60% 40% LA 20% 04ta FY 2009 FY 2009 FY 2010 FY 2010 Result 71% FY 2010 Target 95% or greater Performance Results Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 58 Goal #3, obiective #1 WI( Support sound forest management practices Low Performance High Performance High Quality High Quality NRP 0 This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Natural Resource Protection Low Performance High Performance Low Quality Low Quality Natural Resource Protection Action A: Collaborate and coordinate with U.S. Forest Service (USFS), Bureau of Land Management (BLM), and state resource agencies on forest management issues One of the Natural Resource Protection Department's primary roles is ensuring that Deschutes County adheres to Best Management Practices in relation to forest management issues. This is achieved through collaborating with other agencies such as the U.S. Forest Service and the Bureau of Land Management, participating in environmental planning meetings, providing input on Environmental Impact Studies and ground monitoring activities. In FY 2010, Natural Resource Protection participated in 100% of environmental planning meetings, provided input on all Environmental Impact Studies affecting Deschutes County, and ensured all County lands followed Best Management Practices, including ensuring all County lands were treated for fuels prior to being sold. Measure #1: Percentage participation in environmental planning meetings, communicate with agency counterparts on new proposals project to ensure appropriate Best Management Practices (BMP) apply FY 2010 Result 100%0 (12 meetings) FY 2010 Target: 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 59 Action B. Provide substantive comment and involvement with land use decisions on public lands by providing input to Environmental Impact Studies (EIS) and other environmental documents Measure #2: Percentage of EIS and other environmental documents for which input was provided FY 2010 Result 100% (16 documents) FY 2010 Target 95% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable, I Consistent Measure #3: Number of field trips and other ground monitoring activities in which participated FY 2010 Result 10 field trips FY 2010 Target 10 field trips Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Action C. Ensure Best Management Practices are followed on all County- owned land. includina fuels treatment Measure #4: Percentage of County land managed according to BMP FY 2010 Result 100% (20 contracts) FY 2010 Target 100% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable. Consistent Measure #5: Percentage of County land sold for which fuel treatment was accomplished prior to sale FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #6: Approval of County policy or ordinance instituting BMP by Board of Commissioners FY 2010 Result In Progress FY 2010 Target Adoption of Policy or Ordinance Performance In Progress No Trend Data Fair Target Quality Relevant Understandable_ I Not Comparable Not Consistent 60 Goal #3, OWective #2 Enhance and protect groundwater and surface water in the Deschutes Basin Low Performance High Performance High Quality High Quality This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. CDD Low Performance High Performance Low Quality Low Quality To see details for all of a department's performance measures, click on the links below: Community Development Department Community Development Department Action C: Minimize the discharge of nitrates from onsite systems into the groundwater and surface water in Southern Deschutes County and other susceptible areas of the County One of the most challenging issues faced by the Community Development Department is minimizing the discharge of nitrates from onsite systems, such as septic tanks, into groundwater and surface water. Over the past several years, efforts have been made to address this issue. In FY 2010, CDD identified measures to proactively address onsite system failures in areas susceptible to water quality impacts and enforced 100% of codes relating to failing onsite systems. In addition, all new development is required to install protective wastewater systems and approximately half of the residential additions have been required to upgrade their wastewater system. During FY 2010, one of the ways the Community Development Department identified to address the issue of nitrates in groundwater and surface water was to work in coordination with the Department of Environmental Quality (DEQ) to identify water quality impacts in areas other than South Deschutes County. Thus far, DEQ's focus has been exclusively on South Deschutes County. The Board of County Commissioners has worked to implement proactive measures to minimize the discharge of nitrates from onsite systems into groundwater and surface water in South Deschutes County. On July 23, 2008, the local rule was adopted to establish a 14-year deadline for existing onsite systems to be upgraded for nitrate reduction. Resistance to this rule led to it being repealed through a ballot measure in March 2009. Alternative steps were explored with the Department of Environmental Quality (DEQ) taking the lead role. In FY 2010, several steps were initiated and will continue into FY 2011. These include working in coordination with DEQ to identify the next steps for protecting South Deschutes County groundwater, establishment of a financial 61 assistance plan for residents who need to upgrade their systems, implementation of a high groundwater lot project and work plan and taking action compelled by the completion of a sewer feasibility study in Sunriver. All of these efforts have been initiated and will continue into FY 2011. Measure #7: In coordination with the Department of Environmental Quality, identify appropriate next steps in protecting South County groundwater, given the repeal of the Local Rule FY 2010 Result 15% Completed FY 2010 Target Identify Next Steps Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #8: Approval of Local Rule financial assistance plan by the Board of Commissioners FY 2010 Result 80% Completed FY 2010 Target Adoption of Plan Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #9: Implementation of high groundwater lot project and work plan FY 2010 Result 10% Completed FY 2010 Target Implementation of Plan Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #10: In conjunction with Sunriver, review and take appropriate action on the sewer feasibility study FY 2010 Result 90% Completed FY 2010 Target Complete Study, Take Action Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #11: In coordination with DEQ, identify water quality impacts in other susceptible areas of Deschutes County FY 2010 Result No Progress FY 2010 Target Identify Impacts Performance No Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #12: Rate of enforcing codes related to failing onsite systems countywide FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 62 Measure #13: Identify measures to proactively address onsite system failures in areas susceptible to water quality impacts FY 2010 Result Completed `Y ;2010 Target Identify Measures _ Performance Results Achieved I No Trend Data Fair Target Quality Relevant Understandable NotCe NotC-Onsistent ]Measure #14: Percentage of development approvals coordinated with required proactive measures FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action D. identify risk associated with land use, stormwater, impacts to wetlands, floodplains and road maintenance that may negatively affect groundwater and surface water The updating of the comprehensive plan by the Community Development Department impacts a broad range of issue and activities. With the comprehensive plan rot expected to be adopted until FY 2011, some actions completed in FY 2010 will not be implemented until adoption of the comprehensive plan. This includes the implementation of recommendations from the County's Endangered Species Act risk assessment. Measure #15: Implement new County practices and alter current County practices based on recommendations as part of Endangered Species Act risk assessment FY 2010 Result 80% Completed FY 2010 Target Implement by June 30, 2010 Performance Results Pending No Trend Data Good Target Quality Relevant Understandable Not Comparabile tot Consistent 63 Goal #3, objective #3 Support beneficial utilization of natural resources for economic development, tourism and recreation Low Performance High Performance This chart signifies the relative quality and High Quality High Quality performance for each department's measures relating to this objective. The horizontal axis indicates the performance by Fair & solid the department against the measure. The waste Road Expo 0 vertical axis indicates the quality of the '40 measure. NRP To see details for all of a department's P&F CDD performance measures, click on the links below: Community Development Department Fair and Expo Center Natural Resource Protection Low Performance High Performance Properl and Facilities Department Low Quality Low Quality Road Department Solid Waste Department Community Development Department Action E. Define the full extent of natural wetlands in South Deschutes County Wetlands provide for wildlife habitats, serve as sources of natural water quality protection and flood mitigation while providing recreational benefits to County residents. In FY 2010, the Community Development Department undertook an effort to fully define the natural wetlands in South Deschutes County. In order to complete such a project, CDD secured grant funding from the Oregon Watershed Enhancement Board allowing for a request for quotes on the project to go out in 2Q FY 2010. Currently, CDD is in the midst of a local wetland inventory to completely delineate the wetlands in South Deschutes County. This effort began in 3Q FY 2010 and is expected to take 12 months to complete. A consultant was hired in 4Q FY 2010 to conduct fieldwork, which included mapping and documenting approximately 90 wetlands. The consultant's draft report and assessment is expected in 2Q FY 2011. The final step calls for the identification of methods to protect the wetlands. This step can not be taken until the local wetlands inventory is completed. This inventory will need to be adopted as part of the comprehensive plan. The identification efforts are projected to begin in 3Q FY 2011. Measure #16: Identify a secure funding source for wetland project FY 2010 Result Completed FY 2010 Target Completed by October 31, 2009 Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable NotCompatable ` Not Consistent 64 Measure #17: Comp0e4e delineation of wetlands FY 2010 Result 50% Completed FY 2010 Target Completed by June 30, 2010 Performance In Progress No Trend Data Good Target Quality Relevant understandable e - Not Consistent Measure #18: Identify methods of protecting wetlands that provide environmental services in the form of wildlife habitat, water quality protection or improvement, flood mitigation and/or recreational benefits FY 2010 Result No Progress FY 20101 Target Identify Methods Performance No Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Action F. Update Goal 5 inventory of natural and commercial resource associated with the Comprehensive Plan The updating of the comprehensive plan by the Community Development Department impacts a broad range of issue and activities. With the comprehensive plan not expected to be adopted until FY 2011, some actions completed in FY 2010 will not be implemented until adoption of the comprehensive plan. Although an update of the County's Goal 5 inventory of natural and commercial resources has been compiled, it will not go into affect until the comprehensive plan update is adopted. Measure #19: Comprehensive Plan approved by Board of Commissioners FY 2010 Result 50% Completed FY 2010 Target Complete by 2Q FY 2011 Performance In Progress No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent 65 Fair and Expo Center Action A: provide positive economic impact on Deschutes County through utilization of Fair and Expo facilities Throughout the year, the Fair and Expo Center host events and activities of interest to residents of Deschutes County as well as Central Oregon. Utilizing economic impact multipliers established by Travel Oregon and updates with Travel Industries of America's travel index, the economic impact of these events can be estimated. The index projects an average economic impact of $39 per day per visitor, $79 per sporting event visitor, $160 per overnight pleasure traveler and $265 per overnight business traveler. These values reflect spending on restaurants, recreations, lodging, gas and other goods and services purchased locally. For FY 2010, the Fair and Expo events generated $30,756,683 in economic impact. In FY 2010, the County Fair sought to have 245,000 visitors, however only 167,000 attended. This is due to the challenges faced by the current economic conditions, a fair that lasted four days instead of five and poor weather conditions. Measure #1: Economic impact from Fair and Expo events and activities $50 'XII $40 $4 $30 $31M $20 $27M $21M $10 $0 FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result $30,756,683 FY 2010 Target $30 million or more Performance Results Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #2: Total number of visitors to the Deschutes County Fair 235,400- 250,000 236 898 245.000 . 200,000 1 7 150,000 100,000 50,000 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 167,000 visitors FY 2010 Target 245,000 visitors or more Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 66 Natural Reaoupce Protection Action D. Update, revise and implement community fire plans, treat fuels and provide education and prevention efforts to reduce area fires One of the primary roles of Natural Resource Protection is to minimize the risk of fire in Deschutes County through fuels treatment and educating local residents and businesses. Since these efforts can be costly, grant request efforts are critical. In FY 2010, seven grant application requests resulted in six grant awards totaling $5.9 million. These efforts allowed for 2,600 acres to be treated on private and County land. All treated acres used 100% utilization methods allowing the fuels removed to be repurposed. During FY 2010, seven Community Wildfire Protection Plan Steering Committee meetings were organized and all Project Wildfire Steering Committees and Fire Free activities were attended by the County Forester. Natural Resource Protection sought to have three Community Wildfire Protection Plans updated during FY 2010. Although only two were completed, meetings to complete a third in Greater Bend, have been scheduled and this update is expected in early FY 2011. Measure #7: Number of Community Wildfire Protection Plan (CWPP) updates completed FY 2010 Result 2 plans completed FY 2010 Target 3 plans completed Performance Results Not Acts' d No Trend Data Fair Target Quality Relevant Understandable Not Comparable consistent Measure #8: Percentage of grant requests approved for fuels treatment FY 2010 Result 86% approved (6 or 7) FY 2010 Target 50% approved Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #9: Number of CWPP Steering Committee meetings organized FY 2010 Result 7 meetings FY 2010 Target 7 meetings Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #10: Percentage of monthly Project Wildfire Steering Committee efforts and Fire Free activities attended FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #11: Number of acres treated on private and County-owned land FY 2010 Result 2,500 acres FY 2010 Target 1,000 acres Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Cornpiarable Consistent 67 Measure #12: Percentage of treated acres using 100% utilization methods FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Property and Facilities Department Action B: Cooperate with other governmental entities in developing and enhancing recreational opportunities through land trades The Property and Facilities Department try to work with other government entities in developing and enhancing recreational opportunities through land trades. Several such land trades were identified for pursuit during FY 2010. Two such land trades were with the Bureau of Land Management (BLM) to swap land and one for the acquisition of the La Pine Rodeo property. In both cases, no progress has been achieved with BLM failing to respond to Deschutes County inquiries. During FY 2010, efforts were made to facilitate a land trade between Deschutes County and the Division of State Lands (DSL). Appraisals were conducted on both properties resulting in the value of the DSL property exceeding the value of the County property. DSL has agreed to consider acceptance of additional properties to make up the difference. Deschutes County is in the process of obtaining a soil survey on this new property to determine if the soils are appropriate for nonfarm development. If this is the case, then an appraisal will be conducted. This effort will continue in FY 2011. Measure #2: Complete Bureau of Land Management (BLM) land trade FY 2010 Result No Progress FY 2010 Target Complete by June 30, 2012 Performance No Progress No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent Measure #3: Complete Division of State Lands (DSL) land trade FY 2010 Result In Progress FY 2010 Target Complete by June 30, 2010 Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #4: Acquire La Pine Rodeo property from BLM FY 2010 Result Progress Stalled FY 2010 Target Complete by June 30, 2012 Performance Progress Stalled No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent 68 Road Department Action E: Work cooperatively to promote and implement noxious weed control in Deschutes County Efforts to implement noxious weed control measures in Deschutes County are ongoing. This is achieved through education of residents and the treatment of identified noxious weeds. In FY 2010, a target of 3,500 acres was set to be treated for noxious weeds. Only 2,379 acres were treated due to uncommon wet and windy weather conditions during the spring, which is the primary treatment period. Measure #5: Number of acres treated for noxious weeds FY 2010 Result 2,379 acres FY 2010 Target 3,500 acres Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Gz)mparable Consistent Solid Waste Department Action B: Promote recycling programs to reduce the, proportion of solid waste production placed in the landfill Although the Solid Waste Department focuses a lot of effort on the management of solid waste disposal, great benefits are also derived by reducing the volume of solid waste that in placed in the landfill. This allows for a longer life for the landfill and enables the reuse of these materials. In FY 2010, 37% of all solid waste produced in Deschutes County was recycled. Measure #4: Percentage of solid waste produced in Deschutes County that is recycled 37% 379[ 36%- 35%-/ 34% 33% 32%. 31% FY 2007 FY 2005 FY 2009 FY 2010 FY 2010 Result 37% FY 2010 Target 37% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 69 Partner and offer leadership on community initiatives .-0 Low Performance High Performance This chart signifies the relative quality and High Quality High Quality performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The ccF vertical axis indicates the quality of the Health measure. Services To see details for all of a department's performance measures, click on the links below: Commission on Children & Families Health Services Department Low Performance High Performance Low Quality Low Quality Commission on Children & Families Action A: Increase awareness and improve service delivery for identified needs in the community to ensure children are healthy, protected and successful During FY 2010, CCF developed and implemented educational and advocacy programs for the public on 11 occasions. These focused on such topics as alcohol and drug use, juvenile crime prevention, children's health, foster care and child abuse prevention. Measure #1: Develop and/or implement education and advocacy materials for the public FY 2010 Result 11 Projects FY 2010 Target 4 Projects or more Performance Measure Achieved No Trend Data Good Target Quality Relevant Understandable "Comparable Consistent 70 Action B: Increase the knowledge of status and needs of children, youth and families Several efforts were initiated by CCF in FY 2010 to i-icrease the knowledge of status and needs of children in Deschutes County. These efforts included 39 contacts with policy makers, advocacy partners, service clubs, businesses and faith communities, 33 presentations or trainings to community groups, program professional and policy makers and 22 contacts with the media. Since this is the first year these measures have been tracked, no targets were set and the FY 2010 results were used in establishing targets for FY 2011. Measure #2: Number of contacts with policy makers, non-profit advocacy partners, service clubs, businesses and faith communities FY 2010 Result 39 Contacts FY 2010 Target Establish Baseline Performance Baseline Established No Trend Data No Targq Quality Relevant Understandable Not ca~mparable - Consistent Measure #3: Number of presentations or trainings to community groups, program professionals and/or policy makers FY 2010 Result 33 Presentations FY 2010 Target Establish Baseline Performance Baseline Established No Trend Data No Target Quality Relevant Understandable Not Comparable Consistent Measure #4: Number of media contacts, including newspaper, television, radio and website postings 25- 20- fly 10 ~ inn 5 s 0 FY 2009 FY 2010 FY 2010 Result 22 Contacts FY 2010 Target Establish Baseline Performance Baseline Established Positive Trend No Target_ Quality Relevant Understandable Not CAxnparable Consistent Measure #5: Number of households receiving biennial community report card on status of children, youth and families FY 2010 Result Results not available FY 2010 Target Complete by 2Q FY 2011 Performance Results Unknown No Trend Data Multi-Year Target Quality Relevant Understandable Not G3,mparablle Consistent 71 Action C: Bring community members together and offer leadership to address the needs and gaps identified by the Child Abuse Systems Task Force and Domestic Violence Council The Commission on Children & Families brought community members together and offered leadership in addressing needs and gaps identified in child abuse prevention and intervention efforts. An effort to place more foster children with relatives resulted in increased placements exceeding the goal set as part of the Family Preservation and Support Initiative. A request was made of the Community Justice Department to provide supervision for misdemeanor strangulation in domestic violence cases. The Domestic Violence Council offered lethality assessment training and GPS monitoring. A request was also made of the Oregon Department of Human Services to provide certified copies of birth certificates and the establishment of a procedure to replace lost documents. Additionally, all contracted programs are in compliance with the child abuse reporting agency and the criminal background check policy. One organization assisting children of abuse whose parents are in the criminal justice system is Court Appointed Special Advocates (CASA). Among the children assigned to CASA, 100% did not experience re-abuse. Measure #6: Number of identified gaps and needs in child abuse prevention and intervention continuum of services met FY 2010 Result 4 Needs Met FY 2010 Target Meet 2 Needs or more Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Not Consistent Action D: Identify, develop, implement and advocate for policies to ensure children, youth and families are healthy, protected and successful Measure #7: Percentage of contracted programs in compliance with child abuse reporting agency 100% 100% >~li~ 1b1446 80% 60% 40%- 20% 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevance Understandable Not Comparable Consistent Questionable 72 Measure #8: Percentage of contracted programs in compliance with criminal background check policy 100% r 1Q0°1fa 100. 10 80% 0 ' /0 60 40% 20070 6' 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100%0 Performance Results Achieved Positive Trend Good Target Quality Relevance Understandable Not Comparable Consistent Questionable Action E: Invest in effective programs, projects and initiatives that improve the health, safety and success of children, youth and families CCF supports Healthy Families of the High Desert, which helps in the development of parenting skills for first time parents. One way to improve a child's mental development while improving the bond of a parent to a child is by reading to them. Of parents participating in Health Families programs, 92% reported reading to their children at least three times a week. The Oregon National Survey of Children's Health found that only 67% of low-income families read this often to their children. CCF also worked with registered child care providers, of whom 1000/') participated in professional development activities. Among local high risk families receiving intensive home visiting services 85% demonstrated improvements in parent-child interactions. CCF, seeking to have at least 94% of children participating in the Healthy Families program with up-to-date immunizations, fell short with only 91% being properly immunized. However, this was significantly higher than the rate among all children in Deschutes County (74%) and the State of Oregon (74%). Health Services also focused on immunizations in an effort to limit the number of children excluded from school due to noncompliance. With new immunization requirements the number of noncompliant children experienced a significant increase to 151 in Deschutes County. 73 Measure #9: Percentage of Health Families of the High Desert parents who report reading t o their children at least three times per week 93°10 92°10 91% 90°10 ~ 89% 89% 88°l0 87°10 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 92% FY 2010 Target 80% or greater Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable -Not Comparable Consistent Measure #10: Percentage of children participating in Health Families of the High Desert program with up-to-date immunizations compared with general population 94% 94% 87W j 113Deschutes County 100regan 94°10 _ 9z°%° 91°%fl 92 9a°i° ~ 89°!0 88°%fl 85°%fl 1=Y 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 91% FY 2010 Target 94% or greater Performance Results Not Achieved Negative Trend; Exceeds State. Good Target Quality Relevant Understandable Comparable consistent 74 Action F: Invest in prevention and intervention programs and initiatives to ensure children and youth are protected, healthy and successful Finding affordable child care in Deschutes County is a challenge:. In FY 2010, CCF planned to address this issue in a variety of ways such as prornoting child care assistance programs at the workplace, tracking the child care providers participating in professional development activities and among those participating improvements in knowledge and skills regarding early childhood care and education. Unfortunately, state funding for the program was cut and these efforts were never realized. Measure #11: Number of employers adopting child care assistance programs in the work place FY 2010 Result Program Discontinued FY 2010 Target: Establish Baseline Performance AosuIts+,tot eE}ie No Trend Data No Target Quality Relevant Understandable Not Comparable Consistent Measure #12: Percentage of child care providers who participate in professional development activities reporting an increase in knowledge and skills in early childhood care and education FY 2010 Result Program Discontinued 1 FY 2010 Target 75% or greater 1, Performance Results J!sto Achieved No Trend Data Good Target Quality Relevant Understandable Not Gompmble! Consistent Measure #13: Percentage of registered child care providers who participate in professional development activities FY 2010 Result 100% FY 2010 Target 90% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action G: Develop, help implement and manage the Deschutes County Juvenile Crime Prevention Plan and resources as required by state In FY 2010, CCF spearheaded an effort to develop and implement a Juvenile Crime Prevention Plan. The plan, through broad collaborative efforts, provided background on juvenile crime prevention in Deschutes County, presented current conditions, identified community issues, and outlined strategic approaches to achieved desired outcomes. Among the Juvenile Crime Prevention programs funded through CCF, all of them met or exceeded their performance outcomes in FY 2010 while meeting the best practices criteria. One result was that 92%, of the youth participating in substance abuse prevention programs reported an increased awareness, development and use of at least one of the skills taught through the program, such as communication skills, cognitive processing, coping and decision making. Measure #14: Develop and implement the Juvenile Crime Prevention Plan FY 2010 Result Plan Implemented FY 2010 Target Implement Plan Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not-Comparable Not nsistent 75 Measure #15: Successfully implement priorities in the Juvenile Crime Prevention Plan FY 2010 Result 0 Priorities FY 2010 Target 3 or more Priorities Performance alts Not Achieved No Trend Data Good Target Quality Relevant Understandable ~icte Not Consistent Action H: Invest in effective programs, projects and initiatives that prevent or reduce juvenile crime and improve the safety and success of at-risk youth Although the Juvenile Crime Prevention Plan was completed in FY 2010, none of the priorities outlined in the plan were able to be implemented within the year. Implementation of these priorities will be pursued in FY 2011 and FY 2012. CCF also sought to successfully implement five of the priorities identified in their Strategic Plan. In FY 2010, only three priorities were implemented. However, these produced great successes. For example, the Community School Initiative in the Redmond School District resulted in a 41% improvement in reading scores and the Reconnect Families Initiative reduced the number of children in foster care. Among CCF subcontractors, 11% failed to complete their quarterly reports on time. Measure #16: Percentage of Juvenile Crime Prevention funded programs, projects and initiatives meeting or exceeding all of their performance outcome measures 100% igD94 100% 45°l0 95% 90% 85% 80% 7'5% FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 95% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Nat Comparable Consistent 76 Measure #17: Percentage of Juvenile Crime Prevention programs meeting best practices criteria 100% 4 _ 90% 100% 100% 80% 70% cr z 60% 50% ` <p 40% 30% k $ 20% v 10% # ' 1 s o%4A FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 75% or greater Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparable , Consistent Measure #18: Percentage of youth participating in substance abuse prevention program reporting an increased awareness, development and use of one or more of the following taught skills: communication, cognitive processing, coping and decision making 100% 95% t 4f _ 80% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 92% FY 2010 Target 80% or greater Performance Results Achieved No Clear Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent 77 Health Services Department Action G: Enhance the visibility of health services and access to care by reaching out to businesses, clinics and day care providers The Health Services Department made a concerted effort in FY 2010 to enhance the visibility of health services and access to care by reaching out to businesses, clinics and day care providers. This resulted in 100% of those contacted improving their disease reporting and immunization compliance. An effort to reach out to businesses not offering their employees health insurance resulted in more than 135 new clients receiving family planning services. Also 35 referrals were made to CaCoon, a public health nurse home visiting program for families who have children with special health needs. Babies First, a public health home visiting program targeting children at risk of poor health and development, saw an increase in referrals of more than 100%. Measure #19: Percentage of medical clinics and day care providers contacted to improve disease reporting and immunization compliance 100% 1t>iO~ii so% i 604/a 40% i 20010 0010 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 50% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #20: Number of children excluded from school for immunization non-compliance 9.20 100 Los 80 60 40 20 34 34 i 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 151 childre n FY 2010 Target 70 children or less Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 78 Measure #21: Number of new clients receiving family planning services through outreach to businesses not providing health insurance distribution of information to eight clinics FY 2010 Result 100% (8 clinics) FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Nit comparable Consistent Measure #23: Number of referrals and percentage increase to CaCoon from Neonatal Intensive Care Unit with help from neonatologists and nurse practitioners FY 2010 Result 100% (35 referrals) FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action H: Increase access to health services in North and South Deschutes County In an effort to reduce the number of unplanned pregnancies, the Health Services Department sought to improve access to birth control services for Women in Need, who are defined as women ages 13 to 44 who are fertile, sexually active and not trying to become pregnant with an income less that 250% of the poverty level. In FY 2010, 6,357 family planning client visits occurred and 18 women at high risk of cervical cancer were brought into care at Mosaic Medical through assistance from the Health Services. Although many initiatives undertaken by Health Services increased access, they failed to achieve targeted goals for service. For example, a target of 525 was set for the number of La Pine residents receiving reproductive services, however only 315 received services. The WIC clinic in La Pine sought to handle 405 client visits per quarter, but capacity only allowed for an averaged 362 per quarter. Efforts are underway to find different accommodations for the inclusion of the LAUNCH program. The WIC clinic in Sisters planned to treat 145 families in FY 2010, but the clinic would riot open until 1Q FY 2011. Health Services also set a target to provide mental health service to at least 90% of Oregon Health Plan members in each Deschutes County community. While Bend (107%) and Redmond (96%) both exceeded the target, South County (87%) and Sisters (62%) missed the mark. Many residents of Sisters and some in South County sought services in Bend resulting in the low participation rate in Sisters and the 100%+ result for Bend. 0 Result FY 201 clients 1 35 FY 2010 Target 1 00 clients or more Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent First through increase to Babies and percentage Number of referrals Measure #22: 79 Measure #24: Number of La Pine residents provided reproductive services 350, 300- 250- / 200- 150 1111 w, 100 i1S 50 0 F Y 2007 FY 2005 FY 2009 FY 2010 FY 2010 Result 315 residents FY 2010 Target 525 residents or more Performance Results Not Achieved Positive Trend Target Set High Quality Relevant Understandable Not Comparable Consistent Measure #25: Number of families receiving services at WIC clinic in Sisters FY 2010 Result 0 families FY 2010 Target 145 families or more Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #26: Number of client visits at WIC clinic in La Pine FY 2010 Result Averaged 359 clients per quarter FY 2010 Target 405 clients quarterly Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable ` Consistent Measure #27: Percentage of Oregon Health Plan members in each zip code receiving mental health services 140%' 120% 100°!° Mend 80% INLa Pine/South County 60°!o QRedmond/North County 400!° Misters 20% 0% FY 2007 FY 2005 FY 2005 FY 2010 Bend 107.4%; South County 86.5%; 90% of Countywide FY 2010 Result Redmond 96.3%; Sisters 62.4% FY 2010 Target Average Performance Results Not Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent 80 Action I: Support school-based health centers by offering health and mental health care The Health Services Department effort to improve the health of children through school-based health centers made positive strides witl-i Lhree state certified centers in Deschutes County experiencing 2,104 child visits during the 2009-2010 school year. With mental health services being provided in school-based health clinics, FY 2010 was the first year then: services were being tracked. No target was established with the results in FY 2010 being used as a baseline. A total of 59 children were treated over 951 visits. Measure #28: Number of school-based health centers state certified to operate 4 3 2 1 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 3 centers FY 2010 Target 3 centers or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable - Consistent Measure #29: Number of child visits to school-based health centers for health services 2500 2000 2,ti'M! 1500 1000 500 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 2,104 visits FY 2010 Target 2,000 visits or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable PJof Gamparable Consistent 81 Measure #30: (dumber of child visits to school-based health centers for mental health services 1000 800 600 400 200 0 FY 2009 FY 2010 FY 2010 Result 59 children, 951 visits FY 2010 Target Establish Baseline Performance No Target Established Positive Trend No Target Quality Relevant Understandable Not Comparable Consistent 82 t; ,M fib' ective #2 Undertake preventive measures to reduce future demands for County r~ and community services Low Performance High Performance This chart signifies the relative quality and High Quality High Quality performance for each department's measures relating to this objective. The Health Services CCF0 horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Commission on Children & Families Health Services Department Low Performance High Performance Low Quality Low Quality Commission on,_Children & Families Action 1: Implement strategic plans with measurable prevention and intervention outcomes as ado ted b the Board of Commissioners Measure #19: Number of successfully implemented priorities in the Commission on Children & Families Strategic Plan 5 4 3 2 1 1 k 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 3 Priorities FY 2010 Target 5 Priorities or more Performance Results Not Achi ued Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 83 Action J: Identify, create and take action on opportunities to increase monetary and non-monetary resources to address prioritized needs of children, youth and families Many of the efforts undertaken and supported by CCF rely on the efforts of volunteers to ensure success. In FY 2010, CCF experienced a significant increase in volunteer hours, valued at $95,641 or more than five times the volunteerism received in FY 2009. During FY 2010, CCF also developed a streamlines and efficient system for tracking leveraged resources and volunteer hours. Implementation of this system is expected during FY 2011. Many of the programs supported by CCF require funding and in-kind donations often through a matching program. In FY 2010, CCF sought to increase these resources from their FY 2009 levels. Unfortunately, economic conditions have taken a toll on these efforts. Leveraged cash match resources were cut in half to $926,773, in-kind donations were cut by more than one third to $267,551, and federal and state grants were slightly off at $586,270. Measure #20: Leveraged resources through cash matches $2,000,000 $1,500,000 $1,000,000 $1,214 $0.914 $500,000 $0 - FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result $926,773 FY 2010 Target $1.87 million or more Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #21: Leveraged resources through in-kind donations $450,000 ; $400,000 $350,000 $300,000 $250,000 $200,000 .01 $150,000 $100,000 $50,000 $0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result $267,551 FY 2010 Target $422,220 or more Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 84 Measure #22: Leveraged resources through Commission on Children & Families and community partner volunteer hours $100,000 $80,000 $60,000 $40,000 $20,000 $0 FY 2010 Result $95,641 FY 2010 Target $16,922 or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #23: Value of competitive state and federal grants received _ 586 270 $600,000 $500,000 $400,000 x $300,000 $200,000 $100,000 - $0 FY 2007 FY 2008 FY 2009 FY2010 - FY 2010 Result $586,270 FY 2010 Target $600,000 or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #24: Develop a streamlined and efficient system for tracking leveraged resources and volunteer hours FY 2010 Result System Developed FY 2010 Target Develop System Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable N©t Consistent 85 FY 2009 FY 2010 Action K: Invest in prevention and intervention programs and initiatives proven to improve the health, safety and success of children, youth and families In FY 2010, CCF wanted to ensure every child living in a homeless shelter reconnected with family or lined up a stable and safe living situation before leaving the shelter. This goal was nearly achieved as 98% of children leaving the shelter had a stable and safe place to go. The results for several performance measures were not available. Some results, such as the households receiving a community report card on the status of children, youth and families, the percentage of two year olds who are immunized, or percentage of CCF subcontracted programs with successfully completed site visits and/or self-assessments will not be known until 2Q 2011. Other data, such as a comparison of reported cases of abuse and neglect among Healthy Start families compared to the general population, is no longer available due to the loss of Oregon Progress Board data. Measure #25: Percentage of local high risk families receiving intensive home visiting services demonstrating improved parent-child interactions Advocates (CASA) who did not experience re-abuse Quality Relevant Understandable NotComparable Consistent Healthy Start families compared to rate among families in the general population who are not served Measure #28: Percentage of youth reconnected with family and/or in a stable and safe living situation before leaving homeless shelter 100% 95% 90%1.1 85% 80% FY 2008 FY 2009 FY 2010 FY 2010 Result 98% FY 2010 Target 100% Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Result FY 2010 85% FY 2010 Target or greater 70% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable NotComparable Consistent Measure #26: Percentage of children assigned to Court Appointed Special FY 2010 Result 1 00% FY 2010 Target 100% Performance Results Achieved Data No Trend Target- Good Measure #27: Rate per 1,000 of substantiated reports of abuse or neglect for local FY 2010 Result Data Not Available FY 2010 Target 7 Per 1,000 or lower (general population) Performance Results Not Available No Trend Data Good Target Quality Relevant Understandable Comparable Consistent 86 Action L: Advocate for and invest in effective prevention and intervention programs, projects and initiatives promoting conditions, behaviors and attitudes resulting in a safer community CCF also supports mentoring programs for youth at risk and assistance to homeless children. These efforts are intended to help children improve their skills, attitudes and behaviors while ensuring they remain focused on their education. Among children in the mentoring program, 100% showed improved skills, attitudes and behaviors. For children in homeless shelters, 93% demonstrated academic progress and re-engaged in school. Measure #29: Percentage of youth participating in mentoring program showing improved skills, attitudes and behaviors 100% 100% 80% 60% { :r 40% I sl r 20°!0 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Comparable Consistent Measure #30: Percentage of youth in homeless shelter demonstrating academic progress and re-engaged in school 100% 95% 90% 931* 85% 80% - Z-2 75°!0 IA FY 2008 FY 2009 FY 2010 FY 2010 Result 93% FY 2010 Target 80% or greater Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent 87 Health Services Department Action J: With the community, adopt policies to reduce chronic disease in Deschutes County Health Services has been working with the community to adopt policies to reduce chronic disease in Deschutes County. One such effort is to push for health facilities to become 100% tobacco free. In FY 2010, the number of 100% tobacco free facilities expanded from four to nine. Efforts were also made to provide support for those with chronic diseases. All Deschutes County employees on the County health plan with a chronic disease were contacted directly and offered disease management classes. Measure #31: Number of health facilities, including the Health Services building, 100% tobacco free FY 2010 Result 9 facilities FY 2010 Target 7 facilities or more Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #32: Percentage of employees on the County insurance plan with a chronic disease directly contacted and offered disease management classes FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action K: Assure access to birth control services for Women in Need, reducing unplanned pregnancies Measure #33: Number of women at high risk of cervical cancer brought into care at Mosaic Medical with Deschutes County Health Services assistance Measure #34: Number of family planning client visits 6,35 FY 2010 Result 18 women FY 2010 Target 12 women or more Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable -Not Comparable Consistent 8,000 7 5,000 4,000 2,00© 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 6,357 visits FY 2010 Target 5,754 visits or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Gomparable' Consistent 88 Action L: Reduce the spread of communicable diseases in the community Health Services sought to make contact wish individuals potentially exposed to sexually transmitted disease or HIV infection. Although 100% ,f individuals with a risk of HIV infection were reached, contact was made with 78% of individuals at risk of another sexually transmitted disease. Part of this may be due to the use of expediter./ partner therapy (EPT), which has made if. more difficult for Health Services to obtain partner informatio i. Measure #35: Percentage above the state average of 2 year olds immunized FY 2010 Result Data Not Available FY 2010 Target 4% above state average Performance Results Unknown No Trend Data Good Target Quality Relevant Understandable Comparable Consistent Measure #36: Percentage of cases in which other potentially exposed to sexually transmitted disease or HIV infections are contacted 100%- 80%- , " 60%-" 40% 20% r}' g~; fV c 0% - FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 78% overall; 100% for HIV FY 2010 Target 100% Performance Results Not ieved Negative Trend, j Good Target Quality Relevant Understandable Not Comparable Consistent Action M: Increase screening and referral of clients %vith perinatal depression An often overlooked condition is that of perinatal depression. The Health Services Department worked in FY 2010 to increase the number of screenings and referrals of their clients for this condition. Among maternity case management clients with at least three home visits, 759/0 were screened for depression and referred. Measure #37: Percentage of maternity case management clients, with three or more home visits, screened for depression and referred FY 2010 Result 75% FY 2010 Target 75% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 89 Action N: Expand the Early Assessment and Support Alliance Behavioral Health conditions often go undiagnosed, especially in children. The Health Services Department sought to address the estimated need for behavioral health support for children in Central Oregon. In FY 2010, 21 children, or 75% of the estimated children in need, received assistance through the Early Assessment and Support Alliance. Efforts were also made to better address the needs of seniors with mental health conditions through the Enhanced Care Program. In FY 2010, no clients in the program required more costly interventions, but instead were able to remain in the community. Overall only 20% of Health Services clients required higher, more costly services. For the families of children with developmental disabilities, only 4% requested out-of- home placement for their children. Measure #38: Number of adolescents and young adults enrolled in Early Assessment and Support Alliance 25 20 21, 15 10 f 13 5 0 - FY 2008 FY 2009 FY 2010 FY 2010 Result 21 enrolled FY 2010 Target 14 or more enrolled Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #39: Percentage of Central Oregon estimated need (28) for early assessment and support that is met 80% 75% 600% 40% 46 20% "14% 0°l0 FY 2008 FY 2009 FY 2010 FY 2010 Result 75%o FY 2010 Target 50%0 or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 90 Action O: Provide intensive services to clients eligible for the Enhanced Care Program Measure #40: Percentage of senior mental health clients able to remain in the community, avoiding more costly interventions 100% - '100% 00ll: 90% VO% so% 70% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 95% or greater r Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action P: Respond to crisis situations in a timely manner, avoiding more costly interventions When a behavioral health crisis occurs, it is critical that the response takes place in a timely manner to avoid more costly interventions. In FY 2010, the Health Services Department provided this rapid response. In all behavioral health crises a response occurred within one business day and a crisis plan was developed and implemented within one week. Measure #41: Percentage of mental health crisis referrals responded to within one business day 100% ~ , Op}li ao~ t 20% , z °s 0% FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not comparable Consistent 91 Measure #42: Percentage off crisis plans developed and implemented within one week 100% SOW 60% 40% 20%, O01o FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 92 Objective #3 ~ Provide health services in an effective and efficient manner Low Performance High Performance High Quality High Quality ccr= Heaith Services This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Commission on Children & Families Health Services Department Low Performance High Performance Low Quality Low Quality Commission on children & f=amilies Action M: Invest in effective programs, projects and initiatives that improve the health, safety and success of children, youth and families For programs to be effective, they must establish targeted outcomes and then achieve those outcomes. In FY 2010, this occurred for CCF, Health Services and their community partners. For CCF, 98% of their subcontracted programs met or exceeded their performance outcome measures. All of their programs met all federal and state grant requirements, targeted outcomes and deliverables while utilizing best practices criteria. Meanwhile, 90% of health clinicians in the Health Services achieved their service goals. Measure #27: Percentage of Commission on Children & Families sub-contracted programs, projects and initiatives meeting or exceeding all of their performance outcome measures FY 2010 Result 98% FY 2010 Target 95% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparet)le Consistent 93 Action N: Efficiently manage, fund and oversee programs that get results Measure #28: Percentage of state and federal grant requirements being met FY 2010 Result 100% - FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Consistent Measure #29: Percentage of state and federal targeted outcomes and/or deliverables being met FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #30: Percentage of programs utilizing and/or meeting best practices criteria FY 2010 Result 100% FY 2010 Target 75% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #31: Percentage of sub-contracted programs completing quarterly reports on time FY 2010 Result 89% FY 2010 Target 100% Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #32: Percentage of sub-contracted programs with successfully completed site visits and/or self-assessment per biennium FY 2010 Result Data not available FY 2010 Target 100% Performance Results Not Available No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 94 Health Ser_&,,,c- J2p@ctment Action Q: Maintain a high level of direct client care and service Health Services attempted to dedicate 7511/c of all staff time to direct services, however they were only able to achieve 70%. They also planned to track the percentage of contractual measures met or exceeded, however the system for tracking contract deliverables was still being developed. WIC services set a target to reach the equivalent of 105% of the state assigned caseload, but they only reached 101%. The 100%+ is due to the limited services available in surrounding areas. Mental Health clinicians sought to achieve 100% of their service goals. Adult Treatment got the closest with 90% achieved, seniors mental health achieved 84% and child & family accomplished 63%. They also tried to use 100% of Oregon Health Plan funding for delivered services. The results were 88% for adult treatment, 84% for child and family and 29% for seniors mental health. The majority of seniors received care through Medicare. Measure #43: Percentage of behavioral health FTE dedicated to direct services FY 2010 Result 70% FY 2010 Target 75% or greater Performance RasuIts Achieved No Trend Data Good Target Quality Relevant Understandable Not Cornperiable Consistent Action R: Strengthen the new Health Services Department Measure #44: Report of actions with focus on service integration, effectiveness, efficiency and/or cost savings FY 2010 Result Report Not Completed FY 2010 Target Complete Report Performance Resblts N!~~- evled No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Action S: Assure contracted dollars result in beneficial services For programs to be effective, they must establish targeted outcomes and then achieve those outcomes. In FY 2010, this occurred for CCF, Health Services and their community partners. For CCF, 98% of their subcontracted programs met or exceeded their performance outcome measures. All of their programs met all federal and state grant requirements, targeted outcomes and deliverables while utilizing best practices criteria. Meanwhile, 90% of health clinicians in the Health Services achieved their service goals. Measure #45: Percentage of health service contract measures met or exceeded FY 2010 Result Tracking System Not FY 2010 Target 80% or greater Developed Performance Res+#ts Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Not Consistent 95 Action T: Maintain a high level of staff satisfaction In FY 2010, the Health Services Department planned to produce a report on the actions taken since the merger of the Public Health and Behavioral Health Departments in terms of service integration, effectiveness, efficiency and cost savings. The report is expected to be completed in 2Q FY 2011. Job satisfaction was also being tracked with a goal of having both the public health employees and the behavioral health employees responding more positively than the countywide results. With a job satisfaction index of 1.34 (on a scale from +2 to -2) Public Health exceeded the countywide index of 1.32, but Behavioral Health came in at 1.29. Measure #46: Job satisfaction index on Employee Survey 2 1.s 1.50 i 1.30 1.34 1.32 13 Public Health 1 i 118ahavioral Health ClCountywide 0 FY 2009 FY 2010 FY 2010 Result Public Health 1.34; FY 2010 Target Exceed Countywide (1.32) Behavioral Health 1.29 Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Comparable Consistent Action U: Maintain a high level of client care hours for health services Measure #47: Percentage of health clinicians achieving their service goals Measure #48: Percentage of state assigned caseload receiving WIC services Measure #49: Percentage of mental health clinicians achieving their service goals FY 2010 Result 90% FY 2010 Target 75% or greater Performance Results Achieved No Trend D ata Good Target Quality Relevant Understandable Not Comparable Consistent FY 2010 Result 98% FY 2010 Target 105% or greater Performance Results Not Achieved No Trend Data Target Confusing Quality Relevant Understandable Not comparable Consistent FY 2010 Result Child & Family 63%;° Adult 90%; Seniors 84% FY 2010 Target 100% or greater Performance Results Not Achieved - No Trend Data Good Target Quality Relevant 71 Understandable Not Comparable Consistent 96 Action V: Sustain Oregon Health Plan funds for mental health Measure #50: Percentage of Oregon Health Plano funding documented as delivered services FY 2010 Result Child & Family 84%;o Adult 88 /o; Seniors 29 /o FY 2010 Target 100% or greater Performance ults Not Achieved No Trend Data Good Target Quality Relevant understandable Not Comparable Consistent I Action W: Help facilities and families care for seniors with mental) health issues Measure #51: Percentage of clients requiring a higher, more costly level of service FY 2010 Result 20% FY 2010 Target 20% or less Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action X: Provide Family Support services to families with children with developmental disabilities so care can occur !in the family home Measure #52: Percentage of families requesting out-of-home placement for their children 3% 2% 0 °!o FY 2008 FY 2009 FY 2010 FY 2010 Result 4% FY 2010 Target 5% or less Performance Results Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent 97 Action Y: Improve information management system The Health Services Department also looked to automation in an effort to improve their ability to provide quality services. An electronic record system was selected for behavioral health through an extensive RFP process with a recommendation made to the Board of Commissioners. Implementation of this new system will be a high priority for FY 2011. A committee was also established in public health to research a Oregon Community Health Information Network (OCHIN) electronic record system. Measure #53: Select an electronic record system for behavioral health FY 2010 Result Completed FY 2010 Target Select System Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not G$mparable Not Consistent Measure #54: Dedicate a work group to cost OCHINs electronic record system for public health FY 2010 Result Group Established FY 2010 Target Establish the Group Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable NotCornparetWe Not`Con intent Action Z: Improve accounts receivable and timely billing process The Billing Office in the Health Services Department took several steps to expedite accounts receivable and improve office procedures. The effort to create written procedures and work flows for the billing office functions was initiated, but was not completed within FY 2010. It is targeted for completion in 1Q FY 2011. A target was also set to reduce accounts receivable to less than 90 days for working claims. The accomplishment of this target was delayed due to the procedure improvements as well as state system billing issues, billing roles restructure and implementation of measurable goals. It is projected for completion in 1Q FY 2011. Measure #55: Bring accounts receivable to no longer than 90 days for working claims FY 2010 Result 80% Completed FY 2010 Target 90 days or less Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Action AA: Improve billing office procedures Measure #56: Create written procedures and work flows for billing office functions FY 2010 Result 80% Completed FY 2010 Target Complete Procedures and Work Flows Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 98 Goal #5, Objective #1 Assess, refine and expand, of necessary, the countywide training I• program Low Performance High Performance High Quality High Quality ITO This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. Admin Low Performance High Performance Low Quality Low Quality To see details for all of a department's performance measures, click on the links below: Administrative Services Department Information Technology-Department Administrative Services Department Action B: Modify the training catalog to address the results of the Employee Survey and post-training surveys During FY 2010, the Administrative Services Department made efforts to expand and improve the education and training opportunities for employees. As a means to gauge how receptive the employees have been to these efforts, several training- and education-related questions were included in the annual employee survey. The results indicated that 86% of employees had a positive response to the educational and training offerings by the County. Training in several other areas was also a focus in FY 2010. Sheriffs Office employees completed 133 hours of training during FY 2010. Safety training for employees was provided, including CPR and first aid classes, and a new policy relating to injured employees returning to work: was adopted. Managers and supervisors were offered courses on managing employee performance, hiring, FMLA/OFLA and domestic violence training. 99 Measure #2: Percentage of positive Employee Survey responses to training and education questions FY 2008 FY 2009 FY 2010 Measure #3: Track post-training survey results to the County's computing environment With new technological changes being instituted, the Information Technology Department strived to provide necessary information to County employees. In FY 2010, they worked to expand the training classes they offered. A beginning SharePoint class was developed and the first session was held. Additional sessions of this course and more advanced SharePoint courses are planned in FY 2011. Measure #1: Number of different training classes offered FY 2010 Result 1 new class FY 2010 Target 3 or more new classes Performance Results Not Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent FY 2010 Result Baseline Established No FY 2010 Target Establish Baseline Performance Measure Not Achieved No Trend Data No Ta r+~et Quality Relevant Not Understandable Not Comparable Not Consistent Technology Department Information content pertinent supplemented with training classes Action A: Provide computer 84% &4'1k' 83°l0 83~tr:. 82%a 81% 80% r i { ~9%a FY 2010 Result 84% FY 2010 Target 83°/a o r greater Performance Result Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 100 Goal #5, Objective #2 Evaluate and enhance customer service practices Low Performance High Performance High Quality High Quality Sheriff 0 IT Ll Admin Low Performance High Performance Low Quality Low Quality Sheriff's Office Administrative Services Department Action C: Establish Countywide standards for the measurement of customer service A priority of the Administrative Services Department in FY 2010 was to establish countywide standards for customer service. This was achieved and three educational sessions were held to provide this information to County employees. These sessions will be offered in FY 2011. In FY 2010, the Administrative Services Department sought to track post-training survey results, as well as collect and track countywide customer service feedback. These efforts were not accomplished. They will be targeted for FY 2011. Measure #4: Training on countywide service standards provided to all departments FY 2010 Result 2 Sessions FY 2010 Target Train All Departments Performance Measure Achieved Unclear No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #5: Collect and track countywide customer service feedback FY 2010 Result No Measure Established FY 2010 Target Establish Baseline Performance Measure Not.Aphieved No Trend No Target Quality Relevant Not Understandable Not Comparable Not Consistent This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Administrative Services Department Information Technology Department 101 Information Technology Department Action B: Create a mechanism for collecting customer service feedback pertaining to technology services offered The Information Technology Department planned to establish a mechanism for collecting customer service feedback on the services they provide. In anticipation of this effort, several performance measures were identified to track the feedback received. These included the return rate for the survey, a measure of satisfaction with the quality of service and the timeliness of service. The mechanism was not established in FY 2010 so these measures were not achieved. Measure #2: Survey responses as a percentage of total requests FY 2010 Result No Survey Conducted FY 2010 Target Establish Baseline Performance Results Not Achieved No Trend Data No Target, Quality Relevant Understandable Not Comparable Consistent Measure #3: Measure of satisfaction with quality of services FY 2010 Result No Survey Conducted FY 2010 Target Establish Baseline Performance Results Not Achieved No Trend Data No Target Quality Relevant Not Understandable Not Comparable Consistent Measure #4: Measure of the timeliness of services provided FY 2010 Result No Survey Conducted FY 2010 Target Establish Baseline Performance Results Not Achieved No Trend Data No Target. Quality Relevant Not Understandable, I Not Comparable consistent Sheriff's Office Action G: Enhance off-duty training regimen to include more in-service training on more diverse topics Measure #12: Number of completed training hours forsworn and non-sworn staff 140 120 133 100 80 60 72 72 72 40 20 0 . FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 133 hours FY 2010 Target 72 hours or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 102 Goal #5, Objective #3 Ensure the County work environment is safe and conducive to ` productivity - _ - - , _ Low Performance High Performance This chart signifies the relative quality and High Quality High Quality performance for each department's measures relating to this objective. The horizontal axis indicates the performance by Risk the department against the measure. The P&F vertical axis indicates the quality of the 0 measure. To see details for all of a department's A Ilk performance measures, click on the links below: Admin Administrative Services Departmen Property and Facilities Department gement Department Risk Mana Low Performance High Performance Low Quality Low Quality Administrative Services Department Action D: Provide training and education on policies and issues that effect workplace safetv and productivity Measure #6: Establish workplace safety and productivity training and education program FY 2010 Result Training FY 2010 Target Establish Training Established Performance Measure Achieved No Trend Data Tar et Not Precise Quality Relevant Understandable Not Cornpaiable Not Consistent Property and Facilities Department Action C: Ensure facilities and equipment are maintained in a safe, comfortable and healthy condition As the Property and Facilities Department work to maintain the facilities and equipment used by County employees in a safe, comfortable and healthy condition, they are monitoring their ability to limit failures for buildings and equipment they regularly maintain. Since this is a new measure, no target was established and FY 2010 would be used as a baseline. For heating, ventilating and air conditioning (HVAC) the failure rate was 1.75%. The overall failure rate for all buildings and equipment was 11.75%. This department also tracked their ability to respond to service requests. This is also a new measure for which FY 2010 is a baseline year. During FY 2010, 54.24% of all work orders were responded to within 24 hours. 103 Measure #5: Percentage of failures for buildings and equipment with regularly scheduled maintenance FY 2010 Result 11.75 % Overall; FY 2010 Target Establish Baseline 1.57% for HVAC Performance No Target Established No Trend Data Good Target Quality Relevant Understandable _fpi68 = Consistent Measure #6: Percentage of service requests responded to within 24 hours FY 2010 Result 54.24% FY 2010 Target Establish Baseline Performance No Target Established No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Risk Management Department Action A: Ensure facilities and equipment are maintained in a safe, comfortable and healthy condition Deschutes County tracks the Days Employees are Away, Restricted or Transferred due to work injuries per 100 employees, referred to as the DART rate. This is a standard measure used in the risk management field to gauge the safety of employees. The DART rate for Deschutes County has consistently been well below the national average which hovers around 2.75. FY 2010 was no exception as Deschutes County's DART rate was 1.82. However, the Risk Management Department sought a more challenging target, 1.35. Since this target was not achieved, this measure is identified as such despite being significantly better than the national average. Measure #1: days away, restricted or transferred per 100 employees (DART Rate) 3i 2 -M Q Deschutes County, 1. ■ National Average 9. 1 1. 0.3 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1.82 FY 2010 Target 1.35 or less Performance Results Not Achieved Mixed Trend Good Target Quality Relevant Understandable Comparable Consistent 104 Goal #5, Objective #4 ~ Efficiently and effectively use information technology to improve staff l productivity and enhance customer service Low' Performance High Performance High Quality High Quality IT Sheriff Low Performance High Performance This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Information Technology Department Sheriffs Office Low Quality Low Quality Information Technology Department Action C: Maintain appropriate level of coast for services It is a high priority for Deschutes County to manage expenses and provide the greatest level of service at the lowest cost. This can be a challenge with increased demands and little increase in revenue. The Information Technology Department, while agreeing to pay for half the salary of the Community Development Department's web developer, upgrading the County website, and taking over responsibility for the County phone system, their relative costs remained low. In FY 2010, the Information Technology Department represented 1.54% of the County's operational budget. Typically, IT represents 2% to 3% of operational budgets for local governments and 3.90/6 for all industries. Measure #5: Information Technology budget as percentage of total operating budget 69/0 ODeschutes County 4% IL Government 2% QAII Industries 0% FY 2007 FY 2008 FY 2009 FY 2010 National data not available for FY 2009 or FY 2010 FY 2010 Result 1.54% FY 2010 Target 1.54% or less Performance Results Achieved N active Trend Good Target Quality Relevant Understandable Comparable _ I Consistent 105 Sheriff's Office Action H: Vendor and software for new Records Management System selected and project team operational The Sheriff's Office is establishing a new records management system. The project was expected to continue into FY 2011. During FY 2010, a needs assessment report was completed and an RFP was completed and released to identify a vendor for the new system. Measure #13: Percentage of Records Management System replacement project completed FY 2010 Result 50% Completed I 2010 Target 50% or greater completed Performance Results Achieved No Trend Data F Fair Target Quality Relevant Understandable Nest Comparable Not Consistent 106 Goal #5, Objective #5 Provide ongoing evaluation of employee performance and employee job satisfaction Low Performance High Performance High Quality High Quality Personnel ~I. Admin Low Performance Hiah Performance This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Administrative Services Department Personnel Department Low Quality Low Quality Administrative Services Department Action E: Evaluate employee recognition program using quarterly employee feedback and 2010 employee survey In FY 2009, Deschutes County established an employee recognition program in which employees could earn points for performance and longevity, as well as funding departmental recognition efforts. Being a new program, it was important in FY 2010 to continue to analyze and review the operation of the program and make improvements. These improvements included increasing departmental recognition funding based on the very positive response from employees, increasing the program's visibility with employees and making greater efforts to better inform employees about the program. At the beginning of FY 2010, quarterly meetings with the Employee Recognition Committee were planned. After the first meeting, the committee agreed to only meet twice a year, unless more frequent meetings are needed. Therefore the target of meeting quarterly was not achieved. Measure #7: Number of Employee Recognition Committee review sessions held FY 2010 Result 2 Sessions FY 2010 Target 4 Sessions or more Performance Measure Not Aghieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Not Consistent 107 Measure #8: Percentage of Employee Recognition Committee recommendations implemented within 90 days FY 2010 Result 100% FY 2010 Target 100% Performance Measure Achieved No Trend Data Fair Target Quality Relevant Understandable Not qo - ; r0*e Not Consistent Personnel Department Action A: Track the number of employees voluntarily terminating their employment One way that the Personnel Department monitors the job satisfaction of employees is by tracking the employee voluntary turnover rate, or percentage of employees that voluntarily leave their jobs at Deschutes County. The national average among state and local government employees was 6.0% in FY 2010 however Deschutes County turnover rate was only 3.66%. Additionally, the Personnel Department conducts exit interviews with each of the departing employees and addresses any issues that might arise through these discussions. Measure #1: Employee voluntary turnover rate (excludes layoffs and discharges) 12%- 10.2% 10A% - , 10%- 6.0 Goeschutes County 6% INGovernments Nationally 4% i 2% i O% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 3.6% FY 2010 Target 5.2% or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Comparable Consistent Measure #2: Percentage of employees leaving the County who receive an exit interview FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 108 Measure #3: Percentage of issues raised in exit interviews responded to accordingly FY 2010 Result 100% FY 261O Target 100% Performance Results Achieved- No Trend Data Fair Target Quality Relevant Understandable rable Consistent Action B: Track department head and supervisor ability to complete employee evaluations in a timely manner A renewed emphasis was placed on ensuring all employees receive timely performance evaluations in FY 2010. A target of completing 75% of all employee performance evaluations within 30 days of an employee's anniversary date was set. Although 88% of all employees received performance evaluations, 70% were completed within 30 days of the employee's anniversary. Measure #4: Percentage of employee evaluations completed within 30 days of the employee anniversary date FY 2010 Result 70% within 30 days (88% overall) FY 2010 Target 75% Performance Results Not Achie~ d No Trend Data Good Target Quality Relevant Understandable i~l4t Computable ' Consistent 109 Goal #5, Obiective #6 Ensure fiscal responsibility in all aspects of County operations Low Performance High Performance High Quality High Quality Finance Kok Admin Sheriff 4) Road & Solid Waste This chart signifies the relative quality and performance for each department's measures relating to this objective. The horizontal axis indicates the performance by the department against the measure. The vertical axis indicates the quality of the measure. To see details for all of a department's performance measures, click on the links below: Administrative Services Department Finance Tax Department Road Department Low Performance High Performance' Sheriffs Office Low Quality Low Quality Solid Waste Department Administrative Services Department Action F: Identify and address departmental policies and procedures through development of audit work plan Deschutes County's internal auditor conducts audits in a variety of departments on various topics. These audits examine County and departmental policies and procedures to ensure they are effectively and efficiently achieving the objectives for which they are intended. A report is prepared for each audit and follow-up efforts continue well past the initial audit to track completion of recommended actions and areas for improvement. In FY 2010, the acceptance rate for recommendations through these audit processes was 95%. The National Average acceptance rate for similar audits is 83%. Follow-up work plans were developed and sent out within 30 days for every audit conducted and post-audit customer satisfaction was 96%. One component of the internal audit process is providing a follow-up report within one year of the original audit. In FY 2010, four of five follow-up reports were completed within a year. One report exceeded the one year target by five days. The average follow-up report was completed 304 days after the initial audit was conducted. 110 Measure #9: Acceptance rate for audit recommendations 100% 95% )7% 90% 85% lit 80% ' 75% FY 2007 FV 2008 FY 2009 FY 2010 oDe Chutes County ®Nation al Average FY 2010 Result 95% FY 2010 Target 90% or greater Performance Measure Achieved Trend: Exceeds National Average Good Target Quality Relevant Understandable Comparable Consistent Measure #10: Percentage of follow-up work plans developed and sent to departments within 30 days of the audit FY 2010 Result 100% FY 2010 Target 95% or greater Performance Measure Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparabt Consistent Measure #11: Percentage of follow-up audit reports completed within one year of audit FY 2010 Result 80% FY 2010 Target 100% Performance Measure Not A 'hie ved No Trend Data Good Target Quality Relevant Understandable Not parable Consistent Measure #12: Post-audit customer satisfaction rating FY 2010 Result 96% FY 2010 Target 80% or greater Performance Measure Achieved No Trend Data Good Target Quality Relevant Understandable Not comparabie Consistent 111 Action G: Procure funding for County and County-supported projects through successful preparation of grant application requests Deschutes County has a grant writer dedicated to identifying and applying for grant funding that benefit County operations, as well as those of County partners and contractors. In FY 2010, grants were awarded for 75% of grant applications resulting in $3,251,886 in awarded funds. Measure #13: Percentage of grant requests made by the County that have been accepted 100% 80% 83% 60% 63% 4,0% 1 ?f 20% 0% . FY 2008 FY 2009 IN 2010 FY 2010 Result 75% FY 2010 Target 60% or greater Performance Measure Achieved Generally Positive Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent Finance and Tax Department Action A: Provide financial data to the Budget Committee that is meaningful for decision making process, narrative information for all department conforming to GFOA recommended budget requirements The Finance Department is responsible for producing financial data that is informative and meaningful for the Budget Committee in the development of each year's budget, a final document once the budget is adopted and a Comprehensive Annual Financial Report (CAFR) when accounting of each year is complete. There are certain requirements surrounding these effort established by the state. Beyond those minimum requirements, the Government Finance Officers Association (GFOA) have also established recommended budget requirements intended to improve government management and better inform the public. Each year, governments throughout the country are encouraged to submit their budget documents and CAFRs to GFOA for review. Those documents meeting GFOA's recommended standards are recognized. For the second year in a row the budget document was awarded the GFOA Certificate of Recognition for Budget Preparation. Additionally, the County's CAFR was also awarded the GFOA Certificate of Achievement for the ninth year in a row. Measure #1: FY 2010 budge document complies with GFOA Distinctive Budget Award criteria FY 2010 Result Received Award FY 2010 Target Receive Award Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Comparable Consistent Award received in FY 2009 & FY 2010 112 Measure #2: FY 2009 Comprehensive Annual Financial Report (CAFR) complies with GFOA Certificate of Achievement for Excellence in (Financial Reporting criteria FY 2010 Result Received Award FY 2010 Target Receive Award Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Comparable Consistent Award received for FY 2001 thru FY 2009 Action B: Collect and distribute FY 2010 tax rolls to all tax districts in a timely and cost-effective manner The Finance/Tax Department is responsible for distributing tax statements in a timely and cost- effective manner. In FY 2010, the department successfully mail out all tax statements by October 21, 2009, as required by law. Tax distributions were also made to all taxing districts in a timely manner. One measure of the work being accomplished in the Finance/Tax Department is the number of tax accounts processed per FTE. This data will not be available until 2Q FY 2011, therefore this results for this measure can not be determined. Measure #3: Tax statements issued by October 21, 2009 FY 2010 Result 100%o FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Comparatble Consistent Measure #4: Tax distribution in a timely and cost-effective manner FY 2010 Result Exceeded ORS I FY 2010 Target Exceed ORS Require ent Requirement Performance Results Achieved Positive Trend Good Target Quality Relevant *f'i nderstendable Not Comparable Consistent Measure #5: Number of tax accounts processed per FTE 20,200 - 19,960 2 _e 0 20,000 191800 19,600 19,445 19,400 , 19,200 19,000 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result No Data Availab le F Y 2010 Target 20,100 accounts per FTE Performance Results Unkno wn Positive Trend Good Target Quality Relevant Under standable Not Comparable Consistent 113 Sheriff's Office Action I: Provide quality services at the lowest cost The Sheriffs Office monitors a variety of measures to ensure they are providing high quality service in a cost effective way. One measure of this effort is the direct cost paid for each inmate in the County Jail. A target of $107 per day per inmate was set for FY 2010, but the result was slightly higher at $113. Also, the Sheriffs Office seeks to keep the non-sworn employees as a percentage of sworn employees at or below 26%. In FY 2010, it came in slightly higher at 28%. Measure #14: Direct cost per inmate per day at the County Jail $120 $100 $112 $107 $so $60 $66 $40 $20 $0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result $113 per inmate FY 2010 Target $107 per inmate or less Performance Results Not Achieved Mixed Trend Good Target Quality Relevant understandable Not Comparable Consistent Measure #15: Number of non-sworn employees as a percentage of sworn employees 30% 25% 26X+ 26'}6_ 26% 27% 20% 15% 100+'0 5% 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 27%o FY 2010 Target 26% or less Performance Results Not Achieved Stable Trend Good Target Quality Relevant understandable Not comparable Consistent 114 Action J: Maintain vehicle fleet to ensure officer and public safety The Sheriff's Office is responsible for maintaining its fleet of vehicles to ensure safety of its officers and the public. During FY 2010, 161 vehicles were maintained. Although this is a work measure, the target of 143 was intended to gauge work requirements and not as a barometer of success or failure. Measure #16: Number of vehicles being maintained 200 150 1 155 ; 43 100 11 . 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 161 vehicles FY 2010 Target 143 vehicles Performance Results Unclear Upward Trend Target Unclear Quality Relevance Questionable Understandable Not Comperabie Consistent 115 Road Department Action F: Combine management of aggregate resources in the Road and Solid Waste Departments The Road Department and Solid Waste Department attempted to establish a mutually beneficial collaboration in FY 2010. As the Solid Waste Department excavates new sections of the landfill, the road taken from the site could be crushed and used in road improvements. This collaboration could potentially save both of the departments significantly on expenses. Although steps have been taken to make this collaboration a reality, the cost savings will not be realized until FY 2011. It is projected to be a cost savings of approximately $225,000. Road Measure #6: Cost savings from accessing a County-owned material source for rock crushing FY 2010 Result $0 Savings FY 2010 Target $130,000 Savings or more Performance ults Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Solid Waste Department Action C: Combine management of aggregate resources in the Road and Solid Waste Departments Measure #5: Cost savings from County-owned land for excavation FY 2010 Result $0 Savings FY 2010 Target $100,000 savings or more Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 116 Performance Measure Results by Department This section outlines all the actions and measures responsible to each department. For each measure, the following information is provided: 93% 92% 9 9& For some measures, a graph 91% representing historical 90% performance results is provided in this box. Any changes to the 89% measure over time are also indicated. ,z . 87% F Y 2007 FY 2008 FY 2009 Y 2010 This box provides the This box provides the FY 2010 Result results for the measure FY 2010 Target target established for the during FY 2010 measure during FY 2010 Performance Results Trend Target Quality Relevance understandability Comparability Consistency Performance Evaluation - This row includes three criteria relating to the results of this measure and the associated target. The criteria are rated using a color-coded system. Green is positive, red is negative and yellow is neither positive nor negative. The three criteria are as follows: o Results Did the measure meet or exceed the stated target? o Trend - Is the data trending in a direction that is desirable? o Target- Is the target precise and set at the appropriate level? Quality Evaluation - This row includes four criteria relating to the ability of each measure to accurately represent the performance in addressing the associated action and fulfilling the countywide goal and objective. The criteria are rated using a color-coded system. Green is positive, red is negative and yellow is neither positive nor negative. The four criteria are as follows: o Relevance- Does the result of the measure impact the overall goal and objective? o Understandability- Is the measure clear, concise and easy to understand? o Comparability- Is the measure compared to a state or national average or standard? o Consistency- Is the measure being reported in the same way from period to period? 117 Administrative Services Action A: Identify funding for jail expansion (Goal #1, Objective #1) 1 Measure #1: Funding secured for jail construction FY 2010 Result Funds not Secured FY 2010 Target Secure Funding Performance Result Not Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Action B: Modify the training catalog to address the results of the Employee Survev and post-traininq surveys (Goal #5, Objective #1) Measure #2: Percentage of positive Employee Survey responses to training and education questions 84010 84% 83% i 6 83% 82% i 81% 1 81% 80°10 79% FV 2008 FY 2009 FY 2010 FY 2010 Result 84% FY 2010 Target 83% or greater Performance Result Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #3: Track post-training survey results FY 2010 Result No Baseline Established FY 2010 Target Establish Baseline Performance Measure Not Achieved No Trend Data No Target Quality Relevant Not Understandable Not Comparable Not Consistent Action C: Establish Countywide standards for the measurement of customer service (Goal #5. Obiective #2) Measure #4: Training on countywide service standards provided to all departments FY 2010 Result 2 Sessions FY 2010 Target Train All Departments Performance Measure Achieved Unclear No Trend Data Fair Target Quality Relevant Understandable Nat Comparable Not Consistent 118 Measure #5: Collect and track countywide customer service feedback FY 2010 Result No Measure Established FY 2010 Target Establish Baseline Performance :Measure Not Achieved No Target Quality Relevant Not Understandable N tle Not Consistent Action D: Provide training and education on policies and issues that effect workplace safety and productivity Goal #5, Objective #3 Measure #6: Establish workplace safety and productivity training and education program FY 2010 Result Training Established FY 2010 Target Establish Training Performance Measure Achieved No Trend Data 'T et Not Precise arg Quality Relevant Understandable Not Comparable Npt Content Action E: Evaluate employee recognition program using quarterly employee feedback and 2010 employee survey Goal #5, Objective #5 Measure #7: Number of Employee Recognition Committee review sessions held FY 2010 Result 2 Sessions FY 2010 Target: 4 Sessions or more Performance Measure Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Not Consistent Measure #8: Percentage of Employee Recognition Committee recommendations implemented within 90 days FY 2010 Result 100% FY 2010 Target 100% Performance Measure Achieved No Trend Data Fair Target Quality Relevant Understandable Not Corn~e Not Consistent 119 Action F: Identify and address departmental policies and procedures through development of audit work plan (Goal #5, Obiective #6) Measure #9: Acceptance rate for audit recommendations 100010 95%_ 900!0 r s 85% 80%. 75%-P FY 2007 FY 2008 FY 2009 FY 2010 a Deschutes County aNational Average FY 2010 Result 95% FY 2010 Target 90% or greater Performance Measure Achieved Trend: Exceeds National Average Good Target Quality Relevant Understandable Comparable Consistent Measure #10: Percentage of follow-up work plans developed and sent to departments within 30 days of the audit FY 2010 Result 100% FY 2010 Target 95% or greater Performance Measure Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #11: Percentage of follow-up audit reports completed within one year of audit FY 2010 Result 80% FY 2010 Target 100% Performance Measure Not Achieved, I No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #12: Post-audit customer satisfaction rating FY 2010 Result 96% FY 2010 Target 80% or greater Performance Measure Achieved No Trend Data Good Target Quality Relevant Understandable Not Gomparable Consistent 120 Action G: Procure funding for ("ounty and County-supported projects through successful preparation of grant application requests Goal #5, Objective #6 Measure #13: Percentage of grant requez4s made by the County that have been accepted 100% 80% 83% 60% 75 63% 40% 20% JIII 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 75% FY 2010 Target 60% or greater Performance Measure Achieved Generally Positive Trend Target Set Low Quality Relevant understandable 1'r+parable Consistent 121 Commission on Children & Families Action A: Increase awareness and improve service delivery for identified needs in the community to ensure children are healthy, protected and successful (Goal #4, Obiective #1) Measure #1: Develop and/or implement education and advocacy materials for the public FY 2010 Result 11 Projects FY 2010 Target 4 Projects or more Performance Measure Achieved No Trend Data Good Target Quality Relevant Understandable ,Oparrable Consistent Action B: Increase the knowledge of status and needs of children, youth and families (Goal #4, Obiective #1) Measure #2: Number of contacts with policy makers, non-profit advocacy partners, service clubs, businesses and faith communities FY 2010 Result 39 Contacts FY 2010 Target Establish Baseline Performance Baseline Established No Trend Data No Target Quality Relevant Understandable Not Comparable Consistent Measure #3: Number of presentations or trainings to community groups, program professionals and/or policy makers FY 2010 Result 33 Presentations FY 2010 Target Establish Baseline Performance Baseline Established No Trend Data No Target Quality Relevant Understandable Not Comparable Consistent Measure #4: Number of media contacts, including newspaper, television, radio and website postings 25- 20- 22 z5 z© 12 5 FY 2009 FY 2040 FY 2010 Result 22 Contacts FY 2010 Target Establish Baseline Performance Baseline Established Positive Trend No Target Quality Relevant Understandable Not Comparable' Consistent 122 Measure #5: Number of households raceiving biennial community report card on status of children, youth and families FY 2010 Result Results not available I FY 2010 Target Complete by 2Q FY 2011 Performance Results Unknown L No Trend Data Multi-Year Target Quality Relevant Understandable ifattale Consistent Action C: Bring community members together and offer leadership to address the needs and gaps identified by the Child Abuse Systems Task Force and Domestic Violence Council (Goal #4, Obiective #1) Measure #6: Number of identified gaps and needs in child abuse prevention and intervention continuum of services met FY 2010 Result 4 Needs Met FY 2010 Target Meet 2 Needs or more Performance Results Achieved No Trend Data Good Target Quality Relevant Un erstandable Not Comparabie Not consistent Action D: Identify, develop, implement and advocate for policies to ensure children, youth and families are healthy, protected and successful (Goal #4, Obiective #1) Measure #7: Percentage of contracted programs in compliance with child abuse reporting agency 100% 80% ° 60% 40% ,.ux 0%.A y, W FY 2008 FY 2008 F Y 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevance Understandable Not Comparable Consistent Questionable 123 Measure #8: Percentage of contracted programs in compliance with criminal background check policy 100010 ~ •0.1ii7gr - - . s I , 1009b 80°~© ^r 600!0 40010 ~ 2001 Q0/tl FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevance Understandable Not Comparable Consistent Questionable Action E: Invest in effective programs, projects and initiatives that improve the health, safety and success of children, youth and families (Goal #4. Obiective #1) Measure #9: Percentage of Health Families of the High Desert parents who report reading to their children at least three times per week 93-/.- 93% 92%- 42lb 92% 91% go% 89°10 89% 88% 87010.." FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 92% FY 2010 Target 80% or greater Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent 124 Measure #10: Percentage of children participating in Health Families of the High Desert program with up-to-date immunizations compared with general population 94% 93% 92% 91% 90% 89% 88%. 1 87% ; . 86% FY 2007 FY 2008 FY 2009 FY 2010 UDeschutes County Woregon FY 2010 Result 91% FY 2010 Target 94% or greater Performance hilts Not A, i, ve Trend; Exceeds Scats Good Target Quality Relevant Understandable Comparable Consistent r kction F: Invest in prevention and intervention prograrns and initiatives to ensure children and youth are protected, healthy and successful (Goal #4. Obiective #11 Measure #11: Number of employers adopting child care assistance programs in the work place FY 2010 Result Program Discontinued FY 2010 Target Establish Baseline Performance Results No#.Ach" No Trend Data No Target Quality Relevant Understandable Not Compareblea Consistent Measure #12: Percentage of child care providers who participate in professional development activities reporting an increase in knowledge and skills in early childhood care and education FY 2010 Result Program Discontinued FY 2010 Target 75% or greater Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #13: Percentage of registered child care providers who participate in professional development activities FY 2010 Result 100% FY 2010 Target 90% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Un erstandable Not Compare Consistent 125 Action G: Develop, help implement and manage the Deschutes County Juvenile Crime Prevention Plan and resources as required by state (Goal #4. Obiective #1) Measure #14: Develop and implement the Juvenile Crime Prevention Plan FY 2010 Result Plan Implemented FY 2010 Target Implement Plan Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable riot Consistent Measure #15: Successfully implement priorities in the Juvenile Crime Prevention Plan FY 2010 Result 0 Priorities FY 2010 Target 3 or more Priorities Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Not Consistent Action H: Invest in effective programs, projects and initiatives that prevent or reduce juvenile crime and improve the safety and success of at-risk youth (Goal #4. Obiective #1) Measure #16: Percentage of Juvenile Crime Prevention funded programs, projects and initiatives meeting or exceeding all of their performance outcome measures 100% 10016 100% 95% 95% 90% 85% so% 75% FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 95% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 126 Measure #17: Percentage of Juvenile Crime Prevention programs meeting best practices criteria 100% - 90% 1 ; f 100% 10016 l. 80% + ! 70% 60%- 40%- 30%-'*" 20%- < r z, 44 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 75% or greater Performance Results Achiev d Positive Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent Measure #18: Percentage of youth participating in substance abuse prevention program reporting an increased awareness, development and use of one or more of the following taught skills: communication, cognitive processing, coping and decision making 100% 95% 9090 a v, r ; n~ 85% n. ` A r K •A;. f 80% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 92% FY 2010 Target 80% or greater Performance Results Achieved No Clear Trend Target Set Low Quality Relevant Understandable Not comparable Consistent 127 Action I: Implement strategic plans with measurable prevention and intervention outcomes as adopted by the Board of Commissioners (Goal #4. Obiective #2) Measure #19: Number of successfully implemented priorities in the Commission on Children & Families Strategic Plan 5 5 4 3 3, 2 i 1 i 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 3 Priorities FY 2010 Target 5 Priorities or more Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action J: Identify, create and take action on opportunities to increase monetary and non-monetary resources to address prioritized needs of children, youth and families Goal #4, Objective #2 Measure #20: Leveraged resources through cash matches $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $1.2141 $800,000- $600,000 $400,000 $200,000 $0 FY 2007 FY 2408 FY 2009 FY 2010 FY 2010 Result $926,773 FY 2010 Target $1.87 million or more Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 128 Measure #21: Leveraged resources through in-kind donations w $450,000 # $400,000 1 : r = $350,000 k•' $300,000 $250,000y . i $200,000 c $150,000 II J oo, $100,000 ` $50,000 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result $267,551 FY 2010 Target $422,220 or more Performance ;R, , ults N. t ative Trend Good Target Quality Relevant Understandable Not ape Consistent Measure #22: Leveraged resources through Commission on Children & Families and community partner volunteer hours H2009 FY 2010 $100,000 S'35.6 $80,000 $60,000 $40,000 $20,000 ) r FY 2010 Result $95,641 FY 2010 Target $16,922 or more Performance Results Achieved Positive Trend Good Target Quality Relevant ..Understandable Nat Comparable Consistent 129 Measure #23: Value of competitive state and federal grants received 586,270 $600,000 $500,000 i $400,000 a I $300,000-/ I $200,000 $100,000 $0 FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result $586,270 FY 2010 Target $600,000 or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not comparable Consistent Measure #24: Develop a streamlined and efficient system for tracking leveraged resources and volunteer hours FY 2010 Result System Developed FY 2010 Target Develop System Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Action K: Invest in prevention and intervention programs and initiatives proven to improve the health, safety and success of children, youth and families (Goal #4, Obiective #2) Measure #25: Percentage of local high risk families receiving intensive home visiting services demonstrating improved parent-child interactions FY 2010 Result 85% FY 2010 Target j 70% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #26: Percentage of children assigned to Court Appointed Special Advocates (CASA) who did not experience re-abuse FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 130 Measure #27: Rate per 1,000 of substantiated reports of abuse or neglect for local Healthy Start families compared to rate among families M the general population who are not served Measure #28: Percentage of youth reconnected with family and/or in a stable and safe living situation before leaving homeless shelter 100% 98? 95% k ~i s-A I 85% 80% FY 2008 FY 2009 FY 2010 FY 2010 Result 98% FY 2010 Target 100% Performance Results Not Ach, d Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action L: Advocate for and invest in effective prevention and intervention programs, projects and initiatives promoting conditions, behaviors and attitudes resultinq in a safer community (Goal #4, Objective #2) Measure #29: Percentage of youth participating in mentoring program showing improved skills, attitudes and behaviors 100% 1fiD96 80% 'IE 60% 1 i 7 1 40% 20% 's`..i~~li a , 0-- FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Comparable Consistent FY 2010 Result Data Not Available FY 2010 Target 7 Per 1,000 or lower (general population) Performance Results Not Available No Trend Data Good Target Quality Relevant Understandable Comparable Consistent 131 Measure #30: Percentage of youth in homeless shelter demonstrating academic progress and re-engaged in school 100% 95°% 90% 9 85% 80% 75% FY 2008 FY 2009 FY 2010 FY 2010 Result 93% FY 2010 Target 80% or greater Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comp"ble Consistent Action M: Invest in effective programs, projects and initiatives that improve the health, safetv and success of children, vouth and families (Goal #4, Obiective #3) Measure #31: Percentage of Commission on Children & Families sub-contracted programs, projects and initiatives meeting or exceeding all of their performance outcome measures FY 2010 Result 98% FY 2010 Target 95% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action N: Efficiently manage, fund and oversee programs that get results (Goal #4, Objective #3 Measure #32: Percentage of state and federal grant requirements being met deliverables being met practices criteria FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable NofCortrparable Consistent Measure #33: Percentage of state and federal targeted outcomes and/or FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #34: Percentage of programs utilizing and/or meeting best FY 2010 Result 100% FY 2010 Target 75% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 132 Measure #35: Percentage of sub-contracted programs completing quarterly reports on time FY 2010 Result 89% FY 2010 Target 100% Performance _ Results Not Achie ed No Trend Data Good Target Quality Relevant Understandable NotOomparable Consistent Measure #36: Percentage of sub-contracted programs with successfully completed site visits and/or self-assessment per biennium FY 2010 Result Data not available FY 2010 Target 100% Performance Results Not Available No Trend Data Good Target Quality Relevant Understandable N*C ble Consistent 133 Community Development Department Action A: Complete new Deschutes County Comprehensive Plan (Goal #2. Obiective #2) Measure #1: Comprehensive Plan approved by Board of Commissioners FY 2010 Result On Schedule FY 2010 Target Approved by 2Q FY 2011 Performance Results Pending No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent Measure #2: Transportation System Plan approved by Board of Commissioners FY 2010 Result On Schedule FY 2010 Target Approved by 2Q FY 2011 Performance Results Pending No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent Measure #3: Complete specific community plans for Tumalo, Terrebonne and Deschutes Junction FY 2010 Result On Schedule FY 2010 Target Approved by 2Q FY 2011 Performance Results Pending No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent Action B: Provide timely and effective community development service (Goal #2, Obiective #2) Measure #4: Average turnaround time for land use application reviews (in days) 80 70- 73 60 s0 S5 40 47 30 20 ].0 0 FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result 47 days FY 2010 Target 60 days or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 134 Measure #5: Average turnaround time for building plan reviews 14 12 10 8 8 6- 4- ti 2 0 FY 2007 IY 2008 FY 2009 FY2010 FY 2010 Result 8 days FY 2010 Target 5 days or less Performance Results Nei ed Trend Reversal Good Target Quality Relevant Un erstandable Not Ggmpanible Consistent Measure #6: Average score received on customer satisfaction questionnaire 4.85 4.8 4.75 $ 4o 4.7- 4.65- 4.6- 4.55- 4.5-I'd FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result 4.75 out of 5.00 FY 2010 Target 4.70 out of 5.00 Performance Results Not Ach' ved Trend Mixed Good Target Quality Relevant Understandable Not Comparable Consistent 135 Action C: Minimize the discharge of nitrates from onsite systems into the groundwater and surface water in Southern Deschutes County and other susceptible areas of the Countv (Goal #3. Obiective #2) Measure #7: In coordination with the Department of Environmental Quality, identify appropriate next steps in protecting South County groundwater, given the repeal of the Local Rule FY 2010 Result 15% Completed FY 2010 Target Identify Next Steps Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #8: Approval of Local Rule financial assistance plan by the Board of Commissioners FY 2010 Result 80% Completed FY 2010 Target Adoption of Plan Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #9: Implementation of high groundwater lot project and work plan FY 2010 Result 10% Completed FY 2010 Target Implementation of Plan Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #10: In conjunction with Sunriver, review and take appropriate action on the sewer feasibility study FY 2010 Result o 90 /o Completed FY 2010 Target Complete Study, Take Action Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #11: In coordination with DEQ, identify water quality impacts in other susceptible areas of Deschutes County FY 2010 Result No Progress FY 2010 Target Identify Impacts Performance No Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #12: Rate of enforcing codes related to failing onsite systems countywide FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #13: Identify measures to proactively address onsite system failures in areas susceptible to water quality impacts FY 2010 Result Completed FY 2010 Target Identify Measures Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 136 Measure #14: Percentage of development approvals coordinated with required proactive measures FY 2010 Result 100% ~Y 2010 Target 100% Performance Results Achieved = No Trend Data Good Target Quality Relevant Understandable Not Cc►rxt I Consistent ,Action D. identify risk associated with land use, stormWater, impacts to wetlands, floodplains and road maintenance that may negatively affect groundwater and surface water (Goal #3, Obiective #2) Measure #15: Implement new County practices and alter current County practices based on recommendations as part of Endangered Species Act risk assessment FY 2010 Result 80%o Completed FY 2010 Target Implement by June 30, 2010 Performance Results Pending No Trend Data Good Target Quality Relevant Understandabie Not Tomparabld NcifConaistent Action E. Define the full extent of natural wetlands in South Deschutes County (Goal #3, Obiective #3) Measure #16: Identify a secure funding source for wetland project FY 2010 Result Completed FY 2010 Target Completed by October 31, 2009 Performance Results Achieve' No Trend Data Good Target Quality Relevant Un erstandable Not Comparable Not Consistent Measure #17: Complete delineation of wetlands FY 2010 Result 50% Completed FY 2010 Target Completed by June 30, 2010 Performance In Progress No Trend Data Good Target Quality Relevant Understandable Not Comparable Not Consistent Measure #18: Identify methods of protecting wetlands that provide environmental services in the form of wildlife habitat, water quality protection or improvement, flood mitigation and/or recreational benefits FY 2010 Result No Progress FY 2010 Target Identify Methods Performance No Progress i No Trend Data Fair Target Quality Relevant UnO; erstandable Not Comparable Not Consistent r Action F. Update Goal 5 inventory of natural and commercial resource associated with the Comprehensive Plan (Goal #3, Objective #3) Measure #19: Comprehensive Plan approved by Board of Commissioners FY 2010 Result 50% Completed FY 2010 Target Complete by 2Q FY 2011 Performance In Progress No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent 137 Community Justice Department Action A: Place adult sex offenders and offenders assigned to electronic monitoring as a sanction on an electronic monitoring device promptly (Goal #1, Obiective #21 Measure #1: Percentage of offenders placed on an electronic device within three days 10010 80% 60% 40% 20% 0°1b FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target g0% or greater - Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action B: Get juvenile probationers with drug or alcohol use histories engaged in treatment (Goal #1, Objective #2) Measure #2: Percentage of identified youth who have been evaluated, or have completed an educational or treatment program within six months FY 2010 Result 63%o FY 2010 Target 75% or greater Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 138 Action C: Reduce the number and frequency juvenile offender recidivism (Goal #1, Objective #2) Measure #3: Percentage of youth who do not re-offend during supervision 90% 85°!0 80% 75% 70% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 83% FY 2010 Target 87% or greater Performance Resirlis No - od Positive Trend Good Target Quality Relevant Und rstandable Not Comparable Consistent Action D: Provide opportunities for juveniles to repair harm to individuals and the community (Goal #1, Objective #2) Measure #4: Percentage of juveniles who fulfill their restitution obligation 80°!o I~ 70°!0 60% E} F 69ifi so% a 40% 30%- 20%- 10%.", e 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 69% FY 2010 Target 85% or greater Performance Results Not AchieWed Trend Reversal Good Target Quality Relevant Understandable Not Comparable Consistent 139 Measure #5: Percentage of juveniles who fulfill their community service obligation 82% 81% 82% 80% 79% ' 78% 77%- 76%-/ 75% 176 74%- 7391( F Y 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 80% FY 2010 Target 85% or greater Performance Results Not Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable consistent Action E: Get adult felony offenders on restitution caseload to pay restitution (Goal #1, Objective #2) Measure #6: Percentage of adult offenders on restitution caseload paying restitution 70% 60% 50% 40%. 40% 30% 20% 23% 10% O% FY 2009 FY 2010 FY 2010 Result 60% FY 2010 Target 45% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable consistent 140 Action F: Have offenders in the domestic: violence diversion program engaged in treatment (Goal #1, Objective #3) Measure #7: Percentage of domestic violence offenders promptly engaged in treatment 100°to 80% $4910 60%- 40%- 20%- S~ t t5t', 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 84% FY 2010 Target 85% or greater Performance R Not Achiev Positive Trend Good Target Quality Relevant Understandable _ I Not Comparable Consistent Measure #8: Percentage of domestic violence offenders completing treatment 66% 66% 64% 62% 60% 58% 104. 56%. 54%- ~.r 1. 52% F Y 2008 FY 2009 FY 2010 FY 2010 Result 66% FY 2010 Target 75% or greater Performance Results Not AoNevgda Positive Trend Good Target Quality Relevant Understl ndable Not Comparable Consistent 141 County Assessor's Office Action A: Timely appraisal of all new construction (Goal #2, Objective #1) Measure #1: Percentage of new construction appraisals completed by August 1st 100% 90°/0 100% 1009 # 80%- 70%- 60%- / 50% 40%- 30%- / 20%- 10%. / 0°l0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant understandable Not Comparable Consistent Action B: Timely updating of name and map changes (Goal #2, Objective #1) Measure #2: Percentage of assessment records with new County Clerk's Office recordings updated within three weeks 100%. 90°10 100% 100% lam I 80% 70%- 60%-/ p. 50°!0 i 40%- 30%- 20%- 10% 0~0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant understandable Not Comparable Consistent 142 Measure #3: Percentage of tax tromps updated within three weeks 100% 90% 100% 100% 1 80% , d 70% 60% o { SOk 40%- s 30%- 20%- 10% 0% FY 2007 FY 2006 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved I Positive Trend Target Questionable Quality Relevant underst, ridable Not C6niparable Consistent Action C: Timely certification of yearly assessment and tax roll (Goal #2, Objective #1) Measure #4: Percentage of yearly assessment and tax rolls completed by September 15th 100% 90% 1Q0 0 80% 70% 00' 60%- 0 LY ~l4 50% 0' {T Y 40%- 00 30% < ' rrq 10% F. _ FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Comparable Consistent 143 Additional County Assessor's Office Data Cost per account as compared to seven other Oregon counties $50.00 $48.00 $46.00 0 Deschutes County $44.00 = 117 County Average $42.00 z $40.00 I $38.0® - FY 2007 FY 2008 FY 2009 FY 2010 I im Deschutes $48.65 $46.13 $46.15 - $42.41 $43.98 7-Count Average $42.87 $44.00 $42.99 - Lane $40.00 $36.91 - $39.07 Clackamas $37.80 $39.01 $38.77 Marion $49.92 $48.33 $46.21 Jackson $40.86 $38.60 $42.32 _ $41.12 Douglas ( $33.59 $30.46 _ $28.76 - $28.24 Linn $51.62 $51.08 $52.96 $53.46 Benton $55.43 $52.21 $59.71 $54.09 Performance No Target Established Positive Trend No Target Quality Relevant Understandable Comparable Consistent Accounts per FTE as compared to seven other Oregon counties 2,500 2,000 1,500 1,000 13Deschutes County 07 County Average 560 I, Q FY 2007 FY 2008 FY 2009 FY 2010 Deschutes 1,982 2,205 2,262 2,495 7-County Average 2,181 2,262 2,328 2,441 Lane 2,668 2,785 2,936 2,988 Clackamas - 2,774 2,631 2 785 2,830 Marion 1,877 1,914 2,053 -2,355- Jackson 2,325 2,334 2,288 2,323 Douglas, 2,366 2,602 2,668 2,724 Linn 1,658_ 1,721 1,765 - 1,959 - Benton 1,602 1,843 1,803 1,910 Performance No Target Establishe d Positive Trend No Target Quality Relevant Understandable Comparable Consistent 144 Administrative expenses as percentage of taxes imposed 2.50%- 2.00%- 1.50%. " - ODeschutes County e 1.00% County Averag 0.50% 0.00% FY 2007 FY 2008 FY 2009 FY 2010 I 6= Deschutes 2.190/6 2.12% 1.96% 1.68% 7-Count Average 2.13% 1.97% 1.93% 1.83% Lane 2.07% 1.95% 1.80% 1.83% Clackamas 1.29% 1.22% 1.29% - 1.20% Marion 2.37% 2.32% 2.27% 2.08% Jackson 2.61% 2.20% 2.17% 1.97%0 Douglas 4.08% 3.66010, 3.34% 3.30% Linn 3.00% 2.72101 2.77% 2.71% Benton 2.48% 2.18% 2.25% 2.10% Performance No Target Established Positive Trend No Ta et Quality Relevant Understandable Comparable Consistent Number of tax time calls and walk-ins from late October through November 15th 3,550 0... 1200 1,002 950 3,500 3,429 1000 17 813 3,450 _ 3,400 ' 800 3,350 3,292 600 3,300 400 3,250 3,200 200 3,150 FY 2007 FY 2008 FY 2009 FY 2010 0 FY 2007 FY 2008 FY 2009 FY 2010 Performance No Target Established Mixed Trend No Target Quality Relevant Understandable Comparable Consistent 145 County Clerk's Office Action A: Timely recording of all real property records (Goal #2. Obiective #11 Measure #1: Percentage of real property records completed within 24 hours FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Cornparawe consistent Action B: Accurate and timely processing of vital Goal #2, Objective #1) cords and other documents l' Measure #2: Percentage of marriage licenses accepted error free by the Vital Records Office 100% 100% 100% 95% 90% 85% I 80% FY 2008 FY 2009 Elf 2010 FY 2010 Result 99% FY 2010 Target 99% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable toot comparable consistent Measure #3: Percentage of declarations of domestic partnerships accepted error free by Vital Records 100% 100% 100% 80% 60% 40% 2 0% / 0%J1 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 99% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not comparable consistent 146 Measure #4: Percentage of passports accepted error free by the State Department 100% 100 100% 10fli1fii 80%> 60% 40°10 .3 y, , V. 4 k 200 } . , FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 99% or greater Performance Results Achie' ed Positive Trend Good Target Quality Relevant Understandable Not Cornparrable Consistent Action C: Mail voter notification card and voter confirnnation card within two weeks of registration (Goal #2, Objective #4) Measure #5: Percentage of voter notification and voter confirmation cards mailed within two weeks of registration 100% 80% 60% s ; 71% 40% 20% 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 71% FY 2010 Target 95% or greater Performance Results Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 147 Deschutes County 9-1-1 County Service District Action A: Respond promptly and effectively to emergency assistance requests (Goal #1, Objective #2) Measure #1: Percentage of calls answered in 5 seconds 96% 94% 92% 90% - 88%'- 86%. 84%- - 82W FY 2008 FY 2009 FY 2010 FY 2010 Result 94.6% FY 2010 Target 92.5% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #2: Percentage of calls answered in 10 seconds 100.0% 99.5% - 98.5% 98.0% FY 2008 FY 2009 FY 2010 FY 2010 Result 99.8% FY 2010 Target 99.5% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #3: Average ring time (in seconds) 4- 2, A FY 2008 FY 2009 FY 2010 FY 2010 Result 3 seconds FY 2010 Target 3 seconds or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 148 Measure #4: Longest ring time (in seconds) 150`~a~ _ 141 100 50 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 141 seconds FY 2010 Target 10 seconds or less Performance Resdgt ieved Negative Trend Good Target Quality Relevant Understandable Nttt Compa'r'able Consistent Measure #5: Call abandonment rate 8% 6% t CY 2008 CY 2009 CY 2010 FY 2010 Result 3.'., % FY 2010 Target Establish Baseline Performance No Target Esta blished Positive Trend I No Ta et Quality Relevant Understandable Not Comparable Consistent Measure #6: Average time to refer a call to dispatch (in seconds) 15 s 10 M 12. ~ F 5 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 12 seconds FY 2010 Target 12 seconds or less Performance Results A ieved Positive Trend _Good Target Quality Relevant ° Understandable Not Comparabib Consistent 149 Measure #7: Implementation of quality improvement program for Emergency Response Center FY 2010 Result No Progress FY 2010 Target Implement by June 30, 2010 Performance " Results Not A 4WW" No Trend Data Fair Target Quality Relevant Un4 rs tandable Not Comparable Not Consistent 150 District Attorne js Office Action A: Successfully prosecute criminals (Goal #1, Objective #2) 1 Measure #1: Number of Driving Under the Influence of an Intoxicant (DUII) cases filed 1,400 186# 1,350 >l 1,300 1,250 4 A: 1,200 F Y 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1,346 cases FY 2010 Target: 1,400 cases or less Performance Results Achieved Positive Trend Fair Target Quality Relevance Questionable Understandable Not Comparable Consistent Measure #2: Number of jury and court trials 150 100 50 MJ_ V 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 62 trials FY 2010 Target 100 trials or less Performance Results A " hieved Positive Trend Fair Target Quality Relevant Understandable WA Com cable Consistent Measure #3: Percentage of major felony cases ending in a conviction 100% r 80% 60% r. 40% 20% 0% _ FY 2007 FY 2008 FY 2009 FY 2010 * - One trial in FY 2010 ended in a hung jury in which no decision was made FY 2010 Result 92% FY 2010 Target 100% Performance Results A hieved Positive Trend Good Target Quality Relevant i Understandable Not Comparable Consistent 151 Measure #4: Number of victim notifications 4,000 3,000 2,000 1,000 0- - FY 2007 FY 2006 FY 2009 FY 2010 FY 2010 Result 3,326 notifications FY 2010 Target 2,500 notifications or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #5: Percentage of attorneys completing continuing legal education and training 100% 100% 100% 100% 100% 600 60°10 40% 20% ®°10 - 2007 2006 2009 2010 FY 2010 Result 100% FY 2010 Target 1005 Performance Results Achieved Positive Trend Questionable Target Quality Relevant Understandable Not Comparable Consistent Measure #6: Number of juvenile delinquency petitions 600 500 554 400 444 300 374 200 100 0 FY 2007 FY 2006 FY 2009 FY 2010 FY 2010 Result 374 petitions FY 2010 Target 400 petitions or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 152 Measure #7: Number of juvenile dependency petitions 50 40 45 30 20- 10- 0- 2007 FY 2008 FY FY 2009 FY 2010 FY 2010 Result 45 petitions FY 2010 Target 50 petitions or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable -Not Comparable., Consistent Action B: Promote programs to settle less serious cases (Goal #1, Objective #3) Measure #8: Number of FASTtrack Accountability cases 4ft 25 20 15 10 r 0 kL. FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 25 cases FY 2010 Target 25 cases or less Performance Results Achiev` d Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 500 400 300 200 100 x . 0 FY aoo7 FY aooe coos FY aoto FY FY 2010 Result 486 cases FY 2010 Target 500 cases or less Performance Results Achieved Mixed Trend Good Target Quality Relevant ~ Understandable MtOt Comparable Consistent Measure #9: Number of Family Drug Court cases 153 Measure #10: Number of Mental Health Court cases 30 25 20 15 1Q 71 10 12 5 0 - ' FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 27 cases FY 2010 Target 25 cases or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable consistent Measure #11: Number of Domestic Violence Court cases 300 300 250 200- 1501, 185 100 111 50 70 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 300 cases FY 2010 Target 300 cases or less Performance Results Achieved Mixed Trend Fair Target Quality Relevance Questionable Understandable Not Comparable Consistent 154 Fair and Expo Center Action A: provide positive economic impact on Deschutes County through utilization of Fair and Expo facilities (Goal #3, Objective #3) Measure #1: Economic impact from Fair and Expo events and activities $50 $40 i 31t~F $30 $20 $27M $10 FY 2007 FY 2008 FY 2009 FY2010 FY 2010 Result $30,756,683 FY 2010 Target $30 million or more Performance Results Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #2: Total number of visitors to the Deschutes County Fair _245,000 250,000 200,000 167 000 ;i 150,000 100,000 +~r 50,000' ' 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 167,000 visitors FY 2010 Target 245,000 visitors or more Performance Results Not Lc ~ved Negative Trend Good Target Quality Relevant ' Understandable Plot Comparable Consistent 155 Finance/Tax Department Action A: Provide financial data to the Budget Committee that is meaningful for decision making process, narrative information for all department conforming to GFOA recommended budget requirements (Goal #5, Objective #6) Measure #1: FY 2010 budge document complies with GFOA Distinctive Budget Award criteria FY 2010 Result Received Award FY 2010 Target Receive Award Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Comparable Consistent Award received in FY 2009 & FY 2010 Measure #2: FY 2009 Comprehensive Annual Financial Report (CAFR) complies with GFOA Certificate of Achievement for Excellence in Financial Reporting criteria FY 2010 Result Received Award FY 2010 Target Receive Award Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Comparable Consistent Award received for FY 2001 thru FY 2009 Action B: Collect and distribute FY 2010 tax rolls to all tax districts in a timely and cost-effective manner (Goal #5, Obiective #6) Measure #3: Tax statements issued by October 21, 2009 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Target Questionable Quality Relevant Understandable Not Comparable . Consistent Measure #4: Tax distribution in a timely and cost-effective manner FY 2010 Result Exceeded ORS FY 2010 Target Exceed ORS Requirement Requirement Performance Results Achieved Positive Trend Good Target Quality Relevant Not Understandable Not Comparable Consistent Measure #5: Number of tax accounts processed per FTE 20,200 19,960 20 60 20,000 19,600 ' 19,600 19,445 - 19,400- 19,200- _ 19,000. FY 2007 FY 2005 FY 2009 FY 2010 FY 2010 Result No Data Available FY 2010 Target 20,100 accounts per FTE Performance Results Unknown Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 156 Health Services Department Action A: Increase local beds for mental health treatment (Goal #1, Objective #1) Measure #1: Percentage of community need for beds met 80% 60% 50% 40%- 30%- 20%- % < r min W,- FY 2008 FY 2009 2010 FY 2010 Result 6.8% of Need (40 beds) FY 2010 Target 11% of Need (64 beds) Performance F~ utts N A - Positive Trend Good Target Quality Understandable Relevant r Comparable Consistent Action B: Maintain timely response to crisis needs in the community (Goal #1, Objective #2) Measure #2: Percentage of mental health crises responded to within state standard 100% 90% 80% 70%./1 , 00 30% h I N . 20% f, 10% 0% FY 2008 FY 2009 FY 2010 FY 2008 & FY 2009 response rates may have been impacted by issues with documentation FY 2010 Result 97% FY 2010 Target 100% Performance ftsults-Not , phi d Positive Trend Good Target Quality Relevant Understandable Comparable consistent 157 Measure #3: Number of crises services hours provided 3,900 3,800 r, . 3,700 3,600- 3,500- 3,400--/ , 3,300- 3,200- FY 2007 FY 2009 FY 2009 FY 2010 FY 2010 Result 3,800 hours FY 2010 Target 3,200 hours or more Performance Results Achieved Mixed Trend Target Set Low Quality Relevant Understandable Not Comparable consistent Measure #4: Number of unique clients receiving crisis services 1050 1000 950 990 X`002 900 930 850 900 - FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1,001 FY 2010 Target 750 or more Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparable consistent 158 Action C: Operate treatment courts through treatment, contracting and grant management (Goal #1, Objective #3) l Measure #5: Number of participants in Mental Health Court FY 2010 Result 27 participants FY 2010 Target 25 participants or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #6: Percentage of participants graduating from Mental Health Court FY 2010 Result 84% FY 2010 Target 75% or more Performance Results Achi ed Positive Trend Good Target Quality Relevant Understandable Not Comparable-, Consistent Measure #7: Recidivism rate for participants in Mental Health Court 15% 10%- 5% r "4 w 0%. FY 2008 FY 2009 FY 2010 FY 2010 Result 13% FY 2010 Target 13% or less Performance Results Achi ved Positive Trend Good Target Quality Relevant Understandable Mot Comparable Consistent 159 FY 2007 FY 2008 FY 2009 FY 2010 FY 2007 FY 2008 FY 2009 FY2010 Measure #8: Number of participants in Family Drug Court FY 2010 Result 22 adults and 30 children FY 2010 Target 25 adults and 40 children Performance Results Not Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #9: Percentage of participants graduating from Family Drug Court 50°la 40% 42% ~ 3041, 20% 10% 0% 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 46% FY 2010 Target 75%0 or greater Performance Results Not Achieved Positive Trend Target Set High Quality Relevant Understandable Not Comparable Consistent Measure #10: Percentage of participants in Family Drug Court who re-offend 4% 3% h 2% 1% 0% FY 200€3 FY 2009 FY 2010 FY 2010 Result 4% FY 2010 Target 20% or less Performance Results Achieved Positive Trend Target Set High Quality Relevant Understandable Not Comparable Consistent 160 FY 2007 FY 2008 FY 2009 FY 2010 Action D: Assist community re-entry from County Jail for people: with mental illness and addiction through the Bridge Program (Goal #1, Objective #3) Measure #11: Number of participants in the Bridge Program 120 - 100 104 80 60 40 7 20 a 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 54 participants FY 2010 Target 60 participants Performance Results Not Acfa' Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #12: Percentage of enrolled clients retained in service 80% 60% 72% 40% ` 20% u 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 72% FY 2010 Target 50% Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparable Consistent Measure #13: Percentage of clients achieving a successful outcome 90% 80% 82%' 70% 60% 50% 40°Jo FY 2009 FY 2010 FY 2010 Result 82% FY 2010 Target 60% Performance Results Achieved Positive Trend Target Set Low Quality Relevant Understandable Not Comparabie Consistent 161 Measure #14: Recidivism rate for participants in Bridge Program 25% 20% 22 172% , 15% 10% 5% 0% FY 2009 FY 2010 FY 2010 Result 21.6% FY 2010 Target Establish Baseline Performance No Target Established Stable Trend No Target Quality Relevant Understandable Not Comparable Consistent Action E: Improve Deschutes County's ability and capability to respond to public health and other emeraencies (Goal #1. Obiective #4) Measure #15: Percentage of preparedness leaders participating in the Health Alert Network emergency notification system 100% 60% 909b'' 60% 40%,11 50% SO% 5096 20%1-1 0% - FY 2007 FY 2006 FY 2009 FY 2010 FY 2010 Result 90% FY 2010 Target 90% Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #16: Percentage of staff with emergency response duties outlined in job description FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 162 Action F: Develop and disseminate emergency preparedness information for vulnerable populations (Goal #1, Objective: #4) Measure #17: Number of caregivers of vulnerable County residents trained in emergency preparedness FY 2010 Result 160 caregiver s FY 2010 Target 200 caregivers Performance Results Not Achi ed No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #18: Percentage of families in home visiting programs receiving preparedness information FY 2010 Result 100% (640 clients) FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant r Understandable Not Comparable Consistent Action G: Enhance the visibility of health services and access to care by reaching out to businesses, clinics and day care providers (Goal #4, Obiective #1) Measure #19: Percentage of medical clinics and day care providers contacted to improve disease reporting and immunization compliance 100% 100% 80% 60% 40% 20%. 10% 10% 1 l M 0% il FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 50% or greater Performance Results Achiev d Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 163 Measure #20: Number of children excluded from school for immunization non-compliance 100 60 20 34 34 FY 2007 FY 2008 FY 2009 FY 2010 #21: Number of new clients receiving family planning services through outreach to businesses not providing health insurance Measure #22: Number of referrals and percentage increase to Babies First through distribution of information to eight clinics Intensive Care Unit with help from neonatologists and nurse practitioners FY 2010 Result 100% (35 referrals) FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 120 VQ t f30 40 4 0 - FY 2010 Result 151 children FY 2010 Target ' 70 children or less Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent FY 2010 Result 135 clients FY 2010 Target 100 clients or more Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent FY 2010 Result 00% (8 clinics) 1 FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent referrals and percentage increase to CaCoon from Neonatal Number of Measure #23: 164 Action H: Increase access to health services in North and South Deschutes County (Goal #4, Objective #'1) Measure #24: Number of La Pine residents provided reproductive services 300 250 11 -11 so. #25: Number of families receiving services at WIC clinic in Sisters Measure #26: Number of client visits at WIC clinic in La Pine I Measure #27: Percentage of Oregon Health Plan members in each zip code receiving mental health services OLa Pine/South County 350 - 31 250 200 •~95 150 100 0 - FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 315 residents FY 2010 Target 525 residents or more Performance setts I~vt•ACt~' ~ Positive Trend Target Set High Quality Relevant Understandable Not Comparable , Consistent FY 2010 Result 0 families FY 2010 Target 145 families or more Performance Results Not Able `ed No Trend Data Good Target Quality Relevant Understandable Net Comparable. I consistent FY 2010 Result Averaged 359 clients per quarter FY 2010 lfarget 405 clients quarterly Performance Results Not Achiev d No Trend Data Good Target Quality Relevant Understandable Not Comparable; Consistent 140°10 _ - n , iao% 100% C7 Bend 60% t- Redmond/North County 40% = QSisters 0°10 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result Bend 107.4%; South County 86.5%; FY 2010 'Target 90% of Countywide Redmond 96.3%; Sisters 62.4% Average Performance Rssutts Not Athi®v tl Mixed Trend Good Target Quality Relevant Understandable Not Compsrebie Consistent 165 Action I: Support school-based health centers by offering health and mental health care (Goal #4. Obiective #1) Measure #28: Number of school-based health centers state certified to operate 4 3,11 2 1 0 FY 2007 FY 2009 FY 2009 FY 2010 FY 2010 Result 3 centers FY 2010 Target 3 centers or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #29: Number of child visits to school-based health centers for health services 2500 2000 2,164 1500 1000 925 500 j 0 - FY 2008 FY 2009 FY 2010 FY 2010 Result 2,104 visits FY 2010 Target 2,000 visits or more Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #30: Number of child visits to school-based health centers for mental health services 1000 / - 800 951 600- 400 391 200 0 FY 2009 FY 2010 FY 2010 Result 59 children, 951 visits FY 2010 Target Establish Baseline Performance No Target Established Positive Trend No Target Quality Relevant Understandable Not Comparable Consistent 166 Action J: With the community, adopt policies to reduce chronic disease in Deschutes County (Goal #4, Objective #2) Measure #31: Number of health facilities, including the Health Services building, 100% tobacco free FY 2010 Result 9 facilities FY 2010 Target 7 facilities or more Performance Results Achieved No Trend Data Good 'T'arget Quality Relevant Understandable Not Compara~t Consistent Measure #32: Percentage of employees on the County insurance plan with a chronic disease directly contacted and offered disease management classes FY 2010 Result 100%o T FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action K: Assure access to birth control services for Women in geed, reducing unplanned pregnancies Goal #4, Objective #2 Measure #33: Number of women at high risk of cervical cancer brought into care at Mosaic Medical with Deschutes County Health Services assistance FY 2010 Result 18 women FY 2010 Target 12 women or more Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #34: Number of family planning client visits Aii' 2,000 Action L: Reduce the spread of communicable diseases in the community (Goal #4. Obiective #2) Measure #35: Percentage above the state average of 2 year olds immunized FY 2010 Result Data Not Available FY 2010 Target 4% above state average Performance Results Unknown No Trend Data Good Target Quality Relevant !Understandable Comparable consistent 8,000 7 6,35 6,000 spry 4,000 , O ~Y zoo7 FY zoos FY 2009 FY 2010 FY 2010 Result 6,357 visits FY 2010 Target 5,754 visits or more Performance Results Achieved Positive Trend Good Target Quality Relevant understandable Not Compar8ble Consistent 167 Measure #36: Percentage of cases in which other potentially exposed to sexually transmitted disease or HIV infections are contacted 100% 80% 60% 40% 20% 0% FY 2010 Result 78% overall; 100% for HIV FY 2010 Target 100% Performance Results Not Achieved-,. Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action M: Increase screening and referral of clients with perinatal depression (Goal #4. Obiective #21 Measure #37: Percentage of maternity case management clients, with three or more home visits, screened for depression and referred FY 2010 Result 75% FY 2010 Target 75% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action N: Expand the Early Assessment and Support Alliance (Goal #4. Obiective #2) Measure #38: Number of adolescents and young adults enrolled in Early Assessment and Support Alliance 25 - - 20 21 1® 5 l 0 FY 2008 FY 2009 FY 2010 FY 2010 Result 21 enrolled FY 2010 Target 14 or more enrolled Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 168 FY 2007 FY 2008 FY 2009 FY 2010 Measure #39: Percentage of Central Oregon estimated need (28) for early assessment and support that is met 60% 40% 20% 14~l6 0°/a FY 2008 FY 2009 FY 2010 FY 2010 Result 75% FY 2010 Target 50% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action O: Provide intensive services to clients eligible for the Enhanced Care Program Goal #4, OWective #2 Measure #40: Percentage of senior mental health clients able to remain in the community, avoiding more costly interventions 100% 0y6 1013 90%- 80%- 700/a FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 95% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 169 Action P: Respond to crisis situations in a timely manner, avoiding more costly interventions Goal #4, Objective #2 Measure #41: Percentage of mental health crisis referrals responded to within one business day 100% 100% soya 60% 40% 20% o% .A av 2009 FY 2010 FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #42: Percentage of crisis plans developed and implemented within one week 60 FY 2009 hY 2010 Action Q: Maintain a high level of direct client care and service (Goal #4. Obiective #31 Measure #43: Percentage of behavioral health FTE dedicated to direct services 1oD~ 1oo+c loox BDWa 9a 2D°!a 0°Jo FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent F FY 2010 Result 70% FY 2010 Target 75% or greater Performance Results Not Achieved..,: No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action R: Strengthen the new Health Services Department (Goal #4, Objective #3 Measure #44: Report of actions with focus on service integration, effectiveness, efficiency and/or cost savings FY 2010 Result Report Not Completed FY 2010 Target Complete Report Performance Results Not Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 170 Action S: Assure contracted dollars result in beneficial services (Goal #4, Objective #3) Measure #45: Percentage of health service contract measures met or exceeded FY 2010 Result Tracking System Not FY 2010 Target 80% or greater Developed _ Performance of Achleved No Trend Data Good Target Quality Relevs r t` Understandable Not Comps,. Not Consi Action T: Maintain a high level of staff satisfaction (Goal #4, Objective #3) Measure #46: Job satisfaction index on Employee Survey 1. 0. 0 Public Health ■Bahavioral Health O Countywide FY 2010 Result Public Health 1.34; FY 2010 Target Exceed Countywide (1.32) Behavioral Health 1.29 Performance Results Not Achieved Negative Trend Good Target Quality Relevant Understandable Comparable Consistent Action U: Maintain a high level of client care hours for health services (Goal #4, Objective #3) Measure #47: Percentage of health clinicians achieving their service goals FY 2010 Result 90% FY 2010 Target 75% or greater Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not.-Oompacable Consistent Measure #48: Percentage of state assigned caseload receiving WIC services FY 2010 Result 98% FY 2010 Target 105% or greater Performance RessultsltilotLq ieved No Trend Data Target Confusing Quality Relevant Understandable Not Comparable Consistent Measure #49: Percentage of mental health clinicians achieving their service goals FY 2010 Result Child & Family 63%; FY 2010 Target 100% or greater o Adult 90%; Seniors 84% Performance Resub Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 171 FY 2009 FY 2010 Action V: Sustain Oregon Health Plan funds for mental health (Goal #4, Objective #3 Measure #50: Percentage of Oregon Health Plan funding documented as delivered services FY 2010 Result Child & Family 84%;° FY 2010 Target 100% or greater Adult 88%; Seniors 29% Performance :lotAchieved No Trend Data Good Target Quality Relevant Understandable Nqt ble Consistent Action W: Help facilities and families care for seniors with mental health issues (Goal #4, Objective #3) Measure #51: Percentage of clients requiring a higher, more costly level of service FY 2010 Result 20% FY 2010 Target 20% or less Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable' Consistent Action X: Provide Family Support services to families with children with developmental disabilities so care can occur in the family home (Goal #4, Objective #3) Measure #52: Percentage of families requesting out-of-home placement for their children 4 °lo 3 °lo 2% A °lo 0% FY 2008 FY 2009 FY 2010 FY 2010 Result 4% FY 2010 Target 5% or less Performance Results Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action Y: Improve information management system (Goal #4, Objective #3) Measure #53: Select an electronic record system for behavioral health FY 2010 Result Completed FY 2010 Target Select System Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Compar!ble Not Consistent 172 Measure #54: Dedicate a work group uo cosa OCHINs electronic record system for public health FY 2010 Result Group Established FY 2010 Target Establish the Group Performance Quality apsults Achieved No Trend Data Fair Target f"lM Relevant Understandable Not Co opw** Not Consistent Action Z: Improve accounts receivable and timely billing process Goal #f~4, Objective #3 Measure #55: Bring accounts receivable to no longer than 90 days for working claims FY 2010 Result 80% Completed FY 2010 Target 90 days or less Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Action AA: Improve billing office procedures (Goal #4, Objective #3) Measure #56: Create written procedures and work flows for billing office functions FY 2010 Result 80% Completed FY 2010 Target Complete Procedures and Work Flows Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 173 Information Technology Department Action A: Provide computer training classes supplemented with content pertinent to the County's computing environment Goal #5, Objective #1 Measure #1: Number of different training classes offered FY 2010 Result 1 new class FY 2010 Target 3 or more new classes Performance -Results Not Achieved No Trend Data Fair Target Quality Relevant Understandable Ntt Comparable Consistent Action B: Create a mechanism for collecting customer service feedback pertaininq to technologv services offered (Goal #5, Obiective #2) Measure #2: Survey responses as a percentage of total requests FY 2010 Result No Survey Conducted FY 2010 Target Establish Baseline Performance -Results Not Achieved No Trend Data No Target Quality Relevant Understandable Not Comparable Consistent Measure #3: Measure of satisfaction with quality of services FY 2010 Result No Survey Conducted FY 2010 Target Establish Baseline Performance Results Not Achieved No Trend Data No Target Quality Relevant Not Understandable Not Comparable Consistent Measure #4: Measure of the timeliness of services provided FY 2010 Result No Survey Conducted FY 2010 Target Establish Baseline Performance Results Not Achieved No Trend Data No Target Quality Relevant Not Understandable Not Comparable Consistent Action C: Maintain appropriate level of cost for services (Goal #5, Objective #4) Measure #5: Information Technology budget as percentage of total operating budget fa°lo 5°l0 4% ❑beschutes County ■Government 3% 13AII Industries 2% 1% - FY 2007 FY 2008 FY 2009 FY 2010 National data not available for FY 2009 or FY 2010 FY 2010 Result 1.54% FY 2010 Target 1.54% or less Performance Results Achieved Negative Trend Good Target Quality Relevant Understandable Comparable Consistent 174 Justice Court Action A: Reduce outstanding receiivable balance and increase collection rate (Goal #1I, Objective #2) Measure #1: Percentage increase in receivables (unpaid fines) 40%- 40% 35%- 30%-'/ 25% 20%- 10%./ 5% I, 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 6.2% FY 2010 Target 10% or less Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #2: Rate of collection for court fines 80% 70% 73% 60% 50% ' a r 40%, 30% 20% 10% - r ,x 0% FY 2007 FY 20 08 FY 2009 FY 2010 FY 2010 Result 73% FY 2010 Target 74% or greater Performance Results Not Achieved , Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 175 Action B: Resolve small claims cases prior to trial (Goal #1, Objective #2) Measure #1: Percentage of at-issue small claims cases resolved before trial 100% - 80% 83% B6~ib 60% 69% 63% 40% 20% 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 63% FY 2010 Target 85% or greater Performance Results Not Achieved Mixed Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action C: Decrease Court Recidivism Rate (Goal #1, Objective #2) 1 Measure #1: Percentage of justice court offenders who re-offend FY 2010 Result No Measure Established FY 2010 Target Establish Baseline Performance Results Not Achieved No Trend Data No Target Quality Relevant Understandable Not Comparable Consistent 176 Natural Resource Protection Action A: Collaborate and coordinate with U.S. Forest Service (USFS), Bureau of Land Management (BLM), and state resource agencies on forest management issues (Goal #3. Obiective fl) Measure #1: Percentage participation in environmental planning meetings, communicate with agency counterparts on new proposals project to ensure appropriate Best Management Practices (BMP) apply FY 2010 Result 100% (12 meetings) FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable. I Not Comparable Consistent Action B. Provide substantive comment and involvement with land use decisions on public lands by providing input to Environmental Impact Studies (EIS) and other environmental documents (Goal #3, Objective #1) Measure #2: Percentage of EIS and other environmental documents for which input was provided FY 2010 Result 100% (16 documents) FY 2010 Target 95% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #3: Number of field trips and other ground monitoring activities in which participated FY 2010 Result 10 field trips FY 2010 Target 10 field trips Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Action C. Ensure Best Management Practices are followed on all County-owned land. includina fuels treatment (Goal #3. Obiective fl) Measure #4: Percentage of County land managed according to BMP FY 2010 Result 100%0 (20 contracts) FY 2010 Target 100% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #5: Percentage of County land sold for which fuel treatment was accomplished prior to sale FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable consistent 177 Measure #6: Approval of County policy or ordinance instituting BMP by Board of Commissioners FY 2010 Result In Progress FY 2010 Target Adoption of Policy or Ordinance Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Action D. Update, revise and implement community fire plans, treat fuels and provide education and prevention efforts to reduce area fires (Goal #3. Obiective #31 Measure #7: Number of Community Wildfire Protection Plan (CWPP) updates completed FY 2010 Result 2 plans completed FY 2010 Target 3 plans completed Performance Results Not Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #8: Percentage of grant requests approved for fuels treatment FY 2010 Result 86% approved (6 or 7) FY 2010 Target - 50% approved Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #9: Number of CWPP Steering Committee meetings organized FY 2010 Result 7 meetings FY 2010 Target 7 meetings Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #10: Percentage of monthly Project Wildfire Steering Committee efforts and Fire Free activities attended FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Measure #11: Number of acres treated on private and County-owned land FY 2010 Result 2,500 acres FY 2010 Target 1,000 acres Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Measure #12: Percentage of treated acres using 100% utilization methods FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 178 Personnel Department Action A: Track the number of employees voluntarily terminating their employment (Goal #5, Objective #5) Measure #1: Employee voluntary turnover rate (excludes layoffs and discharges) 12% 10.2% 10.10/ 10% 8°lo s4 " 6.0 pDeschutes County 6% ■Governments Nationally 4% 2% _z 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 3.6% FY 2010 Target 5.2% or less Performance Results Achieved . Positive Trend Good Target Quality Relevant Understandable Comparable Consistent Measure #2: Percentage of employees leaving the County who receive an exit interview FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparably ' Consistent Measure #3: Percentage of issues raised in exit interviews responded to accordingly FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Action B: Track department head and supervisor ability to complete employee evaluations in a timelv manner (Goal #5, Obiective #5) Measure #4: Percentage of employee evaluations completed within 30 days of the employee anniversary date FY 2010 Result 70% within 30 days (88% overall) FY 2010 Target 75% Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 179 Property & Facilities Action A: Construct new OSP/ 911 Building (Goal #1, Objective #1) Measure #1: Complete construction of building FY 2010 Result 95% Complete FY 2010 Target Complete by June 30, 2010 Performance In Progress No Trend Data Good Target Quality Relevant Understandable 4 Not G13f1$istent Action B: Cooperate with other governmental entities in developing and enhancing recreational opportunities through land trades (Goal #3, Objective #3 Measure #2: Complete Bureau of Land Management (BLM) land trade FY 2010 Result No Progress FY 2010 Target Complete by June 30, 2012 Performance No Progress No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent Measure #3: Complete Division of State Lands (DSL) land trade FY 2010 Result In Progress FY 2010 Target Complete by June 30, 2010 Performance In Progress No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #4: Acquire La Pine Rodeo property from BLM FY 2010 Result Progress Stalled FY 2010 Target Complete by June 30, 2012 Performance Progress Stalled No Trend Data Multi-Year Target Quality Relevant Understandable Not Comparable Not Consistent Action C: Ensure facilities and equipment are maintained in a safe, comfortable and health condition Goal #5, Objective #3 Measure #5: Percentage of failures for buildings and equipment with regularly scheduled maintenance FY 2010 Result 11.75 % Overall; 1.57% for HVAC FY 2010 Target Establish Baseline Performance No Target Established No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 180 Measure #6: Percentage of service inquests responded to within 24 hours FY 2010 Result 54.24% 1. FY 2010 Target Establish Baseline -1 Performance No Target Established No Trend Data Good Target Quality Relevant Understandable ~i►te consistent 181 Risk Management Department Action A: Ensure facilities and equipment are maintained in a safe, comfortable and health condition Goal #5, Ob'ective #3 M easure #1: days away, restricted or transferred per 100 employees (DART Rate) 3 2 M Deschutes County ■ National Average r'.b, 1 1.4 0.3 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1.82 FY 2010 Target 1.35 or less Performance Results Not Achieved Mixed Trend Good Target Quality Relevant Understandable Comparable Consistent 182 Road DePa went Action A: Develop funding prioritization strategy (Goal #2, Objective #3) Measure #1: Complete and implement funding prioritization strategy FY 2010 Result In Progress FY 2010 Target Implement by January 31, 2010 Performance In Progress No Trend Data Fair Target Quality Relevant Understandable J Not Coi- 19 T ot Consistent Action B: Re-evaluate current road establishment moratorium based on outcome of 2009 state legislative session (Goal #2„ Objective #13) Measure #2: Rescind existing resolutions or approve new resolution regarding road establishment moratorium FY 2010 Result Completed FY 2010 Target Complete by September 30, 2009 Performance In Progress; No Trend Data Fair Target Quality Relevant Understandable Not Corn, parable Not Consistent Action C: Maintain high quality condition of County roads (Goal #2, Obiective #3) Measure #3: Percentage of roads rated good or better 100% 60% 6 40a/o 5 20% r .v t IY 2009 FY 2010 FY 2010 Result 69% FY 2010 Target 80% or greater Performance Results NotAchiev0d Negative Trend Good Target Quality Relevant Understandable Not Comparable Consistent 183 Action D: Update Pavement Management System data by conducting regular visual inspections of Count roads Goal #2, Objective #3 Measure #4: Percentage of County arterials and collectors inspected FY 2010 Result 100% FY 2010 Target 100% Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable ` Consistent Action E: Work cooperatively to promote and implement noxious weed control in Deschutes Countv (Goal #3. Obiective #31 Measure #5: Number of acres treated for noxious weeds FY 2010 Result 2,379 acres FY 2010 Target 3,500 acres Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action F: Combine management of aggregate resources in the Road and Solid Waste Departments (Goal #5, Obiective #6) Measure #6: Cost savings from accessing a County-owned material source for rock crushing FY 2010 Result $0 Savings FY 2010 Target $130,000 Savings or more Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent 184 Sheriffs Office Action A: Maintain a safe and secure corrections facility (Goal #1, Objective #1) Measure #1: Number of inmates released early due to matrixing 1000 800 600 400 2000 0 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 0 inmates released FY 2010 Target 0 inmates released Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action B: Install the Alsea Geospatial Mapping System on all patrol vehicle mobile data terminals (Goal #1, Obiective #1) Measure #2: Number of vehicle traffic accidents in County 800 _ 700 _ 600- aye Soo.,,' ILA- 1 3# 7. 400 300 200 100 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 547 accidents FY 2010 Target 594 accidents or fewer Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent 185 Action C: Install Digital Evidence System (Goal #1, Objective #1) 1 Measure #3: Installation of Digital Evidence System FY 2010 Result Installed FY 2010 Target Installed by September 1, 2010 _ Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not'Gampairabie Not Consistent Action D: Maintain Jail and Work Center programs available to inmates (Goal #1. Obiective #21 Measure #4: Number of inmates participating in programs FY 2010 Result 157 inmates FY 2010 Target More than FY 2009 Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Consistent Action E: Respond to calls from community for public safety services (Goal #1. Obiective #2) Measure #5: Number of deputies per 1,000 residents 1.2- 1.02 ` 1.02 X1,02 1.01 0.8 0.6 0.4 0.2 0.0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1.01 per 1,000 residents FY 2010 Target 1.02 per 1,000 residents Performance Results Unclear Stable Trend Targ et Unclear Quality Relevance Not Not Comparable Consistent Questionable Unde rstandable 186 Measure #6: Number of patrol calls for service 30,000 25-2 74 Ly= 25-213 23 28 25,000 , 2]. 12 20,000 "r 15,000 10,000 5,000 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 21,512 calls FY 2010 Target 24,213 calls Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable f0tbwpaimbie Consistent Measure #7: Number of person and property crimes 3,000 40 2,5 2,500 2190 2,000 y , 1,500 « Y; 1,000 " r w r r 500 ± 0. A FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 1,934 crimes FY 2010 Target 2,339 crimes Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Measure #8: Number of criminal cases per deputy FY 2010 Result 1 33.6 cases Performance Results Achieved Mixed Trend Goad Target Quality Relevant Understandable Not Compara6le Consisten y FY 2010 Target 50 cases per deputy or less 187 FY 2007 FY 2008 FY 2009 FY 2010 Measure #9: Number of civil papers processed 14,000 12,288 - 11,319 11 J -4n 12,000 10,000 k, : r 8,0001111 H'1`{ 6,000 4,000 ^ 2,000 0 FY 2007 FY 2008 FY 2009 IFY 2010 FY 2010 Result 11,130 processed FY 2010 Target 12,200 or more processed Performance Results Not Achieved Mixed Trend Good Target Quality Relevance Questionable Understandable Not Comparable Consistent Measure #10: Number of Search and Rescue missions 140 120 135 138" 138 100 110 80 60 40 20 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 110 missions FY 2010 Target 138 missions or fewer Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action F: Meet all Oregon Emergency Management guidelines by leading disaster/pandemic exercises with all local resources (Goal #1, Objective #4) Measure #11: Conduct disaster/pandemic exercise FY 2010 Result Conducted Exercise FY 2010 Target Conduct Exercise Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent 188 Action G: Enhance off-duty training regimen to include more in-service training on more diverse topics (Goal #5, Objective #2) Measure #12: Number of completed training hours for sworn and non-sworn staff 140 ~..a_.~~. 120 >`33~ 100 so 60 F 40 ,.T.. 20 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 133 hours FY 2010 Target 72 hours or more Performance Results Achieved Positive Trend Gcwd Target Quality Relevant Understandable 'H0t War$W Consistent Action H: Vendor and software for new Records Management System selected and project team operational (Goal #5, Objective 44) Measure #13: Percentage of Records Management System replacement project completed FY 2010 Result 50% Completed FY 2010 Target 50% or greater completed Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Action I: Provide quality services at the lowest cost (Goal #5, Objective #6) 1 Measure #14: Direct cost per inmate per day at the County Jail $120 s..v.. _ $100 # $60/,- $40 { E $20 ' $0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result $113 per inmate FY 2010 Target $107 per inmate or less Performance Res No 0 lev, d" Mixed Trend Good Target Quality Relevant Understandable Mot Comparable Consistent 189 Measure #15: Number of non-sworn employees as a percentage of sworn employees 30% 254/0 26% 26 - 20% 1 15% I 10% 5% 0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 27% FY 2010 Target 26% or less Performance Results Not Achieved Stable Trend Good Target Quality Relevant Understandable Not Comparable Consistent Action J: Maintain vehicle fleet to ensure officer and public safety (Goal #5, Obiective #6) Measure #16: Number of vehicles being maintained 200 ~ 15011, 147 143 155 161 100", 50 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 161 vehicles FY 2010 Target 143 vehicles Performance Results Unclear Upward Trend Target Unclear Quality Relevance Questionable Understandable Not Comparable Consistent 190 Solid Waste Depart Action A: Maximize County resources for management of solid waste disposal (Goal #2, Objective #2) Measure #1: Oregon Department of Enviiponmental Quality (DEQ) acceptance of Cell 5 construction FY 2010 Result Completed FY 2010 Target Complete by June 30, 2010 Performance Results Achieved No Trend Data Fair Target Quality Relevant Understandable Not Comparable Not Consistent Measure #2: Funding and timeline for improvements to Negus Transfer Station approved by Board of Commissioners FY 2010 Result Not Completed FY 2010 Target Complete by June 30, 2010 Performance Resq#s Not ved No Trend Data Fair Target Quality Relevant Understandable Not C.omperabte Plot Consistent Measure #3: Number of violations or fines due to a failure to comply with federal or state guidelines FY 2010 Result 0 violations FY 2010 Target 0 violations Performance Results Achieved No Trend Data Good Target Quality Relevant Understandable Not Comparable Consistent Action B: Promote recycling programs to reduce the proportion of solid waste production placed in the landfill (Goal #3„ Objective AA3) Measure #4: Percentage of solid waste produced in Deschutes County that is recycled 37% 37% 36% 3G'K 35% 34% 33%- 32% 31% FY 2007 FY 2008 FY 2009 FY 2010 FY 2010 Result 37% FY 2010 Target 37% or greater Performance Results Achieved Positive Trend Good Target Quality Relevant Understandable Not Campsrsible Cons stent 191 Action C: Combine management of aggregate resources in the Road and Solid Waste Departments (Goal #5, Objective #6) Measure #5: Cost savings from County-owned land for excavation FY 2010 Result $0 Savings FY 2010 Target $100,000 savings or more Performance Results Not Achieved No Trend Data Good Target Quality Relevant Understandable NotOomparable' Consistent 192