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2016-378-Minutes for Meeting June 20,2016 Recorded 7/8/2016DESCHUTES NANCY BLANKENSHIP,FCOUNTY CLERK DS CJ 2016'378 COMMISSIONERS' JOURNAL 07/08/2016 11:21:04 AM IIIIII11IIIIIIIIIIIIIflI III 2018-378 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.org MINUTES OF WORK SESSION DESCHUTES COUNTY BOARD OF COMMISSIONERS MONDAY, JUNE 20, 2016 Present were Commissioners Alan Unger, Tammy Baney and Anthony DeBone. Also present were Erik Kropp, Deputy County Administrator; and Dave Doyle and Cole Sahleen, County Counsel. Attending for a portion of the meeting were Wayne Lowry, Finance; Whitney Hale, Communications; Jane Smilie, Hillary Saraceno, DeAnn Carr and Shannon Vandegriff Health Department; Peter Russell, Community Development; and two other citizens. Chair Unger opened the meeting at 1:30 p.m. 1. Finance Update. Wayne Lowry advised that interest rates are up to 1.1%, which is the best it has been in years. With $167 million, combined with a bump from the pool, this has resulted in some savings. Rates are still not strong, and market values are higher than book values. FTE vacancies are similar to those in the past. General fund balance is higher than anticipated for the end of the year. Almost every fund is in solid shape. The Clerk's work is a barometer of the real estate market, and this department's revenue will be up significantly. Community Development's revenue of $6.4 million is ahead of projections by about 17%. Beginning fund balance will be much higher, with some going into reserves. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 1 of 9 The Road fund is stable; as is Solid Waste at a 9% increase, with some going into reserves. Bonds were refinanced to take advantage of better rates. This will be effective on July 1. Most is related to Solid Waste, and it lowers the debt service. The Fair & Expo is also involved in this bond transaction. The Health Benefits Fund will have a reduced fund balance, per previous conversations. It has done well over the past six months. Mr. Kropp said that a further reduction would need to be a Board policy decision, and this has been recommended by the consultant. Mr. Lowry stated that Justice Court started making projections early this year that he thought were overly optimistic, but those have happened. Revenue is doing well, and the General Fund contribution has gone down. The room tax fund information page in his report has been expanded, to show all revenue and then a breakdown of expenses and distributions. There is a reserve fund shown as well. Some funds have not yet been used for marketing and promotion. Chair Unger asked how some resorts and hotels can show a bigger amount as tax on their website, when some of it is actually for various resort fees. Mr. Lowry stated that there are specific ways they are to show costs on customers' bills and this is often addressed when certain resorts are audited. The resorts have to break this out to know how much to send the County. The HR software project is moving along, with many people involved. 2. Request for Board Authorization of Patrol Service Transport to Provide Secure Transport Services within Deschutes County. DeAnn Carr gave an overview of the item, which is a certification requirement by the State to be able to transport within the County and through other counties. These are addressed when a transporter comes up for renewal. In general, an at -risk person might be transported from one hospital to another or to psychiatric facilities. BANEY: Move approval. DEBONE: Second. VOTE: BANEY: Yes. DEBONE: Yes. UNGER: Chair votes yes. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 2 of 9 3. Presentation of Final Draft of Public Health Services Strategic Plan. Jane Smilie said this is a good time to finalize the Plan and to pass the torch to the Deputy Health Directors. A PowerPoint presentation was then shown. Shannon Vandegriff led the facilitation of the strategic plan, along with others who worked on collaboration throughout the organization. Ms. Vandegriff explained the strategic planning approach and the entities involved. She went over the process and stated goals, along with more specific actions that will be updated on an annual basis. Input was solicited from staff, supervisors, the Early Learning executive committee, the I/DD advisory group and other committees. Commissioner Baney asked if some of this work will be incorporated in showing outcomes and goals later. Ms. Smilie said they looked at the current objectives and aligned this work with those. They used what was given and intend to expand on it. Ms. Carr stated that there are a lot of ways to improve, but when you have too many items or ideas, those have to be prioritized. One element is a health impact pyramid showing what issues have the smallest to the largest impacts. They will focus on things that have the highest impact first. They need to know where they are going, and this includes becoming a certified community behavioral health clinic, with physical health modernization aspects. This may mean reaching out to partners that they have not worked with before. Hillary Saraceno said that changes in public health have had a huge impact on their work. It is anticipated that health care reform will include more efficiencies and preparedness to address newer threats. There is a shift to a greater emphasis on population health. She provided a handout that shows the basic standards and functions, which are foundational. Every local public health agency should have these pieces, whether they provide them or the work is done by another agency. The assessment has been made statewide, and they want to focus on what is happening locally. There will be regional meetings around the State. This all leads up to a legislative report and requests for funding. She is keeping a close eye on this part so that central and eastern Oregon are not shorted when it comes to funding. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 3 of 9 They revisited their mission, vision and values. There was a lot of discussion on the values portion. Strategic goals explain how they hope to get there. Originally, they had over a dozen goals, but heard that this needed to be simpler and brought back to core goals. There are now five. This will be evaluated and may change over time if appropriate. Ms. Saraceno then explained the various strategies under each goal heading. These include measurements. This is the overall template for their plan, and there are action plans for each group. Ms. Carr stated that they want to make sure the community has access to what it needs. The system must be streamlined and easy to use. Commissioner Baney asked if `assuring' means this is a promise. She wondered if this should be `ensured' instead. Ms. Saraceno stated that this verbiage was discussed a lot, and some of it depends on who provides the service. Ms. Smilie added that there is a shift away from direct service to an assurance role. There are some functions that they will absolutely provide themselves, but they are using partners and contractors for other work. Commissioner Baney stated that this seems to encompass not just the internal role of the County but also the role of others. Ms. Smilie said that they had to include the County's contributions and decide how the rest would be provided. The County has to make sure that the services that are necessary are available. Chair Unger noted that he would agree with 'assure'. Ms. Carr then spoke about acquiring and using resources effectively. Much of this is reliant on the accuracy of claims and data. Partnerships are also a very important piece of this. Ms. Vandegriff added that Goal 4 has to do with how their work is done internally, but including collaboration with other agencies. Goal 5 relates to developing their workforce and enhancing a positive work culture. Ms. Smilie stated that they use the Baldridge criteria for excellence to measure performance. There needs to be a balanced organization, and all aspects need to be considered. They need to have a strong organization to be able to deliver what is expected. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 4 of 9 Chair Unger asked about programs regarding tobacco sales, which mostly happens in the cities. He asked if there is any way to address licensing in a seamless way. Ms. Smilie replied that the grant that would allow for this work includes a liaison with the cities. Chair Unger asked about communications, and how Healthy Beginnings and similar programs fit in. He wants to make sure this work is not duplicated. Ms. Saraceno said this ties in with the work of the regional assessment plan, and the County will play a role in this partnership. Chair Unger asked about the cost of the action plan and what level of services should be funded at the highest amount. Ms. Smilie said that they may pursue development of some things, but nothing is in the plan that they cannot handle. They do not plan to ask for additional funding for any of them. Ms. Carr added that some programs are pre-existing within the collaboration or public health modernization plan. There will not be duplication or parallel work being done. Commissioner DeBone stated that this goes out to 2020. He asked if they are advocating more dollars per capita in the future. Ms. Carr replied that at the State level, there is some push-pull. They want to make sure the dollars are used properly, but Oregon is specifically going after closing the gap for mental health issues. This will be a major discussion point for the State in the future, for both treatment and prevention, including early childhood issues, poverty and housing shortages. Commissioner Baney said that some of it involves how to deploy dollars efficiently and looking at prevention and social determinants. She thinks the State is trying to align these so everyone is pushing in the same direction. Some of this is in the political arena. The money is being spent anyway, but they just aren't calling out the specifics. Mr. Kropp stated that some action items are in the departments' purview, but some things may become policy decisions that needs to be addressed in a timely fashion. The Board needs to be informed of what is being done and what is anticipated. The tobacco licensing issue is one of these. Chair Unger asked about the records keeping system. Ms. Carr stated that the hospital is adopting a huge system. The County's will be smaller but compatible. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 5 of 9 Chair Unger asked if they would be able to work more with patients, given what time it takes to plan. Ms. Carr stated this has been discussed, and they will have a balanced schedule to be able to do the necessary work. Commissioner Baney noted that the modernization piece shows that Oregon doesn't spend what other states do. She asked if the State is planning to bring counties or regions to a specific level that is consistent throughout Oregon. There will be pieces that one county cannot do on its own. Some counties may need support. She asked how this would be handled. Ms. Saraceno said this is a component of one section and is a foundational piece. Commissioner Baney suggested this be added to 1-A since it is critical. Ms. Saraceno noted that some could fit into one or more places. She understands that there is a shift away from doing direct services through healthcare system changes. The County is the safety net, and in some ways will remain so. Sometimes it will be just providing expertise. Ms. Smilie stated that there are various ways to align with the regulatory pieces. `Actively engaging regionally' puts the County in the middle of it. The self- assessment has been done, and now there will be conversations to refine roles. The funding formula has not yet been developed. It is hard to quantify the amount of money needed. The County provides more support for health per capita than the State does, and the State investing even less in the future is a concern. The next legislative session will be important in defining where this is all going. Chair Unger asked how they balance what they need to do locally with what they are expected to do on a regional basis. Ms. Carr stated that they hope to be more efficient regionally, but getting there has a price tag. It should not be regional if it is going to cost everyone more. They have success with some regional approaches, but not all; it depends on demand and requirements. Some issues are seen more in one community than others. Chair Unger asked about next steps. Ms. Smilie said it is a living document and comments are welcome, or the Board can approve it. Ms. Saraceno stated she hopes that this document is part of the interview process for the Health Director position. The document is very close to being final. They hope to be able to move it forward at this time. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 6 of 9 Commissioner Baney stated that the regional health improvement plan for the region should incorporate this. All of the partners have had a chance to weigh in, and all are supposed to be going in the same direction with their own strategic plans. Ms. Smilie noted that they built off this work. Commissioner Baney added that she does not think the Board has to formally improve this plan, but needs to be kept informed as it progresses. 4. Other Items. Peter Russell said that there was a public hearing on the Bend Airport Improvement Plan. The City of Bend is adopting a preferred alternative plan and updating comprehensive plan language. The Board has discretion to call this up for a hearing or appeal. Under Code, if the Board does not call it up, it will be adopted as written by the Hearings Officer. Chair Unger asked if this information is available to review. Commissioners Baney said that this brings things up from 2002 to today. Mr. Russell stated that helicopters are a hot button issue but the land was already identified in 2002 for this purpose. The update does not allow for any changes of the uses at the airport. Chair Unger stated that he doesn't like that the Airport cannot control what happens in the air. Commissioner Baney stated that this document relates with the uses on the ground, which are already allowed. Chair Unger noted that the frequency of use has grown. Commissioner Baney said that these were allowed uses and those cannot be taken away regardless of the level. Mr. Russell stated there were questions about hours of operation and where the aircraft go. There were concerns about the National Guard's use of the airport for training and during emergencies. These are all beyond the purview of the City, County or State. FAA and Department of Aviation rules apply. None of this changes the land mix and what occurs on the ground there. It is a federal preemption. The zoning stays the same, and the master plan just updates what is already allowed. Someone could appeal at a cost of about $3,682, and would have to do so before June 29. Commissioner DeBone wants to support this work moving forward. If the Board calls it up, the fee is waived, but as of this time, no one has appealed or stated that is their intent. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 7 of 9 Commissioner Baney asked if they can limit the number of operations. Mr. Russell stated that the County cannot limit the hours, flight pattern or use. Chair Unger said that some people want the Board to work towards a balance. Mr. Russell said the City has a flight friendly program, but it is voluntary and only the FAA can step in if there are problems. Once an aircraft leaves the ground, the County cannot do anything. These are not connected. Commissioner Baney would like to meet with the City of Bend at some point, and talk about the plan, along with affordable housing and other mutual issues. Mr. Russell stated that the next move would be an amendment to clarify some the uses at the airport, and to clarify the language from OAR. Chair Unger doesn't sense that the Board wants to call this up given its limited authority. He would like to see the Hearings Officer's decision, however. Mr. Russell stated that if this is called up, it will take Board action no later than June 29. Someone else might decide to appeal before then as well. Nick Lelack stated that the Board is meeting with the City if Bend regarding the UGB expansion on August 25. He can try to set something else up before then. The Commissioners felt that it might be difficult to schedule something between now and then. Mr. Lelack said they are in contact with the Oregon Health Authority to notify existing medical growers about the new regulations. The OHA will do the mailing, and this should put everyone on notice. Commissioners Baney asked how it would be handled after that. Mr. Lelack said that OHA won't give the County any contact information, so any actions will have to be complaint based. Commissioners Baney stated that she hears they are incredibly unresponsive and ineffective. She wondered how they can educate deputies so they can properly engage in the situation as well. Mr. Kropp said he feels it is time to rescind the moratorium on Skyliners Road, since the project is now finished and there are upcoming events scheduled in that area. Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 8 of 9 Mr. Kropp stated that Don Senegal from Jericho Road had asked in the past about obtaining from the County a building for this nonprofit to use in Redmond. He has asked again. Mr. Kropp told him that if a tax foreclosure comes along, he can let Mr. Senegal know. Commissioner DeBone said that he does not want them sitting around waiting for this, and it might never happen. He knows Shepherd's House wants to expand its facilities to Redmond. Chair Unger said that Jericho Road had a chance to buy the old Catholic Church but never got there. The City may be able to offer opportunities as well. Before the Board was an executive session, under ORS 192.660(2)(d), labor negotiations. After executive session, the following action was taken. DEBONE: Move approval of an MOU regarding overtime pay to certain employees as necessary, until the new labor agreement is in place. BANEY: Second. VOTE: DEBONE: Yes. BANEY: Yes. UNGER: Chair votes yes. 5. Adjourn. Being no further discussion, the meeting was adjourned at 4:00 p.m. APPROVED this w Day of Deschutes County Board of Commissioners. ATTEST: (5-1AiL,L9tei ae,„„ Alan Unger, Chair 2016 for the Tammy Baney, V Chair Anthony DeBone, Commissioner Recording Secretary Minutes of Board of Commissioners' Work Session Monday, June 20, 2016 Page 9 of 9 i i c. 0 I 4.5 GJ 1 D Ni' Q) 1 0 v 47 la Monthly Meeting with Board of Commissioners Finance Director/Treasurer AGENDA June 20, 2016 (1) Monthly Investment Reports — May 2016 (2) May 2016 Financials nvestment Income nvestments By County Function $ 167,759,810 r- in ••ct, c) co co N CO MI 0▪ 3 N 0) 2 1 44, Investment Income - Net e a° ae a° ag N N 40 3 co N. Q e- oi csi csi g N Prior Year Comparison 00) o CI C3 4:C1 C:3 A, Alk (J) c E & 4••• U) L. 4u >> C < ee-age c, 111 0'0'0 0 o r••• N 141 N N co E a) 0 0 0 0 0 0 0 0 0 0 00000v- 1- 0. 0 0 0 0 0 CO CO >, 6 c%1 ci ci cci a t - N 1,- •O- 0 r- (0 MI ci u5 a5 ui aS r: i 0 '1—C) c-- co .4. (0 ! .§ : co -ffi °": _ti zg Ea 40 > 03 • 2 .§: co t co (1) 0 ..ac a) 4.1.) a) •c-_-, i 0. • r- 0 o i 0 e 03 r, E ce- w cri w CL . a. 0 6 1 c\I Term Minimums Under 5 Years Deschutes County Investments Portfolio Management Portfolio Details • Investments May 31, 2016 ! Purchase Maturity Days To Ratings Coupon Par Market Book _ Call CUSIP Security Broker Date Date Maturity S&P 'Moody's Rate YTM 365 Value Value Value Date 120022332 'Lewis & Clark Bank 12/8/20141 6/8/2016 7' . ' 1.000 1.014 240,000 240,000 240,000 - - 686053CF4 ,Orion School Boards Assoc .CASTLE ' 3/7/2014 6/30/2016 29 A+ 1Aa2 0.000: 0.999 3,000,000 2,999,2202,997,653 - - _ 686053CF4 Oregon School Boards Assoc CASTLE 6/23/2015 6/30/2016 29 AA- Aa2 0.605 0.609 1,400,000 1,399,636 1,399,327 - - 31359YBY2 Federal National Mtg Assn CASTLE 10/16/2014, 7/15/2016 44 0.354 0.365 1,693,000 1,692,340 1,692,269 - - 88059EMP6 , Tennessee Valley Authority CASTLE 10/29/2014 7/15/2016 44 , 0.490 0.507 2,000,000 1,997,760_ 1,998,802 - 9128280X1 , U.S. Treasury MBS ' 6/19/2014 7/31/2016 60, lAaa , 1.500 . 0.548 1,000,000 1,001,980 1,001,552 - - 46640PJ12 ,JP Morgan Securities LLC 'CASTLE 12/8/2015 9/1/2016 92,A-1 r P-1 . 0.910 0.943 1,000,000 998,240 997,674 - - 313370TW8 'Federal Home Loan Bank CASTLE 12/11/2015 9/9/2016 100 .AA+ Aaa 2.000 0.743 2,000,000 2,008,380 2,006,809 - - 31359YLS4 1Federal National Mtq Assn PJ 3/5/2014. 9/15/2016 106 AA+ lAaa , 0.778 0.812 672,000 671,462 670,460 - - 90521APH5 :MUFG Union Bank .MBS 3/11/2015 9/26/2016 117 A+ 'A2 ' 1.500 1.113 1,800,000 1,803,348 1,801,719 8/26/2016 90521AP1-15 :MUFG Union Bank CASTLE 3/17/2015 9/26/2016 117,A+ A2 1.500 1.085 775,000 776,442 776,016 8/26/2016 072031AC1 'Bay Area Water SuPPly 'CASTLE 6/22/2015 10/1/2016 122 'AA ;Aa2 0.854 0.800 ' 1,000,000 1,000,530 1,000,178 - - 3133XHK68 :Federal Home Loan Bank 1VINISP 12/18/2015 10/19/2016 140 ,AA+ 1Aaa ' 5.125 0.800 1,000,000 1,017,460 1,016,486 - - 891140,AE8 'Toronto Dominion Bank 'CASTLE 5/8/2015 10/19/2016 140 'AA- .Aal 2.375 0.820 1,800,000 1,810,728 1,810,642 - - 3133EEBU3 'Federal Farm Credit Bank 'PJ .12/10/2014 11/14/2016 166 ,AA -i- 11-rkaa 0.600 0.648 , 2,000,000 2,000,240 1,999,568 - - 91159HHB9 •US Bancorp : CASTLE .12/15/2015 11/15/2016 167 A+ 'Al ' 2.200 1.125 1,000,000 1,005,300 1,004,855 10/14/2016 . 494751DG2 i King County Washington FPD : PJ 12/15/2015 12/1/2016 183 AA+ ' 0.860 0,860 200,000 200,040 200,000 - - 3133ECWV2 , Federal Farm Credit Bank ,CASTLE 12/17/2013 12/7/2016 189 •AA+ Aaa : 0.875 0.722 2,100,000 2,103,087 2,101,712 - - 064159DA1 , Bank of Nova Scotia CASTLE 6/9/2014 12/13/2016 195 A+ ,Aa2 : 1.100: 0,910 1,800,000 : 1,801,674 1,801,797 - - 912828RX0 ,U.S. Treasury CASTLE , 12/3/2015 12/31/2016 213 'Aaa 0.875 0.746 3,000,000 3,005,040 3,002,238 - - 06406HCA5 'Bank of New York k.,Tellon Corp !CASTLE 4/23/2014 1/17/2017 230 A+ "Al : 2.400 1.067 2,000,000 2,016,420 , 2,016,445 12/18/2016 9128285C5 U.S. Treasury CASTLE 1/16/2014 1/31/2017 244.AA+ ,Aaa - 0.875 0,844 2,000,000 2,003,120 2,000.412 - - 3130A7BY0 'Federal Home Loan Bank PJ . 2/17/2016 2/17/2017 261 'AA lAaa . 0.720 0.720 ' 2,000,000 1,999,340 2,000,000 8/17/2016 984135AB9 ;Berkshire Hathaway Inc !CASTLE 4/10/2015, 4/1/2017 304 .AA lAa2 ' 5.150 , 1.060 370,000 382,965 382,446 - - 984135AB9 ;Berkshire Hathaway Inc 'CASTLE ' 6/26/2015 4/1/2017 304:AA ,Aa2 5.150 1.201 1,000,000 1,035,040 1,032,457 - - 984135AB9 !Berkshire Hathaway Inc CASTLE 1 8/7/2015' 4/1/2011 304 , AA lAa2 , 5.150 1,100 1,875,000 1,940,700 1,937,519 - - 912828SS0 TO.S. Treasury :WF ' 1/17/2014 4/30/2017 333 AAA 11 -A -aa . 0.875. 0,950 2,000,000 2,002,940 1,998,655 - - 91159HHD5 ;US Bancorp :CASTLE 4/23/2015 5/15/2017 348'A+ Al1' 1.650 0.882 1,000,000 1,005,220 1,006,902 4/15/2017 961214CH4 'Westoac 'CASTLE 4/7/2015 5/19/2017 352 AA- !Aa2 r 1.200 1.061 2,000,000 2,000,800 2,002,649 - - _ WASH FED CD ;Washington Federal CD. 5/20/2015 5/22/2017 355' , , 0.900 0.913 200,000 3136FPYB7 !Federal National Mtg Assn VINISP 2/7/2014 5/23/2017 356 AA+ Aaa 2.050 0.885 1,460,000 . . 1 3134G6ZW60 !Federal Home Loan Mtg Corp ,CASTLE 10/13/2015 5/26/2017 359 AA+ ' Aaa 0.720 0.700 6,000,000 3133ECQT4 Federal Farm Credit Bank CASTLE ' 10/26/2015 5/30/2017 363 AA+ ,Aaa 0.750 0.750 2,662,000 31359MEL3 'Federal National Mtg Assn CASTLE 12/23/2013 6/1/2017 365 AA+ 'Aaa 1.061 1.115 1359i/.1EL37 Federal National Mtq Assn CASTLE ' 1/24/2014 6/1/2017 365 AA- Aaa . 1.081 1.136 31359MEL3 ;Federal National Mtq Assn CASTLE 3/7/2016 6/1/2017 365 AA+ 'Aaa 0.831 0.861 31771CS97 1FICO Strip CASTLE 12/9/2014 6/6/2017 370 'Aaa : 1.019, 1.065 929903DT6 Wells Fargo Corporate Note CASTLE 11/23/2015 6/15/2017 379 A+ .A2 5.750 1.320 9270CYZ2 'Bonneville Power Administratio :CASTLE 4/24/2014 7/1/2017 395 'AA- !Aal 1.197 1.171 84247PH53 'Southern CA Public Power Autho ,CASTLE 6/17/2014 7/1/2017 395 .AA- ' 1.145 1.180 1,000,000 3137EADV8 !Federal Home Loan Mtq Corp 1MOS 5/29/2015 7/14/2017 408. ,Aaa 0.750 ' 0.787 1,000,000 3138GOZE3 'Federal National Mtq Assn ;VINISP 4/6/2015 7/28/2017 422 ,AA+ 'Aaa , 1.070 0.865 2,000,000 3135GOZE3 !Federal National Mtg Assn CASTLE 12/21/2015 7/28/2017 4221AA+ lAaa 1 1.070 1,070 2,000,000 98385XAL0 RC:TO Energy Inc CASTLE 6/17/2015 8/1/2017 426:AAA lAaa 6.250 1.180 2,000,000 005158VE7 :Ada County SD PJ 6/1/2015 8/15/2017 440 AA+ lAal 3.000 0.930 1,000,000 s';',.:',.';'',7,,,A2,alefa,mr,.;ix;-;,5th;;A:',.:,:,,t1!, i,ltgt;;;?r::'o'".'w,:'=-"'', •ir*Ni l''''-'11-,',-;::' 3130A62S5 !Federal Home Loan Bank CASTLE 7/24/2015' 8/28/2017 453 'Aaa 912828TM2 U.S. Treasury 'CASTLE , 9/10/2014 8/31/2017 456 ,AAA ,Aaa 912828TM2 U.S. Treasury CASTLE 2/19/2015 8/31/2017 456 AAA -Aaa 94974BGBO :Wells Fargo Corporate Note DA DAV 3/8/2016 9/8/2017 464 A 1A2 I 313383JB8 'Federal Home Loan Bank VINISP 12/26/2013, 9/27/2017 483 AA+ ;Aaa 912826PA2 ;U.S. Treasury 'CASTLE 9/10/2015 9/30/2017 486 'MA iAaa 31771JMR8 FICO Strip :CASTLE 10/22/2015 10/6/2017 492 31771KAD90 TFICO Strip :DA DAV ' 12/10/2014 11/30/2017 547 494751DH0 IKing County Washington FPD 1PJ 112/15/2015, 12/1/2017, 548 'AA+ 200,000 200,000 - - 1,477,958 1,476,349 - - 5,989,560- 6,001,169 - - 2,660,882 2,662 000 - 1,000,000 991,600 989,239 - - 1,050,000 1,041,180 1,038,490 - - 1,950,000 1,933,620 1,933,571 - - 1,028,000 , 1,017,391 1,017,233 - 2,000,000 2,090,640 2,090,785 - 670,000 671,481 670,189 - - 1,000,690 999,626 - 999,530 999,589 - - 1,999,460 2,001,130 7/28/2016 1,999,460 2,000,000 7/28/2016 2,121,180 2,116,468 - 1,027,700 1,024,635 - - 0.750 0.858 0.625 1.061 0.625' 0.920 1.400 , 1,450 1.000 1.250 1.875, 0.803 0.751 0.781 1.205: 1,267 1,000,000 999,280 1,000,000 998,160 1,000,000 998,160 461,000 461,811 1,000,000 1,001,730 2,000,000 2,028,520 2,000,000 1,969,700 2,000,000 1,971,660 1,220 1.218 230,000 230,920 88059FAZ4 'Tennessee Valley Authority 'CASTLE 11/21/2014 12/15/2017 562 AA+ ' : 1.205 1,268 961214BZ5 1Westpac 'CASTLE ; 3/5/20151 1/12/2018 590 IAA- :Aa2 1 1.6001 1.490 94988J5A1 !Wells Fargo Corporate Note , CASTLE 1 1/29/2016 1/22/2018 600 lAa2 1.650 1.580, 1,000,000, 92976WBH8 iWachovra Corp ;CASTLE - 2/26/2016 2/1/2018 610.A A2 . 5.750; 1.690' 1,000,000: 31771EAL5 FICOStrip CASTLE 1 2/24/2015 2/8/2018 31771EAL5 IFICO Strip !CASTLE 2/25/2015' 2/8/2018 3130A77L3 !Federal Home Loan Bank [CASTLE 2/16/20161 2/16/2018: 3134G8M71 i Federal Home Loan Mtg Corp 'CASTLE , 2/26/2016, 2/26/2018 06050TLY6 jank of America - Corporate 'CASTLE 1 5/14/20151 3/26/2018 06050TLY6 Bank of America - Corporate CASTLE 5/21/2015 ' 3/26/2018' l' ,Vgl,t,;,,,flitt4SiCa.,?'.../‘,\”t Irig`itgM ir-:,4'g.ii:VIA:iiM z,.. ,-'41ite A 1,059,000 1,040,044 2,000,000, 2,006,180 1,005,910 1,069,900 68607VG665 'Oregon State Lottery DA DAV 89236TCX1 1Toyota Mtr Cred - Corp N 'CASTLE 912828K25 _ .U.S. Treasury -CASTLE 084684BE0 'Berkshire Hathaway Inc-- .CASTLE 98385XAP 1 1XTO Energy Inc :CASTLE 904121NCO Umatilla School District ' PJ 166764AE0 Chevron Corp CASTLE 939307HF4 ;Hillsboro SD Pension Bonds PJ 88059EMT8 Tennessee Valley Authority DA DAV 3134G8UN7 Federal Home Loan Mtg Corp CASTLE 89236TAY1 Toyota Mtr Cred - Corp N CASTLE 912828WD8 ,U.S. Treasury 'CASTLE 912828A75 'U.S. Treasury CASTLE 912828ST8 ;U.S. Treasury 'CASTLE aKai4thILWOI.,A, 313586RC5 , Federal National Mtg Assn i CASTLE 313586RC5 'Federal National Mtg Assn CASTLE 686053DH9 !Oregon School Boards Assoc 1DA DAV 'Local Govt Investment Pool 6171 1 1.2521 1,318 , 1,260,000; 1,239,865. 6171 1 1.2571 1.323! 740,000 728,175' 625,AA+ Aaa 1.000: 1.0001 3,000,000 2,991,060, 663;A 1.0501 1.050' 3,000,000' 3,002,400. 635,AA+ Al 1.650 ; 1.5701 2,000,000 2,000,4401 663:A A1 1.650; 1.540' 1,000,000: 1,000,220 - 1/./v.//v 6/12/20151 4/1/2018 669 AAA Aa2 ; 5.000 1.120! 610,000, 656,738 652,590 - 4/8/20161 4/6/20181 674!AA- Aa3 1 1.200 1.212 2,000,000 1,999,040' 1,999,555' - - 3/17/2016 , 4/15/20181 683 AAA Aaa 0.750, 1,020 1,000,000 , 997,700 495,009. - - 9/4/2015; 5/15/20181 713 ,AA+ Aa2 5.400' 1.590' 1,107,1./00 , 1,196,003 1,187,397, - - 8/4/2015: 6/15/2018' 744.AAA 'Aaa 5.500, 1.500 1,000,000; 1,084,700- 1,079,523, - - 5/7/2015 6/15/2018. 744 .AA+ 1 1.4301 1.430: 750,000, 752,700 750,000 - - 4/15/20161 6/24/2018 753 'A4- ,Aa2 - 1.718, 1.191 2,000,000 2,011,700' 2,021,395 5/24/1018 3/30/2015, 6/30/2018 759 Aa3 1.732' 1.650' 985,0001 994,692 986,621 - 2/22/20161 7/15/2018 774 _ 1.021! 1.065; 500,000; 487,8901 489,022 - - 3/30/2016 ! 9/28/2018 849 ,AA-/ Aaa 1.200, 1.200: 2,000,000 1,997,000. 2,000,000 9/28/2016 1/5/20161 10/24/2018 875:AA- Aa3 2.000- 1.7701 784,0001 795,117' 788,191 - 12/1/20151 10/31/20184 882 ;AAA 'Asa 1.250 1.2231 1,000,000: 1,007,150; 1,000,647, - - 6/8/20151 12/31/2018 943 AAA 1Aaa 1.500' 1.324' 1,000,000 1,013,630: 1,004,414 - - ! 3/17/20161 4/30/2019 1063 AAA 'Aaa 1.250: 1.209! 1,000,000' 1,006,990' 1,001,167 - *44f..14rxt'alv4 4U -to: :si4ttgf.P744-s,fitur, 12/4/2015i 10/9/2019 , 1225 AA- ! 1.8911 2.0311 1,400,0001 1,329,3001 1,309,917; - - 3/17/20161 10/9/2019 1225 AA- 1 : 1.665 1.774 600,000, 569,700' 566,007 - 11/2/2015n 6/30/2020 1490 AA 1Aa2 1 5.3731 2.050 875,000 998,646 987,581 - j 0.875: 0.8751 43,357,814 43,357,814 43,357,814' - - -r- • 1 167 759 8101 168,443,020' 168,317,553: 998,672 - - 994,653 - - 996,376 - - 460,711 - - 996,780 - - 2,028,211 - - 1,979,467 - _ 1,963,372 - - 230,000 - 1,039,073 - - 2,003,455 - 1,001,127, - 1,066,285 - 1,232,953 - - 724,051 - 3,000,000 . 8/16/2016 3,000,000: 8/26/2016 2,002,8431 - - 1,001,946: - - r v:144:rxit. ,13ank of the Cascades ' 0.8751 0.875. 4,795,996, 4,795,996. 4,795,996, - - Total Memorandum Date: June 13, 2016 To: Board of County Commissioners Tom Anderson, County Administrator From: Wayne Lowry, Finance Director RE: Monthly Financial Reports \,{ Attached please find May 2016 financial reports for the following funds: General (001), Community Justice — Juvenile (230), Sheriffs (255, 701, 702), Early Learning Hub (273), Public Health (274), Behavioral Health (275), Community Development (295), Road (325), Community Justice — Adult (355), Solid Waste (610), Insurance Fund (670), 9-1-1 (705), Health Benefits Trust (675), Fair & Expo Center (618), and Justice Court (123), Transient RooM Tax (160, 170). The projected information has been reviewed and updated, where appropriate, by the respective departments. Cc: All Department Heads Revenues Property Taxes - Current Property Taxes - Prior Other General Revenues Assessor County Clerk BOPTA District Attorney Tax Office Veterans Property Management Total Revenues Expenditures Assessor County Clerk BOPTA District Attorney Tax Office Veterans Property Management Non -Departmental Total Expenditures Transfers Out Total Exp & Transfers Change in Fund Balance Beginning Fund Balance Ending Fund Balance GENERAL FUND Statement of Financial Operating Data FY 2015 Actual July 1, 2015 through May 31, 2016 (92% of Fiscal Year) % of Actual I Budget 23,196,345 24,468,093 647,334 445,327 2,324,928 2,087,017 819,454 852,843 1,650,844 1,496, 738 13,342 12,413 299,095 106,383 219,175 198,850 104,568 73,621 90,113 13,750 29,365,198 29,755,036 3,697,588 1,372,852 60,320 5,375,308 778,075 330,582 264,768 1,130,753 13,010,247 14,947,204 27,957,452 1,407, 746 8,381,199 $ 9,788,945 3,514,544 1,327,422 57,497 5,267,295 693,627 294,787 264,427 1,028,826 12,448,426 13,959,119 26,407,545 3,347,490 9,788,945 $13,136,436 102% a) 89% 82% b) 107% 98% 111% 58% 103% 75% c) 18% 99% 85% d) 82% 88% 86% d) 80% 71% d) 90% 88% 85% 90% 87% 113% FY 2016 Budget I Projected I Variance 24,090,700 24,538,093 447,393 500,000 500,000 2,552,960 2,354,600 (198,360) 795,202 852,843 57,641 1,534,420 1,686,000 151,580 11,154 12,413 1,259 182,612 182,612 192,379 198,850 6,471 98,121 122,681 24,560 75,000 75,000 - 30,032,548 30,523,092 490,544 4,125,299 1,624,716 65,634 6,146, 851 865,513 416,000 293,574 1,163,643 14,701,230 15,537,408 30,238,638 (206, 090) 8,630,800 $ 8,424,710 3,835,299 1,490,716 63,034 5,876,851 795,513 371,000 313,574 1,163,643 13,909,630 15,537,408 29,447,038 1,076,054 9,788,945 $ 10,865,000 290,000 134,000 2,600 270,000 70,000 45,000 (20,000) 791,600 791,600 1,282,144 1,158,145 $ 2,440,290 Beginning Net Working Capital per FY 2017 Approved Budget 10,411,770 a) Projection based on YTD plus June estimated at $70,000 b) Budget includes $198,360 Transfer In from TRT (Fund 170). Transferred to Econ Development Fund instead c) Received quarterly. Grant in excess of amount budgeted d) Personnel expenditures Tess than budgeted due to unfilled positions through May Page 1 Revenues OYA Basic & Diversion ODE Juvenile Crime Prev Inter -fund (Adult P & P) Inmate/Prisoner Housing DOC Unif Crime Fee/HB2712 Food Subsidy Gen Fund -Crime Prevention Interest on Investments Leases OJD Court Fac/Sec SB 1065 Contract Payments Case Supervision Fee Federal Grants Miscellaneous Total Revenues COMM JUSTICE -JUVENILE Statement of Financial Operating Data FY 2015 Actual 364,153 109,588 89,850 36,226 18,394 20,000 9,751 7,694 24,768 9,032 8,192 1,205 1,434 700,288 Expenditures Personnel Services 4,994,826 Materials and Services 1,007,504 Capital Outlay Transfers Out-Veh Reserve 3,660 Total Expenditures 6,005,990 Revenues less Expenditures (5,305,702) Transfers In -General Fund 5,368,346 Change in Fund Balance 62,644 Beginning Fund Balance 1,244,605 Ending Fund Balance $ 1,307,249 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) % Ot Actual I Budget Budget 341,208 89% a) 382,817 42,662 47% a) 91,379 41,208 N/A b) 55,200 100% c) 55,000 36,090 99% 36,568 19,003 79% d) 24,000 15,000 75% a) 20,000 11,876 170% e) 7,000 33,759 469% f) 7,200 20,744 122% e) 17,000 6,416 107% g) 6,000 5,813 97% 6,000 N/A 1,282 135% 950 630,260 96% 653,914 4,537,815 85% h) 5,319,157 1,029,897 86% 1,193,324 0% 100 2,745 75% 3,660 5,570,456 85% 6,516,241 (4,940,196) 5,009,213 92% 69,017 1,307,249 103% $ 1,376,266 Beginning Net Working Capital per FY 2017 Approved Budget FY 2016 IProjected I Variance (5,862,327) 5,464,591 (397,736) 1,271,324 $ 873,588 382,817 91,379 41,208 63,000 36,568 22,000 20,000 13,000 34,500 21,000 8,000 6,000 1,282 740,754 4,950,000 1,175,000 3,660 6,128,660 (5,387,906) 5,464,591 76,685 1,307,249 $ 1,383,934 $ 1,200,000 41,208 8,000 (2,000) 6,000 27,300 4,000 2,000 332 86,840 369,157 18,324 100 387,581 474,421 474,421 35,925 510,346 a) Payments received quarterly, reimbursing for actual expenditures b) One-time support for community service programs from Adult P & P c) Projection increased due to YTD revenue and changes in other regional detention capacity d) Projection decreased due to YTD detention population -trends e) Projection increased due to YTD revenue f) Additional office space rented to Rimrock Trails ATS and detention facility space to J Bar J. Not included in FY 16 budget g) More than anticipated number of contract payment community service projects h) Based on YTD actuals and projected vacancies Page 2 Revenues (Funds 701 & 702) Law Enf Dist Countywide Law Enf Dist Rural Total Revenues Expenditures (Fund 255) Personnel Materials & Services Capital Outlay Transfers Out Total Expenditures Revenues less Expenditures DC Comm Systems Reserve Change in Fund Balance Beginning Fund Balance Ending Fund Balance SHERIFF - Consolidated Statement of Financial Operating Data FY 2015 Actual 21,416,299 13,082,018 34,498,317 27,982,132 6,331,777 613,587 455,031 35,382,528 (884,211) 200,000 (1,084,211) July 1, 2015 through May 31, 2016 (92% of Fiscal Year) Actual % of Budget 23,294,474 101% 13,394,102 99% 36,688,575 100% 26,040,660 5,695,811 873,554 271,234 32,881,259 3,807,317 92% a) 89% b) 84% c) 93% 88% 200,000 100% 3,607,317 11,109,701 10,025,490 $ 10,025,490 $ 13,632,807 Beginning Net Working Capital per FY 2017 Approved Budget Reserved for future Capital Outlay Available for current expenditures 108% d) Budget 23,142,090 13,476,564 36,618,654 29,228,817 6,705,637 1,059,944 271,616 37,266,014 (647,360) 200,000 (847,360) 9,267,317 8,419,957 FY 2016 Projected 23,624,675 13,706,737 37,331,412 28,481,712 6,655,123 1,023,273 271,616 36,431,724 899,688 200,000 699,688 10,025,490 10,725,178 2,094,060 7,800,877 9,894,937 Variance 482,585 230,173 712,758 747,105 50,514 36,671 834,290 1,547,048 1,547,048 758,173 2,305,221 a) Expenditures projected to be Tess than amount budgeted due to unfilled positions b) Projected expenditures less than budget due primarily to savings in fuel costs c) Unanticipated capital expenses are offset by savings from Jail HVAC project budgeted as capital but expensed as Materials & Services d) Ending balance reserved for future Capital Outlay Ending fund balance available to current expenditures 2,094,060 8,631,118 10,725,178 Page 3-A Revenues (Fund 255) Law Enf Dist Countywide Law Enf Dist Rural Total Revenues Expenditures (Fund 255) Sheriffs Services Civil/Special Units Automotive/Communications Investigations/Evidence Patrol Records Adult Jail Court Security Emergency Services Special Services Training Other Law Enforcement Svcs Non -Departmental Total Expenditures Revenues less Expenditures SHERIFF - Fund 255 Statement of Financial Operating Data FY 2015 22,630,194 12,752,334 35,382,528 1 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) Actual of Actual Budget 21,127,451 11,753,808 32,881,259 2,528,782 2,721,600 1,216,848 1,054,090 1,857,297 1,617,562 1,604,049 1,636,355 8,409,091 7,798,131 770,148 659,963 15, 338,956 14,107,290 356,041 242,157 373,205 195,225 1,587,532 1,352,650 501,561 465,380 766,206 945,319 72,813 85,536 35,382,528 32,881,259 FY 2016 Budget Projected Variance 77% 27,574,824 23,481,005 74% 15,784,087 12,950,719 76% 43,358,911 36,431,724 92% 89% 84% 93% 86% 85% 87% 74% 89% 91% 81% 117% 92% 88% a) b) c) d) b) b) e) f) g) h) i) 2,942,625 1,178,116 1,934,375 1,751,548 9,022,700 775,751 16,148,692 326,485 220,485 1,488,199 576,528 807,198 93,312 37,266,014 $ 6,092,897 $ 2,979,367 1,147,984 1,823,431 1,769,295 8,586,198 717,845 15,699,421 304,536 208,597 1,509,523 566,004 1,026,211 93,312 36,431,724 4,093,819 2,833,368 6,927,187 (36,742) 30,132 110,944 (17,747) 436,502 57,906 449,271 21,949 11,888 (21,324) 10,524 (219,013) 834,290 $ 6,092,897 a) Unanticipated Personnel expenses in Extra Help b) Less than budgeted Personnel expenditures due to unfilled positions c) Fuel costs are anticipated to be lower than budgeted d) Time management payouts are expected to exceed anticipated budget e) Savings in Materials & Services for roof repair and Professional Services. Part of these savings will be used to offset additional Capital expenses f) Personnel expenditures projected to be less than budgeted due to filling a position at a lower step g) Budgeted capital expenditure will not be made h) Reallocation of Personnel budget to Patrol i) Positions filled at higher step than budgeted Page 3-B Expenditures Sheriffs Services Personnel Materials & Services Capital Outlay Total Sheriffs Services Civil/Special Units Personnel Materials & Services Capital Outlay Total Civil/Special Units Automotive/Communications Personnel Materials & Services Capital Outlay Total Automotive/Communications Investiaations/Evidence Personnel Materials & Services Capital Outlay Total Investigations/Evidence Patrol Personnel Materials & Services Capital Outlay Total Patrol Records Personnel Materials & Services Total Records Adult Jail Personnel Materials & Services Capital Outlay Transfer Out - Jail (DIS & Cap Proj) Total Adult Jail Court Security Personnel Materials & Services Capital Outlay Total Court Security Emergency Services Personnel Materials & Services Capital Outlay Total Emergency Services Special Services Personnel Materials & Services Capital Outlay Total Special Services Training Personnel Materials & Services Total Training Other Law Enforcement Services Personnel Materials & Services Capital Outlay Total Other Law Enforcement Svcs Non -Departmental Materials & Services Total Non -Departmental Total Expenditures SHERIFF -txpenanure uetan Statement of Financial Operating Data FY 2015 Actual July 1, 2015 through May 31, 2016 (92% of Fiscal Year) % of Actual Budget Budget FY 2016 Projected Variance 1,444,896 1,402,466 95% 1,473,213 1,509,078 (35,865) 1,083,885 1,259,103 91% 1,390,412 1,410,258 (19,846) - 60,031 76% 79,000 60,031 18,969 2,528,782 2,721,600 92% 2,942,625 2,979,367 (36,742) 1,086,462 959,183 90% 1,062,099 1,048,262 13,837 130,386 88,360 81% 109,469 93,174 16,295 6,548 100% 6,548 6,548 1,216,848 1,054,090 89% 1,178,116 1,147,984 30,132 404,038 389,864 91% 429,293 423,964 5,329 1,445,359 1,199,422 81% 1,476,782 1,371,192 105,590 7,900 28,275 100% 28,300 28,275 25 1,857,297 1,617,562 84% 1,934,375 1,823,431 110,944 1,441,261 1,439,255 94% 1,528,335 1,563,241 (34,906) 162,788 135,430 84% 160,613 144,384 16,229 61,670 99% 62,600 61,670 930 1,604,049 1,636,355 93% 1,751,548 1,769,295 (17,747) 7,476,400 6,885,913 87% 7,926,342 7,502,369 423,973 587,630 543,274 87% 625,432 608,894 16,538 345,060 368,944 78% 470,926 474,935 (4,009) 8,409,091 7,798,131 86% 9,022,700 8,586,198 436,502 666,056 550,077 83% 663,829 602,403 61,426 104,092 109,887 98% 111,922 115,442 (3,520) 770,148 659,963 85% 775,751 717,845 57,906 12,681,941 11,904,900 89% 13,391,264 13,041,699 349,565 2,138,807 1,738,542 78% 2,227,142 2,162,257 64,885 63,177 192,613 74% 258,670 223,849 34,821 455,031 271,234 100% 271,616 271,616 - 15,338,956 14,107,290 87% 16,148,692 15,699,421 449,271 318,888 228,929 72% 316,782 287,743 29,039 8,989 13,228 136% 9,703 16,793 (7,090) 28,165 N/A 356,041 242,157 74% 326,485 304,536 21,949 144,725 146,170 91% 160,660 158,805 1,855 228,481 17,668 86% 20,625 18,405 2,220 - 31,387 80% 39,200 31,387 7,813 373,205 195,225 89% 220,485 208,597 11,888 1,223,523 1,071,090 94% 1,133,625 1,182,884 (49,259) 207,027 163,113 66% 246,074 195,699 50,375 156,982 118,447 109% 108,500 130,940 (22,440) 1,587,532 1,352,650 91% 1,488,199 1,509,523 (21,324) 418,013 388,684 90% 430,076 424,653 5,423 83,548 76,697 52% 146,452 141,351 5,101 501,561 465,380 81% 576,528 566,004 10,524 675,931 674,131 95% 713,299 736,611 (23,312) 77,972 265,550 303% 87,699 283,962 (196,263) 12,303 5,638 91% 6,200 5,638 562 766,206 945,319 117% 807,198 1,026,211 (219,013) 72,813 85,536 92% 93,312 93,312 72,813 85,536 92% 93,312 93,312 $ 35,382,528 $ 32,881,259 88% $ 37,266,014 $ 36,431,724 $ 834,290 rage 4 Revenues Tax Revenues - Current Tax Revenues - Prior SB 1145 Sheriff Fees Concealed Handgun License Jail Funding HB 3194 Jail Funding HB 2712 State Grant Prisoner Housing Inmate Telephone Fee Federal Grants Work Center Work Crews Contracts with Des County Inmate Commissary Fees Interest Donations -"Shop with a Cop" Miscellaneous Total Operating Revenues EXPENDITURES & TRANSFERS DC Sheriffs Office DC Comm Systems Reserve Total Expenditures Change in Fund Balance Beginning Fund Balance Ending Fund Balance LED #1 - Countywide Statement of Financial Operating Data FY 2015 Actual 17,663,115 482,620 1,629,017 324,105 160,721 107,805 36,226 308,843 292,157 45,803 10,072 42,049 98,466 40,159 64,584 43,417 67,140 21,416,299 22,630,194 80,000 22,710,194 (1,293,895) 6,659,617 $ 5,365,722 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) To of Actual I Budget 20,004,575 102% a) 328,458 73% b) 1,965,492 113% c) 167,044 67% d) 163,960 109% b) 0% e) 36,090 100% 78,405 92% c) 95,196 43% b) 40,187 115% b) 12,008 N/A f) 34,871 70% 141,661 120% g) 38,264 128% h) 69,287 159% b) 36,816 56% b) 82,160 106% b) 23,294,474 101% 21,127,451 75% 80,000 100% 21,207,451 2,087,023 5,365,722 $ 7,452,745 Beginning Net Working Capital per FY 2017 Approved Budget 75% Budget 19,688,313 451,000 1,733,117 250,000 150,000 107,806 36,224 85,370 220,000 35,000 50,000 118,225 30,000 43,705 66,058 77,272 23,142,090 28,307,942 80,000 28,387,942 (5,245,852) 102% 5,245,852 $ - a) Projection based on YTD actual plus June estimated at $60,000 b) Based on actuals c) Grant award amount exceeds budgeted amount d) Revenue for civil processing is lower than anticipated e) State eliminated funding f) Revenue budgeted 100% in Fund 702, receipted as split revenue between 701 and 702 g) Increase in funding from State for Court Security h) Actual receipts are higher than budgeted FY 2016 Projected 20,064,575 348,447 1,965,492 185,000 184,000 45,000 110,023 170,000 44,000 12,008 50,000 178,625 42,000 72,900 65,874 86,731 23,624,675 23,481,005 80,000 23,561,005 63,670 5,365,722 $ 5,429,392 4,816,720 IVariance 1 376,262 (102,553) 232,375 (65,000) 34,000 (107,806) 8,776 24,653 (50,000) 9,000 12,008 60,400 12,000 29,195 (184) 9,459 482,585 4,826,937 4,826,937 5,309,522 119,870 $ 5,429,392 Page 5 Revenues Tax Revenues - Current Tax Revenues - Prior Des Cty Transient Room Tax City of Sisters Marine Board License Fee State Grant Court Fines & Fees Contracts with Des County US Forest Service School Districts Federal Grants Bureau of Reclamation Interest SB #1065 Court Assessment Federal Grants-BLM Donations & Grants - Private Miscellaneous Total Revenues EXPENDITURES & TRANSFERS DC Sheriffs Office DC Comm Systems Reserve Total Expenditures Change in Fund Balance Beginning Fund Balance Ending Fund Balance LED #2 - Rural 702 Statement of Financial Operating Data FY 2015 Actual 8,420,326 235,019 3,071,719 523,010 112,383 113,239 140,939 121,772 78,910 70,028 54,497 10,365 42,000 24,768 770 17,030 45,242 13,082,018 12,752,334 120,000 12,872,334 209,684 4,450, 084 $ 4,659,768 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) "!o OT Budget Actual 8,870,915 158,074 3,134,365 498,603 76,273 79,345 101,212 113,960 55,490 73,504 25,088 19,711 56,985 20,744 1,679 10,932 97,221 13,394,102 101% a) 73% b) 99% 92% 59% 73% 78% 91% 73% 134% 125% 73% 189% 86% N/A NIA 178% 99% 11,753,808 68% 120,000 100% 11,873,808 1,520,294 4,659,768 $ 6,180,061 68% 116% Beginning Net Working Capital per FY 2017 Approved Budget a) Projection based on YTD actual plus June estimated $30,000 b) Revised estimate based on actuals c) Grant awards exceed budgeted amount d) School district contracted for additional hours for School Resource Deputy e) Patrols for this grant are not expected to continue f) Unanticipated donation from snowmobile association g) Sale of snowmobile, unbudgeted restitution payment of $19,000 in March c) c) b) d) c) e) b) b) b) f) g) Budget I 8,783,959 216,000 3,151,787 543,930 130,000 108,000 130,000 125,810 76,500 55,000 20,000 27,000 30,078 24,000 54,500 13,476,564 17,378,029 120,000 17,498,029 (4,021,465) 4,021,465 $ - FY 2016 Projected I 8,900,915 175,069 3,151,787 543,930 146,189 129,156 115,000 125,810 76,500 90,000 36,698 19,711 58,300 23,000 1,679 11,000 101,993 13,706,737 12,950,719 120,000 13,070,719 636,018 4,659,768 $ 5,295,785 5,078,217 Variance 116,956 (40,931) 16,189 21,156 (15,000) 35,000 16,698 (7,289) 28,222 (1,000) 1,679 11,000 47,493 230,173 4,427,310 4,427,310 4,657,483 638,303 $ 5,295,785 Page 6 EARLY LEARNING HUB Statement of Financial Operating Data July 1, 2015 through May 31, FY 2015 2016 (92% of Fiscal Year) FY 2016 % of Revised Actual Actual I Budget Budget I Projected 1 Variance Revenues Federal Grants 224,752 155,319 73% 213,382 233,525 20,143 HealthyStart Medicaid 66,759 46,807 109% 42,863 46,807 3,944 State Grant 105,326 70,217 67% 105,326 140,334 35,008 HealthyStart /R -S -G 296,573 138,242 100% 138,243 138,243 Miscellaneous 5,291 4,448 222% 2,000 4,448 2,448 Court Fines & Fees 77,086 79,014 103% 77,086 79,014 1,928 Interest on Investments 2,487 2,965 124% 2,400 3,200 800 Private Grant 715 3,285 N/A 3,285 3,285 Interfund Grants 7,260 N/A Total Revenues 786,249 500,297 86% 581,300 648,856 67,556 Expenditures Personnel Services 263,621 252,734 83% 304,598 274,146 30,452 Materials and Services 849,478 544,869 81% 675,224 675,224 Total Expenditures 1,113,099 797,604 81% 979,822 949,370 30,452 Revenues less Expenditures (326,850) (297,307) (398,522) (300,514) 98,008 Transfers In General Fund 252,288 160,413 92% 175,000 175,000 General Fund - Other 89,350 67,013 75% 89,350 89,350 Total Transfers In 341,638 227,426 86% 264,350 264,350 Change in Fund Balance 14,788 (69,882) (134,172) (36,164) 98,008 Beginning Fund Balance 334,861 349,649 127% 274,299 349,649 75,350 Ending Fund Balance $ 349,649 $ 279,768 $ 140,127 $ 313,485 $173,358 Page 7 Revenues State Grant Environmental Health-Lic Fac OMAP Family Planning Exp Proj Interfund Grants & Contract Grants (Intergvt, Pvt, & Local) Patient Insurance Fees State Miscellaneous Federal Payments Vital Records -Death Health Dept/Patient Fees Contract Payments Vital Records -Birth Child Dev & Rehab Center Interest on Investments Grants & Donations Miscellaneous Total Revenues Expenditures Personnel Services Materials and Services Capital Outlay Transfers Out Total Expenditures Revenues less Expenditures Transfers In -General Fund Transfers In -PH Res Fund Transfers In -Gen. Fund Other Total Transfers In Change in Fund Balance Beginning Fund Balance Ending Fund Balance PUBLIC HEALTH Statement of Financial Operating Data FY 2015 Actual 3,373,900 818,627 945,490 236,714 64,233 264,205 138,130 163,008 141,606 132,975 46,588 16,629 37,520 31,720 15,422 36,035 32,519 6,495,321 6,541,186 2,279,520 49,701 164,640 9,035,047 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) Actual I % of Budget Budget 2,803,848 98% 2,865,932 823,880 103% 802,450 804,179 79% 1,023,650 169,877 68% 250,000 266,627 417% a) 64,000 60,300 N/A 149,395 82% 181,200 107,982 72% b) 150,000 154,143 53% b) 292,085 131,345 131% 100,000 37,000 89% 41,800 4,878 N/A 45,035 113% 40,000 26,658 87% 30,759 17,713 127% 13,900 42,048 136% 30,838 1,726 288% 600 5,646,634 96% 5,887,214 6,032,702 86% 1,611,333 70% 3,469 107% c) 88,230 75% 7,735,734 82% (2,539,726) 1 (2,089,100) 2,701,475 65,100 2,766,575 226,849 1,552,578 $ 1,779,427 a) Revenue carried over from FY 2015 b) Received quarterly, in arrears c) Appropriation will be increased before year end 2,476,353 92% 44,042 75% 48,825 75% 2,569,220 91% 480,120 7,007,820 2,287,054 3,240 117,640 9,415,754 (3,528,540) 2,701,475 58,723 65,100 2,825,298 (703,242) 1,779,427 99% 1,789,387 $ 2,259,548 $ 1,086,145 FY 2016 Projected I 2,803,848 823,880 804,179 200,000 266,627 60,300 159,804 123,160 191,836 141,852 37,218 4,878 49,734 30,759 17,713 42,048 1,726 5,759,562 6,609,186 2,071,392 3,469 117,640 8,801,687 (3,042,125) 2,701,475 58,723 65,100 2,825,298 (216,827) 1,779,427 $ 1,562,601 Variance (62,084) 21,430 (219,471) (50,000) 202,627 60,300 (21,396) (26,840) (100,249) 41,852 (4,582) 4,878 9,734 3,813 11,210 1,126 (127,652) 398,634 215,662 (229) 614,067 486,415 486,415 (9,960) $ 476,456 Page 8 BEHAVIORAL HEALTH Statement of Financial Operating Data FY 2015 Actual Revenues Administrative Fee 11,294,979 State Grants 7,730,968 OHP Capitation 488,538 Federal Grants 195,048 Patient Fees 211,392 Title 19 333,886 Liquor Revenue 145,536 Divorce Filing Fees 128,477 Interfund Contract -Gen Fund 127,000 Interest on Investments 37,054 Rentals 11,612 Marriage Licenses 6,385 Local Grants 504,926 State Miscellaneous 32,200 Medicare Reimbursement Seizure/Forfeiture Miscellaneous Total Revenues Expenditures Personnel Services Materials and Services Capital Outlay Transfers Out Total Expenditures 60,534 21,308,536 14,366,806 7,007,968 181,976 204,900 21,761,651 Revenues less Expenditures (453,115) Transfers In -General Fund Transfers In -Acute Care Svcs Total Transfers In Change in Fund Balance Beginning Fund Balance BH Ending Fund Balance 1,377,302 187,594 1,564,896 1,111,781 2,924,742 $ 4,036,523 1 1 Public Health Ending Fund Balance Early Learning Hub Ending Fund Balance Projected Ending Fund Balance - Health Services July 1, ZUlb tnrougn May 31, 2016 (92% of Fiscal Year) % of Actual Budget FY 2016 Budget Projected Variance 920,156 46% 2,005,307 7,462,314 90% 8,313,630 10,459,493 89% 11,807,181 151,343 75% a) 201,879 148,464 87% 171,268 129,514 54% 241,768 77,827 52% 151,000 131,689 94% b) 140,600 114,746 90% a) 127,000 33,735 112% 30,000 5,375 29% 18,800 5,980 92% 6,500 233,476 147% 158,967 184,984 841% 22,000 32,444 N/A 5,896 N/A 5,088 5088% 100 20,102,523 86% 23,396,000 14,553,512 84% c) 17,254,720 5,372,922 65% d) 8,291,472 202,519 98% 207,500 246,075 75% 328,100 20,375,028 78% 26,081,792 (272,505) 1,262,525 92% 154,792 92% 1,417,317 92% 1,144,812 4,036,523 104% 5,181,335 $ Beginning Net Working Capital per FY 2017 Approved Budget (2,685,792) 1,377,302 168,864 1,546,166 (1,139,626) 3,893,237 2,753,611 2,005,307 8,511,281 197,651 10,459,493 (1,347,688) 201,697 (182) 169,520 (1,748) 257,432 15,664 127,867 (23,133) 131,689 (8,911) 127,000 36,116 6,116 18,800 8,120 1,620 316,859 157,892 184,984 162,984 32,444 32,444 5,896 5,896 5,088 4,988 22,599,593 (796,407) 15,914,721 1,339,999 7,507,384 784,088 210,000 (2,500) 328,100 23,960,205 2,121,587 (1,360,612) 1,325,180 a) Received quarterly, in arrears b) Annual payment received in August c) Year end projection reflects anticipated underspending related to unfilled positions d) Year end projection reflects anticipated underspending on therapist, contracts and program expense 1,377, 302 168,864 1,546,166 185,554 4,036,523 4,222,077 1,562,601 313,485 6,098,163 5,827,329 1,325,180 143,286 $ 1,468,466 Page 9 Revenues Admin -Operations Admin -GIS Admin -Code Enforcement Building Safety Electrical Contract Services Env Health -On Site Prog Planning -Current Planning -Long Range Total Revenues Expenditures Admin -Operations Admin -GIS Admin -Code Enforcement Building Safety Electrical Contract Services Env Health -On Site Pgm Planning -Current Planning -Long Range Transfers Out (D/S Fund) Total Expenditures Revenues Tess Expenditures Transfers In/Out In: General Fund - UR Planning Out: A & T Reserve Out: CDD Reserve Funds Net Transfers In/Out Change in Fund Balance Beginning Fund Balance Ending Fund Balance COMMUNITY DEVELOPMENT Statement of Financial Operating Data FY 2015 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) of Actual Actual Budget Budget 59,024 77,705 145% 53,494 2,110 807 32% 2,500 306,480 318,657 99% 322,913 2,122,894 2,170,355 101% 2,152,073 447,721 512,982 110% 467,770 358,815 362,355 131% 276,500 497,039 563,252 119% 475,170 1,230,486 1,176,707 110% 1,069,975 604,808 _ 595,497 86% 694,249 5,629,377 5,778,317 105% 5,514,644 1,461,189 1,459, 378 89% 1,638,933 125,463 123,035 93% 132,305 286,288 270,665 85% 319,679 777,738 736,356 80% 915,194 225,462 267,110 93% 286,145 270,206 298,613 92% 326,249 233,477 306,252 90% 338,956 792,256 918,328 90% 1,020,073 557,991 451,575 79% 574,121 173,673 163,940 100% 164,225 4,903,745 1 4,995,251 87% 5,715,880 725,633 1 783,065 (201,236) 166,770 (90,360) (687,470) (611,060) 114,573 2,037,201 $ 2,151,773 90,783 99,039 92% N/A (1,037,652) 100% (946,869) 101% (163,804) 2,151, 773 134% $ 1,987,970 Beginning Net Working Capital per FY 2017 Approved Budget (1,037,652) (938,613) (1,139,849) 1,600,000 $ 460,151 FY 2016 Projected 82,000 1,000 345,000 2,345,355 562,982 537,604 630,000 1,256,707 655,497 6,416,145 1,638,933 132,305 310,000 875,000 286,145 326,249 338,956 1,020,073 490,000 163,940 5,581,601 Variance 28,506 (1,500) 22,087 193,282 95,212 261,104 154,830 186,732 (38,752) 901,501 9,679 40,194 84,121 285 134,279 834,544 1,035,780 99,039 (1,037,652) (938,613) (104,069) 2,151,773 $ 2,047,704 1,578,206 1,035,780 551,773 $ 1,587,553 Page 10 Revenues Motor Vehicle Revenue Forest Receipts Federal - PILT Payment Other Inter -fund Services Cities-Bend/Red/Sis/La Pine State Miscellaneous Sale of Equip & Material Assessment Payments (P&I) Mineral Lease Royalties Federal Reimbursement Interest on Investments Miscellaneous Total Revenues Expenditures Personnel Services Materials and Services Debt Service Capital Outlay Transfers Out Total Expenditures Revenues less Expenditures Trans In - Solid Waste Trans In - Transp SDC Trans In -Road Imp Res Total Transfers In Change in Fund Balance Beginning Fund Balance Ending Fund Balance ROAD Statement of Financial Operating Data FY 2015 Actual 11, 526,928 1,215,021 1,250,809 911,160 664,062 602,237 312,452 159,692 174,922 77,547 55,109 16,949,938 5,539,866 8,565,242 106,554 1,764,850 600,000 16,576,513 373,426 298,156 1,000,000 12,388 1,310,544 1,683,970 10,022,703 $ 11,706,673 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) Actual I % of Budget 11,490,179 1,067,643 1,203,216 370,339 102,684 603,572 308,962 106,840 135,663 290,000 111,536 59,443 15,850,075 5,188,751 6,167,339 1,002,574 600,000 12,958,663 2,891,412 244,904 244,904 3,136,316 11,706,673 $14,842,989 Beginning Net Working Capital per FY 2017 Approved Budget 100% a) 85% b) 96% c) 39% d) 11% e) 100% 111% 67% 68% N/A f) 279% g) 163% 93% Revised I Budget 11,440, 000 1,250,000 1,250,000 947,925 902,000 603,572 278,500 160,000 200,000 40,000 36,500 17,108,497 90% 5,764,308 57% h) 10,846,101 N/A 12% i) 100% 50% 75% 0% N/A 18% 8,503,257 600,000 25,713,666 (8,605,169) 326,539 1,000,000 1,326,539 (7,278,630) 126% 9,298,470 $ 2,019,840 FY 2016 Projected I Variance 12,347,228 907,228 1,067,643 (182,357) 1,203,216 (46,784) 947,925 902,000 603,572 308,962 30,462 160,000 200,000 290,000 290,000 111,536 71,536 59,443 22,943 18,201,525 1,093,028 5,658,398 105,910 9,346,101 1,500,000 2,600,000 5,903,257 600,000 18,204,499 7,509,167 (2,974) 8,602,195 326,539 1,000,000 1,326,539 1,323,565 11,706,673 $ 13,030,237 12,549,601 a) Revenue projection per ODOT (increased fuel sales/economy related) b) Payment approved in last SRS reauthorization c) Annual payment received in July d) Funds transferred at end of fiscal year e) Billed -will include Spring 2016 chip seal f) Federal Lands Access Program funds for Cascade Lakes Highway not anticipated during budget preparation g) Projection based on annualized YTD h) Overlay reserve, $1.5 million, not projected to be expended in FY 2016 i) Budget includes $5.9 million of CIP reserves. Will not be expended in FY 2016 8,602,195 2,408,203 $11,010,397 Page 11 Revenues DOC Grant in Aid SB 1145 DOC Measure 57 Electronic Monitoring Fee Probation Superv. Fees DOC -Family Sentence Alt Interfund - Sheriff Gen Fund/Crime Prevention DOJ/Arrest Grant State Subsidy Alternate Incarceration Interest on Investments Probation Work Crew Fees State Miscellaneous Leases CJC Justice Reinvestment Miscellaneous Total Revenues ADULT PAROLE & PROBATION Statement of Financial Operating Data FY 2015 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) % of Revised Actual Actual Budget Budget 3,025,316 3,650,200 100% 3,650,168 217,845 234,316 100% a) 234,316 212,894 161,960 72% b) 225,000 220,081 195,433 93% 210,000 110,797 100% c) 110,796 50,000 45,837 92% 50,000 50,000 37,500 75% d) 50,000 52,612 35,052 75% d) 46,736 14,960 16,317 105% 15,610 31,775 19,492 97% d) 20,035 9,550 13,217 189% e) 7,000 10,191 8,826 147% e) 6,000 4,142 11,623 270% f) 4,300 1,600 - 0% g) 1,500 845,836 100% c) 845,807 8,931 342 68% 500 3,909,897 5,386,748 98% 5,477,768 Expenditures Personnel Services 3,581,700 Materials and Services 1,047,720 Transfer to Veh Maint Capital Outlay Total Expenditures 4,629,420 Revenues Tess Expenditures (719,522) Transfers In -General Fund Change in Fund Balance Beginning Fund Balance Ending Fund Balance 451,189 (268,333) 1,131,982 $ 863,649 FY 2016 Projected I Variance 3,650,200 32 234,316 180,000 (45,000) 210,000 110,796 - 50,000 50,000 46,736 16,317 707 20,035 14,000 9,400 11,623 7,000 3,400 7,323 (1,500) 845,836 29 500 5,449,759 (28,009) 3,440,154 86% h) 4,013,941 3,800,000 213,941 1,286,992 83% h) 1,551,315 1,412,000 139,315 31,104 75% 41,472 31,104 10,368 0% i) 68,100 60,000 8,100 4,758,250 84% 5,674,828 5,303,104 371,724 628,498 (197,060) 146,655 343,715 413,589 1,042,087 863,649 $ 1,905,736 92% 451,189 254,129 130% 662,516 $ 916,645 Beginning Net Working Capital per FY 2017 Approved Budget a) Annual payment received in October b) Fees trending under budget due to overestimating offenders ability to pay c) Annual payment received in January d) Payments received quarterly e) Projections increased due to YTD revenue f) Projection increased due to increased reimbursement for special population/services g) Per -use lease agreement with Portland State University. Space is no longer available due to dept expaniq12 h) Based on YTD actual and projected expenses i) All expenses to be incurred second half of fiscal year 451,189 597,844 343,715 863,649 201,133 $ 1,461,493 $ 544,848 1,162, 000 Operating Revenues Franchise Disposal Fees Private Disposal Fees Commercial Disp. Fees Franchise 3% Fees Yard Debris Recyclables Bond Issuance Equip & Material Special Waste Interest Leases Miscellaneous Total Operating Revenues SOLID WASTE Statement of Financial Operating Data FY 2015 Actual 4,575,673 1,680,543 1,336,173 223,323 126,468 28,066 720 16,382 17,164 10,801 58,001 8,073,313 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) FY 2016 % of Actual I Budget Budget I Projected Variance 4,515,573 93% 4,830,000 4,948,380 118,380 1,667,062 101% 1,648,500 1,716,067 67,567 1,311,956 104% 1,260,000 1,415,767 155,767 235,305 107% 220,000 232,291 12,291 144,038 138% a) 104,000 150,000 46,000 16,873 58% b) 29,000 19,000 (10,000) 5,285,895 100% 5,285,895 5,285,895 (0) 16,490 N/A 21,490 21,490 21,516 86% c) 25,000 25,000 19,447 194% 10,000 21,000 11,000 9,901 92% 10,801 10,801 37,287 149% 25,000 39,000 14,000 13,281,342 99% 13,448,196 13,884,691 436,495 Operating Expenditures Personnel Services 1,856,302 1,793,845 Materials and Services 3,112,683 2,937,598 Debt Service 929,793 932,915 Capital Outlay 166,655 74,313 Total Operating Expenditures 6,065,434 5,738,670 Operating Rev less Exp 2,007,879 7,542,672 Transfers Out Road 298,156 244,904 SW Capital & Equipment Reserve 2,225,000 800,000 Total Transfers Out 2,523,156 1,044,904 Change in Fund Balance (515,277) 6,497,768 Beginning Fund Balance 1,679,169 1,163,893 Ending Fund Balance $ 1,163,893 $ 7,661,660 Beginning Net Working Capital per FY 2017 Approved Budget 86% 2,084,433 83% 3,523,447 15% d) 6,197,120 64% 116,450 48% 11,921,450 1,526,746 75% e) 326,539 57% f) 1,400,000 61% 1,726,539 (199, 793) 180% 646,922 $ 447,129 a) Revenues fluctuate with the weather/seasons b) Down market for recyclables c) Unpredictable revenue source; usually involves DEQ clean-ups d) Payments made November and May e) Transfer made quarterly f) Additional resources generated by operations will be transferred to the reserve funds 1,950,359 3,568,092 6,197,120 93,158 11,808,729 2,075,962 326,539 2,291,625 2,618,164 (542,202) 1,163,893 $ 621,690 600,000 134,074 (44,645) 23,292 112,721 549,216 (891,625) (891,625) (342,409) 516,971 $ 174,561 Page 13 RISK MANAGEMENT Statement of Financial Operating Data FY 2015 Actual Revenues Inter -fund Charges: General Liability 379,793 Property Damage 392,304 Vehicle 177,550 Workers' Compensation 1,563,836 Unemployment 324,829 Claims Reimb-Gen Liab/Property 43,921 Process Fee-Events/Parades 1,835 Miscellaneous 0 Skid Car Training 34,020 Transfer In -Fund 340 - Interest on Investments 24,331 TOTAL REVENUES 2,942,419 Direct Insurance Costs: GENERAL LIABILITY Settlement / Benefit 166,363 Defense 19,031 Professional Service 24,849 Insurance 176,537 Loss Prevention 19,465 Miscellaneous 126 Repair / Replacement 6,346 Total General Liability 412,716 PROPERTY DAMAGE Insurance 178,556 Repair / Replacement 35,583 Total Property Damage 214,139 VEHICLE Professional Service 236 Insurance 21,300 Loss Prevention 19,307 Repair / Replacement 51,823 Total Vehicle 92,666 WORKERS' COMPENSATION Settlement / Benefit 687,001 Professional Service 5,000 Insurance 124,195 Loss Prevention 45,934 Miscellaneous 54,299 Total Workers' Compensation 916,429 UNEMPLOYMENT - Settlement/Benefits 104,383 Total Direct Insurance Costs 1,740,333 Insurance Administration: Personnel Services 309,175 Materials & Srvc, Capital Out. & Tranfs. 133,868 Total Expenditures 2,183,376 Change in Fund Balance 759,043 Beginning Fund Balance 3,110,676 Ending Fund Balance $ 3,869,719 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) ok of Actual I Budget FY 2016 Budget I Projected I Variance 787,600 92% 859,198 859,198 361,966 92% 394,092 394,092 164,868 92% 179,850 179,850 1,038,895 91% 1,137,484 1,137,484 302,159 94% 320,000 320,000 59,134 296% 20,000 60,000 40,000 1,370 98% 1,400 1,400 0% 80 80 29,880 111% 27,000 30,000 3,000 95,000 100% 95,000 95,000 - 35,077 140% 25,000 36,000 11,000 2,875,948 94% 3,059,104 3,113,104 54,000 205,765 29,548 6,304 198,416 5,049 29,876 474,958 61% 780,429 520,000 260,429 166,978 21,477 188,455 44% 429,719 250,000 179,719 20,993 131,768 152,761 171% 89,213 180,000 (90,787) 363,573 7,450 129,723 45,289 41,895 587,930 60% 984,626 620,000 364,626 63,790 42% 15.1,486 100,000 51,486 1,467,894 60% 2,435,473 1,830,000 765,473 282,632 83% 339,585 339,585 - 139,444 62% 225,363 225,363 1,889,970 -63% 3,000,421 2,394,948 605,473 985,978 58,683 718,156 659,473 3,869,719 121% 3,200,000 3,869,719 669,719 $ 4,855,697 * $ 3,258,683 $ 4,587,875 $1,329,192 Beginning Net Working Capital per FY 2017 Approved Budget 4,000,000 " Ending Fund Balance includes $2,900,000 restricted for Workers' Comp Loss Reserve Page 14 Revenues Property Taxes - Current Property Taxes - Prior State Reimbursement Telephone User Tax Data Network Reimb. Jefferson County User Fee Police RMS User Fees Contract Payments Miscellaneous Interest Total Revenues Expenditures Personnel Services Materials and Services Capital Outlay Total Expenditures Revenues less Expenditures Beginning Fund Balance Ending Fund Balance Beginning Net Working Capital DESCHUTES COUNTY 9-1-1 Statement of Financial Operating Data FY 2015 Actual July 1, 2015 through May 31, 2016 (92% of Fiscal Year) % of Actual Budget FY 2016 Budget ( Projected ( Variance 6,683,234 7,067,012 102% a) 6,940,000 7,087,012 147,012 174,000 121,906 122% 100,000 121,906 21,906 54,389 49,219 137% 36,000 49,219 13,219 760,914 610,092 81% b) 750,000 750,000 41,803 34,511 115% 30,000 40,000 10,000 30,686 30,642 102% 30,000 30,642 642 54,536 6,469 14% 45,000 45,000 287,880 165,084 56% c) 295,788 295,788 0% 11,000 11,000 38,466 15,155 152% d) 10,000 15,155 5,155 36,785 52,484 131% 40,000 55,000 15,000 8,162,693 8,152,573 98% 8,287,788 8,500,721 212,933 4,885,484 4,355,497 1,987,159 1,996,669 234,798 39,320 7,107,441 6,391,485 1,055,252 3,939,854 $ 4,995,106 1,761,088 4,995,106 $ 6,756,194 per FY 2017 Approved Budget 72% e) 88% 20% f) 75% 6,008,790 2,264,097 200,000 8,472,887 4,761,722 1,247,068 2,264,097 150,000 50,000 7,175,819 1,297,068 (185,099) 1,324,902 1,510,001 107% 4,650,000 4,995,106 345,106 $ 4,464,901 $ 6,320,008 $ 1,855,107 5,900,000 a) Projection based on YTD actual plus June estimated at $20,000 b) Tax received quarterly. The 3rd quarter payment is expected in May c) Recently billed after the RMS Ops Board negotiated a new maintenance contract with New World Systems d) YTD includes a reimbursement from Bend Police Department for software licenses ($4,253) e) Variance due to open positions f) Phase II of parking lot deferred to FY 2017 Page 15 Revenues: Internal Premium Charges Part -Time Employee Premium Employee Monthly Co -Pay COIL Retiree / COBRA Co -Pay Prescription Rebates Claims Reimbursements & Misc Interest Total Revenues Expenditures: Personnel Services (all depts) Materials & Services Admin & Wellness Claims Paid -Medical Claims Paid -Prescription Claims Paid-DentalNision Stop Loss Insurance Premium State Assessments Administration Fee (EMBS) Preferred Provider Fee Other - Administration Other - Wellness Admin & Wellness Deschutes On-site Clinic Contracted Services Medical Supplies Other Total DOC Deschutes On-site Pharmacy Contracted Services Prescriptions Other Total Pharmacy Total Expenditures Change in Fund Balance Beginning Fund Balance Ending Fund Balance Health Benefits Trust Statement of Financial Operating Data FY 2015 Actual $ 16,001,138 15,680 866,646 1,870,995 1,089,975 145,422 242,601 92,213 20,324,668 July 1, 2015 through May 31, % of 2016 (92% of Budget Fiscal Year) 14,407,588 7,538 820,935 1,926,490 1,051,895 48,104 310,923 108,010 18,681,483 FY 2016 Approved Budget FY 2016 Projection $ Variance 89% a) $ 16,153,000 $ 15,717,369 $ (435,631) N/A a) 8,223 8,223 95% a) 865,000 895,565 30,565 101% a) 1,900,000 2,101,625 201,625 79% a) 1,336,000 1,147,522 (188,478) 37% 130,000 130,000 N/A 310,923 310,923 96% 112,000 118,000 6,000 91% 20,496,000 20,429,228 (66,772) 121,638 97,210 83% 11,366,449 1,245,249 1,832,508 326,435 227,597 419,304 38,804 45,335 162,582 15,664,262 818,418 79,616 23,726 921,761 304,556 1,552,760 13,250 1,870,566 18,578,227 1,746,441 12,461,082 $ 14,207,523 11,948,131 857,366 1,804,535 328,711 119,231 445,659 141,685 84,669 151,243 15,881,230 780,868 57,792 29,375 868,035 292,175 1,387,538 19,013 1,698,726 18,545,201 136,283 14,207,523 $ 14,343,806 ; % of Exp covered by Revenues 109.4% _ 100.7% Beginning Net Working Capital per FY 2017 Approved Budget a) Projection - Eleven months annualized b) YTD Actual is July through April. Projection - YTD annualized 97% a) 62% a) 88% a) 91% 50% 106% 308% 81% 102% 93% 96% 92% 107% 96% 117,753 12,335,775 1,392,307 2,048,918 360,000 240,000 420,000 46,000 104,417 149,000 17,096,417 810,000 63,000 27,470 900,470 102% 287,700 87% b) 1,600,000 86% 22,007 89% 1,909,707 93% 20,024,347 471,653 108% 13,190,000 $ 13,661,653 108,150 9,603 12,956,558 928,813 1,954,913 360,000 240,000 420,000 157,202 104,417 149,000 17,270,903 810,000 63,000 27,470 900,470 287,700 1,665,045 22,007 1,974,752 20,254,276 174,952 14,207,523 $ 14,382,475 102.4%; 100.9%J 14,327,000 (620,784) 463,494 94,005 (111,202) (174,486) (65,045) (65,045) (229,929) (296,701) 1,017,523 $ 720,822 Page 16 Operating Revenues Events Revenues Storage Camping at F & E Horse Stall Rental Concession % - Food Annual County Fair (net) Interfund Contract TRT - 1% for Marketing Miscellaneous Total Operating Revenues Operating Expenditures: General F & E Activities Personnel Services Materials and Services Total Operating Expenditures Other: Park Acq/Dev (Fund 130) Grants Rights & Signage Interest Total Other FAIR AND EXPO CENTER Statement of Financial Operating Data Through May 31, 2016 Year to Date (92% of the FY 2015 year) Actual Actual 1% of Budget $ 528,377 45,794 14,505 37,698 11,411 244,000 85,111 116,670 11,092 1,184,232 909,177 655,566 1,564,743 29,000 280 98,538 678 128,496 Results of Operations (252,016) Transfers In / Out Transfer In -General Fund 365,000 Transfer In -Room Tax - (Fund 160) 110,770 Trans In(Out)-Fair & Expo Reserve Total Transfers In 475,770 Non -Operating Expenditures Debt Service Capital Outlay Total Non -Operating Expenditures Change in Fund Balance Beginning Fund Balance Ending Fund Balance 112,213 52,473 164,686 59,068 2345) $ 58,723 1 Beginning Net Working Capital per F 2017 Approved Budget 483,067 59,700 18,475 29,672 283,000 41,105 209,108 7,084 1,216,102 827,693 633,264 1,460,958 104.3% 119.4% 92.4% 59.3% N/A 96.0% b) 48.7% c) 54.6% 65.0% 85.2% 87.0% 76.4% 82.1% 22,500 75.0% N/A 100,330 87.2% 1,212 404.0% 124,042 85% (120,814) 275,000 91.7% 23,595 91.7% 0.0% 298,595 113.5% (319,507) -273.8% N/A (319,507) -273.8% 497,287 58,723 58.7% $ 556,010 463,000 $ 50,000 20,000 50,000 294,835 84,422 382,641 10,900 1,427,101 951,266 828,351 1,779,617 30,000 115,000 300 145,300 (207,216) 300,000 25,744 (62,740) 263,004 116,709 116,709 (60,921) 100,000 39,079 $ a) See "Food & Beverage Activities Schedule" b) Revenues and Expenses for the annual County Fair are recorded in a separate fund and the available net income is transferred to the Fair & Expo Center Fund c) Reimbursement from RV Park for personnel expenditures recorded in F&E FY 2016 534,279 $ 71,279 59,700 9,700 32,475 12,475 48,672 (1,328) 283,000 (11,835) 43,605 (40,817) 224,190 (158,451) 7,084 (3,816) 1,318,292 (108,809) 896,893 54,373 724,392 103,959 1,621,285 158,332 37,500 7,500 100,630 1,312 139,442 (163,551) Budget 1 Projection $ Variance (14,370) 1,012 (5,858) 43,665 I 300,000 25,744 (62,740) 263,004 113,010 3,699 113,010 3,699 (13,557) 47,364 58,723 (41,277) 45,166 $ 6,087 $ 39,277 Page 17 Year to Date 1 s 0 Ca 2 Ca 7 0 a) u_ (00 co $ 25,356 $ 137,807 0) r-. co cO 40, co E °O a) N 0 a) 0 --,-_- a) a) E a) O Z - 00 -,t r-- r in co [t COO 10 05 a) M CO co co C) C`) r co 1n r 0 T Ch O 147 0 0 r 0) CO 0) et 0 ' ' ' ' In r CO et U N CO 1n CO r 1n T 0) O' O N 07 Ch r T r ea a) e'! �t 0) 0) O co r- r- CO co ID) - Is. ... -D CO 0 0 00 N CO N M er CO CO r 'CI" ID E Vti � r—etO ON O 0) ' ' 0) 1O co O a) 't CO 00 CO 0) 10 to 0) 0) r- T CZ N Co Cr) r T ti O ti M ft OMO cO0)O) r- co NCO 0 rr N r et et N to r N 0 r- r- CO C0 CO CO Cr 0) 0 c In r- N cc Co O r- 00 ' o N CO CO Ai 00 C`')05 - .-- W 6(0 CO, r- r- '7 d' N CON 00 r cD (fl CO r N O N C") CO V- T r T iA r- co co ,t N co 0) T 0o ct T ct' co r- to L() O N co 0) Ps- 0) 0 N O N r' N M N N Cn V 00 r- O CO r 0 ' N 1.0 CO CO 0 .1: N co c7 co- CO 10 N N 0) C'7 N 1A N N T to ti in co N Cn 1s- 0 0) 0) N r Co) r - O ct CO 0 ti M O O Cr 0 et N- 0) tO 0 c r I's r-. O CO ch 10 r Cfl ' ti r vt CO er C6 c In r-: si O r r iT C'7 0 C1 to N r N r N V° T co r- 1n r N r 0) N- CO CO COO et0)O M CO r- CO et Nr CO N 1C� d V ceCD r 0) O N N N N r,r c) Lo et CO r r N N -t c700 0)co r- 0) CO N- r N- 0) CO 06 M ti ' CV (Ni N N r r d9 CO et e- 0)r 0 ' co to 0 co co co" 1n O r O to T 00 CD CO ' O ' O T T fJi L0 t- CA CO Cr) CO CO 07 N T et ti CO N CO r- N CD CO CO CD T CO 0) et et 0) 0 CO (0 T Cr) e') r d' (0 CO 0 Cn 0) r 0) 0 CO ' Cn 1 11D CO 00 M 0) O O O 0) r M In e') N N 0) r r nt co N r r r 40 r CO Cr Ln CO cr Cr C.") e') 1n 14) N CO 0) 0) C0 00 CO 10 11)T T r- CD O N et C) r N ' C7) ' 0) 10 ' 1t) O O r N "dr T 0) CA co co NCO . co .- co CO N- O CO "zt N CO N_ CO 1C) CMO ON) O) c Cco 0)) ' 1Nf) in C".1 ti n A CO 6 O 0) - M 0) O M vr r T Thi a) 0) ors s CMOS Oetti co CO 0) g O) r .O , C') N CO -) < N N T Cf) N teT Q) c a) Direct Costs Total Direct Costs Gross Profit Other Revenues L a co 0 c_ L 0 03 0 Total Other Revenues Total Expenses c0 Income -Food & Beverage Ac Revenues Court Fines & Fees Interest on Investments Total Revenues Expenditures Personnel Services Materials and Services Total Expenditures JUSTICE COURT Statement of Financial Operating Data FY 2015 Actual 459,548 456 460,004 423,791 162,205 585,996 Revenues Tess Expenditures (125,992) Transfers In -General Fund 74,398 Change in Fund Balance (51,594) Beginning Fund Balance 130,317 End Fund Bal (Contingency) $ 78,723 July 1, 2015 through May 31, 2016 (92% of Fiscal Year) % of Actual I Budget 440,476 693 441,168 399,121 148,076 547,196 (106,028) 133,606 27,578 78,723 $ 106,301 98% a) 131% 98% 91% 85% b) 90% FY 2016 Budget I Projected 450,000 527 450,527 436,236 173,942 610,178 (159,651) 92% 145,747 (13,904) 131% 60,000 $ 46,096 $ Beginning Net Working Capital per FY 2017 Approved Budget a) Monthly revenue recorded in arrears. $42,820 received in June for May activity Projection is YTD annualized ($440,476 + $42,820) /11 x 12 = $527,232 b) One time software maintenance fee of $24,421 paid in September 2015 527,232 527 527,759 IVariance 77,232 77,232 436,236 159,332 14,610 595,568 14,610 (67,809) 91,842 145,747 77,938 91,842 78,723 18,723 156,661 $ 110,565 145,608 Page 19 REVENUES Room Taxes Interest Total Revenues EXPENDITURES Administrative Auditing Services Interfund Contract ISF Public Notices Printing Office Supplies Postage Total Administrative Distributions LED #2 Economic Develop Bend/Sunriver Chamber COVA - 6% COVA-1% RV Park Annual Fair F&E - 6% F&E - 1% Total Distributions Total App/Exp Change in Balance Beginning Balance Ending Balance Deschutes County Room Taxes (Funds 160 and 170) Budget and Actual - FY 2016 YTD 05-31-2016 Fund 160-7% Budget Actual $ 4,716,250 $ 4,886,089 - 2,744 4,716,250 4,888,833 Fund 170-1% Budget I Actual $ 673,750 $ 698,013 - 2,711 673,750 700,724 10,500 7,875 1,500 1,125 57,914 53,086 9,650 8,844 22,468 20,592 183 165 2,625 1,348 375 193 1,750 793 343 113 875 125 2,625 1,027 375 147 98,757 84,720 12,551 10,586 3,151,787 3,134,365 - - 198,360 200,000 23,473 51,833 - 759,283 753,733 - 660,048 660,230 - 66,259 22,516 164,559 59,661 25,744 23,595 - - 382,641 194,689 4,620,335 4,623,757 811,819 476,866 4,719,092 4,708,477 824,370 487,453 (2,842) 2,842 - $ 180,356 (150,620) - 150,620 180,356 $ - 213,271 195,635 408,907 Combined -8% Budget % of Actual Budget $ 5,390,000 5,584,102.16 103.6% 5,455.28 5,390,000 5,589,557 103.7% 12,000 9,000 67,564 61,930 22,651 20,757 3,000 1,540 2,093 906 1,000 3,000 1,173 111,308 95,307 3,151,787 198,360 23,473 759,283 660,048 66,259 164,559 25,744 382,641 5,432,154 5,543,462 3,134, 365 200,000 51,833 753,733 660,230 22,516 59,661 23,595 194,689 5,100, 623 5,195,930 (153,462) 393,628 153,462 195,635 - $ 589,263 JRF 6/2/2016 CAPITAL PROJECTS ■ General County Projects Deschutes County General County Projects (Fund 142) Through May 31, 2016 FY 2016 - Year to Date (92% of Year) % of Actual I Budget FY 2016 Budget 1 Projection 1 Variance Revenues Property Taxes, Current $ 766,968 102% $ 750,000 $ 768,968 $ 18,968 Property Taxes, Prior 13,757 69% 20,000 15,000 (5,000) Miscellaneous 16,442 n/a 16,442 16,442 Inter -fund Charges a) OHP-Alcohol/Drug (280) 169,015 32% b) 525,000 525,000 OHP -Mental Health (270) 169,015 32% b) 525,000 525,000 Road Department (325) 0% b) 150,000 150,000 Interest 8,437 77% 11,000 11,000 Total Revenues 1,143,633 58% 1,981,000 2,011,410 30,410 Expenditures General ADA Projects 31,745 General 441,026 Remodel Projects M & S 3,766 Health Services File Room 154 Total General Projects 476,691 631,445 631,445 Remodel Projects Courthouse - District Attorney 88,584 100,000 100,000 Courthouse -sidewalk 103,699 103,699 103,699 P&P Stairs 36,440 36,440 36,440 P&P Programs Building 13,416 13,416 13,416 Road Dept Meeting Room 40,218 250,000 250,000 South County 138,032 138,032 138,032 Wall Street Services Building 864,869 911,968 911,968 Total Remodel Projects 1,285,258 1,553,555 1,553,555 Total Projects 1,761,949 81% 2,185,000 2,185,000 Internal Charges-ISF & Insurance 60,936 100% 60,936 60,936 Tech Improvements 117,426 130% 90,000 117,426 (27,426) Total Expenditures 1,940,311 2,335,936 2,363,362 (27,426) Revenues less Expenditures (796,678) (354,936) (351,953) 2,983 Transfers In/(Out) Campus Improvement (463) Change in Fund Balance Beginning Fund Balance Ending Fund Balance (120,000) 100% (120,000) (120,000) - (916,678) (474,936) (471,953) 2,983 1,373,675 94% 1,460,000 1,373,675 (86,325) $ 456,997 $ 985,064 $ 901,723 $ (83,341) Beginning Net Working Capital per FY 2017 Approved Budget 1,280,000 a) Energy Trust of Oregon Payments b) Contribution for remodels of Wall Street Services Building, South County and Road Department jrf 6/8/2016 Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.orQ AGENDA REOUEST & STAFF REPORT For Board Business Meeting of June 20, 2016, Work Session DATE: June 17, 2016 FROM: Jane Smilie, Health Services Director Health Services ext. 7502 TITLE OF AGENDA ITEM: Consideration of Board Authorization of Patrol Services Transport to Provide Secure Transport Services within Deschutes County PUBLIC HEARING ON THIS DATE? NO BACKGROUND AND POLICY IMPLICATIONS: Oregon Administrative Rule 309-033-0432, Standards for the Approval of a Secure Transport Provider to Transport a Person in Custody or on Diversion to an Approved Holding Hospital or Nonhospital Facility," requires authorization by the governing body of an Oregon county in order for a secure transport provider to transport individuals within the county, pursuant to the provisions of Oregon Revised Statutes 426.228, 426.231 and 426.233 relating to the emergency care and treatment of persons with mental illness. FISCAL IMPLICATIONS: The costs of transporting a person as authorized under Chapter 426 of the Oregon Revised Statutes shall be the responsibility of the county whose peace officer or community mental health program director directs the authorized person to take custody of a person and to transport the person to a facility approved by the authority, but the county shall not be responsible for costs that exceed the amount provided by the state for that transportation. RECOMMENDATION & ACTION REOUESTED: Authorization of Patrol Services Transport to provide secure transport services within Deschutes County ATTENDANCE: Jane Smilie, DeAnn Carr. DISTRIBUTION OF DOCUMENTS: Please send an electronic copy of the signed letter of authorization to Kathe Hirschman, Health Services department (katheh@deschutes.org). 1/12/16 PATROL SERVICES TRANSPORT P.O. Box 1374, Bend, OR 97709 541-617-9999 May 25, 2016 Deschutes County Mental Health Jane Smiley, Director 2577 NE Courtney Drive Bend, OR 97701 Dear Ms. Smiley, Patrol Services Transport is a secure transportation company, located in Bend, which provides non -emergent secure transports for allegedly mentally ill persons throughout Oregon. We have been providing these services since 2008. In order to continue to provide these services in Malheur/Umatilla Counties, in compliance with OAR 309-033-0200 through 309-033-0340, General Standards for Civil Commitment and OAR 309-033-0400 through 309-033-0440, Standards for Transportation and Transfer of persons in custody or Diversion, we would like to ask you to take a moment to provide us with a Letter of Recommendation. Letters of Recommendation should be addressed and sent to: Addictions and Mental Health Division Keith Breswick, Oregon State Civil Commitment Coordinator 500 Summer Street NE E86 Salem, OR 97301-1118 Please feel free to call myself or Keith Breswick for further information regarding Patrol Services Transport. Sincerely, Suzanne Bowers Patrol Services Transport, LLC E 0 June 13, 2016 -‹ HEALTH SERVICES Keith Breswick, MS Civil Commitment Coordinator Addictions & Mental Health Division 500 Summer Street, NE, E86 Salem, OR 97301-1118 Dear Mr. Breswick: 2577 NE Courtney Drive • Bend, Oregon 97701 Public Health (541) 322-7400 • FAX [541) 322-7465 Behavioral Health (541) 322-7500 • FAX (541) 322-7565 www.deschutes.org Based on the provisions of OAR 309-033-0432, Standards for the Approval of a Secure Transport Provider to Transport a Person in Custody or On Diversion to an Approved Holding Hospital or Nonhospital Facility," Deschutes County Health Services recommends the State of Oregon's Addictions & Mental Health Division approve the certification of Patrol Services Transport to transport persons in custody or on diversion. This letter of recommendation does not constitute an endorsement of Patrol Services Transport's services and shall not be used for any purpose other than meeting the requirement of the referenced OAR or other OARs. Deschutes County has not undertaken any investigation or evaluation of the secure transport company's operations and by this letter is expressing no opinion on the adequacy or quality of the company's services. The County relies on the State's certification process to satisfy the necessary regulation of this service. As the Deschutes County Local Mental Health Authority, the Board of County Commissioners hereby authorizes Patrol Services Transport to transport persons in custody or on diversion within Deschutes County, pursuant to the provisions of ORS 426.228, 426.231 and 426.233. Enhancing the lives of citizens by delivering quality services in a cost effective manner. Keith Breswick, MS June 13, 2016 Page 2 This authorization to provide services in Deschutes County is conditioned upon Patrol Services Transport's obtaining from the State a Certificate of Approval to provide secure transport services and maintaining that certification at all times while providing the service in Des-chuteS Cotinty. Sincerely, A-4/04 Smilie, Health Services Director D chutes County Health Services Alan Unger, Chair Deschutes County Board of County Commissioners Tammy Baney, Vice Chair Deschutes County Board of County Commissioners Anthony DeBone, Commissioner Deschutes County Board of County Commissioners JS:kh H:\My Documents \CORRESPONDENCE \State Certifications and Variance Requests \Secured Transport \patrol Services Transport \ Secure Transport loR Patrol Servkas Transporkdoc cc: Patrol Services Transport DeAnn Carr, DCHS Nancy Tyler, DCHS Communications Emergency Preparedness and Response Assessment and Epidemiology Community Partnership Development Health Equity Leadership and and Cultural Organizational Responsiveness Competencies Communicable Disease Control Prevention and Health Promotion Access to 'Clinical Preventative Services F1/°rG 1-k!aith �that6'9'i° PUBLIC HEALTH DIVISION healthoregon.org/modernization 971-673-1222 Deschutes County Health Services DRAFT Strategic Plan 2016-2020 The Deschutes County Health Services (DCHS) 2016-2020 strategic plan was developed with an intensive planning process (see Appendix A) that included input from DCHS staff and supervisors, advisory boards, the Board of County Commissioners, and the DCHS management team. The planning process is based on the principles of the Balanced Scorecard, which suggests strategic goals address four different perspectives of an organization: Internal Processes & Performance Community/ Client/ Stakeholder Vision & Strategy Staff & Organizational Capacity Financial Stewardship The strategic plan includes five goals with intended results/outcomes, strategies, and indicators identified for each goal. For every strategy, key actions were identified and prioritized for each year of the plan. Strategic plan actions have a regional or department level impact, including strategies from the Central Oregon Regional Health Improvement Plan (RHIP). Additionally, actions were considered through the lenses of Public Health Modernization (PH Mod.) and Certified Community Behavioral Health Clinic (CCBHC) criteria, state and federal level initiatives with potential for significant impact on DCHS. The action plan for Year 1 can be found in Appendix B. DCHS has a record of working collaboratively with partners within Deschutes County, as well as those throughout the Central Oregon Tri -County region. When implementing new programming or expanding current work, consideration is first given to determine how regional efficiency opportunities can be maximized. DCHS is very engaged with the Central Oregon Health Council (COHC) and the Wellness and Education Board of Central Oregon (WEBCO) in determining how resources and efforts can be combined to best serve the population of Central Oregon, as well as patients, providers, the regional coordinated care organization (CCO), and all public and behavioral health organizations. The Living Well with Chronic Conditions program, administered by DCHS throughout the region since 2006, is an example of how DCHS has successfully worked with regional partners to implement sustainable programing. Draft 6/10/16 Deschutes County Health Services Strategic Plan 2 Smallest impact Factors that affect health Examples Advice to eat healthy, be physically active Rx for high blood pressure, high cholesterol: diabetes immunizations brief intervention. smoking cessation, colonoscopy Largest impact r•• •d ,. iodization, smoke-free: Cigarette tax Poverty, education; housing, inequality Source: Frieden, T.R. (2010). A Framework for Public Health Action: The Health Impact Pyramid. American Journal of Public Health, 100(4): 509-595. Doi: 10.2105/ALPH.2009.185652 PMCID: PMC2836340 The DCHS strategic plan incorporates strategies from all levels of the Health Impact Pyramid shown above. Interventions in the top two tiers of the pyramid commonly occur in a health care setting. These interventions are essential to protect and improve an individual's health, but they often have a limited impact on the population's achievement of optimal health. Interventions in the middle and at the base of the pyramid are geared toward improving the health of the entire population by focusing on prevention, making health resources readily available, ensuring the health care system is equipped to address health needs, and enacting policy that makes healthy choices the default and addressing socioeconomic factors that affect health. These interventions can have the greatest potential to affect health because they influence the entire population, in contrast to focusing on one individual at a time. However, it may take generations to see the effects of interventions designed to change socioeconomic factors. Draft 6/10/16 Deschutes County Health Services Strategic Plan 3 Figure A. Integrated Management System Program Review Sessions & AchieveIt Tracking Strategic Goals, Indicators, & Metrics Use Operational Plans to Manage Regional Health Assessment Performance! Management System Regional Health Improvemen t Plan Tied to Priorities DCHS Strategic Plan The strategic plan will be implemented using the DCHS Integrated Management System (IMS) (see Figure A). All DCHS programs have developed operational plans, which contain many of the key actions necessary to achieve our department goals. These operational plans will be used and reviewed regularly at the program and department level, and the strategic plan and action items will be reviewed and updated annually. All DCHS plans, including operational plans, are designed to align with one another and ensure our actions are tied to community needs and agency strategy in order to have the greatest possible impact on the health and safety of our community (see Figure B). Program Operational Plans Workforce Development, QI Projects, Project Management, Human Resources, Facilities, Technology, etc. Figure B. Alignment of DCHS Plans 4, 01 Plan RHA/RHIP Strategic Plan Program Operational Plans QI Projects r Risk Mitigation Division Operational Plans Draft 6/10/16 Deschutes County Health Services Strategic Plan 4 Deschutes County Health Services Strategic Plan 2016-2020 Mission To promote and protect the health and safety of our community. Vision Deschutes County Health Services provides leadership, programs, services, education, and protections to improve the health of individuals, families and communities so people enjoy longer and healthier lives. Values Deschutes County Health Services promotes the following values in all we do: Advocacy Collaboration Equity & Inclusion Excellence Healthy Workplace Leadership Professionalism Stewardship Supporting individual and community health by ensuring access to health care for all. Building relationships that reflect growth, authenticity, and mutual respect. Demonstrating awareness and respect for the diversity in our workplace and community. Committing to use the best data, science, and information available to make decisions that result in high quality services. Promoting respectful interactions, healthy lifestyles, emotional and physical safety in work environments (trauma -informed practices). Advancing a shared vision with inspiration that guides our work at all levels of the organization and in the community. Conducting oneself with the highest level of personal integrity, conduct and accountability. Using public resources effectively and efficiently. Strategic Goals 1. Promote Health and Prevent Disease 2. Assure Needed Health and Human Services 3. Acquire and Use Resources Effectively 4. Evaluate and Improve Agency Processes and Performance 5. Develop Workforce and Enhance Positive Organizational Culture Draft 6/10/16 Deschutes County Health Services Strategic Plan 5 Intended Results and Outcomes • Reduced prevalence and incidence of disease • Increased healthy behaviors and improved mental health • Decreased health disparities and increased health equity • Health-related policies to address population health needs and disparities are implemented • The health of Deschutes County residents is monitored regularly and critical health issues are prioritized A. Develop, advocate for, and implement policies that support individual and community health B. Implement evidence -based programs and/or best practices in health promotion and prevention C. Provide information and education to individuals and the community D. Enforce laws and regulations that promote and protect health E. Monitor disease, health behaviors, disparities, social determinants and other factors that affect health to assure programs and services meet documented needs • Decrease the prevalence of cigarette smoking among adults from 18% to 16% • Decrease the prevalence of smoking among llth and 8th graders from 12% and 6%, respectively, to 9% and 3%, respectively • Decrease the prevalence of adults who report no leisure time physical activity from 14% to 12% • Decrease the prevalence of llth graders and 8th graders who have zero days of physical activity from 11% and 6% to 10% and 5%, respectively • Decrease the percentage of 8th graders who used alcohol at least once within the last 30 days from 20.9% to 18.9% • Decrease the percentage of 6th, 8th, and 11th graders reporting that they seriously considered attempting suicide over the past year from 7.4%, 15.0%, and 19.3%, respectively, to 6.4%, 14.0%, and 17.3%, respectively • 95% of licensed facilities receive inspections by environmental health staff per state requirements • 95% of communicable disease investigations will be completed within 10 days, as defined by the Oregon Health Authority • Decrease the prevalence of 8th graders who report using marijuana at least once over the past 30 days to < 9.5% Draft 6/10/16 Deschutes County Health Services Strategic Plan 6 Intended Results and Outcomes • Increased access to services in the community and improved health through collaboration with community partners • Clients and the community experience a streamlined and coordinated system of services A. Coordinate and integrate services through collaborative community partnerships B. Implement, provide, and support a full continuum of screening, referral, evidence -based services, and best practices C. Ensure services and environment are trauma -informed and linguistically, culturally, and developmentally appropriate D. Increase use and ease of access to appropriate services by underserved, marginalized, and at risk populations E. Improve delivery of clinical preventive services F. Support client engagement and self - advocacy in the design, delivery, and effectiveness of services • Increase the number of women in Central Oregon who receive prenatal care beginning in the first trimester from 81% to 90% • Increase the Central Oregon State Performance Measure - Child Immunization Status rate (0-24 months) from 60% to 80% • 79% of individuals discharged from a psychiatric hospital receive an outpatient behavioral health visit within 7 calendar days of discharge • 100% of Behavioral Health Oregon Health Plan clients are seen within state timelines as specified in the following categories: 1) Emergent: Within 24 hours, 2) Urgent: Within 48 hours, and 3) Routine: Within 2 weeks • 90% of children and adolescents referred by DHS receive a behavioral health assessment within 60 calendar days of notification • Increase the percent of children who receive a developmental screen before the age of 3 from 56% to 62% • Establish baseline and monitor behavioral health outcomes using ACORN tool • 90% of respondents to DCHS client satisfaction surveys are satisfied with staff sensitivity toward their culture and background • 75% of reproductive health clients age 12 and older will receive an annual alcohol and drug screening using the CRAFFT or SBIRT screening tools • Determine the extent to which we are serving underserved, marginalized, and at risk populations — establish benchmark in Year 1 Draft 6/10/16 Deschutes County Health Services Strategic Plan 7 Intended Results and Outcomes • Resources are maximized to meet obligations, address strategic priorities, and support community health • Annual revenue generated meets or exceeds annual expenses • Capitation utilized at 100% A. Increase accuracy of claims and encounter data resulting in maximum revenues and approved encounters B. Ensure program expenses do not exceed budgeted program revenue C. Ensure all internal processes maximize revenue, increase efficiencies, and minimize cost D. Consider state and national standards/ frameworks when making decisions about organizational priorities and resources E. Analyze data to align and allocate resources with strategic priorities F. Secure monetary and non -monetary resources that address identified needs • Establish a baseline and increase annually the dollar amount of non -OHP claims billed and collected • 100% of programs will spend less than the amount of revenue budgeted by program • Maintain contingency funds at 8.3% of the total budget and OHP reserve funds at 25% of annual capitation • Meet 100% of external fiscal audit standards • The total dollar amount of invalid behavioral health claims will not exceed 2% of the total value of behavioral health claims • Develop and implement tools for close monitoring of program, division, and department budgets Draft 6/10/16 Deschutes County Health Services Strategic Plan 8 Intended Results and Outcomes • Aligned and integrated programs, services, and plans that maximize our effectiveness • Operating an integrated Electronic Health Record that increases efficiency and effective service delivery • Consistent use of a project planning model • Up-to-date and relevant policies and procedures across the agency • Employees know standard department processes • Balanced manager/supervisor/staff ratios • Decisions and processes are informed by a variety of data and information sources and linked to strategic goals and outcomes • Clear and consistent multidirectional communication A. Review organizational structure annually, and align to meet agency needs B. Monitor, evaluate, and continuously improve service and program outcomes using the DCHS Integrated Management System and other tools C. Improve external communication process D. Document, evaluate, and update work processes, policies, and procedures E. Optimize use of technology to create efficiencies, support our work, and meet agency needs F. Increase internal collaboration among programs and divisions • 90% of respondents to DCHS client satisfaction surveys are satisfied with their experience • DCHS will complete four organization or division level quality improvement projects annually • Establish a baseline for achievement of operational plan metrics, set targets in year 2, and monitor annually • Maintain positive performance/findings on Triennial Review, OHA audit, OPAR audit, Public Health accreditation, and other programmatic reviews • Percentage of programs that are currently implementing evidence -based interventions — establish benchmark in Year 1 Draft 6/10/16 Deschutes County Health Services Strategic Plan 9 Intended Results and Outcomes • Opportunities to enhance career goals and skills are available • Core competencies are identified and achieved • Leadership development strategy and plan are in place • Staff are aware of and understand the service array delivered across DCHS • Employee involvement, accountability, and strong/positive interactions • Staff share and demonstrate a common vision and purpose • Clear responsibilities and accountable expectations • Clear and consistent multidirectional communication A. Promote and sustain a safe and respectful workplace (i.e., become a certified trauma - informed organization) in which every individual's role and contribution is valued B. Attract, develop, and retain a talented workforce C. Empower staff to share responsibility for team and organizational culture and outcomes D. Develop leadership practices that cultivate healthy relationships, teams, and organization E. Improve internal communication process • 100% of staff have individual development goals articulated in their performance evaluations • 100% of positions have identified core competencies • Percent of staff who rate their overall level of job satisfaction as "very satisfied" or "satisfied" — establish benchmark in Year 1 • Percent of staff who rate their level of satisfaction with internal communication as "very satisfied" or "satisfied" — establish benchmark in Year 1 • 100% of facilities have at least one completed safety and emergency response drill annually • Monitor retention rate and review quarterly • 100% of staff performance evaluations are completed on time Draft 6/10/16 Deschutes County Health Services Strategic Plan 10 Where are we now?{ conditions, challenges, and opportunities that may ability to achieve our mission. _nv__ ironmental Scan SWOT we want to be? articulate our goals and how our community will benefit because of the work. we, do Goals. How will we get there? possible actions we could take, identify those strategies that we believe will best help us achieve our mission. How will we measure our progress? Define a vital few quantitative measures that will allow us to determ much • ro e cess is bein • made toward achievin • our mission. Draft 6/10/16 Deschutes County Health Services Strategic Plan 11 The development of the strategic plan has included an analysis of data on health needs and trends in our county and region through the Central Oregon Regional Health Assessment, as well as this assessment of our department and the conditions in our county, region and state. We have used this information to frame our long-range goals and fulfill our mission to promote and protect the health and safety of our community. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Strengths (Internal) Passionate, highly skilled staff with strong commitment to serving clients and the community ,Wide array of programs and services that :respond to client and community needs Internal integration of public health, behavioral ;'`health, intellectual and developmental disabilities, and administrative services Strong relationships with key partners ✓Systematic approach to organizational development (Integrated Management System), including performance management, operational support, quality improvement/assurance and evaluation expertise Opportunities (External) Healthcare transformation through Public Health Modernization and Certified Community Behavioral Health Clinics Healthcare integration in the community ',Collaboration and support for regional work to address needs together, including the RHIP Regional focus on social determinants of health Weaknesses (Internal) Limited staffing and resources/missing critical roles (e.g., Medical Director/Child Psychiatrist) Roles and responsibilities are not clear Constant change and unclear scope Organizational communication needs improvement, including additional opportunities for staff to shape DCHS direction Lack of adequate financial support for training and career development opportunities Threats/Challenges (External) High tobacco use among pregnant women Legalization of recreational marijuana use Low 2 -year old up-to-date immunization rates Lack of access to healthcare (and transportation) in rural areas High suicide rate Stigma for behavioral health treatment Increasing prevalence of diabetes Financial uncertainty: increased costs/decreased funding resources/rate setting challenges Unknown impact of Public Health Modernization Competition for our work in public health and behavioral health with healthcare transformation External reputation does not consistently reflect the reality of the quality and availability of services at DCHS Draft 6/10/16 Deschutes County Health Services Strategic Plan 12 DCHS Strategic Plan Development Timeline Jan -Aug 2015 Regional Health Assessment (RHA) development Jun -Aug 2016 Community & stakeholder forums on health priorities in our community Sep -Dec 2015 Regional Health Improvement Plan (RHIP) development Mar 2016 Solicit supervisor & staff input on strategic plan in team meetings Mar 2016 Solicit input at DCHS Advisory Board meetings April 2016 Strategic planning sessions with management team April 11 & 27, 2016 Staff Advisory Group sessions with the management team May 3, 2016 1st Draft Complete May 5, 2016 Solicit supervisor input on draft plan at Managers & Supervisors Meeting May 25, 2016 DCHS Advisory Boards Combined Meeting to review draft plan June 6, 2016 Management team reviews input & revises plan as needed June 10, 2016 2nd Draft Complete June 20, 2016 Present draft plan to BOCC June 30, 2016 Final Plan Complete July 2016 Implement DCHS 2016-2020 Strategic Plan Ongoing Monitor strategic plan progress and update annually Draft 6/10/16 Deschutes County Health Services Strategic Plan 13 la. Develop, advocate for, and implement policies that support individual and community health 1a1. Actively engage in regional/community processes to ensure DCHS leadership in health system development. (CCBHC, PH Mod.) 1a2. Assess the feasibility of implementation of a tobacco retail licensing program that will eliminate illegal sales to minors, prevent retailers from selling tobacco within 1000 feet of schools, raise the age of purchase to 21, and eliminate sales of flavored tobacco products. (RHIP) 1a3. Increase the number of schools using the CDC School Health Index to improve H. Saraceno Q2 2017 their health policies and programs. (RHIP) ib. Implement evidence -based programs and/or best practices in health promotion and prevention ib1. Identify and develop harm reduction and prevention strategies for at risk populations to reduce substance abuse and communicable disease transmission T. Kuhn Q2 2017 (e.g., needle exchange). (RHIP) T. Kuhn T. Kuhn Director Q2 2017 T. Kuhn Q2 2017 1b2. Implement a regional Diabetes Prevention Program (DPP). (RHIP) 1b3. Work with providers to increase referrals to chronic disease self-management and prevention programs. (RHIP) lc. Provide information and education to individuals and the community lcl. Develop and implement an annual community education plan (i.e., low risk drinking, mental health promotion). (RHIP) 1c2. Promote annual well-child visits, immunizations, and developmental screenings in first 3 years of life. (RHIP) 1c3. Provide education and consultation to local clinics and providers (i.e., "2As and R" or "5As" tobacco cessation counseling, Oregon Tobacco Quit Line, pregnancy intention screening with One Key Question®). (RHIP) id. Enforce laws and regulations that promote and protect health 1d1. Continue to build capacity and expertise for regulatory, educational, and risk mitigation environmental health activities. (PH Mod.) le. Monitor disease, health behaviors, disparities, social determinants and other factors that affect health to assure programs and services meet documented needs Q3 2016 Q2 2017 T. Kuhn Q2 2017 P. Ferguson Q2 2017 T. Kuhn Q2 2017 T. Kuhn Q2 2017 lel. Serve as an epidemiology resource for the community and produce regular reports on health issues important to Deschutes County residents and providers. (PH Mod.) 1e2. Work with community partners to develop a four-year Education and Health Work Plan with emphasis on the social determinants of health and kindergarten readiness. (RHIP) Quality & Performance Q2 2017 Manager H. Saraceno Q2 2017 2a. Coordinate and integrate services through collaborative community partnerships 2a1. Identify existing referral pathways and gaps in pathways for primary care providers to use post screening for substance use disorders and mental health. (RHIP) 2a2. Expand integration of behavioral health and public health with primary care. (CCBHC) Draft 6/10/16 Deschutes County Health Services Strategic Plan 14 D. Carr Q2 2017 D. Carr Q2 2017 2a3. Implement and coordinate the regional AFIX (Assessment, Feedback, Incentives, and eXchange) project to increase 2 year old immunization rates. (RHIP) 2b. Implement, provide, and support a full continuum of screening, referral, evidence -based services, and best practices 2b1. Increase substance use disorder services for young adults in transition and adolescents. (RHIP) T. Kuhn Q4 2016 2b2. Implement universal nurse home visiting (e.g., Family Connects) as part of a regional perinatal continuum of care system in partnership with public health, primary care medical providers and the CCO. (RHIP) B. Flesh Q2 2017 P. Ferguson Q2 2017 2c. Ensure services and environment are linguistically, culturally, and developmentally appropriate 2c1. Increase language services and best practices for use of interpreters. Director Q2 2017 2d. Increase use and ease of access to appropriate services by underserved, marginalized, and at risk populations 2d1. Increase outreach to and intervention with vulnerable children ages 0-5 and their parents. (RHIP) 2d2. Hire a behavioral health medical director. (CCBHC) 2d3. Ensure Courtney building provides an efficient and welcoming client experience. 2d4. Expand evidence -based home visiting programs that work to improve family well-being and to reduce child maltreatment by coordinating services. (RHIP) 2e. Improve delivery of clinical preventive services 2e1. Work with the CCO and other health system partners to increase provisions of clinical preventive services including: immunizations, tobacco counseling and cessation, STD screening and follow-up, highly effective contraception, and early prenatal care. (RHIP) (PH Mod.) 2f. Support client engagement and self -advocacy in the design, delivery, and effectiveness of services H. Saraceno Q2 2017 D. Carr Q2 2017 D. Inbody Q2 2017 P. Ferguson Q2 2017 P. Ferguson Q2 2017 2f1. Engage parents, youth, and/or clients through focus, support, and/or B. Flesh Q2 2017 advisory groups. (CCBHC) 3a. Increase accuracy of claims and encounter data resulting in maximum revenues and approved encounters 3a1. Complete paybacks/data accuracy project and monitor effectiveness. 3a2. Develop internal support for staff providing client services (a. coding training, b. prebilling audit "real time" feedback, c. service plan and delivery training). 3. Garceau Q2 2017 1 Quality & Perf. Manager Q2 2017 3b. Ensure program revenues, by funding type, match expenditures associated with programs and services 3b1. Reconcile program revenues to expenditures annually. 3c. Ensure all internal processes maximize revenue, increase efficiencies, 3c1. Implement service entry processes that address requirements associated with insurance types, including copays. 3c2. Provide additional trainings for Epic Super Users. Quality & Perf. Manager and minimize cost D. Inbody Operations Manager Q3 2016 Q2 2017 Q2 2017 Draft 6/10/16 Deschutes County Health Services Strategic Plan 15 3d. Consider state and national standards/frameworks when making decisions about organizational priorities and resources 3d1. Develop a process and criteria for decision-making based on the CCBHC and Public Health Modernization standards. (CCBHC, PH Mod.) 3e. Analyze data to align and allocate resources with strategic priorities 3e1. Review data annually to set program standards and adjust resources accordingly across programs to meet business needs. 3e2. Establish department dashboard/data points that are tracked, analyzed and Quality & Perf. reported on monthly basis, making use of info graphics and other accessible apps. Manager 3f. Secure monetary and non -monetary resources that address identified needs 3f1. Continue to identify, apply for, and secure public/private, local, state and federal resources to address identified and prioritized needs. 4a. Review organizational structure annually, and align to meet agency needs 4a1. Incorporate organizational structure review into annual budget process using best practices. 4b. Monitor, evaluate, and continuously improve service and program outcomes using the DCHS Integrated Management System and other tools 4b1. Identify, pursue, and achieve/maintain national recognized performance standards and measures (e.g., Public Health Accreditation Board, CCBHC). (CCBHC) 4b2. Implement ACORN tool for behavioral health programs and clients to evaluate behavioral health clinical outcomes. (CCBHC) 4c. Improve external communication process 4c1. Create and implement a department plan for external communication. (CCBHC, PH Mod.) 4d. Document, evaluate, and update work processes, policies, and procedures 4d1. Establish behavioral health clinical vision to guide service provision. (CCBHC) D. Carr Q2 2017 4d2. Improve efficiency, effectiveness, and communication through the meeting Quality & Perf. Q2 2017 improvement project. Manager 4d3. Review, update, and disseminate department policies, procedures, and D. Inbody Q2 2017 protocols. 4e. Optimize use of technology to create efficiencies, support our work, and meet agency needs 4e1. Actively participate in the successful implementation of the Tyler Finance and D. Inbody Q2 2017 HR system. 4e2. Review technology on an annual basis to determine whether agency current Operations and future needs are met with existing technology. If it is determined agency Q2 2017 Manager needs are not being met, identify needed technology. 4f. Increase internal collaboration among programs and divisions Director Q2 2017 D. Inbody Q2 2017 Director D. Inbody Q2 2017 Q2 2017 Q1 2017 Director Q2 2017 B. Flesh Q4 2016 D. In body Q2 2017 4f1. Use IMS reporting to share information across programs and divisions. Quality & Perf. Manager Q2 2017 Draft 6/10/16 Deschutes County Health Services Strategic Plan 16 =et sa' Promote and sustain a safe and respectful workplace (i.e., become a certified trauma -informed organization) in which every individual's role and contribution is valued 5a1. Implement trauma -informed care at DCHS and increase trauma -informed practices in the community. (RHIP) (CCBHC) 5a2. Evaluate each facility's needs, uses, and safety at Ieast once every 4 years and use the results for long term facility planning. B. Flesh D. Inbody Q2 2017 Q2 2017 5b. Attract, develop, and retain a talented workforce 5b1. Define roles and responsibilities, connect to core competencies, and Operations implement. Manager Q2 2017 5b2. Develop and implement staff appreciation and recognition process. J. Garceau Q2 2017 5b3. Enhance and maintain workforce development plan. Operations Q2 2017 Manager � 5b4. Develop and implement atraining plan for all divisions. (CCBHC, PH Mod.) Operations Q2 2017 Manager 5b5. Develop and implement grant writing capacity, support, and training. D. Inbody Q2 2017 5c. Empower staff to share responsibility for team and organizational culture and outcomes 5c1. Develop method to determine time availability for stafand teams to participate on projects, committees, and non-core duties. D. Inbody 5d. Develop leadership practices that cultivate healthy reiationships, teams,and organizat on 5d1. Provide information and education to county decision -makers about programs, services, system changes, and accomplishments on a regular basis. 5e. Improve internal communication process 5el. Create and implement a department plan for internal communication. D. Inbody Director Q2 2017 Q2 2017 Q2 2017 Draft 6/10/16 Deschutes County Health Services Strategic Plan 17 Deschutes County Board of Commissioners 1300 NW Wall St., Bend, OR 97703-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.ora WORK SESSION AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 1:30 P.M., MONDAY, JUNE 20, 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. Finance Update — Wayne Lowry 2. Request for Board Authorization of Patrol Service Transport to Provide Secure Transport Services within Deschutes County — Jane Smilie; DeAnn Carr 3. Present Final Draft of Public Health Services Strategic Plan — Shannon Vandegriff 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. If 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.harmsadeschutes.orq. Board of Commissioners' Work Session Agenda Monday, June 20, 2016 Page 1 of 2 4. Other Items Executive Session, under ORS 192.660(2)(d), labor negotiations — Erik Kropp These 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. 5. 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. 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.harmsadeschutes.orq. Board of Commissioners' Work Session Agenda Monday, June 20, 2016 Page 2 of 2