2016-209-Minutes for Meeting May 16,2016 Recorded 6/3/2016DESCHUTES
NANCY BLANKENSHIP,FCOUNTY CLERKS �J 2016.209
COMMISSIONERS' JOURNAL 0610312015 02:30:25 PM
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2016-209
For Recording Stamp Only
Deschutes County Board of Commissioners
1300 NW Wall St., Bend, OR 97701-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.or2
MINUTES OF WORK SESSION
DESCHUTES COUNTY BOARD OF COMMISSIONERS
WEDNESDAY, MAY 16, 2016
Present were Commissioners Alan Unger, Tammy Baney and Anthony DeBone.
Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy
County Administrator; and Dave Doyle, County Counsel. Attending for a portion
of the meeting were Judith Ure, Administration; Jane Smilie and DeAnn Carr,
Health Services; Dan Depotopulos, Fair & Expo; Joe Sadony, Information
Technology; Ken Hales, Community Justice; Whitney Hale, Communications; and
other citizens including media representative Ted Shorack of The Bulletin.
Chair Unger opened the meeting at 1:30 p.m.
1. Approval of Applications: Certified Community Behavioral Health Clinic
Grant and Mental Health/Law Enforcement Grant.
Jane Smilie and DeAnn Carr provided an overview of the grant applications.
Ms. Carr said the collaborative program is with the Bend Police Department
and Behavioral Health to address situations when someone is having a
substance abuse or mental problem. It involves an in-kind match that is being
met through staff time. The first few months involve the planning process.
They will recruit for a specialist for this position, since it is a crisis positon and
co -responders are required to have the appropriate skillset, and the Police
Department is going to help with the selection.
Minutes of Board of Commissioners' Work Session
Monday, May 16, 2016 Page 1 of 9
Ms. Smilie added that Bend Police Department reached out to them; and they
do not want to remove someone from the current crisis team for this work.
Ms. Carr said that they will be tracking the impacts of having this position in
the field, and the person will report to the County. It could result in fewer
emergency room or jail impacts. In other locations in Oregon, they have seen
strong outcomes.
Tom Anderson stated that there will be a lot of planning, and asked if there is a
threshold as to when the person would be active in the field. Ms. Carr replied
that law enforcement would help determine this. Ms. Smilie said the idea is to
be there right away before a situation worsens.
Erik Kropp asked if it is set up like the crisis team. Ms. Carr stated it is one
person who may not always be available, so the team can respond if necessary.
It is a federal grant, competitive and not administered through the State. The
County will be fiscally responsible. The Bend Police Department will provide
office space. Chair Unger asked about the risk factor. Ms. Carr said there
would be a Health Services supervisor in this co -location situation. Other
agencies have provided a model for this type of work. Ms. Smilie added that
Health Services already has cooperative agreements with the various agencies.
BANEY: Move approval.
DEBONE: Second.
VOTE: BANEY: Yes.
DEBONE: Yes.
UNGER: Chair votes yes.
The second request is to submit an application to the Oregon Health Authority
to become a Certified Community Based Health Clinic. The application is due
in May but will not be activated until 2017. (Ms. Carr referred to a memo,
attached for reference.)
She feels it is the direction that mental health services is going; coordinating
care and helping people navigate what is a very complex system.
Commissioner Baney asked if it would involve increased staffing or a different
payment methodology. Ms. Carr replied that the process begins with the
application, and the State does a site review and then a needs assessment.
Minutes of Board of Commissioners' Work Session Monday, May 16, 2016 Page 2 of 9
Based on this information, they will determine if a specialized service provider
is needed, whether to bring in a physician or have one on staff. They have to be
very good on the revenue side skill sets. What they build will need to support
moving forward successfully.
Commissioner Baney asked if they hope to have primary care integrate with the
County. Ms. Carr responded that the more seriously ill mental health patients
who are struggling would be addressed; the hope is to replicate successes. This
is not meant to provide for physical health 100%, but to have it as an option if it
would help these patients to be more successful.
Ms. Smilie added that there are several more steps if Oregon and Deschutes
County are chosen.
Mr. Anderson said that it is already a complicated process, and they need the
right skillset to keep everything tracked as it should be. Some of this is new
and there can be problems with having federal money coming through the State.
Ms. Carr noted that significant time would be spent this summer doing this
analysis, as it needs to be very accurate.
DEBONE: Move approval.
BANEY: Second.
VOTE: DEBONE: Yes.
BANEY: Yes.
UNGER: Chair votes yes.
2. 3rd Quarter Performance Measurements.
Judith Ure referred to the printed material she provided to the Board. Health
Services was addressed first. 'Healthy People' was the goal. (Ms. Smilie
provided booklets regarding the regional health improvement plan.) The
assessment provides information on the health of central Oregonians, and
compares this data to the State and country. The other is a plan to address
priorities gleaned from the assessment.
She spoke about providing leadership based on this plan. They moved from the
assessment to the prioritization level, with community conversations. They
were in La Pine, Redmond, and Bend; provided with the local health councils as
well; and those on the operations side of the Central Oregon Health Council.
Minutes of Board of Commissioners' Work Session
Monday, May 16, 2016 Page 3 of 9
Various conditions were examined in a variety of ways. There are six priorities
for which goals and strategies were developed. They are now at the point
where the COHC has revenue and can begin to fund some of this. They are
doing programs with match funds to address the various conditions within the
community, and are working on a project to manage OHP patient issues as well.
This is an important foundational piece and involved a lot of staff time.
This is part of a four-year cycle and they are now at the implementing part of it.
There is a mandate for all providers to address these issues, and they are closely
aligned in this area on a regional level to make the work more effective.
Commissioner Baney stated that the work on this plan would not have
happened without the help of Ms. Smilie and a lot of experienced leadership.
Ken Hales and Sonja Littledeer-Evans spoke about the reduction in recidivism.
They are focusing on a couple of measures, including how quickly they process
juveniles and adjusting to changes in the law and community needs. They have
talked about this before, with a big change in intake and early assessment.
They had targeted doing this within ten days, 80% of the time. However, they
have been able to do this about 11% of the time, and one-third in 21 days, and
so on. One thing they value is to encourage staff to be empowered to make
mistakes; seek to achieve much but not to be afraid if they do not make it.
Ms. Littledeer-Evans explained that in June of last year this was rolled out.
They had never done an intake/assessment on the front end before, so the
timing was an educated guess. The moving parts were to get a coordinator,
determine probably cause, and do intake or assessment. They obviously were
shooting too high. Allowing two days for an intake coordinator was asking too
much, since one person has to do hundreds, and they have to work with the
D.A.'s workload.
About 60% of the cases they bring in are medium to high risk. Getting them in
within five working days was too difficult. They should be shooting for 30
days. Families rescheduled or did not show up. The assessors are booked up
and having to work in the parameters of the school day does not leave a lot of
time.
A part of the reorganization is to adjust this process. They had to change the
number of days, but now they have a baseline now to compare.
Minutes of Board of Commissioners' Work Session Monday, May 16, 2016 Page 4 of 9
Commissioner Baney asked if other departments in Oregon are doing the same
thing. Mr. Hales replied that he is not aware of any others who try to do an up-
front assessment. They allow the type of crime to drive the assessment, and
wait for a petition. Ms. Littledeer-Evans added that there might be a handful
who have tried this, but she does not know if they track how long it takes.
Commissioner Baney stated that in the health care side, they have to deal with
non-traditional hours. It is hard to do this. She asked if they are looking at
ways to use non-traditional hours to deal with this. Mr. Hales replied that they
did not talk about this yet but it would be good to take it into account. They
have this arrangement for functional family therapy.
Ms. Littledeer-Evans said that once the intake coordinator determines the
situation, they only have two assessors, and they both have tight schedules.
Some may work earlier or later to accommodate the families.
Mr. Hales stated that Measure 6 and 8 relate to measuring sanctioned offenders,
and those who have sanctioned an alternative to jail. A violator needs to be
held accountable, and if they are a threat to public safety, a jail sanction is
appropriate. The Parole Officers are empowered to put them in jail for up to 14
days. So many sanctioned units built into a case, making them able to interview
without involving the courts.
If someone violates a condition but is not a threat, they will seek alternative
sanctions such as community service or electronic monitoring. These measures
are for both sides of a behavior. This is not a target, but reflects a trend in
practice. The value is not the numbers; it is the change. If the number gets
higher, it means something is different. If all things are the same, the best
practice is to drift towards more informal and less sanctioned actions.
They have tried to do shorter sanctions but found some longer ones are needed.
Best practices is if you put someone in j ail for a shorter time, there would be the
same rehab impact. Unless the person needs to be incapacitated, they want to
reduce the number of days.
When he adds this up, they are about on par in both categories. This could be
driven by a few extra Parole Officers dealing with more violators. This is a
process measure but not an outcome measure. The State does detailed reports,
and identifies the percentage of persons released over a multi-year period. This
has to do with groups in each category. There is other information from the
State showing below and above State standards.
Minutes of Board of Commissioners' Work Session
Monday, May 16, 2016 Page 5 of 9
Nick Lelack explained their work on the non -resource lands redesignation
program with the State, which is summarized under the status update. A text
amendment would be needed to allow this change, from agricultural to rural
residential or other. This is a valid process. The Planning Commission voted
heavily against this, but may be looking for this to be a complex process.
The question is, what is an agriculture exempt building. They reached out to
other counties. For the most part, officially it rests with the building official,
who refers to planning to determine what is a farm. It used to be for farm tax
deferral land, but some counties require this be in the EFU zone. This will
come to the Board later. There is a deferral on MUA and some in the Forest
zone. It has to be an ag exempt building, rather than an accessory building,
which are found in hobby farms.
Mr. Anderson noted that they can still run afoul of this, if the building is used
for something other than agriculture. Mr. Lelack stated that Crook County
requires the land to be EFU, tax exempt and an 80 -acre minimum.
The next piece is Haner Park, relating to reducing the setbacks. The
homeowners' association supports this, and there is unanimous support from the
Planning Commission. There was little public interest in this from the public.
It will make the comprehensive plan consistent with practice.
Non -resource lands has been on the work plan for a long time. The State needs
to decide if there is enough demand to put in rulemaking.
Chair Unger said that resource lands moved into non -resource, but then they
allow houses to be built. He is not sure if this is right. Mr. Lelack stated that an
important part of LCDC's ruling, if land does not need to be protected for
farming or forestry, then what. Maybe if it is not EFU, it should be some other
mix of uses. This would provide more local control. DLCD kicked this off but
it will be a year before they decide even to proceed.
The next item involves interjurisdictional program, like working with Sisters,
who is giving their building program back to the State so the County will end
up with it. He is working on an IGA with them regarding SDC's collected and
turned in to Sisters. This would eliminate a planning fee there, but the County
would collect it and give it back to them. Also, there would be an MOU for
permit tech services and other services. This should work out well as it works
well with La Pine and Redmond as a one-stop shop.
Minutes of Board of Commissioners' Work Session Monday, May 16, 2016 Page 6 of 9
Goal 11 is now before LUBA, and the Department of Justice may intervene on
part of it. Mr. Doyle said there are three assignments of error, of which the
County has to address two.
Dan Despotopulos discussed customer satisfaction regarding various issues.
They do surveys after every event, and they have been good or above on every
category including third party catering. They took over concessions and
catering in house and it has been very successful. All eleven FTE's do a great
job. The last citizen survey countywide ranked it the #1 department.
Key to this is using over 200 temporary employees over a year, and all get good
marks. They have mostly the same staff for years, although they replaced four
a year ago and are still getting good marks. This starts with others in the
County being supportive. There is positive energy all around.
They have had challenges with the grounds and the weather. They don't want
to have to shut down any lots. After the fair is over, they will grind out the
grass areas and see what happens. They are also looking at various products to
help with this. Some of this might have to be put into asphalt eventually.
Commissioner Baney asked if they are using different measurements. Mr.
Despotopulos indicated that they have other goals and objectives, but always
have to keep customer service at the top.
Joe Sadony spoke about publishing Board meeting info. This was an objective
when they converted to the newest website. Some things are a little hard to find
unless you go to the calendar. He would like it to be more user-friendly. He
spent most of this year working with the current vendor who provides video
streaming, etc. with their portal, and the website page. They are trying to make
things happen, but it hasn't. At some point in the past couple of months, he
started looking for other solutions.
Acela, who provides software for CDD, demonstrated products to
Administration staff. This involves more than just publishing on the website.
He hopes to add some efficiency to the agenda development process. The goal
is for a portal for agendas and minutes, along with the video, in one spot, and
engage the citizens in the process.
Minutes of Board of Commissioners' Work Session Monday, May 16, 2016 Page 7 of 9
Mr. Kropp said that they are adding a package in the budget for agenda
management. There will be a necessity for changes in business practices. It is a
template now, but they want to change the flow to make it more automated and
easier to tie in with the video.
Mr. Sadony indicated that the current vendor could do this, but it has been
frustrating.
Commissioner Baney said that finding Deschutes County's site from a phone is
difficult. She asked if they will revise the web presence to make this easier, and
to make the Board more prominent. Mr. Sadony said that they can potentially
redesign this with the public information officer. It is likely that this won't
happen until the first quarter of 2017.
Commissioner DeBone asked if they are paying for outside services. Mr.
Sadony replied that it will be more expensive either way.
David Doyle said that a goal for County Counsel was to have more interaction
with departments. He has directed staff to go to the departments to discuss
issues. Many of the department heads are more comfortable doing that in their
own offices. They are getting much better at receiving feedback and
understanding how the departments operate.
Chair Unger stated that this could make a huge difference and ultimately may
result in fewer risk situations.
3. Other Items.
None were offered.
4. Adjourn.
Being no further discussion, the meeting was adjourned at 3:00 p.m.
Minutes of Board of Commissioners' Work Session Monday, May 16, 2016 Page 8 of 9
Mr. Kropp said that they are adding a package in the budget for agenda
management. There will be a necessity for changes in business practices. It is a
template now, but they want to change the flow to make it more automated and
easier to tie in with the video.
Mr. Sadony indicated that the current vendor could do this, but it has been
frustrating.
Commissioner Baney said that finding Deschutes County's site from a phone is
difficult. She asked if they will revise the web presence to make this easier, and
to make the Board more prominent. Mr. Sadony said that they can potentially
redesign this with the public information officer. It is likely that this won't
happen until the first quarter of 2017.
Commissioner DeBone asked if they are paying for outside services. Mr.
Sadony replied that it will be more expensive either way.
David Doyle said that a goal for County Counsel was to have more interaction
with departments. He has directed staff to go to the departments to discuss
issues. Many of the department heads are more comfortable doing that in their
own offices. They are getting much better at receiving feedback and
understanding how the departments operate.
Chair Unger stated that this could make a huge difference and ultimately may
result in fewer risk situations.
3. Other Items.
None were offered.
4. Adjourn.
Being no further discussion, the meeting was adjourned at 3:00 p.m., at which
time the Board went into executive session under real property negotiations.
Minutes of Board of Commissioners' Work Session Monday, May 16, 2016 Page 8 of 9
APPROVED this 1 Day of
Deschutes County Board of Commissioners.
ATTEST:
‘111,„
Recording Secretary
aiam_
Alan Unger, Chair
1/6zt /
Tammy Baney,
2016 for the
e Chair
Anthony DeBone, Commissioner
Minutes of Board of Commissioners' Work Session Monday, May 16, 2016 Page 9 of 9
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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
AGENDA REOUEST & STAFF REPORT
For Board Work Session of May 16, 2016
DATE: May 12, 2016.
FROM: DeAnn Carr.
Behavioral Health Phone: 541-322-7633
TITLE OF AGENDA ITEM:
Consideration of Board approval for DCHS grant application Justice and Mental Health Collaboration
program .
PUBLIC HEARING ON THIS DATE? NO. .
BACKGROUND AND POLICY IMPLICATIONS:
The US Department of Justice has issued a grant to expand services to individuals involved with law
enforcement. Priority is considered for partnerships with law enforcement and behavioral health
programs serving individuals with mental health disorders.
Deschutes County Health Services, as the lead agency, in collaboration with the Bend Police
Department is requesting $250,000 via this grant application for the purpose of embedding a new
DCHS crisis team clinician who will be assigned to Bend Police Department (PD) — Community
Response Team (CRT). This will create a co -responder team which will focus on improving
community response in the event of a mental health or co-occuring substance use disorder emergency
with the goal of achieving the best and most expedient outcome(s) in crisis situations.
Outcomes will include enhanced partnership with Bend Police Department, the increase the abiility of
individuals with mental healht and co-occurring substance use disorder challenges to successffully
interact with law enforcement; decrease arrests and incarcerations.
FISCAL IMPLICATIONS:
$250,000 over three years in new funding. Monies will cover a BHS II position for 2.25 years who will
be hired 9 months into the grant period. Per the RFP, the initial year of the grant will be used for the
purposes of planning. This will be done with existing staff which will help us meet in-kind match
requirements associated with the grant.
RECOMMENDATION & ACTION REOUESTED:
Complete as appropriate.
ATTENDANCE: DeAnn Carr and Jane Smilie.
DISTRIBUTION OF DOCUMENTS:
Tom Anderson, Board of County Commissioners.
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To: Board of County Commissioners
From: DeAnn Carr, Behavioral Health Deputy Director—Health Services
Date: May 16, 2016
Subj: Submission of Certified Community Behavioral Health Clinic Application
Request:
Deschutes County Health Services (DCHS) requests authorization from the Board of County Commissioners to
submit an application, by May 25, 2016, to the Oregon Health Authority to become a Certified Community
Based Health Clinic (CCBHC).
Overview of Request:
Certified Community Behavioral Health Clinics (CCBHCs) are designed to provide a comprehensive range of
mental health and substance use disorder services, particularly to vulnerable individuals with the most complex
needs. As part of the Excellence in Mental Health Act, 24 States are currently participating in CCBHC planning
grants from the Federal government. In October 2016, these States will submit applications to become one of
eight States to participate in the two year CCBHC demonstration pilot. Oregon is considered to be a strong
candidate for this.
As part of Oregon's preparation process potential CCBHC candidates from around the State will be submitting
applications, by May 25, 2016, in order to be considered for the demonstration pilot. Once the application is
submitted:
• The Oregon Health Authority will conduct a Site Review
• The candidate will conduct a Needs Assessment, identify high priority system gaps, revise programs
clinical design as needed, conduct a cost study, and work with key partners towards implementation of
the new model.
DCHS believes that becoming a CCBHC will be beneficial to the Department and subsequently the communities
we serve. Examples of these benefits include:
• As a CCBHC, DCHS would receive additional funds (Prospective Payment System: PPS) to support
community based services delivered to Deschutes county residents.
• The CCBHC model would increase integration of physical health into behavioral health settings. This
model has already proven highly effective in the Harriman Health Clinic.
• The CCBHC model includes increased integration with Veterans services.
• The CCBHC also includes increase support for coordination of care in order to increase positive
outcomes for individuals served
710 NW WALL STREET
PO Box 431
BEND, OR 97709
541-388-5505 TEL
Relay Users Dial 7-1-1
541-385-6676 fax
bendoreg on.gov
MAYOR
Jim Clinton
MAYOR PRO TEM
Sally Russell
CITY COUNCILOR
Nathan Boddie
Barb Campbell
Victor Chudowsky
Doug Knight
Casey Roats
CITY MANAGER
Eric King
CITY OF BEND
May 10, 2016
Board of County Commissioners
Deschutes County
1300 NW Wall St. #200
Bend, OR. 97701
Re: Planning and Implementation Grant
To whom it may concern:
The Bend Police Department is pleased to provide a Letter of Endorsement in
support of Deschutes County Health Services' (DCHS) application for the Justice
and Mental Health Collaboration program. These funds will be used to create a
DCHS and Bend Police Department co -responder team to provide services to
individuals in a mental health crisis.
The co -responder team will focus on improving community response in the event
of a mental health/substance use disorder emergency with the goal of achieving
the best and most expedient outcome(s) in crisis situations. It will improve the
service continuum and will significantly impact the care available to individuals
struggling with the effects of mental illness. Funding for this proposal will also:
• Increase cooperation among St. Charles Medical Center, local law
enforcement, mental health professionals and other community providers;
• Increase the number of individuals enrolled in mental health services who
are/have been involved with law enforcement; and
• Provide linkages, to individuals diagnosed with mental illness, to appropriate
services within the community (e.g. mental health treatment, public benefits,
housing, etc.).
The Bend Police Department is committed to providing excellent services to our
community members. We are in full support of this effort to expand and improve
the current service delivery system and, if funding is awarded, are committed to
working in a collaborative manner with DCHB to achieve this goal.
Sincere)
Chief Jiorter
Bend P. ce Department
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Deschutes County
Department Performance Measurements
FY 2015-16 — First Quarter
All Department Responses
9-1-1 SERVICE DISTRICT
Safe Communities/Obiective #3
• 95% of all 9-1-1 calls will be answered within 5 seconds: Q1 93.5%, Q2 93.5%, Q3 92.5%
• 99% of all 9-1-1 calls will be answered within 10 seconds: Q1 99.7%, Q2 99.8%, Q3 99.8%
• Calls will be referred to dispatch in 12 seconds or less: Q1 7 sec, Q2 6 sec, Q3 9 sec
Safe Communities/Obiective #4
• Determine the District's intermediate and long term operational and capital needs including
planning, construction, maintenance and oversight of a countywide, multi -jurisdictional, multi-
disciplinary communications system: Completed.
• Concurrently develop partnerships and a governance agreement for the replacement communications
system: 1) Now that the inter -governmental agreement with the state has been executed for the radio
system partnership, staff is talking with other public agencies about joining the system. 2) The 9-1-1
User Board will oversee the new radio system and a Project Review Team (PRT) of user agency
operational personnel is meeting with staff every month. The PRT provides input on system design,
configuration options, channel mapping and operational decisions.
• Obtain voter approval for permanent funding for the District which supports its ongoing operations
and long-term capital needs, including a county -wide communications system: Pending for May 17,
2016.
• All vacant line positions will be staffed with fully trained Telecommunicators by the end of calendar
year 2015 and the training program success rate for new hires will be 75% or higher: Due to a lower
than expected trainee retention rate, this goal was not met and is now a goal for 2016.
ADMINISTRATIVE SERVICES
Duality Service Delivery/Obiective #1
• The County continues to engage citizens through a variety of new forums and venues: 1) Meetings:
During Q3, the BOCC held meetings and hearings in alternative community locations (Redmond). 2)
Other: We also expanded our reach by beginning to actively use the NextDoor, a neighborhood -
based social media platform. 3) Twitter: We continue to grow our presence on Twitter and are
working to incorporate a new focus on images and video. During Q3, we shared 51 tweets from the
main Deschutes County Twitter account (@DeschutesCounty). These posts resulted in 26,901
impressions (number of times users saw a tweet). Additionally, during Q3, the @DeschutesCounty
account added 201 new followers. 4) Facebook: On Facebook, we shared 41 posts on the main
Deschutes County Facebook page. On the Deschutes County 9-1-1 page, a Facebook post
highlighting the ongoing recruitment for 9-1-1 dispatchers reached 31,186 people. It was like by 178
people, was shared 151 times and received 70 comments.
Quality Service Delivery/Objective #2
• Internal audit report rating of overall quality as compared to national average for association of local
government auditors: Target 90% /Actual 90%.
• Internal Audit recommendation acceptance rate compared to the national average for local
government auditors: Target 90% / Actual 100%.
Quality Service Delivery/Obiective #4
• Partner with organizations that stimulate economic vitality: Value of economic development loans
made: Target $100,000 —Q3 $28,000 (Zamp Solar) / YTD $170,000 & a total of 106 new jobs
committed.
ASSESSOR'S OFFICE
Quality Service Deliverv/Obiective #4
• Written approval by the Department of Revenue for the Assessor's Certified Ratio Study:
The ratio study isn't completed and submitted until May.
• Percentage of tax statements mailed by October 25th: 100% completed.
• Written certification from the Department of Revenue approving the County Assessment
Function Assistance (CAFFA) program: This was received and approved for FY15/16 in
June of 2015. The grant application for FY16/17 will be completed and submitted by May
1, 2016.
CLERK'S OFFICE
Quality Service Deliverv/Obiective #4
• Complete verification of real property index within 3 days of the date of recording: Target 95% /
Actual 100%.
• Percentage of County Records Center file requests completed within 24 hours: Target 99% or better
/ Actual 100%.
• Percentage of customers who rate the level of service as good or excellent: Actual 100%.
• Election personnel cost comparison per 1,000 ballots tallied for countywide elections: Not available
until Q4.
COMMUNITY DEVELOPMENT
Safe Communities/Obiective #5
• Adopt amendments to County Code regulating recreational marijuana in compliance with State
regulations: The Board of County Commissioners appointed 13 residents to a Marijuana Advisory
Committee. The group will provide recommendations to the Commissioners on medical and
recreational marijuana land use regulations in unincorporated Deschutes County by April 15. Staff
will present a 90 -day check-in on the MAC's work on March 21 to the Board, and then conduct a
work session with the Board on April 27 to present the final recommendations and discuss next
steps.
Resilient Economv/Obiective #2
• Coordinate with the City of Bend to adopt the Bend Airport Master Plan Update into the County's
Comprehensive Plan and zoning code to promote economic sustainability and growth at the Airport:
In January, a plan amendment was initiated by the City of Bend to formally update the Airport
Master Plan. A public hearing is scheduled for March 29, but will be re -noticed and continued to a
future date due to modifications to the application.
• Coordinate with the City of Redmond to amend its Urban Growth Boundary (UGB) for a large -lot
industrial site and future Fairgrounds expansion: The City of Redmond anticipates initiating two
UGB amendment applications next fiscal year.
Resilient Economv/Obiective #3
• Administer a 3 -year US EPA Brownfields Assessment grant with the Cities of Bend, La Pine,
Sisters, and Redmond to identify contaminated commercial sites and plan for redevelopment:
Remaining grant funding for an Environmental Site Assessment is being targeted to the Bend Park
and Recreation District to address sedimentation at Mirror Pond. The project is on target for
completion in summer 2016.
• Advocate for the Land Conservation and Development Commission (LCDC) to develop and adopt
OARs to implement The Big Look Law (HB2229), and participate in the rulemaking process. Upon
rule adoption, coordinate with the Department of Land Conservation and Development (DLCD) to
develop a work plan to implement the law and accurately designate resource and non -resource lands
in rural Deschutes County: On May 6, the Board submitted a letter to Director Rue respectfully
requesting rulemaking for HB 2229. The Board reiterated its interest in this issue to the Legislature
in a letter addressing marijuana regulations on January 29, 2016. Also in January, staff initiated three
amendments to County code: 1) Text amendment to Comprehensive Plan, Chapter 2, Section 2.2 and
Chapter 3, Section 3.3, recognizing non -resource lands process allowed under State law to change
EFU zoning; 2) Text amendment to zoning code providing a definition of agricultural -exempt
buildings; and, 3) Reducing setbacks in the Forest 2 Zone, explicitly for Haner Park Subdivision.
The Planning Commission conducted a public hearing on March 10, and recommended Board
approve items 2) and 3) above, and will complete its deliberations on 1) on March 24.
Resilient Economv/Obiective #4
• Coordinate with the Sunriver Owners Association (SROA) on a solution to conflicts between traffic
on Spring River Road and those seeking to launch boats or float on the Deschutes River from Harper
Bridge: CDD, Administration, and Road Dept. staff continue to meet with SROA, Sunriver Resort,
and Crosswater representatives on solution to provide off-street parking on the SROA and
Crosswater sides of Century Drive in lieu of the installed rumble strips.
Resilient Economv/Objective #5
• Maintain one-stop development services shops in the La Pine and Sisters' city halls, and coordinate
with the City of Redmond to establish a one-stop development services shop at Evergreen in fall
2016: The Building Safety Division is in the process of amending the expired Intergovernmental
Agreement (IGA) for Building Official Services with the City of Sisters. The amended IGA is
expected to be discussed at the Joint BOCC/Sisters City Council meeting on Thursday, April 7.
Continue to staff La Pine City Hall one day per week, as well as coordinate and participate with City
and County staff in establishing a one-stop shop at the Evergreen site in Redmond.
Natural Resources/Objective #1
• Continue participating with the Bureau of Land Management (BLM)/Governor's Office regarding
sage -grouse conservation and U.S. Fish and Wildlife Service (FWS) on the Oregon spotted frog, and
adopt Comprehensive Plan or Code amendments as required to protect these species in lieu of an
Endangered Species Act (ESA) listing: On September 22, 2015, the U.S. Fish and Wildlife Service
determined federal land management plans and partnerships with states, ranchers, and NGOs avert
an endangered species listing. On the same day, the Bureau of Land Management (BLM) and the
U.S. Forest Service (USFS) issued Records of Decisions finalizing land use plans that will conserve
key sagebrush habitat and address identified threats to the greater sage -grouse on federal land. On
July 24, the Oregon Land Conservation and Development Commission (LCDC) adopted new rules
that address potential conflicts between "large-scale development" and sage grouse habitat. They
became effective on August 13. State law, ORS 197.646(3) requires Deschutes County to implement
them. The BOCC adopted comprehensive plan and zoning text amendments consistent with State
law on December 21.
Natural Resources/Objective #5
• Coordinate with the Department of Environmental Quality (DEQ) and DLCD to adopt a Goal 11
Exception for southern Deschutes County: The Board adopted the Goal 11 exception on February
10. The Goal 11 Exception is intended to preserve and protect Southern Deschutes County's high
quality water for the future. Central Oregon LandWatch appealed the Goal 11 exception to LUBA.
• Partner with Neighborlmpact to provide financial assistance to property owners needing to upgrade
their onsite wastewater treatment systems, and coordinate with DEQ to issue protective onsite
wastewater treatment system permits and water quality risks and monitoring: The Neighborlmpact
partnership fund has had a loan repaid and approximately $37,000 is now available for new loans.
This could provide funding for two to three property owners to upgrade their onsite wastewater
system.
Quality Service Delivery/Objective #1
• Expand permit and land use project tracking systems on the CDD website, and expand usage of
social media to announce CDD -related project events: PIO Whitney Malkin provided media training
to CDD staff on Jan. 27, including the use of social media. In addition, CDD has initiated a work
plan item to develop and maintain updated tracking systems for destination resorts. Staff expects to
present the results to the Board and Planning Commission in spring 2016.
Oualitv Service Delivery/Objective #2
• Achieve 85% voluntary compliance in Code Enforcement cases: Case compliance rate for the 3rd
quarter was 85%. However, the significantly increased case load from Jan. 1, 2016 through mid-
March is resulting in a back -log of complaints yet to be investigated.
Oualitv Service Delivery/Objective #4
• Achieve an average turnaround time on building plan reviews of 5 days: The average turnaround
time for residential plan reviews from July 1, 2015 to February 25, 2016 was 8.01 days, which is in
compliance with State requirements. However, the average turnaround time since then is increasing
to 12-21 days due to increasing permit volumes. Commercial plan reviews from the same time
period averaged 10.23 days. CDD is aiming to recruit on-call inspectors and plan reviewers to help
reduce these wait times until new positions are added to the budget to meet demand.
• Develop new performance measures as part of the CDD 5 -Year Financial Plan that accurately
measure CDD's service delivery from the customer's perspective: CDD and its consultant
completed the first draft of the performance measures, presented and discussed them with
stakeholders, and conducted a BOCC work session in fall 2015. Staff then refined the performance
measures and instituted a new survey tool for customers in the CDD lobby in December 2015. Staff
will propose new Performance Measures in the proposed budget, and in the Annual Report and
Work Plan.
Effective Asset Manakement/Obiective #3
• Complete and implement CDD Comprehensive User Fee Study and 5 -Year Financial Plan: CDD
hired a consultant to conduct a Comprehensive User Fee Study and develop a financial plan. The
draft study and plan were presented and discussed with stakeholders and the BOCC in fall 2015.
Where fee increases were proposed to cover the actual cost of services, CDD will propose a phased -
in increase beginning in the FY 17 Budget. Where fee decreases were proposed, those changes will
be proposed in their entirely in the FY 17 Budget.
COMMUNITY JUSTICE
Goal/Objective
Safe Communities /
Objective #2
Safe Communities /
Objective #5
Quality Service
Delivery / Objective
#5
Safe Communities /
Objective #2
Measure
(1) Percent juvenile
community justice officers
meeting contact and skill
building goals w/medium and
high risk offenders
(2) Percent juveniles presented
to detention who commit new
offense or technical violation
prior to disposition
(3) Percent of first-time
juvenile marijuana and alcohol
violators assessed as low risk
who reoffend within one year
(4) Percent of juvenile cases
assessed and initially routed
within 10 days of referral
receipt.
Target 3rd Qtr
80%
10%
15%
71%
Not
measured
this
quarter
80% 7%
(5) Percent adult felony
probationers' successful case 75%
closures
(6) Number adult offender
sanctions ordered
(7) Number adult offender
revocations processed
(8) Number interventions
provided to adult offenders
(9) Percent successful case
closures felony post -prison 50%
supervision adults
700
25
600
DISTRICT ATTORNEY'S OFFICE: NO RESPONSE PROVIDED
FAIR & EXPO
Resilient Economy/Obiective #4
59%
277
9
163
56%
Notes
Q1 Measure is EPICS
model fidelity through
recordings. Q3-4
Measure is of contact
requirements - Monthly
Case Audits
Will measure in June
16 all youth admitted
11/1/14 and 5/30/15
Will measure in June
16 all youth brief
screened between
11/1/14-5/30/15
Q3 w/i 21 days: 33%
w/i 31 days: 60%
• Value of economic impact generated from Fair and Expo events and facilities: Target $35 million /
Actual Q3 10,140,942 / YTD actual $31,026,615.
• Total number of visitors to the annual Deschutes County Fair: Target 258,000 / Actual 251,700.
Quality Service Delivery/Obiective #3
• Customer Satisfaction with concessions, catering, facilities, operations, sales staff, and management:
Target 90% / Actual 100%.
Effective Asset Management/Obiective #4
Increase in Transient Room Tax collections: Target: Increase by 12% above FY15 overnight stays.
Actual: Overnight stays = 42,409.
FINANCE
Effective Asset Management/Obiective #2
• Complete software vendor selection process and final contract negotiation by December 31, 2015:
The Board met on March 9, 2016 to receive a briefing and a recommendation to approve a contract
with Tyler Technologies. The contract was signed by both parties on March 17, 2016. The Kickoff
meeting with the consulting team and staff was held on April 26, 2016.
• Maintain a five year financial plan for the County General Fund and other major funds. Complete
the plans by December 31, 2015 for use in the 2017 budget process: A preliminary five year plan
has been developed for the general fund, 9-1-1, CDD and the Sheriff's funds. We will continue to
refine these and develop plans for other major funds in anticipation of the FY 2017 budget process.
• Review and update financial policies to include sustainability strategies and reserve targets for the
general fund and other major funds and activities. Complete by December 31, 2015 for use in the
FY 2017 budget process: These topics will be addressed in FY 2017.
Quality Service Delivery/Obiective #1
• Review and enhance access to County financial and treasury information on the county website and
in the media: The County website was updated in the fall of 2014 with the open budget tool for
viewing the 2015 budget for the County. The 2016 budget will be placed in the same format on the
website before the end of November. In addition, the monthly treasurer's report along with a
detailed report of all investment securities along with the County investment policy has also been
posted on the website. We also worked with Whitney and the Assessor's office to issue a press
release about property tax bills. The tax collectors website has also been updated.
HEALTH SERVICES
Healthy Peovle/Obiective #1
Measure
95% of licensed facilities receive
inspections by environmental
health staff per state
requirements. (Annual,
calendar year)
95% of communicable disease
investigations will be completed
within 10 days, as defined by the
Oregon Health Authority (OHA).
Healthy People/Objective #2
Provide leadership in the
development of the regional
health assessment and regional
health improvement plan for
Central Oregon.
Healthy People/Obiective #3
70% of individuals discharged
from a psychiatric hospital
receive an outpatient behavioral
health visit within 7 calendar
days of discharge (CCO
measure).
Behavioral Health Oregon
Health Plan clients seen within
State timelines - Urgent: Within
48 hrs
Behavioral Health Oregon
Health Plan clients seen within
State timelines - Routine: Within
2 weeks
90% of children and adolescents
referred by DHS receive a
behavioral health assessment
within 60 calendar days of
referral (CCO measure).
Target
FY16-Q3
Outcome
95% Report calendar year total for 2015 in
January
Notes
95%
99%
CY 2015: 99.4%
Q3: The regional health assessment was completed in 2015. The
regional health improvement plan (RHIP) for Central Oregon was
published in January 2016. The RHIP may be found on the
Central Oregon Health Council Webpage:
http://cohealthcouncil.org/regional-assessments/. Collaborative
work plans are being discussed and developed for each priority
area: Diabetes, Cardiovascular Disease, Behavioral Health, Oral
Health, Reproductive/Maternal Health, and Social Determinants.
70% 81% We do not yet have access to inpatient
claim diagnoses for the quarter, so
these numbers may change if additional
exclusions are applied once claims
have gone through.
100% 100% I have heard that we are more likely to
serve someone immediately and
classify them as "Emergent" than we
are to assess as "Urgent" acuity.
100% 99%
90% 100%
Increase number of clients
served by public health home
visiting by 5%. (Annual, fiscal)
[original metric said families but
data provided is by client]
Healthy People/Objective #4
75% of reproductive health
clients age 12 and older will
receive an annual alcohol and
drug screening using the
CRAFFT or SBIRT screening
tools.
70% of participants in the Living
Well with Chronic Conditions
Program or Diabetes Self -
Management Program complete
the program.
Increase the number of DCHS
clients receiving primary care
services from Harriman Health
Care integration project by 50%.
Duality Service Delivery/#4
Develop and implement an
Intellectual and Developmental
Disabilities customer satisfaction
survey that addresses national
core indicators.
Qtr. Avg.
222
222 % increase to be reported at end of
FY16. FY15 qtr avg = 211.75. FY15
total = 847
75% 89%
70% 54% CY 2015: 117/175 = 67%
50%
increase
85%
increase
from
baseline
Baseline data as of 11/3/14: # of clients
served by Mosaic when DCDC/HHC
opened: 136
1/1/15: # HHC pts: 168 - 23.5%
increase
4/1/15: # HHC pts: 199 - 46.3%
increase
7/1/15: # HHC pts: 221 - 62.5%
increase
10/1/15: # HHC pts: 238 - 75%
increase
1/1/16: # HHC pts: 248 - a 82.4%
increase
This survey was developed and implemented in Summer 2015
and will be administer every 2 years.
Effective Asset Manazement/Obiective #4
Remodel the Deschutes County
Health Services Wall Street and
South County sites.
Q3: South County Remodel was completed in December 2015.
Phase 1 of WSSB construction will be completed by the end of
April. The IDD team will be moving in 4/28/16 and IYS will be
moving in 5/10/16. Phase 2 will likely be completed in July, at
which time Reproductive Health will move in.
HUMAN RESOURCES
Quality Service Delivery/Obiective #3
• As part of Q3, the human resources team continues to build upon talent acquisition initiatives to
improve outreach and brand awareness. The recruitment team has participated in a job fair that
targeted diversity and inclusion. Additionally, we have entered social media and enhanced our talent
network to brand jobs on Facebook through a special link between our online tracking
system. Another highlight is the progression with the Class and Comp RFP. We've seen lots of
great support from the Steering Committee who participated in final consultant presentations. Also,
we've gotten a glimpse of reporting from our Benefits Consultant. The initial reports proved
informative with rate and health claim trend information. As for training, the Spring Catalog was
released for the public partners. Key programs that have been recently added are an interactive
leadership series and new training to emphasize the compliance with reasonable suspension training
for supervisors. Finally with regards to day to day processing, in March, we processed over 250 cell
phone reimbursement requests. Again, the process is 100% manual which we will be happy to
automate with Tyler Technologies in January 2018.
INFORMATION TECHNOLOGY
Quality Service Delivery/Obiective #1
• Enhance the services used to publish Board Business Meeting information on the internet: Staff has
evaluated solutions including the enhancement of the internet video casting product currently in use.
A public meeting data management from Accela has been chosen. The software is delivered via the
"software -as -a -service" model so there is no capital investment. The project to replace the current
product will be started in Q1 of fiscal year 2017.
Quality Service Delivery/Countv Obiective #2
• Assist the Finance and Personnel departments with the replacement of their software systems: The
software selection process is complete. A contract was executed. Finance staff is leading the project
and implementation will continue through January of 2018.
• Assist the Road and Sheriff Departments with an upgrade of their data backup systems:
1. This item was completed in February of 2016: The IT Department executed an upgrade of
primary backup systems. The upgrade resulted in replaced backup resources becoming available
for the Sheriff to use. IT staff worked with Sheriff IT staff to deploy the now available
equipment and upgrade the Sheriffs data systems.
2. This item was completed in March of 2016: The IT Department is working on upgrading the
communications link between the downtown Data Center and the Road Department facilities.
Once completed the Road Department plans to transfer its management of their IT equipment
resources to the IT Department.
3. An identical service is being built to connect the Health Services facility to the data center. That
service is expected to be completed by July of 2016.
• Complete an upgrade of the central email system. Complete this by June 2016: We have discovered
that the archive feature of the new email software has caused usability issues with several users. IT
researched a solution and has determined a way to eliminated the "archive" feature, but allow users
to store email in the central system for up to 10 years. The new design is being tested by a selected
number of users and we expect system -wide deployment to begin by June. Completed by the end of
September 2016.
• Complete an upgrade of the phone system. Complete this by June 2016: This item was completed
in October of 2015: Staff has been deploying a software product called "Jabber". This product was
obtained as part of the recent phone system upgrade. Included in the many features of Jabber are
instant messaging, computer access to voice mail, computer control of phone, presence monitoring,
and more.
JUSTICE COURT
Effective Service Delivery/Obiective #2
• Reduce outstanding receivable balance and increase the collection rate: 1) Percentage increase in
receivables; 2) Rate of collection on fines: During the third quarter of 2015-2016, $251,062 was
assessed in new receivables and $221,701 was collected. This is a collection rate of approximately
88%. It should be noted, that Justice Court has once again had a change in software. Over the past
three years, Justice Court has used three types of software to compute receivables, adjustments and
payments.
• Resolve small claims cases prior to trial: Percentage of at -issue small claims cases resolved before
trial: 142 small claims cases were filed during the third quarter of 2015-2016. Five of these will be
going to trial. That is a resolution rate of approximately 96%.
LEGAL COUNSEL
Quality Service Delivery/Obiective #2
• Maintain direct communications and working relationships with all County departments to better
understand existing and developing legal needs: This performance goal continues to be met and
continues to produce positive results. Attorneys routinely visit with department personnel at the
department locations. We have found that department staff (other than department heads and top-
level management) are more comfortable meeting with Legal at their respective offices. This leads
to better, more open communications. By way of example, Christopher has spent considerable time
at 9-1-1. This allows him to fully appreciate the workplace environment and associated issues as he
leads the department in ongoing labor negotiations. John Laherty has become a regular at CDD,
Assessor and the Sheriff s Office and is on a first -name basis with many of the line staff.
NATURAL RESOURCES
Manaeement of Natural Resources/Obiectives #3 and #4
• Begin implementation of the FEMA pre -disaster mitigation grant and South County Fuels Mitigation
grant. These grants have a collective target of treating over 2500 acres of hazardous fuels in the
highest priority areas in various communities throughout the County: Under the FEMA PDM grant
we have completed work on 77 acres in Black Butte Ranch and Lane Knolls Estates. We currently
have work planned on an additional 221 acres that will finish later in the spring. Work is underway
on the South County grant with work in the CWPP areas of Sunriver, Upper Deschutes River and
greater La Pine. Several hundred acres are planned and will be completed later in the spring.
PROPERTY & FACILITIES
Healthy People/Objective #5
• Work with local organizations and State of Oregon to acquire funding for capital improvements for
homeless shelters and housing projects. Continue to identify properties that may be appropriate for
housing and social services: Staff has identified two parcels (one in Terrebonne, one in Redmond)
the County acquired through foreclosure for donation to the local Habitat for Humanity. The County
has also identified about five acres of property in La Pine that would be suitable for affordable
housing and has communicated with a local developer of affordable housing about the potential of
developing a project on this site. The Board has authorized eventual transfer of this property to a
developer once funding is acquired and there is assurance that a project will move forward. The
County also entered into an option agreement to donate two acres of property in La Pine that will be
used to build medical facilities, greatly improving the access to health services in that area.
Ouality Service Delivery/Obiective #2
• Complete several major building remodel projects to house County programs and to better serve the
public, including 1) Redmond Services Building remodel for Parole & Probation and Juvenile; 2)
Wall Street Services Building remodel in downtown Bend for Health Services; 3) South County
Services Building remodel in La Pine for Health Services; 4) Courthouse first floor remodel for
District Attorney's Office: 1) The first phase of the Wall Street Services Building remodel is
complete and tenants have been moved in. We have vacated the temporary rental space at 1183
Wall Street and the Community Development Department. Construction for phase 2 has begun and
is expected to be complete early July. Phase 2 consists of adding behavioral health medical offices,
remodeling the therapy and conference rooms, and remodeling the break room. A new ADA
accessible entrance was created at the southwest entrance, and an accessible entrance will be built on
the north entrance as part of phase 2. 2) The Courthouse/District Attorney remodel is complete and
was turned over early February. The new breezeway connecting the red and gray courthouses is
complete and open. All public access now comes through the red courthouse entrance and goes
through security screening.
ROAD: NO RESPONSE PROVIDED
SHERIFF'S OFFICE
Safe Communities/Objective #2
• Number of Inmates participating in jail GED programs: The GED instructor position was not filled
until after this quarter ended.
• Number of Patrol Calls for Service: During the third quarter of 2015-16, the number of Patrol Calls
for Service was 7,357 calls. Total actual for the year is 25,411 or 72% of the FY2016 target of
35,340 calls.
• Number of self -initiated Patrol Calls for Service: During the third quarter of 2015-16, the number of
self -initiated Patrol Calls for Service was 8,962 calls. Total actual for the year is 26,791or 59% of
the FY2016 target of 45,396 calls.
• Number of emergency preparedness exercises: During the third quarter the Sheriff s Office
Emergency Management staff participated on one exercise.
Effective Asset Manazement/Obiective #1
• Replace existing HVAC units and repair the roof on the old section if the jail: The remaining five
units will be replaced in the Quarter 4.
• The roof repair contract is currently being finalized. The roof repair will also be completed in
Quarter 4.
SOLID WASTE: NO RESPONSE PROVIDED
Deschutes County Board of Commissioners
1300 NW Wall St., Bend, OR 97703-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
WORK SESSION AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS,
1:30 P.M., MONDAY, MAY 16, 2016
Pursuant to ORS 192.640, this agenda includes a list of the principal subjects
anticipated to be addressed at the meeting. This notice does not limit the ability of
the Board to address additional subjects. Meetings are subject to cancellation
without notice. This meeting is open to the public and interested citizens are
invited to attend
Work Sessions allow the Board to discuss items in a less formal setting. Citizen
comment is not allowed, although it may be permitted at the Board's discretion. If
allowed, citizen comments regarding matters that are or have been the subject of a
public hearing process will NOT be included in the official record of that hearing.
Work Sessions are not normally video or audio recorded, but written minutes are
taken for the record.
1. Approval of Applications: Certified Community Behavioral Health Clinic Grant
and Mental Health/Law Enforcement Grant — Jane Smilie and DeAnn Carr
2. 3rd Quarter Performance Measurements — Judith Ure
3. Other Items
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. Ifyou have questions regarding a meeting, please call 388-6572.
Deschutes County encourages persons with disabilities to participate in all programs and activities. To request
this information in an alternate format, please call (541) 617-4747, or email ken.harms(cr�.deschutes.ora.
Board of Commissioners' Work Session Agenda
Monday, May 16, 2016 Page 1 of 2
'Other Items ' can be any items not included on the agenda that the
Commissioners wish to discuss as part of the meeting, pursuant to ORS
192.640.
At any time during the 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; ORS
192.660(2) (b), personnel issues; or other executive session categories.
Executive sessions are closed to the public; however, with few exceptions and
under specific guidelines, are open to the media.
4. Adjourn
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. lf you have questions regarding a meeting, please call 388-6572.
Deschutes County encourages persons with disabilities to participate in all programs and activities. To request
this information in an alternate format, please call (541) 617-4747, or email ken.harmse.deschutes.ora.
Board of Commissioners' Work Session Agenda Monday, May 16, 2016 Page 2 of 2