2011-2775-Minutes for Meeting March 30,2011 Recorded 5/5/2011DESCHUTES COUNTY OFFICIAL
NANCY MANKENSHIP, COUNTY
COMMISSIONERS' JOURNAL
II
z 1 ( III 27tl 1111111111 11I III
-
RECORDS Q 2011.2115
CLERK
05/05/201108:23:00 AM
Do not remove this page from original document.
Deschutes County Clerk
Certificate Page
_,rr Q'_~_. -
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 WORK SESSION
DESCHUTES COUNTY BOARD OF COMMISSIONERS
WEDNESDAY, MARCH 30, 2011
Present were Commissioners Tammy Baney, Alan Unger and Tony DeBone. Also
present were Dave Kanner, County Administrator, Erik Kropp, Deputy County
Administrator, Anna Johnson, Communications; Ken Hales, Community
Corrections; David Givans, Internal Auditor; media representative Hillary Borrud
of The Bulletin; and seven other citizens.
Chair Baney opened the meeting at 2:35 p.m.
1. Redmond and Central Oregon Humane Societies - Annual Reports to the
County.
Representatives of the Humane Society of Redmond (Chris Bauersfeld, Don
Wayne and Mike Daly) indicted they are moving the organization into
solvency. Adoption numbers are up 11% over 2009, and by 34% so far this
year, based on the number of animals sheltered.
They are expanding outreach to the community with different types of events.
There has been a lot of positive support from the local community. They
continued with the normal fundraiser projects and off-site adoption events.
The website is being revamped, and they have had about 150,000 hits this year.
The low-cost spay/neuter project is still underway. They have noticed a change
in the number of cats, with fewer coming into the shelter. They met with local
veterinarians who are okay with the program and don't see it as competition.
Each third or fourth publicly paid spay or neuter covers the cost of one shelter
animal surgery.
Intake numbers are higher overall by about 15%, and a smaller percentage is
being returned to owners. They euthanize any with behavior or severe health
issues, or cats that test positive for feline leukemia or feline AIDS. They are
getting more donations from the public because they do not euthanize as many
as in previous years.
Minutes of Board of Commissioners' Work Session Wednesday, March 30, 2011
Page 1 of 5 Pages
Spay and neuter appears to be helping with the number of feral cats in the
community. There is a good foster program in place for kittens and pregnant
cats this year. They have just two litters in foster care right now. The City of
Eugene determined that they have 22,000 community (stray) cats, so they
started a TNR (trap/neuter/return) program. Redmond Humane is thinking
about starting that type of program as well.
People are starting to realize that the shelter is still there, although some think it
is a County facility. The thrift store was costing a lot of money, so was
consolidated into the warehouse. This saves a lot of overhead each month, and
they have more room. They are starting to learn to do things better. However,
they cannot do this without the support of the County. They have enlisted the
help of a CPA to get reports in order, and operations have been tightened up.
Anna Robbins, board president of the Humane Society of Central Oregon, said
they are taking a different approach today, focusing on key indicators and
strategic planning. They are debt-free and own everything outright. She
introduced the other attendees: the new executive director, Sabrina Slusser, who
started three weeks ago; Kathe Oles, the treasurer; and Bill Riser, who helped
with the strategic plan, acted as interim executive director, and joined the board.
Chair Baney asked about the statistical information on the HSCO annual report,
which shows 1,020 animals not accounted for as either reclaimed by the owner
or adopted out. Ms. Olis stated that those are the animals, primarily cats, that
were euthanized for a variety of reasons. Not listing that specifically is just a
softer way of stating it.
Mr. Riser said they have four primary goals, mostly financial in nature. These
deal with the thrift store, donor enhancement, intake costs and revenue from
adoptions. They are down on revenue but also down on costs.
They have not done newsletters consistently and this has impacted revenue.
The animals, particularly those that are special, are the driver and make people
react and donate more. A mailing of 15,000 yields revenue at about 3:1. The
thrift store remains the biggest revenue source.
They explained that they did not have a vision statement until now.
Fundraising is the biggest challenge at this time. The second challenge is
dealing with people who are not responsible. They have a particularly good
relationship with the media, especially KTVZ. There is a staff member who has
been there a long time and can get a lot of media attention for the shelter, and
knows how to leverage opportunities.
Minutes of Board of Commissioners' Work Session Wednesday, March 30, 2011
Page 2 of 5 Pages
Chair Baney asked if the two shelters have partnered on anything together, or
have combined services in any way. Both indicated that they had not done so.
Chair Baney stated that they are separate groups but should be working together
towards the same goals. There should not be a geographical line. The County
could advocate more for them if the public understood why there are two
separate shelters in the same County, duplicating services.
Mr. Riser said that they have to educate board members on the animal world
each time they get a new member, including why they have to euthanize. It is
an uncomfortable subject for the community. There are differences and
similarities between the two shelters.
Representatives of both shelters talked about the 2009 Madras hoarding case.
They said that the cats were sick and the odor smelled up the shelter badly.
Mike Daly added that it costs over $200 to process each cat and Redmond had
to refuse to take cats in for a while due to the expense and overhead.
Ms. Oles said that they are going to start analyzing every procedure related to
the animals so the cost will be known, and determine where to draw the line and
whether the cost involved is justifiable, such as overtime, the use of
medications, veterinary care, and so on. She likes animals, but the shelter is a
business first and sometimes expenses need to be cut back so they can operate
more efficiently and profitably.
Chair Baney stated that the County gets asked why the two groups can't seem
to work together. Ms. Oles said that perhaps the two groups could figure out
some commonalities, such as how to handle cremations.
Ms. Oles said they are going to visit the Oregon Humane Society to see how
they operate, and figure out if they can apply any of what is done there to their
own operations.
Commissioner Unger encouraged the two groups to reach out to other areas and
organizations, and work to provide services to more than just their own support
base.
Minutes of Board of Commissioners' Work Session Wednesday, March 30, 2011
Page 3 of 5 Pages
2. Discussion of Juvenile Department Economies and Efficiencies.
Ken Hales said that he drafted a proposal regarding restructuring for cost
savings without much change in services. (A copy of the report is attached for
reference) He was asked to show where the money is going, what is required
by law and what is being done or should be done that is beyond that. He
compared what Linn, Douglas and Jackson counties are doing, since they are
similar in population and size.
Statutorily, his department must provide court support services to juvenile
court. Intake screening is based on the infraction. They must appear in court
with new offenders to present the information and make a recommendation on
whether the juvenile should be detained. They have to appear at every court
date until adjudication. If there is probation involved, that is another
responsibility. The youth are supervised on conditional release, delinquents in
lieu of prosecution, and probation for the adjudicated. They are not required to
do anything with those who have violations, but some are supervised.
A detention center is not required unless the area's population is 400,000. This
can be contracted out. There's the argument: that they have to have them ready
for court and transport them, maintain visitation rights, provide schooling, and
provide for medical or therapeutic treatments.
The department has to deal with records expunction requests and records
requests. This is a very complicated process and is statutorily required by the
State, although the State does not pay for it.
Although not explicit in statute, the department provides for mental health and
substance abuse evaluations. A good percentage of the youth end up in a
diversion program and not on probation. More cases are handled informally.
These programs have proven to be very valuable and cost-effective.
They need to continually focus on working with the kids and move them to a
lower level as appropriate. This includes various treatments. Teen court does
not cost a lot of money but is valuable. They hope to get the educational
process down into the elementary school level, because that is where a lot of the
problems start.
Minutes of Board of Commissioners' Work Session Wednesday, March 30, 2011
Page 4 of 5 Pages
3. Update of Commissioners' Meetings and Schedules.
Commission DeBone asked for some changes to the draft redistricting letter.
He would like more consideration given to south County in regard to economic
ramifications.
4. Other Items.
The Board went into executive session under ORS 192.660(2((d), labor
negotiations.
Being no further discussion, the meeting concluded at 3:50 p.m.
r
DATED this Day of 2011 for the
Deschutes County Board of Commissioner .
Tammy Baney, Chair
Anthony DeBone, Vice Chair
ATTEST: ul-- _
Alan Unger, Commissioner
Recording Secretary
Minutes of Board of Commissioners' Work Session Wednesday, March 30, 2011
Page 5 of 5 Pages
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
WORK SESSION AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
2:30 PM, WEDNESDAY, MARCH 30, 2011
Please note later time.
1. Redmond and Central Oregon Humane Societies - Annual Reports to the
County
2. Discussion of Juvenile Department Economies and Efficiencies - Ken Hales
3. Update of Commissioners' Meetings and Schedules
4. Other Items
Executive Session, called under ORS 192.6E10(2)(d), labor negotiations
PLEASE NOTE: At any time during this meeting, an executive session could be called to address issues relating to ORS 192.660(2) (e), real
property negotiations; ORS 192.660(2) (h), litigation; ORS 192.660(2)(d), labor negotiations; or ORS 192.660(2) (b), personnel issues.
Meeting dates, times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners' meeting rooms at
1300 NW Wall St., Bend, unless otherwise indicated. !f you have questions regarding a meeting, please call 388-6572.
Deschutes County meeting locations are wheelchair accessible.
Deschutes County provides reasonable accommodations for persons with disabilities.
For deaf, hearing impaired or speech disabled, dial 7-1-1 to access the state transfer relay service for TTY.
Please call (541) 388-6571 regarding alternative formats or for further information.
14 ~t,4 ~ I
0
%A
L.
°
\V
J
N
a~
L
s
Q
~
J
v
I
~
14,
n,
a
c
z
O
~j
o
n
M
~
~
\
i
I
v
Humane
Society
of Redmond
Humane Society of Redmond
Community Outreach Summary, 2010:
Although the majority of the efforts of the Humane Society of Redmond's Board, Staff and
Volunteers were focused on fundraising to support the shelter, significant effort was put toward
education, new programs, and activities dedicated to benefit our community.
Support of our community expanded in 2010 to include our low cost spay and neuter program
(results below), medical care providing relief to the pets of low income residents, and our Trap-
Neuter-Release program to reduce the population of breeding animals in the area. These
successful programs are designed to support the animals while fostering good will within the
community we serve. Other community activities included:
Howl-O-Ween Event: An event focused on the children of our area was a huge success for the
kids and parents as they displayed their costumed animals for the media and attendees. A
number of activities were provided by volunteers and guests toured our shelter and were able see
our great animals. Adoptions benefited as did memberships and donations throughout the day.
Low Cost Vaccination Clinic: A successful low cost vaccination clinic was held in Redmond
in 2010 to provide a low cost alternative to pet owners in our area. The event was well attended
and generated good will throughout the community.
Education: Information kiosks were set up at Redmond's Summer Music Series events. We
shared information about the shelter, animal care, and our activities such as the low cost spay and
neuter program. Additionally, each of our events, be they fund-raisers or friend-raisers focused
on the animals and their need for care and support.
Adoption Events: We held several off-site adoption events in 2010 to find homes for the
animals at the shelter. Events were held in Sisters at the Fall Festival, Bend's Farmer's Market
and Redmond serving our entire area. We highlighted some of the less adoptable animals at a
special event and were able to find welcoming homes for these often overlooked animals.
Photos with Santa: An annual event put on by a volunteer professional photographer yielded a
great response as the community brought their pets by the Thrift Store for free photos with Santa.
Voluntary donations and memberships benefiting the shelter were a bonus to this free offering.
At each of these events, staff and volunteers are available to answer questions, offer advice, and
provide information about animal care.
Adoptions, 2010:
Adopting stray and unwanted animals is the single most important service we provide to our
community. Finding lifetime homes for these animals requires skill and training which we have
provided to our staff. The results for 2010 follow:
Month
Dos
Cats
Total
January
51
75
126
February
43
39
82
March
44
44
88
Aril
55
47
102
May
53
75
128
June
57
61
118
Jul
58
127
185
August
52
80
132
September
51
93
144
October
63
50
113
November
39
69
108
December
43
45
88
Totals
609
805
1414
Low Cost Spay and Neuter Program, 2010:
Results of this highly successful program are shown below:
Month
Dos
Cats
Total
January
74
43
117
February
135
26
161
March
138
35
173
April
112
40
152
May
101
21
122
June
93
49
142
Jul
86
33
119
August
88
55
143
September
91
48
139
October
100
56
156
November
79
64
143
December
72
65
137
Totals
1169
535
1704
In addition to the animals that were spayed or neutered for the public, our veterinarians also
spayed or neutered 876 of the animals that were adopted from the Humane Society of Redmond.
Website:
Our Website has proven to be an effective tool in providing information about our shelter to our
community. In addition to pages dedicated to adoptions, events, spay and neuter, fostering,
volunteering and others, the site provides links to useful sites for animal care. The website is our
primary tool for updating and communicating with our membership and is a valuable addition to
our services.
Our website had over 150,000 page viewings in 2010. This represents an active website which
allows interested members of our community to access important information about our shelter.
Conclusion:
The Humane Society of Redmond remains committed to the programs that we have developed
over the last year to reach the community through adoptions, adoption counseling, advice on pet
care, educational programs, offsite adoption events, fundraisers and our spay and neuter
program. We are making an impact within our community that is measureable by the increase in
our adoptions, spay and neuter numbers, and the amount of money raised through fundraisers
and donations. We are looking forward to increasing our community outreach in 2011.
Respectfully submitted,
Chris Bauersfeld
Shelter manager
Key Indicator Report
February 2011
Humme
Socie
C 4 central Oregon YTD Budget
YTD February February YTD Prior Year
2011 2011 2/28/10
Net Income/(Loss) Shelter Operations-
Unrestricted $ (206,213) $ (214,952) $ (216,539)
Net Income/(Loss) Shelter Operations-
Restricted
$
6,719
$ (10,702)
$ (6,073)
Net Income/(Loss) Thrift Store
$
203,870
$ 183,481
$ 206,742
Net Income/(Loss) Fundraising
$
12,326
$ 26,508
$ 3,989
Total Net Operating Income/(Loss)
$
16,702
$ (15,665)
$ (11,881)
Grants/Estates/Endowments/Bequests $ 20,368 $ - $ 250,006
County Revenue (Boarding/Cremations) $ 40,609 $ 44,250 $ 44,063
City Revenue (Boarding/Cremations) $ 35,060
Donations $ 136,604
$ 29,900 $ 29,898
$ 174,775 $ 133,885
Payroll, benefits and related expenses
$
596,555
$ 599,070
$ 599,071
Thrift Store Revenue
$
439,525
$ 417,255
$ 41 1,234
TS
$
352,607
$ 346,755
$ 358,178
Paws & Shop
$
86,918
$ 70,500
$ 53,056
County Revenue does not include licensing fees
Current Ratio 10.36
I*Cash & Equivalents $ 822,921
4.30
$ 426,982
Key Indicator Report Feb 2011 Feb 2011
HNON FINANCIAL MEASUREMENTS
lunteers
Number of volunteer hours
Community Outreach
1,189.5
Number of events
Humane Education
Media
Media Releases
Twitter (Tweets)-total
Twitter -New followers
Twitter-total followers
FaceBook followers-total
FaceBook-new followers
Key Indicator Report
February 2011
Current Month BudgetYTD Current Month
Activity Prior Year
5 +Nip Luv Campaign 2-14th - 28th
4
654
11
441
1,125
74
See attached sheet for graph of other KPI's
05.5
1,2
5 +Nip Luv Campaig
16/118 1
104
Key Indicator Report Feb 2011 Feb 2011
EA V)
4-J a••1
U
U
O
~i CIO
O
x z
LL
rr
9y
L I L
rr
L6
or
~d
o
b I l
Or
~o
ti
o
SZ L
ae
6SI
p1
~
~d
c
J`
3
661
0
u
O
go
b
_
LVL
p
N
i
8S L
or
G7
SS L
~
rA
0-
G
L
z
z
°
r.
III
Jab
Z L L
or
~
il
O
V
O
1 O
O O O O
vl O ~ O
O
1+
O
1
M
M
N N N H
O
O
O
O O O O O
N
W 100 C N O
t4
9 d
Y
I
P
N
d
N o
0
LL -
O
ad 0
r o
a
2
i
°r
`d
I
-
C
77
O
°r
a
d
s
1A w
pl
O
G. +
0
.0
Q o
O o
0
V
00
¢
N
P
~
or
°a
or P
LL
0
o
0
a
0 0 0 0 0 0 0 o O
o to a N o 00 lc V N
N
e
'I N N N N
sjVuejl + suogdopq }o 'ON
95
.49 1
6L
rr
GPI
c
£L
or
Jo1p
3
o
i6
°r
g
,
°o
2
E
S6
°r,
C
r
Sol
011--
l
O V'
901
~
°1;
~a
(n m +
TZI
°r)
Ss
°r
0
O
,
G7~
■
Es
0-
i lo
ll
s
t
or
J
ab
SS
0
V
0
t O
0 0 0 C
Vl O Vl O
o o
u
C
l
o
M
M
N N •-i
L
n
fo
m
a
Y
d
N
LL
O
N
lL
r
N
C
O
N
V_
_C
Y
Humane Society of Central Oregon Strategic Plan
2010 through 2013
MISSION
The mission of the Humane Society of Central Oregon is to care for abandoned, stray, neglected, surrendered and
abused animals. We work towards the placement of all adoptable animals. Through humane education and
community outreach, we endeavor to inspire a community to responsibly care for all animals.
VISION
The vision of the Humane Society of Central Oregon is that:
• Every companion animal in our community will be treated with respect.
• Every adoptable animal in our care will be placed in a loving home.
• Every lost animal in our care will be reunited with its owner.
• Every dog and cat owner in our community will have access to affordable spay and neuter services.
GOALS
BOARD EFFECTIVENESS
Increase the Board self-
assessment score to 90%
from the November 2009
score of 68%.
THRIFT STORE
Increase space by
approximately 100% by
moving to a new facility and
increase net income by 5%
per year by improving
operational efficiency,
implementing enhanced
merchandising methods, and
increasing on-line sales.
DONOR DEVELOPMENT
Increase donor net income
by 5% per year.
CUSTOMER SERVICE
OBJECTIVES
Develop a Board composition
specification regarding desired
skill sets and other attributes.
Create a document that sets
forth our expectations for and
the responsibilities of HSCO
Board members.
Develop a comprehensive
orientation package and process
for Board members.
Conduct annual Board
performance assessments on an
ongoing basis.
Establish and apply a formal
corrective action process Board
members not meeting
expectations set forth by the job
description
Move operations to a new
(leased or purchased) facility
Develop a disposition plan for
current Thrift Store property.
Implement a plan for tracking
sales by square foot by category
to target appeals for those types
of items that are most popular
with customers.
Develop Thrift Store
management's computer skills
to improve both employee and
operational efficiency.
Increase percent of staff who
are volunteers.
Implement a program to
efficiently sell higher-value
items online.
Establish giving program for
bequests
Increase appeals net revenue to
$45,000 (approximately 50%
increase)
Increase systematic interval
donation net revenue to
$22,500 (approximately 200%
increase)
Sustain an aggregate net
revenue of $50,000 from events
Develop and implement
Excellence program to
(a) provide customer service
training to staff and
volunteers,
(b) formally evaluate
performance, and
(c) recognize excellence.
Define the program: objectives,
performance measurement, and
tracking/reporting.
Create staff and volunteer
training program.
Create a process for recognizing
excellence based on defined
performance criteria.
Strategic Plan chart, rev B 5/13/10
O
O
N
0)
0
O
N
LL
C
d
22-
0
CR
G
O
O
O
N
d!
N
N
O
'U^
v/
2
~00 r-
00 Ill C
Cl)
N
a E
tw
U)
C
m
N~ d
.6 c
7
= a) 2 41
d
fn O N
N "O m
mQ E
N'
.E m Q
Q N
O Q J
N
0
o d
O N N N
O Q m C
a)~ in C n O C-
L a) 0,-
0 m a m m
ccom UUd~mE
m e E c 7 0
a 7
c E m O a 0 d c 00
o )r Cu CL N
m ami
N LL a t
m E s c
n r r co
C.dmQ N mY m
c o y m m~ c
w
a) '6 a) . 7 o
m « O
Z U 0 -O N fn o d y
tt 0 7- m a c
o o o 'c' N LL= o c Q
(O m p E
a+ .T O O C - 76 E
U Vl +N-' L LL 0 7 C V
Q (n o C~ C c C W N c
w C 'T' a: m E a) Cc ca
co C O .
C E 7 O) C m c m 7
3 7 E C 7 m j L 1)
E=E,NEus>m= 6
EmomE(Do.>mmmm
L U -p o E 7 yL ° E E
O F a) c0 0 o d~ c
U 5 m =ULL dm m
N N
L Ci
a
a La
m a°') v n
c
m m c v m
c C o 2 tii m L..
a) >
o' N N O
m j L m
m 0) °o m
O c d E- E m y m y a
N
0 -0 i
T C: m V O m m N L m- C
O - Q N .N
Co U00 c _m v Q E E
C o m o a, m m a>i m m> o
0 ° E v Ea 'a o O
O v m ~ c ° m r -O 3 a~° U~
2
m N O C T U U O O is N U L U
C _N m. O m "C L C C J _0O m C
.7 c
C= C a m N U c O m m y U Q1 N U
D. L ~a _ N c U d p
U of En cZ' rn ti
aN) Q) U $ c O OI Q C), N N c
O O 0 N d
N "
L U m rn m c Eo, o E m E E ai
U) =3 0 0 d m Q 2: U) = 0 0_ L U O
(n O U
N
• • • • • 0
• • • • • • •
M(NO~Or(D
r
i.
N 4: Y, a•..
T 4,
co
D
0) N N
N d
L
7 mT oC
O O a >
o-w _
ac o ° o co
N > ; N N
N m O U O C> E N
Y
--O c,I T m m m N ""0
oN.Nwm J (D roc EZ
` O N L m 7
~ o0-6 c cc w 3 V co m-°o Z o 0
m7E> O oNCL ID o
U LL 7
41 - N M o
l6 N C -E N O) m 7 -O O
J (n d~ O L O C C -o o
2;l o a) co c
a) C d Q V w0 L> O c
c d)
mE,z ~+d ~a)c` ON
v> N m_mm d
7 o 0 d O O d E C co (n d
2ULLU)0 U) LL 7« 2
h
R v
.E
R
,C
,L
QI
L ,y
O 3
O
U m
L C
3 n'o
m d
a>m
0ac
> m m
O -
m C'lp
N T~
-Em
~w y
c 3 m
N_ Q) CD
L C>
Q1 L y
m
T3 -
Ec~
>L
cm m
NL
TQ)"
U ~
~ U
J ~
C
T o
v
0) :3
~ v
v H
fa
E E
Q) t Op
QO L -
C b7a m
~ a o
v F' ~
C 0 T
O E o
'o C C
C m
~ v a
m •p v
m
a o
w '°O T
_ c
o m E
.-oE
c o
V
v E °
V.
0a)`
m a
a c
v o
V V O
vTo30
V Y Q)
n O N
c 3 3
c
E a V
N m 7
r E °
C
o c
m c
C •O 7
O oa)E
E
E °
Q) O
F- m m
V
Q
O
C
Cd
G
CO
N
C
d
V
c
O
U
W
LL
0
O
N
0
T
C
O
U
m
C
)
d
L
N U
R .N U
H ay.
4) U)
C a > w N 3 Vs
3 Yul p
e o" 0 3
c d o a~,cy u) cn a c
Cl)
L 7 C
p O O 'y N W 'C co 0
_ n c
C d N y la x 7 0 R a) m V
r> cw°~-0H0 oca cn~
c 4)
tiaC~1~-Uci co
(6
ch U Qi
~ C L
o O1
U G
>
m ors o
uro~
30 0
as z
om
`v
av Chi
r.
h ~
cC C ~
o .v o
'13 O Q)
v o Z
O a a
Q) >
E _
.H V
O 3
O 04 (0 N It
LQ ~ O
Co lONO
N^ r-
0^)
ENO NO
00 M
O N O lO
ON OD
m~ M
o 0 0 0
0 0 0
O
U
I N N ID
W
d
co N
40
(pN 00 O) O
n O
_
N M O
O O
H
) N V V r-
M
V
Op
O N
co
d0' O
co
to
O M O) a N
N
c q 7 1-
(00 W
~
~
Qr-r-N
~Ln N
V
m
C
7
(A eA
e3 40
69 EA
'6 60
R
V1
y
>
N
m
`
t
.N.
r C O
y 0
O
~
r
O
>
am o
E
c
a)~
d
is
m
B
i
a
m
'
m
W
c
)
a
Km ~m
E
>
mdy
2
V
4
ca~'~
0
v
a)
)
(
O) N
i~
C-
0
p p L a)
.~'d
` N
0
C
M and
= O) O.
a)
n y
~
o. d
`
j C p 7 N
a)
N .
~
C
O N
-D U) E
O
C
'6 0
2m
.
v
wa
)E~
'
End
E
LL
~m.2 o
U
0 mco
2
~m
maE
c
c
d O C U a) >
°
Q1 N E C Q 0
Q)
> a) E 'c° C
C C C
(A O C
d a1 m m
C a
C E T
m'
to E
C (Q O) N N
N U ca w N
a) a) w
rno)m
LL
C 5 E C E
'
E N
m
_
> C N O N m
Q CM CO
c m
m N y a)
'
C c d
(D.c m
>
O) d N
m
al a)
C
> O
a) O O..
K CO 7 O
O C 5 :S
m
L L O
O
d p Q L >
0
X N
~c~0o
wa2u.i-
~Z) z0o S
o0
N
0:0
0-0 E
wo.Uti
C L
o m 3 N a
2:1.E mL
E m p 3 co
0
N
E 0 02
E C C C v7
C
i
a
M
a
O
m
d
L
0
W
t]
m E E m m
d U 'C 20 j
C w0 yOQ m =
N t
a) y 3
=
m mo ~ a).E > ~ (D
75 LU 3:
3 'E aci - m E o co p
M -
m m L 2Ol O L m m 0
L a) co U L O .N C E
p a) a) Y 0) o c ' E
tq 3° m~ W E o
(o m a) H 3 > Z 'c
U L _ m _ a) m (o 0
m N a) C O N L L d y C 'D m C m 3 0 3 N m E E vi CD o a`s
-0 L N m m D c tO O E ?i > O
(coo c=~ ° a)~'E W m ca a) C r 4_ m m a) m C _m 5 E U
75 V
EO L_ C O_ N D D E m N o -C
(o rn E `o a)
U U~ y _O m L m
N N C m a) a) m U N L C O .f0..
m O N .O.. N U S O C U 3~~ a)
N Ql C .C a) O US C C W C
tS(° °aciaEi76 0E-o~m
N C >
a) N .
U 0 U E 0 Od N i) 8 d. O y
O CD C
U
v <a _
O -
0 0
1
a E
C> m c"
S o
° a m
m a
0 N
0 m
N `O a)
0 m
C
d
C O 'C
D
C" 3
d a) >
U Q
E E N
0 O T
(D ° o
E
0 w
o
ca a E
~
E
c
O m
~
N
U
Q N
y a) a)
0 0 o
m E c
n c
0
m
c >
a o
t
E O
m
E E
0
a)
m
N o C~
a) C (CD N (CO
N O y
U a) O
m O a) C
C 0 C) U
M (D Co. ID
C U N m
i= -E a)
a) U r~ ~
O) a) N C
d> X
E O N
N
> N
O
O
n W a) d
cn E
O C
~ E D)
2
`O O a) 0
o m E'er
c. E m
O a) L U Vi
F- m a)
L m >
O O
D U in a
o
f z N 0 y
('M t U m
N
Q) a)
N o .S
L a ry
o) !P m 19~
c p_
y E c
O
Q U O
O
U O N
m c co
O N 2,
a° E o
CD L
E m 3
O = m O
O)
a) m c
m m v
N N
O > L
_ . 3
~o aa)) m
m O m
O
m C
a) O
L ~
O O) UO
-a
o 3
co N V7 a)
a)mm~
rn rn:9
a
°
m a"i
Z
0
cp O a) N
Q)
y 0
M
N O
c
N
m a N
c O
m 3 D
m
L O N L
L C
3
m
(°n U
o a
i .S
m C N
a)
3 C
E
a) ~ t
O u,
m o
~
m
m 0 .
m E
_ 0 3
o
o rnY
E C
a)
U U
'p 0)
`
O
a
C
O
N a) ,
w
J N
72
2m2 ~p
c
a
m
C L
N
O 2 75 E
O' o - C
3
-0 (_D
rnm
Y
o~
0
o
N O .~P L...
a) N
C O
d` L= o
Q m
XXI
,-TES
Department of Administrative Services
p
Dave Kanner, County Administrator
RrAA %A
1300 NW Wall St, Suite 200, Bend, OR 97701-1960
(5411388-6570 - Fax (541) 385-3202
www. co. deschutes. on us
March 22, 2011
TO: Board of Commissioners
FROM: Dave Kanner
RE: Cost-effectiveness of juvenile services
The Board last year asked for a report on the cost-effectiveness of services provided by
the County's Juvenile Department. It has taken a while, but that report, prepared by
Community Justice Director Ken Hales, is attached.
Measuring the cost-effectiveness of these services is extremely difficult at best. If the
goal of juvenile services is to reduce and prevent juvenile crime and to turn around the
lives of juveniles who are already engaged in criminal activity, then an argument can be
made that our Juvenile Department has been remarkably successful. Juvenile crime in
Deschutes County has declined dramatically over the last ten years; so much so that we
were able to shut down one detention pod last year. But is the work of the Juvenile
Department responsible for that decline, either in whole or in part? That's virtually
impossible to say. In fact, probably the only way to determine what impact crime
prevention and restitution programs have on juvenile crime would be to stop offering
them and see if juvenile crime increases. That's not a course I would recommend.
As Ken points out in his report, most of what we do in Juvenile is mandated by state law.
Those things we do that are not mandated are, for the most part, effective, evidence-based
practices. Ken will be at your March 30 work session to review this report with you and
answer any questions you might have about it.
Enhancing the Lives of Citizens by Delivering Quality Services in a Cost-Effective Manner
0
Deschutes County Department of Community Justice
J. Kenneth Hales, Director
Memorandum
To: Dave Kanner
From: J. Kenneth Hales
Date: March 17, 2011
Re: Juvenile Services Economies
Attached to this cover note is the requested report on the cost and value of Juvenile Department
services. I am available at your convenience to discuss this further.
633360 Britta Street, Building 2, Bend, OR 97701
Adult Parole & Probation 541.385.3246; Juvenile Community Justice 541.388.6671
Juvenile Services and Budget Analysis
March 17, 2011
This report provides information on the cost effectiveness of Deschutes County juvenile
department services. The report identifies services and programs that juvenile departments are
required to provide and compare certain service costs to the state average. The report will also
identify services and programs that the Deschutes County juvenile department and comparable
departments provide which the law does not require. The report shall, to the extent possible,
identify the value of permissive services to the community.
Statutory Requirements:
State statutes prescribe a broad range of duties for counties and county juvenile departments to
perform. County and juvenile department duties identified in statute include:1
1. County shall have a juvenile department
2. County shall if over 400,000 population, operate a detention center
3. Juvenile department shall investigate and report... youth brought before the court
4. Juvenile department shall be present in court
5. Juvenile department shall furnish information and assistance, as the court requires
6. Juvenile department shall take charge of kids before and after court hearing
7. Juvenile department shall report monthly to school administrators
8. Juvenile department shall disclose youth records if... subject to disclosure
9. Juvenile court or juvenile department shall expunction of a record
10. Juvenile department... (shall) administer court services2
11. Juvenile department may operate a detention center if less than 400.000 population
12. Juvenile department, to the extent possible, shall create opportunities for youth to pay
restitution and perform community service.
Either explicitly or by interpretation and historical practice juvenile departments are required to
provide a broad range of pre-adjudication services for the court for youth accused of delinquent
offenses3 and violations4. The law is clear on juvenile department responsibilities for adjudicated
delinquents and delinquents on formal accountability agreements. In this writer's opinion, the
law is vague and non-prescriptive as it relates to juvenile department duties with non-delinquent
youth and youth who are not brought before the court.
Comparable Counties:
To get an idea of what typical or unique juvenile services are we compared the Deschutes
County juvenile department to Jackson, Linn, and Douglas County juvenile departments because
these counties are most similar to Deschutes County.
I ORS 3.260, 419A.010 et al, 419B.550 et al
2 Statutory language infers juvenile department responsibility for court services. Court services is defined as services
and facilities relating to intake screening, juvenile detention, shelter care, investigations, study and
recommendations on disposition of cases, probation on matters within the jurisdiction of the court... family
counseling, conciliation in domestic relations, group homes, and psychological or psychiatric or medical
consultation and services provided at the request of or under the direction of the court.
3 Delinquent offenses are acts that if committed by an adult would be a misdemeanor or felony crime.
4 Violations are status offenses because they apply only to youth. This includes but is not limited to minor in
possession of alcohol, possession of tobacco, curfew violations, and truancy.
Illustration 1 County Demographics
30,000
25,000
20,000
15,000 ■ Juv Population
10,000 ■ Per Capita Income
5,000
0
Jackson Deschutes Linn Douglas
Juvenile. Deparrttment Services:
All counties provide, either directly or through contract, the required basic court services. These
are:
• Records expunctions
• Intakes
• Making court reports and appearing in court hearings with suspected delinquents and
violators
• Providing or facilitating the provision of mental health and drug and alcohol evaluations6
In addition, a department's responsibilities to assist the court in deciding cases the counties are
also required to provide field services supervision.
As used in this report, field services includes supervising delinquents on court ordered probation,
supervising youth awaiting court disposition, and supervising youth on formal accountability
agreements in lieu of prosecution.
Illustration 2: Average Number of Youth on Field Service Supervision
600
500
400
300 ■ Field Services ADP
200 ■ Probation ADP
100
0
Jackson Deschutes Linn Douglas
s The term "intake" as used here refers to a set of activities stemming from what happens with
new police reports or citations. Intake involves the review of all new citations and police reports
and deciding what happens. The action may be referring youth and parents to community based
services; the case may be forwarded to the assistant district attorney for prosecution; or the case
may be placed on diversion from prosecution supervision with the department.
° Although the law does not specifically identify juvenile department responsibility for providing
mental health and drug and alcohol evaluations and emancipation counseling, all juvenile
departments provided these services. The services could be inferred as part of the juvenile
department's responsibility to provide other information and services to the court.
The law does not specify that juvenile departments supervise youth accused of or prosecuted for
violations. However, of the counties surveyed all but Jackson County provide some form of
violator supervision.
All counties in the comparison group operate juvenile detention facilities. Douglas and Jackson
Counties also operate a shelter.
Illustration 3: Detention and Shelter Facility Capacity and Average Daily Population
50
40 ■ Detention ADP
30
■ Detention Capacity
20 ■ Shelter ADP
10
■ Shelter Capacity
0
Jackson Deschutes Linn Douglas
Table 1 lists the most common permissive services provided by the detention centers in the
comparison counties.
Table 1
Detention Services
Jackson
Deschutes
Linn
Douglas
Mental health crisis / counseling
N
Y
Y
Y
Cognitive skill building
Y
Y
Y
Y
30-Day program
N
Y
Y
Y
Alcohol and drug treatment
N
N
N
Y
In addition to the required functions and services commonly understood to be juvenile
department duties, there is a host of other restorative, prevention, or treatment services that
counties provide. Table 2 lists the permissive services provided by each county.
Table 2
Other Programs & Services
Jackson
Deschutes
Linn
Douglas
Community Service Crew
N
Y
Y
Y
Community Service non-crew
y
Y
N
N
Victim Advocacy
N
Y
Y
Y
Victim Offender Mediation
y
Y
N
N
Girls or Boys Circle
y
Y
Y
Y
Teen Court
N
Y
N
Y
Community Accountability Court
N
Y
N
N
FFT/Other Family Therapy
CONTRACT
Y
N
N
Cognitive Skills in - Community
Y
Y
Y
Y
Family skill building/intervention
CONTRACT
Y
Y
Y
Sexual Offender Treatment
CONTRACT
N
Y
Y
Cost Value Analysis:
A thorough discussion of the cost and value of required juvenile department services like basic
criminal justice services is extremely complex and beyond the scope of this report and mute in
the sense that we cannot chose not to perform those services. Some activities like intake, court
appearances, court reports, emancipations, expunctions have expense but do not have a public
safety value. The direct services the activities performed directly with juveniles have a public
safety value related to expense and the value can be positive or negative. For example, research
has proven that there is a cost avoidance value to probation and diversion supervision if
probation is provided in lieu incarceration and if diversion is provided in lieu of prosecution.
The cost value is not derived from reduced recidivism, but from providing accountability less
expensively without increased risk to public safety. Research indicates there is a positive impact
on public safety through reduced recidivism if high-risk offenders receive both supervision and
treatment. Research also indicates that intensive correctional supervision or incarceration when
applied to low risk offenders have a negative value because it waste of resources without an
increase in public safety and can increase, not decrease recidivism. Therefore, as it relates to
required services, the challenge is to provide them in the correct way to the correct juveniles.
The consideration is different with permissive services. These we can choose not to do.
Community impact and cost avoidance research is available on some permissive services
provided by Deschutes County and other counties. See Table 3. What we learn from this is that
all the permissive community based services we provide are researched based except supervising
violators.
Although there is strong sentiment among some community partners that the juvenile department
should be involved with non-delinquent youth, there is no research supporting a criminal justice
value for supervising youth for status offenses' or violations.
Table 3
Program or Service
Effective in
reducing
recidivism and or
victimization*
Effective in
promoting
community
and or
victim
benefits*
Ave #
Clients
(Annual)
Unit Cost
Cost
Avoidance
(Victims +
System)*
Violation supervision
200
$ 98
U/K
Community Service Crew
X
100
$ 15
U/K
Victim Advocacy
X
200
$ 84
U/K
Victim Offender Mediation
X
X
10
$ 168
U/K
Teen Court
X
X
36
$ 1,111
$ 16,908
Community Accountability
X
12
$ 1,667
U/K
FFT/Other Family Therapy
X
85
$ 3,500
$ 52,156
Sexual Offender Treatment
X
$30,0001
$ 57,504
*Based on 2009 Washington Institute Public Policy and 2010 OJDDP Research / Summaries of
EBP/Model Programs
7 Status offenses are offenses that are not crime for adults such as minor in possession of alcohol.
All other programs listed have been proved to reduce recidivism or victimization and/or provide
benefit to the community or victims. Research indicates that family therapy and sex offender
treatment provide the highest cost avoidance value.
Comparison of cost data between counties and programs is notoriously unreliable. Nevertheless,
the information available to us is that the cost to house a youth in the Deschutes County juvenile
detention center is $253 a day and to incarcerate a youth in an Oregon Youth Authority juvenile
correctional facility is $219 a day. The average cost per day for juveniles on Deschutes County
field service supervision is $13 a day; the average for all Oregon counties is $10 per day and for
the Oregon Youth Authority it is $18 a day.
Illustration 4 Cost Comparisons
0 1 2 3 4 5
$30,000 $400 ■ Juv Population
$25,000 $350
$300 ■ Per Capita Income
$20,000 A $250
$15,000 $200
$10,000 $150 M Juvenile Department Budget (x
$100 1,000)
$5,000
$50 i Per Capita Expenditure*
Jackson Deschutes Linn Douglas
*Per capita expenditures based on county juvenile population. Deschutes County Juvenile
Department budget based on current year projected expenditures and does not include
contingency.
As displayed in illustration 4 Deschutes County has the highest and Jackson County has the
lowest per capita expenditure rate of the comparison counties. This can be explained in part by
the higher salaries paid to Deschutes County juvenile division employees. Jackson County
juvenile probations officers and level I juvenile detention staff are compensated at 19% and 27%
less respectively. In addition, Jackson County has the highest percent of their field service
population on diversion supervision. The cost of diversion should be less than the cost of
probation because it is less intensive and of shorter duration. Lastly, Jackson County does not do
victim advocacy or supervise a community service crew.
Of the permissive programs or services provided by Deschutes County, Functional Family
Therapy and the juvenile community service crew are the most costly. However, I do not
recommend reducing the investment in these two programs. Functional Family Therapy has a
very high cost avoidance value and non-county general funds revenues cover much of its
expenses. The juvenile community service crew has evolved into the juvenile and adult
community service crew. It is the department's most visible restorative justice program, and is of
considerable value to the community. Additionally, although supervising a community service
crew is not specifically required, it is our way to meet the statutory requirement to create
opportunities for youth to fulfill their community service obligations. The cost of the other
permissive services listed in Table 3 is indirect in that these services are provided by juvenile
probation staff in addition to their primary duties to provide court and probation services.
Conclusions:
Significant further economies cannot be derived from the cost of detention operations without
closing another living unit, which may result in insufficient capacity to serve current and near
future demand. However, anticipated changes in Oregon Youth Authority incarceration practices
and diversion grant policy resulting may create opportunities to fill some unoccupied capacity in
the detention center and increase out of county revenue. Occupancy rates and revenue trends
shall be examined again prior to finalizing the FY 2013 budget.
Since FY 2007, the number of FTE assigned to juvenile field services is unchanged whereas the
number of youth under supervision has declined by approximately 30%. Unless there is a
significant change in service demand as a result of changes in Oregon juvenile correctional
policy or other factors unknown at this time, a reduction in the number of juvenile probation
officer positions filled may be warranted in FY 2013.