2016-485-Minutes for Meeting September 26,2016 Recorded 9/30/2016��6144 YEf$S
DESCHUTES
NANCY BLANKENSHIP,FCOUNTY CLERKS LJ 206.485
COMMISSIONERS' JOURNAL 09/30/2016 04:18:46 PM
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2016-483
For Recording Stamp Only
Deschutes County Board of Commissioners
1300 NW Wall St., Bend, OR 97703-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.ora
MINUTES OF WORK SESSION
DESCHUTES COUNTY BOARD OF COMMISSIONERS
MONDAY, SEPTEMBER 26, 2016
Present were Commissioners Alan Unger, Tammy Baney and Anthony DeBone.
Also present were Tom Anderson, County Administrator; and Dave Doyle, County
Counsel. Attending for a portion of the meeting were Nick Lelack and Will
Groves, Community Development; David Givans, Internal Auditor; Whiney Hale,
Communications; Wayne Lowry, Finance; James Lewis, Properties; Kathleen
Hinman, Human Resources; Hillary Saraceno, David Inbody and Molly McCown,
Health Services; and five other citizens.
Chair Unger opened the meeting at 1:30 p.m.
1. Finance Update.
This item was addressed late in the meeting, after the discussions with
Community Development.
Wayne Lowry indicated that this is early in the fiscal year. The pool rate has
increased to 103 from 92. He fears the pool is buying consumer credit as part
of the investment, since it is short-term. Corporate notes were over the 25%
limit but that is typical this time of the year.
The projection is the budget at this point. Vacancies are with the typical
departments: 911, Sheriff and Health. Commissioner DeBone asked if there are
any user fees that were removed by departments or other agencies.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 1 of 9
Mr. Anderson said the mechanism to charge the cities for 911 services remains
in place but they are not being charged since the levy passed. Some of this is
still shown in the cities' budgets.
Some of the Sheriff's funds have been consolidated, and some of those have
significant revenue other than property taxes.
Community Development revenue through August is about the same as it was
this time last year. It is very solid overall.
The Fair & Expo Center and the County Fair are shown separately at first.
They cleared nearly $400,000 from the Fair.
Room tax is up 33% in collections, through August. It is collected in arrears.
There is an FTE increase requested for the project manager for the new Finance
system, from .8 FTE to one FTE.
Regarding PERS rates, there is potential for some legislation. The PERS board
meets this week to come up with a rate for the next two years. It may be 4.5%
of payroll. This is why the County has been putting more into the reserves and
have been ramping up departments in anticipation of this increase.
2. WEBCO Update.
Chad Chadwick, Director of WEBCO since January, explained his background,
and what he hopes to achieve with WEBCO. Commissioner Baney noted that
Mr. Chadwick is a great fit for the position.
Mr. Chadwick gave an overview of the organization, for the benefit of those in
the audience. He has been meeting with all the other partners as well.
He provided a PowerPoint presentation detailing WEBCO's mission, vision and
goals. It was originally the Central Oregon Health Board, and became a
different organization after the CCO's came into play — Wellness & Education
Board of Central Oregon. Management includes the Early Learning Hub and
High Desert ESD, and it is a regional organization. This work was originally
coordinated through the Commission on Children & Families.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 2 of 9
Commissioner Baney noted that for Behavioral Health funding, there has to be
a majority vote. Hillary Saraceno transitioned from the CCF and other staffing
has been added. Mr. Chadwick said they have put an emphasis on equity
among communities. Some work is being done with the Young Adult
Transition Hub and Older Adult Behavioral Health. They do benchmarking and
provide technical assistance through behavioral health analytics. The most
advanced work is being done in Deschutes County, and the other counties are
learning from this. The population is mostly on the Oregon Health Plan, but not
all for a variety of reasons.
Medicare does not offer much in the way of mental health services, and this can
result in more emergency room visits. Many have chronic disease that lead to
mental issues, and this is an area of work WEBCO hopes to cover. They work
with public health, schools, Mosaic, St. Charles and other medical providers.
Mr. Chadwick referred to a chart showing delivery of services to the various
groups. Pacific Source is very involved as well.
He has committed to the group coming to agreement about the future of
WEBCO. They could be identify funding sources, train people as appropriate,
expand and develop partnerships, fill gaps in service, and identify resources.
He would like to see silo reduction between government and private sector,
education and health, etc. There are few groups around that work with both
education and wellness, but those things are closely related.
The health world is difficult and complicated. It is hard for citizens to figure
out what to do next. The roadmap needs to lead to better public education and
overall wellness.
Commissioner Baney stated that the State landscape is a little more certain, so it
is up to the group to figure out where they need to go at this point.
3. Public Health Annual Review and Modernization Proposal.
Hillary Saraceno indicated that public health modernization has been a huge
effort. Regarding accreditation, the results were the best they have ever
received. She referred to the report. The minor items listed for WIC have been
resolved. On October 25, the department will celebrate its success.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 3 of 9
They are charged with protecting and improving the health of citizens. It ties
into public safety and education efforts. Across the State and country, the
public health system differs widely. Public health modernization is meant to
have all areas do the same work. There is a framework that each community
and citizen should be able to access.
There also needs to be a skillset and activities to support this work. The cost of
doing this is very hard to determine. In Oregon, the ranking is 37th in the
country for investing in public health. Commissioner Baney noted that counties
are putting more money into this than the State is. Chair Unger asked about
federal funding.
Ms. Saraceno stated that the Affordable Care Act has shifted the need for public
health. Some services will continue to be offered by public health. There are
emerging diseases and natural disasters that require preparation. Public health
may not be provided all the services now, but needs to track this. The
prevalence of chronic disease means skyrocketing costs. The investment in this
has not been enough.
Ms. Saraceno said that public health provides certain services, including not
only those that are required, but optional programs such as WIC and the needle
exchange program. They need to bring new or existing resources to cover some
of these gaps.
Deschutes County is one of the few counties in Oregon that is accredited. They
have demonstrated that they perform, with quality improvements and goals.
The State determined by examining what is required to be covered; the need is
$200 million, about twice what is allocated. The State is going to phase in the
top foundational programs, and will ask for $15 million a year to bring this up.
$15 million is not nearly enough to do what they need to do. Commissioner
Baney noted that the Oregon Health Authority has asked for $1 billion while
public health is getting $15 million.
Ms. Saraceno has asked for what the priority in this area is, and what the State
priorities are. They align with most of these. However, there is no guarantee
they will get any of this additional funding. They are competing with OHA, the
schools and others. She hopes to be proactive and demonstrate where they need
help, and request funding. Their entire staff will be part of this effort. They
will continue to seek out other sources of funding as well.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 4 of 9
The State is coming here on November 1 through a grant, to bring forth public
health modernization efforts. It is important for the Board to participate. They
also hope to meet individually with the local State delegates to make sure they
know what public health modernization is, what the needs are in this area, and
how important it is for them to speak up for their citizens. She wants to be sure
the Board supports the message and request.
Commissioner DeBone stressed that it is very confusing overall. Ms. Saraceno
said that environmental health, disaster preparedness and communicable disease
are a big issue. An example is, they do not have the resources to go into senior
citizen and assisted living facilities where communicable diseases are a big
problem. It would take policy change to cover this. It is preventative and
educational, and this is a very vulnerable population. They are not licensed and
inspected by public health.
The assessment of public health is based on standards, but some things are not
included. Others are unfunded mandates that are difficult to address, even
though there is a need. They want to celebrate their successes but cannot
forget about the remaining needs that are not being addressed.
Tom Anderson stated that things like clean air and climate change are on the
list. DEQ is pushing for more funding for its part of this. Ms. Saraceno is also
supposed to make sure this happens. There are current and future impacts.
There is just one person dealing with emergency services and the potential
Cascade subduction issue.
Commissioner Baney supports Ms. Saraceno's efforts to meet with the
legislature. Ms. Saraceno said that 72% of the amount would go to local
agencies, with the rest to the State. They are watching other states' public
health work to see if they are succeeding or failing.
4. Discussion of Widgi Creek Decision Documents.
This part of the meeting was audio recorded
Will Groves provided an overview of the decision. The prevailing party drafted
the decision, which was reviewed and amended by County staff. He asked if
the Board had any questions.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 5 of 9
On page two, underlined, there are statements regarding the maximum number
of units. He showed a map from the time Mile Post One and Points West were
mapped. No whole unit fell into Widgi Creek, but parts of some were. The
question is whether to count these against Widgi Creek. They are not
functionally part of Widgi Creek due to utilities.
This change would require a master plan amendment. The question is whether
they are functionally part of one or another, but this information is not in the
record. To answer this question would require reopening the record, but there
are a variety of issues that should eventually be resolved in either case. It could
be resolved at a later date.
Commissioner Baney would like to offer some clarity now. It is going to come
back anyway. She wanted to know what the most economical way to go is.
Mr. Groves said that there is a multi -faceted denial already and this is just part
of it. It might affect other subdivisions in the future. There really is no
problem setting precedence in this situation. Staff prefers this be addressed
later through master plan process. Open space is the primary concern. There
are other areas not identified as open space that might be requested for
development in the future, so this is an important issue.
He was trying to make clear that these developments have not been operating as
part of Widgi Creek. Commissioner Baney said she feels that this needs clarity
for not only this application but for potential future development requests.
Commissioner DeBone agreed. Mr. Groves said the Board can sign an Order to
allow the written record to be open for a specific reason and for a certain period
of time. He could then brief the Board on the items that are not now part of the
record. This can be discussed further on Wednesday.
Chair Unger asked how this was discussed when resort communities were being
allowed. Mr. Groves replied that this is unclear to him as well. He will try to
get the Order drafted by Wednesday.
5. Other Items.
Commissioner DeBone went to the Interim Marijuana Advisory Committee
meeting last Friday in Salem, and there was discussion about Deschutes
County's regulations regarding noise and other factors. There was no
discussion of this so local control is likely felt to be reasonable. Commissioner
Baney indicated that most of the members are tired of the subject, and there
probably will not be a lot of support to pursue it further.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 6 of 9
Regarding the Farm Bureau and right to farm, Commissioner DeBone tried to
clarify what is really happening, especially concerning lighting ordinances.
There are many current local ballot measures dealing with this issue.
Nick Lelack stated that the Planning Commission previously talked about the
lighting ordinance and noted that this applies to all greenhouses. It does not
apply to tractor lighting during harvesting. It is a balancing act with the dark
skies ordinance. A few other counties indicate they wish they had done what
Deschutes County did.
The Department received its first retail application, for Sunriver, near the mall.
Will Groves said that Mr. Shepherd has local approval, even though his case is
on appeal at LUBA. Mr. Shepherd and the opponents both indicate they will
appeal as necessary. He hopes to book weddings and have his church group
meet, but is not sure how code enforcement will work. He has good faith, final
local approval as long as he is appealing any denials. Code enforcement can sit
in abeyance during the appeal process. The bookings would stop if or when the
Court of Appeals says there is no church and no future bookings can be made.
He is working on the conditions of approval previously noted. Mr. Groves will
meet with Mr. Shepherd to clarify the process.
David Inbody and Holly McCown came before the Board to talk about potential
employees who have been involved in law enforcement issues.
Kathleen Hinman said the positons are peer support specialist. Ms. McCown
added that these individuals provide support to those with certain issues, and
can do great work because they usually have experienced the same difficulties.
Kathleen Hinman said H.R. sometimes comes across conflicts with policies.
Two of these individuals have background issues. One was a misdemeanor
petty theft six years ago and the individual was up front about it. The other
issue was in regard to bullying in the schools.
Another applicant had a felony on file; theft in the second degree. This person
was altering bottle deposit receipts at stores, totally about $1400, eleven years
ago.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 7 of 9
Both positions involved incarceration, but these people may be a good fit for
peer support positions. They have life experience that makes their interaction
with clients more beneficial. Commissioner Baney said that they have done this
in the past when it is appropriate, and it has not appeared to present any
problems. They need to remain relevant about the work they do and why.
BANEY: Move approval.
DEBONE: Second.
VOTE: BANEY: Yes.
DEBONE: Yes.
UNGER: Chair votes yes.
The Board then went into Executive Session under ORS 192.660(2) (e), real
estate negotiations; and (2) (h), pending or threatened litigation.
After executive session:
DEBONE: Move Legal staff moving forward with addressing the issues
discussed in executive session.
BANEY: Second.
VOTE: DEBONE: Yes.
BANEY: Yes.
UNGER: Chair votes yes.
Regarding the regional AOC meeting in Lakeview, Commissioners Unger and
DeBone plan to attend; Commissioner Baney is not sure yet. She said that
AOC should be more involved in helping the smaller eastern counties with their
important issues. Historically, representation at the State level has not been
strong for these less populated and more remote counties.
6. Adjourn.
Being no further discussion, the meeting adjourned at 4:05 p.m.
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 8 of 9
APPROVED this Cho — Day of
Deschutes County Board of Commissioners.
ATTEST:
(51nmit,14t.,
Recording Secretary
2016 for the
66-t_rt____
Alan Unger, Chair
Tammy Baney, V - Chair
Anthony DeBone, Commissioner
Minutes of Board of Commissioners' Work Session Monday, September 26, 2016
Page 9 of 9
Deschutes County Board of Commissioners
1300 NW Wall St., Bend, OR 97703-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
WORK SESSION AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
1:30 P.M., MONDAY, SEPTEMBER 26, 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, Finance
2. WEBCO Update — Lionel `Chad' Chadwick and/or Colette Smith, WEBCO
3. Public Health Annual Review and Modernization Proposal — Hillary Saraceno,
Health Services
4. Discussion of Widgi Creek Decision Documents — Will Groves, Community
Development
5. Other Items
Meeting dates, times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners' meeting
rooms at 1300 NW Wall St., Bend, unless otherwise indicated. 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.harms(a,deschutes.orq.
Board of Commissioners' Work Session Agenda
Monday, September 26, 2016 Page 1 of 2
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.
6. 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. 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.harms(a�deschutes.orq.
Board of Commissioners' Work Session Agenda Monday, September 26, 2016 Page 2 of 2
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Monthly Meeting with Board of Commissioners
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AGENDA
September 26, 2016
(1) Monthly Investment Reports — August 2016
(2) August Financials
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/Aa2
•Aa3
1.100
2.400,
0.720
5.150';
5.150
5.150
0.875
1.650
1.200',
0.900
2.050
0.720',
1.061',
1.081
0.831',
1.019',
1.056
5.750'
1.969
1.197,
1.145;
0.750
6.250
3.000
1.806
0.750
0.625',
0.625'
1.400'
1.000
1.875;
0.751'
1.2051
1.2201
1.000
1.205
1.600
1.650',
5.750!
1.2521
1.257'
1.000;
1.050
1.6501
1.6501
1.650[
5.000;
1.3531
1.200',
5.400
5.500
1.430',
1.718;
1.732:
1.021;
1.050;
Aaa 1.2001
1.010!,
Aa3 2.0001
Aaa 1.250'
851 ,AAA Aaa 1.500,
987 AA+ ,Aaa 1.250
Federal Home Loan Mtg Corp 'CASTLE' 7/20/2016 7/19/2019; 1051
Federal National Mtg Assn
313586RC5 (Federal National Mtg Assn
ICASTLE
'CASTLE
12/4/20151 10/9/2019' 1133, AA -
3/17/20161 10/9/2019'', 1133 AA -
0.812
1.113
1.085
0.800
0.800',
1.125,
0.860
0.910,
1.067
0.720
1.060
1.201
1.100
0.950
0.882
1.061 ;
0.913
0.885
0.700
1.115',
1.136
0.861
1.065.
1.070,
1.320
1.141
1.171
1.180
0.787
1.180
0.930
1.000
0.858
1.061
0.920
1.450
1.250
0.803
0.781'
1.267
1.218
1.000
1.268
1.490'
1.580
1.690
1.318
1.323
1.000
1.050
1.570
1.540
1.620
1.120
0.970
1.212
1.590
1.500
1.430
1.191
1.650
1.065;
1.050
1.200!
1.000',
1.770
1.223
1.324
1.221
672,000
1,800,000
775,000
1,000,000
1,000,000
1,000,000
200,0001
Market Book Call
1,800,000
2,000,000
2,000,000;
370,000
1,000,000
1,875,000
2,000,000
1,000,000;
2,000,000:
200,000'
1,460,000
6,000,000,
1,000,000!
1,050,000'
1,950,000'
1,028,000;
1,000,000'
2,000,000,
1,000,000'
670,000,
1,000,0001
1,000,0001
2,000,0001
1,000,000
500,000'';
1,000,000
1,000,0001
1,000,0001
461,000'
1,000,0001
2,000,000;
2,000,000!
2,000,000:
230,000;
240,000,
1,059,0001
2,000,0001
1,000,000;
1,000,0001
1,260,0001
740,0001
3,000,0001
3,000,000
2,000,000,
1,000,0001
1,000,000
610,0001
200,0001
2,000,000!
1,107,0001
1,000,000
750,000
2,000,000
985,000
500,000
Value
2,000,700'
671,966
1,800,522
775,225
1,000,250
1,006,480
1,001,620
200,008
1,801,008'
2,008,340
2,000,940
379,091
1,024,570
1,921,069,
2,003,980'
1,003,790'
2,001,2801
200,000,
1,475,2721
6,002,340,
995,180'
1,044,939
1,940,601
1,021,647'
999,440
2,070,3201
1,007,8901
671,675,,
1,001,980,
1,000,4901
2,095,580
1,022,6401
503,625'
1,000,580:
999,380'
999,380;
461,420'
1,002,750'
2,025,160
1,977,600'
1,975,560,
231,014'
240,000,
1,045,921;
2,006,760,
1,005,950;
1,062,1201
1.244,7921
731,068',
2,996,8501
3,001,4101
2,009,660
1,004,830;
1,004,830,
651,858;
201,400;
2,003.660;
1,185,630'
1,076,410'
754,733
2,021,2401
996,6921
490,325',
3,000,000' 2,993,910;
2,000,000; 2,000,080'
2,520,000; 2,513,851,
784,000; 796,709;
1,000,0001 1,008,790;
1,000,0001 1,014,880;
2,000,0001 2,000,9201
Value Date
2,000,556' - -
671,797 - -
1,800,000' - -
775,221 ' - -
1,000,0441 - -
1,005,7341 - -
1,002,191 : 10/14/2016
200,000' - -
„;,%-
1 .800,955 - -
2,009,896 12/18/2016
2,000,000 11/17/2016
378,712 - -
1,022,720, - -
1,918,763 - -
1,999,026 - -
1,004,924 4/15/2017
2,001,964, -
200,000' -
1,472,169 -
6,000,873 -
991,951 -
1,041,391 -
1,937,712 -
1,019,910 -
1,000,000 -
2,068,938 -
1,006,584 -
670,145 -
999,712 -
999,681 -
2,091,510 -
1,019,527 -
503,815 -
998,939 -
995,732
997,107
460,768
997,389
2,022,871
1,983,306
1,969,533
230,000
240,000
1,042,335
2,002,920
1,000,956
1,056,342
1,236,986 -
726,430 - -
3,000.000 11/16/2016
3,000,000 11/26/2016
2,002,453
1,001,679
1,000,454
646,782
201,198
1,999,616
1,177,119
1,069,772 -
750,000 -
2,018,804 5/24/2018
986,426 -
490,327 -
3,000,000 10/27/2016
2,000,000 9/28/2016
2,520,369 12/28/2016
787,754 - -
1,000,580 - -
1,003,983 - -
2,001,536 11/16/2016
0.875, 0.9571 1,000,000 995,060', 997,6721
1.891, 2.0311 1,400,0001 1,341,4381 1,316,6821 - -
1.6651 1.774 600,000' 574,902, 568,5601 - -
686053DH9 Oregon School Boards Assoc IDA DAV 1 11/2/2015, 6/30/20201
686053DH9 'Oregon School Boards Assoc !CASTLE 6/24/20161 6/30/2020;
1 Local Govt Investment Pool
!
1
Bank of the Cascades
13981AA
1398IAA
Aa2
Aa2
1 5.373: 2.0501 875,0001 996,354! 980,684; - -
1 5.3731 1.5701 500,0001 569,345. 570,319; - -
0.920' 0.920; 31,430,202' 31,430,202: 31,430,202; - -
1 0.920; 0.920; 3,412,733 3,412,7331 3,412,7331 - -
1 140,708,936 141,402,758, 141,209,632,
Memorandum
Date: September 19, 2016
To: Board of County Commissioners
Tom Anderson, County Administrator
From: Wayne Lowry, Finance Director 14j''
RE: Monthly Financial Reports
Attached please find August 2016 financial reports for the following funds: General
(001), Community Justice — Juvenile (230), Sheriff's (255, 701, 702), Health
Services (274), 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 2016
Actual
Year to Date July 1,
2016 through August 31,
2016 (16.7% of the year)
% of
Actual I Budget
24,561,964 0% a)
486,113 117,557 24%
2,443,495 573,244 23% b)
875,075 215,494 25% c)
1,721,618 319,117 18%
12,413 3,312 27% c)
194,675 28,751 15%
212,618 48,939 24% c)
98,161 0%
75,000 2,500 3%
30,681,131 1,308,915 4%
3,857,613
1,447,322
61,911
5,830,655
751,319
333,745
288,776
1,161,328
13,732,670
15,520,033
29,252,703
1,428,428
9,788,945
$ 11,217,374
655,452
197,421
14,205
954,377
143,606
69,227
52,978
150,586
2,237,852
4,515,464
6,753,316
(5,444,401)
11,217,374
$ 5,772,973
16%
10%
21%
15%
18%
16%
17%
37%
15%
25%
21%
108%
a) Current year taxes received beginning in October
b) Includes annual PILT Grant - $500,000.
c) Includes A & T Grant. Received quarterly - YTD includes 1st quarter.
FY 2017
Budget Projected I Variance
25, 746,191 25, 746,191
500,000 500,000
2,454,222 2,454,222
849,349 849,349
1,810,837 1,810,837
12,350 12,350
188,400 188,400
204,730 204,730
97,400 97,400
94,500 94,500
31,957,979 31,957,979
4,187,123
2,043,672
68,890
6,413,365
812,314
422,673
303,213
410,096
14,661,346
17,865,429
32,526,775
(568,796)
10,411,770
$ 9,842,974
4,187,123
2,043,672
68,890
6,413,365
812,314
422,673
303,213
410,096
14,661,346
17,865,429
32,526,775
(568,796)
11,217,374 805,604
$ 10,648,578 $ 805,604
Page 1
Revenues
OYA Basic & Diversion
ODE Juvenile Crime Prev
Leases
Inmate/Prisoner Housing
DOC Unif Crime Fee/HB2712
Food Subsidy
Gen Fund -Crime Prevention
Interest on Investments
OJD Court Fac/Sec SB 1065
Contract Payments
Case Supervision Fee
Miscellaneous
Total Revenues
Expenditures
Personnel Services
Materials and Services
Transfers Out-Veh Reserve
Total Expenditures
Revenues Tess Expenditures
Transfers In -General Fund
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
COMM JUSTICE -JUVENILE
Statement of Financial Operating Data
FY 2016
Actual
413,233
88,030
33,759
59,100
36,090
23,811
20,000
13,147
22,661
8,870
6,347
42,490
767,538
4,947,639
1,172,705
3,660
6,124,004
(5,356,466)
5,464,591
108,125
1,307,249
$ 1,415,374
Year to Date July 1,
2016 through August 31,
2016 (16.7% of the year)
Yo OT
Actual I Budget
0% a)
0% a)
12,180 25% - b)
3,000 5%
0%
2,211 11%
0%
2,800 35%
3,903 23%
1,141 16%
1,229 20%
499 53%
26,962 4%
830,023 16%
158,552 12%
0%
988,574 15%
(961,612)
910,766
(50,846)
1,415,374
$ 1,364,528
17%
118%
Budget
386,725
91,379
48,840
55,000
36,658
20,000
20,000
8,000
17,000
7,000
6,000
950
697,552
5,186, 945
1,273,154
44,000
6,504,099
(5,806,547)
5,464,591
(341,956)
1,200,000
$ 858,044
FY 2017
IProjected I Variance
a) Biennial allocation; reimbursements received quarterly. Projections changing due to FY 16 exp
award
b) Additional detention space leased (beginning 9/26/16) after budget was approved
360,217 (26,508)
94,728 3,349
83,750 34,910
55,000
36,658
20,000
20,000
15,000 7,000
17,000
7,000
6,000
950
716,303 18,751
5,186,945
1,273,154
44,000
6,504,099
(5,787,796) 18,751
5,464,591
(323,205) 18,751
1,415,374 215,374
$ 1,092,169 $ 234,125
enditures of the biennial
Page 2
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Deschutes County - Sheriffs Office
Appropriations and Expenditures by Department and Category
Year to Date July 1, 2016
through August 31, 2016
(16.7% of the year)
Category %
Year to Date
Budget I Actual % of Budget Budget I Actual
Appropriations/Expenditures by Category
Personnel 30,550,697 4,806,055 15.73% 78.43% 83.64%
Materials & Services 6,852,234 816,787 11.92% 17.59% 14.22%
Capital Outlay 1,278,292 123,053 9.63% 3.28% 2.14%
Transfers Out 273,291 0.00% 0.70% 0.00%
Total Appropriations/Expendiutres 38,954,514 5,745,894 14.75% 100.00% 100.00%
I Projection 1 Variance I
Sheriffs Services
Personnel 1,553,533 218,038 14.03% 1,409,290 144,243
Materials & Services 1,474,099 269,746 18.30% 1,529,549 (55,450)
Capital Outlay 76,530 0.00% 71,603 4,927
Total Sheriffs Services 3,104,162 487,784 15.71% 3,010,442 93,720
Civil/Special Units
Personnel 1,053,721 169,444 16.08% 1,044,880 8,841
Materials & Services 122,080 6,887 5.64% 122,080 -
Total Civil/Special Units 1,175,801 176,331 15.00% 1,166,960 8,841
Automotive/Communications
Personnel 497,557 80,896 16.26% 498,220 (663)
Materials & Services 1,505,187 60,530 4.02% 1,231,357 273,830
Capital Outlay 50,952 - 0.00% 87,829 (36,877)
Total Automotive/Communications 2,053,696 141,426 6.89% 1,817,406 236,290
Detective
Personnel 1,568,895 268,059 17.09% 1,572,895 (4,000)
Materials & Services 180,966 48,274 26.68% 184,787 (3,821)
Capital Outlay 43,500 28,357 65.19% 38,357 5,143
Total Detective 1,793,361 344,690 19.22% 1,796,039 (2,678)
Patrol
Personnel 7,967,602 1,265,996 15.89% 7,968,652 (1,050)
Materials & Services 589,723 66,151 11.22% 601,559 (11,836)
Capital Outlay 442,000 84,009 19.01% 365,066 76,934
Total Patrol 8,999,325 1,416,156 15.74% 8,935,277 64,048
Records
Personnel 687,006 107,722 15.68% 624,390 62,616
Materials & Services 132,233 5,169 3.91% 132,045 188
Total Records 819,239 112,891 13.78% 756,435 62,804
Adult Jail
Personnel 14,131,867 2,183,728 15.45% 14,102,502 29,365
Materials & Services 2,242,683 295,952 13.20% 2,249,553 (6,870)
Capital Outlay 536,310 0.00% 558,573 (22,263)
Transfer Out 273,291 0.00% 273,291
Total Adult Jail 17,184,151 2,479,681 14.43% 17,183,919 232
Court Security
Personnel 366,398 39,433 10.76% 366,398
Materials & Services 21,480 3,288 15.31% 21,480
Total Court Security 387,878 42,721 11.01% 387,878
Emergency Services
Personnel 256,878 28,752 11.19% 252,212 4,666
Materials & Services 26,263 1,770 6.74% 42,185 (15,922)
Total Emergency Services 283,141 30,522 10.78% 294,397 (11,256)
Special Services
Personnel 1,252,628 235,401 18.79% 1,252,628 -
Materials & Services 195,739 16,549 8.45% 199,036 (3,297)
Capital Outlay 129,000 10,687 8.28% 154,954 (25,954)
Total Special Services 1,577,367 262,637 16.65% 1,606,618 (29,251)
Training
Personnel 455,746 76,859 16.86% 456,799 (1,053)
Materials & Services 148,287 5,642 3.81% 183,565 (35,278)
Total Training 604,033 82,501 13.66% 640,364 (36,331)
Other Law Enforcement Services
Personnel 758,866 131,727 17.36% 851,479 (92,613)
Materials & Services 100,648 18,020 17.90% 100,819 (171)
Total Other Law Enforcement 859,514 149,747 17.42% 952,298 (92,784)
Non -Departmental
Materials & Services 112,846 18,808 16.67% 112,846
Total Non -Departmental 112,846 18,808 16.67% 112,846
Page 4
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Statement of Financial Operating Data
FY 2016
Actual
Revenues
Lin 12 tnrougn August
31, 2016 (16.7% of the
year) FY 2017
% of
Actual I Budget Budget I Projected I Variance
State Grants 11,940,592 1,595,079 14% a) 11,114,170 11,233,374 119,204
OHP Capitation 11,756,788 1,734,304 15% 11,941,755 11,941,755
Administrative Fee 920,156 - 0% 1,143,411 1,143,411
Environmental Health Fees 878,929 30,944 3% 915,350 915,350
State - OMAP 1,116,399 175,391 19% 945,650 945,650
Federal Grants 676,462 0% 683,417 683,417
Patient Fees 350,727 60,790 15% 397,225 397,225
Local Grants 605,656 100,000 25% b) 396,178 757,370 361,192
Title 19 129,514 5,406 2% 253,461 253,461
State Shared -Family Planning 226,258 0% 200,000 200,000
State Miscellaneous 211,627 1,300 1% 172,000 172,000
Liquor Revenue 151,973 - 0% 151,000 151,000
Divorce Filing Fees 131,689 157,603 120% c) 131,689 157,603 25,914
Interfund Contract -Gen Fund 0% ; 127,000 127,000
Vital Records 194,785 23,800 14% 175,000 175,000
Interest on Investments 61,273 15,787 29% 55,000 95,000 40,000
Other 365,510 362,989 99% 367,888 367,888
Total Revenues 29,718,339 i 4,263,394 15% 29,170,194 29,716,504 546,310
Expenditures
Personnel Services 22,769,593 3,919,507 16% b) 24,660,429 25,021,621 (361,192)
Materials and Services 9,402,751 1,134,161 10% 10,865,453 10,865,453 -
Capital Outlay 213,459 - N/A - -
Transfers Out 445,740 0% 445,740 445,740
Total Expenditures 32,831,544 5,053,667 14% 35,971,622 36,332,814 (361,192)
Revenues Tess Expenditures (3,113,205) (790,273) (6,801,428) (6,616,310) 185,118
Transfers In -General Fund 4,408,227 780,700 17% 4,684,193 4,684,193
Transfers In -Other 227,587 - N/A
Total Transfers In 4,635,814 780,700 17% 4,684,193 4,684,193
Change in Fund Balance 1,522,609 (9,573) (2,117,235) (1,932,117) 185,118
Beginning Fund Balance 6,165,600 7,688,209 132% 5,827,329 7,688,209 1,860,880
Ending Fund Balance $ 7,688,209 $ 7,678,637 $ 3,710,094 5,756,092 $ 2,045,998
Information on new FY 2017 resources not available during budget preparation:
a) PREP Grant from Oregon Health Authority
b) COHC Perinatal Central Oregon Continuum Initiative for $361,192
Page 6
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 (ENS Fund)
Total Expenditures
Revenues less Expenditures
Transfers In/Out
In: General Fund - L/R 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 2016
Actual
86,401
877
349,648
2,435,823
572,160
536,646
671,414
1,325,662
686,012
6,664,642
1,621,971
134,450
306,588
836,425
295,001
328,534
346,978
998,174
506,993
163,940
5,539,054
1,125,588
90,783
(1,037,652)
(946,869)
178,719
2,151, 773
$ 2,330,492
Year to Date July 1,
2016 through
August 31, 2016
(16.7% of the year)
% of
Actual I Budget
15,846
55
74,100
488,272
123,526
133,148
241,246
107,704
1,183,898
301,236
21,158
57,939
185,346
47,386
57,599
162,340
63,659
896,663
287,234
FY 2017
Budget Projected 1 Variance
19% 81,551 81,551
6% 1,000 1,000
17% 436,000 436,000
19% 2,600,000 2,756,838
20% 622,500 661,710
0% a) 502,500
22% 598,750 598,750
18% 1,343,350 1,343,350
16% 656,500 657,664
17% 6,842,151 6,536,863
17% 1,753,895 1,753,895
15% 143,702 143,702
14% ', 427,837 427,837
13% 1,453,625 1,453,625
15% 313,684 313,684
N/A a)
14% 409,104 409,104
14% 1,175,469 1,175,469
14% 452,653 452,653
N/A
15% : 6,129,969 6,129,969
N/A
N/A
0%
0%
287,234
2,330,492 148%
$ 2,617,727
712,182
(1,381,600)
(1,381,600)
(669,418)
1,578,206
$ 908,788
156,838
39,210
(502,500)
1,164
(305,288)
406,894 (305,288)
(1,381,600) -
(1,381,600)
(974,706) (305,288)
2,330,492 752,286
$ 1,355,786 $ 446,998
a) City of Redmond contract cancelled and services in City of Sisters are reported in the County's Building Safety
and Electrical Divsions
Page 7
Revenues
Motor Vehicle Revenue
Federal - PILT Payment
Other Inter -fund Services
Cities-Bend/Red/Sis/La Pine
State Miscellaneous
Forest Receipts
Sale of Equip & Material
Mineral Lease Royalties
Assessment Payments (P&I)
Interest on Investments
Miscellaneous
Total Revenues
Expenditures
Personnel Services
Materials and Services
Debt Service
Capital Outlay
Transfers Out
Total Expenditures
Revenues less Expenditures
Payment from Solid Waste
Trans In - Transp SDC
Trans Out
Total Transfers In
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
ROAD
Statement of Financial Operating Data
FY 2016
Actual
12,487,163
1,203,216
1,132,400
728,980
603,572
1,067,643
345,190
135,663
109,142
123,836
402,358
18,339,163
5,668,320
8,658,040
1,605,077
600,000
16,531,437
1,807,727
326,539
1,000,000
1,326,539
3,134,266
11,706,673
$ 14,840,939
Year to Date July 1, 2016
through August 31, 2016
(16.7% of the year)
Actual I % of Budget
2,101,401
1,323,365
16,724
3,974
8,852
16,211
18,720
6,607
3,495,854
980,896
1,589,595
10,570
8,067,643
10,648,703
(7,152,849)
17%
106% a)
2%
0%
0%
0%
1%
5%
16%
47%
16%
20%
16%
13%
N/A
4%
89%
38%
0%
N/A
N/A
0%
(7,152,849)
14,840,939 118%
$ 7,688,089
Budget
12,470,647
1,250,000
977,400
847,000
593,969
400,000
316,200
175,000
100,000
40,000
42,070
17,212,286
6,106,592
12,582,412
273,000
9,067,643
28,029,647
(10,817,361)
362,453
362,453
(10,454,908)
12,549,601
$ 2,094,693
FY 2017
IProjected I Variance
12,470,647
1,323,365 73,365
977,400
847,000
593,969
400,000
316,200
175,000
100,000
110,000 70,000
42,070
17,355,651 143,365
6,106,592
12,582,412
273,000
9,067,643
28,029,647
(10,673,996) 143,365
362,453
362,453
(10,311,543)
14,840,939
$ 4,529,396
143,365
2,291,338
$ 2,434,703
Page 8
Revenues
DOC Grant in Aid SB 1145
CJC Justice Reinvestment
DOC Measure 57
Electronic Monitoring Fee
Probation Superv. Fees
DOC -Family Sentence Alt
Interfund - Sheriff
Gen Fund/Crime Prevention
DOJ/Arrest Grant
Alternate Incarceration
State Subsidy
Interest on Investments
Probation Work Crew Fees
State Miscellaneous
Miscellaneous
Total Revenues
Expenditures
Personnel Services
Materials and Services
Transfer to Veh Maint
Capital Outlay
Total Expenditures
Revenues Tess Expenditures
Transfers In -General Fund
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
ADULT PAROLE & PROBATION
Statement of Financial Operating Data
FY 2016
Actual ■ Actual
Year to Date July 1,
2016 through August
31, 2016 (16.7% of
the year)
% of
Budget
3,650,200 912,542 25% a)
845,836 845,836 100% c)
234,316 240,315 103% b)
175,399 27,250 14%
216,170 35,211 17%
110,797 0% c)
50,000 8,334 17%
50,000 - 0% d)
46,736 0% d)
19,492 7,859 39% e)
16,317 4,092 26% e)
15,022 4,497 64%
9,531 1,159 19%
11,623 0%
842 100 20%
5,452,282 2,087,194 38%
3,770,605 696,007 16%
1,489,673 163,966 10%
41,472 0%
0%
5,301,750 859,973 14%
150,532 1,227,221
451,189
601,721
863,649
$ 1,465,370
75,198
1,302,419
1,465,370
$ 2,767,789
Budget
3,650,168
845,836
234,316
200,000
210,000
110,796
50,000
50,000
46,736
20,035
15,610
7,000
6,000
4,300
500
5,451,297
4,407, 793
1,721,927
22,000
10,000
6,161,720
(710,423)
17% 451,189
(259,234)
126% 1,162,000
$ 902,766
FY 2017
Projected I Variance
3,650,168
845,836
240,315 5,999
200,000
210,000
110,796
50,000
50,000
46,736
20,035
15,610
25,000 18,000
6,000
4,300
500
5,475,296 23,999
4,407,793
1,721,927
22,000
10,000
6,161,720
(686,424) 23,999
451,189
(235,235) 23,999
1,465,370 303,370
$ 1,230,135 $ 327,369
a) Quarterly payments based on biennial allocation
b) Received a small grant in addition to biennial allocation
c) Annual payment based on biennial allocation
d) Quarterly reimbursement
e) Reimbursed based on actual offender expenses. Projection will be updated as necessary
Page 9
Operating Revenues
Franchise Disposal Fees
Private Disposal Fees
Commercial Disp. Fees
Franchise 3% Fees
Yard Debris
Recyclables
Equip & Material
Special Waste
Interest
Leases
Miscellaneous
Total Operating Revenues
Operating Expenditures
Personnel Services
Materials and Services
Debt Service
Capital Outlay
Total Operating Expenditures
Operating Rev less Exp
Transfers Out
SW Capital & Equipment Reserve
Total Transfers Out
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
SOLID WASTE
Statement of Financial Operating Data
FY 2016
Actual
Year to nate July 1,
2016 through August
31, 2016 (16.7% of the
year)
% of
Actual I Budget
4,964,159 465,980 9% a)
1,869,094 389,518 22%
1,446,733 240,252 16%
238,665 7,434 3% b)
178,658 28,568 20%
18,238 3,044 20%
16,490 6,267 N/A
21,806 4,797 19%
24,335 4,345 24%
10,801 1,800 17%
42,543 7,567 23%
8,831,521 1,159, 572 13%
1,967,190
3,832,421
911,224
74,313
6,785,148
2,046,372
1,400,000
1,400,000
646,372
1,163,893
$ 1,810,265
a) Franchise and Commercial fees not yet
b) Fee due in April 2017
c) Semi-annual payments (November and
354,482
425,056
779,538
380,034
380,034
1,810,265
$ 2,190,299
FY 2017
Budget I Projected Variance
5,195, 799
1,787,980
1,473,817
230,000
145,000
15,000
25,000
18,000
10,801
32,500
8,933,897
17% 2,120,146
10% 4,395,018
0% c). 930,944
0% 158,000
10% 7,604,108
1,329,789
0% 1,375,000
0% 1,375,000
(45,211)
302% 600,000
5,195, 799
1,787,980
1,473,817
230,000
145,000
15,000
25,000
25,000 7,000
10,801
32,500
8,940,897 7,000
2,120,146
4,395,018
930,944
158,000
7,604,108
1,336,789 7,000
1,375,000
1,375,000
(38,211) 7,000
1,810,265 1,210,265
$ 554,789 $ 1,772,054 $ 1,217,265
received for July & August due to billing software conversion
May)
Page 10
Revenues
Inter -fund Charges:
General Liability
Property Damage
Vehicle
Workers' Compensation
Unemployment
Claims Reimb-Gen Liab/Property
Process Fee-Events/Parades
Miscellaneous
Skid Car Training
Transfer In -Fund 340
Interest on Investments
TOTAL REVENUES
Direct Insurance Costs:
GENERAL LIABILITY
Settlement / Benefit
Defense
Professional Service
Insurance
Loss Prevention
Miscellaneous
Repair / Replacement
Total General Liability
PROPERTY DAMAGE
Settlement / Benefit
Insurance
Repair / Replacement
Total Property Damage
VEHICLE
Professional Service
Insurance
Loss Prevention
Repair / Replacement
Total Vehicle
WORKERS' COMPENSATION
Settlement / Benefit
Professional Service
Insurance
Loss Prevention
Miscellaneous
Total Workers' Compensation
UNEMPLOYMENT - Settlement/Benefits
Total Direct Insurance Costs
Insurance Administration:
Personnel Services
Materials & Srvc, Capital Out. & Tranfs.
Total Expenditures
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
RISK MANAGEMENT
Statement of Financial Operating Data
I' ear to vale July 1,
2016 through August
31, 2016 (16.7% of the
FY 2016 year) FY 2017
of
Actual Actual Budget Budget Projected
859,198 155,226 17% 931,319 931,319
394,092 64,852 17% 389,101 389,101
179,850 32,866 17% 197,155 197,155
1,140,241 202,826 17% 1,216,966 1,216,966
335,660 45,694 17% 273,824 273,824
71,559 5,088 25% 20,000 20,000
1,595 - N/A - -
0 315 17% 1,905 1,905
30,240 1,260 4% 32,000 32,000
95,000 N/A - -
39,075 8,806 22% 40,000 50,000 10,000
3,146,510 516,932 17% 3,102,270 3,112,270 10,000
Variance
205,873 2,496
36,380 466
6,304
198,516 330,646
5,049
98
29,876 112
482,096 333,720 43% 780,000 780,000
48,500
166,978
23,145
190,123
21,097
141,853
162,949
381,919
7,450
139,185
45,289
41,895
615,738
81,487
1,580,894
308,591
198,474
2,087,958
1,058,552
3,869,719
$ 4,928,271
14,102
14,102
7% .
117
1,527
1,643 2%
43,139
120,740
11,395
175,273
524,738
54,015
21,232
599,986
(83,053)
4,928,271
$ 4,845,217
19%
215,000 205,000 10,000
100,000 100,000 -
900,000 875,000 25,000
0% 150,000 145,000 5,000
24% 2,145,000 2,105,000 40,000
16% 337,106
10% 212,799
22% 2,694,905
407,365
123% 4,000,000
* $ 4,407,365
* Ending Fund Balance includes $2,900,000 restricted for Workers' Comp Loss Reserve
337,106 -
212,799
2,654,905 40,000
457,365 50,000
4,928,271 928,271
$ 5,385,636 $ 978,271
Page 11
Revenues
Property Taxes - Current
Property Taxes - Prior
State Reimbursement
State Grant
Telephone User Tax
Data Network Reim b.
Jefferson County
User Fee
Police RMS User Fees
Contract Payments
Miscellaneous
Interest
Total Revenues
Expenditures
Personnel Services
Materials and Services
Capital Outlay
Total Expenditures
DC 9-1-1 (Funds 705 and 707)
Statement of Financial Operating Data
FY 2016
Actual
7,091,838
139,516
52,851
825,758
51,399
31,743
56,776
314,631
486,783
333,046
76,500
9,460,840
Year to Date July 1, 2016
through August 31, 2016
(16.7% of the year)
% of
Actual I Budget
32,287
4,165
252
162
5,994
1,790
18,155
62,805
5,066,537 913,013
2,727,787 399,109
1,821,228 869,760
9,615,552 i 2,181,881
Transfer In - Fund 710 5,723,091
Revenues less Expenditures 5,568,379
Beginning Fund Balance 4,995,106
Ending Fund Balance $ 10,563,485
(2,119,076)
10,563,485
$ 8,444,408
a) Current year taxes received beginning in October
b) Quarterly payments or not yet invoiced
0% a)
23%
1%
0%
0% b)
0%
0%
0%
2% b)
0% b)
N/A
42%
1%
14%
13%
20%
15%
114%
FY 2017
Budget I Projected I Variance
7,430,701 7,430,701
140,000 140,000
640,000 640,000
278,500 278,500
780,000 780,000
53,000 53,000
33,000 33,000
55,000 55,000
280,000 280,000
547,653 547,653
43,000 100,000 57,000
10,280,854 10,337,854 57,000
6,658,661
2,968,767
4,450,000
14,077,428
400,000
(3,396,574)
9,290,627
$ 5,894,053
6,658,661
2,968,767
4,450,000
14,077,428
(3,739,574) 57,000
10,563,485 1,272,858
$ 6,823,911 $ 1,329,858
Page 12
Health Benefits Fund
Statement of Financial Operating Data
FY 2016
Actual
FY 2017
July 1, 2016
through August % of Approved FY 2017
31, 2016 (16.7% Budget Budget Projection
of Fiscal Year)
$ Variance
Revenues:
Internal Premium Charges $ 15,745,144 $ 2,803,083 16.8% a) 16,670,000 16,818,499 148,499
Part -Time Employee Premium 8,000 969 N/A - 5,815 5,815
Employee Monthly Co -Pay 900,225 159,030 17.1% a) 928,800 954,180 25,380
COIC 2,103,195 373,619 18.2% a) 2,050,000 2,241,715 191,715
Retiree / COBRA Co -Pay 1,147,682 201,416 16.7% 1,208,893 1,208,893
Prescription Rebates 66,573 0.0% 130,000 130,000
Claims Reimbursements & Misc 314,287 85,443 57.0% 150,000 150,000
Interest 119,284 25,466 22.1% a) 115,000 152,793 37,793
Total Revenues 20,404,390 3,649,026 17% 21,252,693 21,661,895 409,202
Expenditures:
Personnel Services (all depts) 107,299 21,010 16.9% 124,499 124,499 -
Materials & Services
Admin & Wellness
Claims Paid -Medical 12,745,706 2,268,148 16.8% b) 13,463,599 13,905,615 (442,016)
Claims Paid -Prescription 914,949 139,872 14.3% b) 977,251 945,349 31,901
Claims Paid-Dental/Vision 1,927,875 276,666 13.4% b} 2,059,150 2,021,058 38,092
Stop Loss Insurance Premium 358,991 61,350 14.6% 420,000 420,000 -
State Assessments 119,231 0.0% . 225,000 225,000
Administration Fee (EMBS) 487,091 77,799 16.2% . 481,500 481,500
Preferred Provider Fee 155,634 21,262 12.4% 171,800 171,800
Other - Administration 93,867 25,946 21.8% 119,055 119,055
Other - Wellness 152,033 32,899 21.0% -• 156,350 156,350
Admin & Wellness 16,955,377 2,903,941 16.1% 18,073,705 18,445,728 (372,023)
Deschutes On-site Clinic
Contracted Services 905,222 110,934 12.3% 905,000 905,000
Medical Supplies 68,477 0.0% 85,000 85,000
Other 31,690 2,919 7.2% 40,319 40,319
Total DOC 1,005,389 113,853 11.1% 1,030,319 1,030,319
Deschutes On-site Pharmacy
Contracted Services 350,144 38,805 11.4% 339,200 339,200
Prescriptions 1,670,080 121,346 7.4% 1,650,000 1,650,000
Other 21,002 3,520 15.2% 23,168 23,168
Total Pharmacy 2,041,226 163,671 8.1% 2,012,368 2,012,368
Total Expenditures 20,109,291 3,202,476 15.1% 21,240,891 21,612,914 (372,023)
Change in Fund Balance 295,100 446,550 11,802 48,981 37,179
Beginning Fund Balance 14,207,523 14,502,622 101.2% 14,327,000 14,949,173 622,173
Ending Fund Balance $ 14,502,622 - $ 14,949,173 $ 14,338,802 $ 14,998,154 $ 659,352
% of Exp covered by Revenues
101.5%1 1 113.9%1
a) Year to date annualized
b) Nine weeks of actual plus prior forty-three weeks with 6.5% increase.
100.1%1 100.2%I
Page 13
Operating Revenues
Events Revenues
Storage
Camping at F & E
Horse Stall Rental
Annual County Fair (net)
Interfund Contract
Miscellaneous
Total Operating Revenues
Operating Expenditures, net of TRT:
General F & E Activities
Personnel Services
TRT Grant
Materials and Services
TRT Grant
Capital Outlay
TRT Grant
Total Operating Exp, net of TRT
Other:
Park Acq/Dev (Fund 130)
Rights & Signage
Interest
Total Other
II Results of Operations
Transfers In / Out
Transfer In -General Fund
Transfer In -Room Tax - (Fund 160)
Trans In(Out)-Fair & Expo Reserve
Total Transfers In
Non -Operating Rev & Exp
Debt Service
Total Non -Operating Expenditures
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
FAIR AND EXPO CENTER
Statement of Financial Operating Data
July 1, 206 through August 31, 2016
Year to Date (16.7% of the
FY 2016 year)
Actual Actual 1% of Budget
539,591 $ 33,405
59,700
19,475
51,449 780
283,000
43,605
7,384
1,096,364
899,882
(124,842)
714,323
(95,265)
1,394,098
30,000
101,630
1,587
133,217
(164,516)
300,000
25,744
(62,740)
263,004
109,927
109,927
(11,440)
58,723
$ 47,283
5,000
632
24,895
6.1%.
0.0%
0.0%
1.5%
0.0%
16.7% `C)_
7.1%
2.2%
FY 2017
Budget 1 Projection 1 $ Variance
545,000 $
60,000
22,000
52,000
545,000 $
60,000
22,000
52,000
144,929 14.6%
(20,760) 11.1%
121,189 15.1%
(38,153) 16.8%
0.0%
0.0%
207,205 15.0%
4,000
106
4,106
(178,205)
0.0%
3.6%
13.3%
2.9%
41,666 16.7%
4,290 16.7%
- 0.0%
45,956 20.8%
0.0%
0.0%
(132,249)
47,283 120.4%
$ (84,965)
302,814 302,814
30,000 30,000
8,900 8,900
1,126,729 1,126,729
995,217 995,217
(186,672) (186,672)
800,712 800,712
(226,594) (226,594)
255,000 255,000
(255, 000) (255, 000)
1,382,663 1,382,663
30,000 30,000
110,000 110,000
800 800
140,800 140,800
(115,134) (115,134)
250,000 250,000
25,744 25,744
(55,000) (55,000)
220,744 220,744
108,488 108,488
108,488 108,488
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
(2,878) (2,878)
39,277 47,283 8,006
36,399 $ 44,405 $ 8,006
Page 14
Deschutes County
Fair and Expo Center
Food and Beverage Activity
July 1, 2016 through August 31, 2016
July
August I Year to Date l
Revenues $ 10,302 $ 3,569 $ 13,871
Direct Costs
Beginning Inventory 24,921 25,417 24,921
Purchases 860 3,617 4,476
Ending Inventory (25,417) (27,773) (27,773)
Cost of Food & Beverage 363 1,261 1,624
Event Expenses 200 864 1,064
Labor 2,205 1,603 3,808
Total Direct Costs 2,768 3,728 6,497
Gross Profit 7,534 (159) 7,374
Gross Profit Percentage 73.1% -4.5% 53.2%
Other Revenues
Catering/3rd Party 691 350 1,041 -
Concessions/3rd Party 655 655
Rentals (Kitchen/Flatware)
Total Other Revenues 1,346 350 1,696
Expenses
Personnel 9,789 9,789 19,578
Other Materials & Services 2,456 1,959 4,415
Total Expenses 12,245 11,748 23,993
Income -Food & Beverage Activity $ (3,366) $ (11,557) $ (14,922)
Page 15
Revenues
Court Fines & Fees
Interest on Investments
Total Revenues
Expenditures
Personnel Services
Materials and Services
Total Expenditures
Revenues Tess Expenditures
Transfers In -General Fund
Change in Fund Balance
Beginning Fund Balance
End Fund Bal (Contingency)
JUSTICE COURT
Statement of Financial Operating Data
FY 2016
Actual
Year to Date July 1,
2016 through
August 31, 2016
(16.7% of the year)
% of
Actual I Budget Budget I Projected I Variance
FY 2017
530,437 47,579 9% a) 520,000
803 252 N/A -
531,240 47,830 9% 520,000
435,314 75,912 17% 458,984
158,695 31,628 18% 175,007
594,008 107,540 17% 633,991
(62,768) (59,709)
145,747 4,166 17%
82,979 (55,543)
78,723 161,702 111%
$ 161,702 $ 106,158
(113,991)
25,000
(88,991)
145,608
$ 56,617 $
560,394
1,500
561,894
458,984
175,007
633,991
40,394
1,500
41,894
(72,097) 41,894
25,000
(47,097) 41,894
161,702 16,094
114,605 $ 57,988
a) Monthly revenue recorded in arrears - (August $45,820 revenue not shown). Projection is annualized
Page 16
REVENUES
Room Taxes
Interest
Total Revenues
EXPENDITURES
Administrative
Auditing Services
Interfund Contract
ISF
Public Notices
Printing
Office Supplies
Postage
Total Administrative
Current Distributions
LED #2
Sunriver Chamber (1)
Sunriver Chamber (2)
Sunriver Service Dist (3)
COVA - 6%
COVA -1%
RV Park
Annual Fair
F&E-6%
F&E Reserve Fund
F&E -1%
Total Distributions
Total Expenditures
Balance
Transfer to Gen Cap Reserve
Change in Balance
Beginning Balance
Ending Balance
Fund 160
Budget I
Deschutes County
Room Taxes (Funds 160 and 170)
Budget and Actual - FY 2017
YTD 08-31-2016
Actual
$ 5,425,000 $ 1,913,013
3,000 867
5,428,000 1,913,880
11,000
68,951
37,291
2,650
1,800
900
2,625
125,217
3,151, 787
34,500
10,000
200,000
868,696
758,007
25,744
5,048,734
5,173,951
254,049
489,049
(235,000)
235,000
$ - $
11,492
6,216
245
17,953
525,298
17,250
111,196
93,168
4,290
751,202
769,155
1,144,725
489,049
655,676
313,406
969,082
1) $30,000 base plus 15% increase to match COVA's increase
2) $10,000 To Sunriver Chamber for consultant
3) $200,000 to Sunriver Service District for Training Facility
Fund 170
Budget
Actual
$ 775,000 $ 273,288
738
775,000 274,026
1,500
11,324
11,932
400
350
125
400
26,031
1,888
1,990
35
3,913
40,000 17,954
61,000 33,382
224,703
668,266 48,145
993,969 99,480
1,020,000 103,393
(245,000) 170,633
(245,000) 170,633
245,000 405,292
$ - $ 575,924
Combined
Budget
% of
Actual Budget
$ 6,200,000 2,186,300.08 35.3%
3,000 1,605.47 53.5%
6,203,000 2,187,906 35.3%
12,500
80,275
49,223
3,050
2,150
1,025
3,025
151,248
13,380
8,206
280
21,866
3,151,787 525,298
34,500 17,250
10,000 -
200,000
868,696 111,196
758,007 93,168
40,000 17,954
61,000 33,382
25,744 4,290
224,703
668,266 48,145
6,042,703 850,682
6,193,951 872,548
9,049 1,315,358
489,049 489,049
9,049 826,309
480,000 718,698
$ 489,049 $ 1,545,006
JRF 9/2/2016
PUBLIC HEALTH DIVISION
Office of the Public Health Director
Kate Brown, Governor
September 2, 2016
The Honorable Anthony DeBone, Chair
Deschutes County Board of Commissioners
1300 NW Wall Street Suite 200
Bend, OR 97701
Dear Commissioner DeBone:
1 Oregon
ea
800 NE Oregon Street, Suite 930
Portland, OR 97232
971-673-1222 Voice
971-673-1299 FAX
The triennial onsite agency review was conducted for the Deschutes County Health Services (DCHS)
from May 2-31, 2016. The Oregon Public Health Authority Public Health Division evaluated county public
health programs for compliance with state and federal public health laws and compliance with the
Financial Assistance Agreement.
The review included the appraisal of items in 21 program areas, listed below. Program areas with
compliance findings are indicated with an asterisk.
Administration
Babies First
Civil Rights
Communicable Disease
Drinking Water
Emergency Preparedness
Fiscal
Food, Pool and Lodging
Health Officer
Healthy Communities
HIV Care and Treatment
HIV Prevention
Immunizations
Nurse Family Partnership
Reproductive Health
Sexually Transmitted Disease
Tobacco Outreach and Prevention
Tuberculosis
Vital Records
*WIC and WIC Farm Direct Food Program
An overall report is enclosed which includes a list of specific compliance findings and areas of strength
identified throughout the review. We urge you to review this document as it contains important
information about your public health programs and their requirements.
Please note that the results of this triennial review are excellent overall, with very few findings. There is
only one program with findings that continue to need attention. Our team will work closely with
Deschutes County Health Services to resolve the findings and notify you by letter upon resolution.
A full report has been sent to Hillary Saraceno, Deputy Director of Deschutes County Health Services and
select members of her staff. We think the report will be of assistance to DCHS staff and their continuing
efforts to provide quality public health services to your community.
Page 2
Deschutes County
Our office will contact Hillary Saraceno to inquire if you would like to meet with us to go over the findings
and answer any questions. We leave it to the local Board of Commissioners to decide if this meeting of
the Local Public Health Authority occurs with one or more of the commissioners present.
Overall, agency reviewers found Deschutes County Health Services public health team to be composed
of committed professionals who deliver quality public health services to your community. The citizens of
Deschutes County are very fortunate to have this agency providing comprehensive public health services.
We thank you for assuring that the compliance findings are corrected and for the strong public health
work you do for the community.
Sincerely,
Danna Drum, Manager
Public Health Systems Innovation and Partnerships
Marti Baird, Public Health Nurse Consultant
Public Health System Innovation and Partnerships
CC: Hillary Saraceno, Deputy Director DCHS
Alan Unger, Commissioner
Tammy Baney, Commissioner
Channa Lindsay, Quality Improvement Specialist
Kathe Hirschman, Administrator Secretary
David fnbody, Operations Manager
Thomas Kuhn, Community Health Programs Manager
Pamela Ferguson, MCH Program Manager
Public Health Division
Kate Brown, Governor
DESCHUTES COUNTY HEALTH SERVICES
Triennial Review Report: May 2016
August 26, 2016
This is an overview report of the May 2016 triennial review of the Deschutes County Health Services
Department. This report is a summary of individual reports from participating programs put together by
the Oregon Health Authority (OHA) Public Health Systems and Innovation and Partnerships Unit
(PHSIP). Detailed individual reports will be sent to Hillary Sarceno, Deputy Director of Deschutes County
Health Services. We urge you to review this document as it contains important information about your
public health programs and their requirements.
Report Prepared by: Marti Baird, Public Health Sistems, Innovation, and Partnerships
COMPLIANCE FINDING SUMMARY
Administration
DCHS is in compliance with all program requirements.
Babies First!
DCHS is in compliance with all program requirements
Civil Rights
DCHS is in compliance with all program requirements
Communicable Disease
DCHS is in compliance with all program requirements
Drinking Water
DCHS is in compliance with all program requirements
Health Security, Preparedness and Response
DCHS is in compliance with all program requirements
Food. Pool and Lodging. Health & Safety
DCHS is in compliance with all program requirements.
Fiscal
DCHS is in compliance with all program requirements
Health Officer
DCHS is in compliance with all program requirements
Healthy Communities
DCHS is in compliance with all program requirements
HIV Care and Treatment
DCHS is in compliance with all program requirements
HIV Prevention
DCHS is in compliance with all program requirements
Immunizations
DCHS is in compliance with all program requirements
Nurse Family Partner
DCHS is in compliance with all program requirements
Reproductive Health
DCHS is in compliance with all program requirements
Sexually Transmitted Infection
DCHS is in compliance with all program requirements
Tobacco Outreach and Prevention
DCHS is in compliance with all program requirements
Tuberculosis
DCHS is in compliance with all program requirements
Vital Records
DCHS is in compliance with all program requirements
Women, Infants and Children (WIC)
DCHS must do the following requirements to be in compliance:
1. Assure staff who provide WIC services complete all required training modules and
completed modules are documented in TWIST. (Policy 440)
Due date for compliance: July 1,2016 Resolved 7-16
2. Assure all selected risks are documented correctly. (Policy 625)
Due date for compliance: September 1, 2016
3. CPA shall change the risk level from medium to high when required. (Policy 661)
Due date for compliance: September 1, 2016
4. Oregon WIC Employee Signature Form must be signed by a new employee within 30
days of hire. (Policy 596)
Due date for compliance: July 1, 2016 Resolved 7-16
5. Documentation on WIC Personnel Summary must reflect the information on the
quarterly time study. (Policy 316)
Due date for compliance: July 1, 2016 Resolved 7-16
WIC Farm Direct Nutrition Program
DCHS is in compliance with all program requirements
Program Descriptions and Strengths
ADMINISTRATION and CIVIL RIGHTS
Deschutes County Health Services has a staff of dedicated individuals providing health care
and services to a diverse community. They attempt to streamline services whenever they can,
and have an excellent internal and external referral system in place. They often collaborate
with community partners to bring comprehensive services to the entire county. They have an
active advisory board and health offices that provide guidance for public health activities and
issues. The Health Officer is attentive and active in providing medical guidance to DCHS, and
attends pertinent public health events. Civil rights are protected by ongoing education to the
staff, appropriate signage, and policies. All in all, a very well-run department providing
important services to the citizens of Deschutes County.
COMMUNICABLE DISEASE
The Deschutes County Health Services Communicable Disease Program promptly identifies,
investigates, prevents, and controls communicable diseases and outbreaks that pose a threat
to the health of the public. The CD team receives reports and works with providers to ensure
proper follow-up and contact investigation necessary to prevent additional illnesses. They also
often provide statistics and other disease information to health care providers, hospitals, first
responders,, schools, the public and news media.
The CD staff are quickly available to respond to communicable disease needs of the county.
They are always a pleasure to work with and respond quickly when necessary.
DRINKING WATER
The drinking water program provides services to public water systems that result in reduced
health risk and increased compliance with drinking water monitoring and maximum
contaminant level requirements. The drinknig water program reduces the incidence and risk of
waterborne disease and exposure of the public to hazardous substances potentially present in
drinking water supplies. Services provided through the drinking water program include
investigation of occurrences of waterborne illness, drinking water contamination events,
response to spills, emergencies, and inspection of water system facilities. Drinking water
program reports data to OHA, Drinking Water Services (DWS) necessary for program
management and to meet federal Environmental Protection Agency (EPA) Safe Drinking Water
Act program requirements.
The drinking water system files were reviewed and found to demonstrate superb
documentation of work performed. Deschutes County's Drinking Water Program is in the
hands of a team of very competent and professional environmental health specialists. It is well
organized and operated, and works cooperatively with state Drinking Water Program staff to
help assure safe drinking water for the 170 water systems it supervises.
HEALTH SECURITY PREPAREDNESS AND RESPONSE
Deschutes County Health Services maintains a quality Public Health Emergency
Preparedness (PHEP) program operated by Mary Goodwin, Preparedness Coordinator and
overseen by Thomas Kuhn, Community Health Program Manager.
Deschutes County Health Services is to be commended for continued fiscal support of the
program through its ongoing use of PHEP funds to support a dedicated PHEP program
coordinator at .8 FTE, which helps to strengthen and maintain a robust program.
Program strengths include integration of public health preparedness activities with broader
community and regional preparedness efforts and integration of preparedness activities into
the overall agency mission. In addition to meeting and exceeding the minimum requirements
under the PE -12 contract, the PHEP program coordinator also provides support services to
maintain the county's Public Health Reserve Corps.
FOOD, POOL, AND LODGING
Environmental Health Licensing Programs consisting of Food, Pool and Lodging facilities. The
inspection rates for licensed facilities are in compliance for all program areas. The field review
staff met all of the required elements of a thorough.inspection. • :
Deschutes County Environmental Health is doing an excellent job of providing Environmental
Health services to the community. The inspection rates for licensed facilities are in compliance
for all program areas. The licensed facility inspection reports have good documentation, proper
follow-up as required, and are well organized.
During the field review staff met all of the required elements of a thorough inspection. Staff
exhibited good communication skills with operators and employees of the food service facilities
during the field review. Staff is focusing on critical risk factors that are most associated with
foodborne illness. Staff should be commended for the level of services they are providing to
the citizens of Deschutes County.
FISCAL
Deschutes County Health Services (DCHS) has a primary responsibility to help address the
basic health and wellness of Deschutes County residents. Public Health assesses, preserves,
promotes, and protects the public's health. The DCHS services include immunizations, birth
control, women's annual exams, STD/STI testing, prenatal care, School Based Health Centers
as well as nutrition and health services to young children and their mothers. Other services
include disease control, disaster preparedness, tobacco prevention, health education, and
monitoring of community health
Deschutes County Health Services has sufficient internal controls to adequately safeguard
assets, and to detect and prevent errors in a timely manner. The review indicated a well-run
fiscal operation with satisfactory accounting controls, which is in compliant with federal rules on
payroll, purchasing/procurement procedures, billing, cash / banking, costs analysis as well as
accounting system and financial reporting requirements. The operation is well organized and
efficient with a commitment to quality, fairness and accuracy.
HEALTHY COMMUNITIES
Deschutes County has continued to implement its Healthy Communities program through a
comprehensive approach that includes facilitating community partnerships, promoting healthy
food and physical activity, countering unhealthy food and tobacco influences, facilitating the
development of chronic disease self-management networks and systems, and integrating
tobacco use reduction into all Healthy Communities interventions.
Deschutes County Healthy Communities has done excellent work promoting the importance of
adopting and implementing chronic disease prevention initiatives, such as integrating public
health prevention into the clinical care setting. Program staff have provided extensive outreach
to health system partners such as Acumentra Health, St. Charles, Mosaic Medical and
PacifiSource regarding the importance of funding and creating referral systems for evidence -
based self-management programs. This outreach has led to secured funding for a tri -county
Chronic Pain Self -Management Program pilot.
DCHS staff demonstrate strong dedication to Healthy Communities -related initiatives, and
demonstrate commitment to improving the program's efforts to further social norm changes
around tobacco prevention and chronic disease self-management. The Healthy Communities
coordinator, through numerous strong community partnerships, promotes strategies and
resources to address tobacco -related diseases and support prevention and self-management
of chronic conditions.
Staff performance on program work demonstrates an ongoing commitment to advancing
program efforts toward social norm changes around support of worksite v‘iellness and chronic
disease self-management
HIV CARE AND TREATMENT
The nurse and case manager provide medical and psychosocial case management services to forty five
(45) HIV clients. Forty one of these clients are enrolled in Oregon State's AIDS Drug Assistance Program
called CAREAssist, and six clients are considered high acuity at the time of this report.
The medical case manager is doing a great job of engaging clients, evaluating, documenting and
addressing the individual needs of each client as the need arises, and ensuring annual nurse
assessments are completed on time. The nurse and case manager collaborate and communicate
frequently so that each client receives the services in accordance with the key principles of chronic
disease management and client self-management.
HIV PREVENTION
An HIV Prevention Program Triennial Review was conducted for the Deschutes County Health Services
HIV Prevention Program on May 20, 2016. All paperwork was in place, the CLIA waiver was current,
confidentiality policies and procedures were signed and accurate, and staff were cordial and forthcoming.
All aspects of the triennial review reporting document were covered, highlighted by the
integration of services between the HIV, STD and Family Planning programs; newly developed
partnerships with prioritized populations including Men who have Sex with Men and Persons
Who Inject Drugs were discussed; and there was great hope and anticipation for engagement
of younger MSM populations with the soon to be opened downtown clinic location which would
be used for HIV/STD screening purposes
IMMUNIZATIONS
Deschutes County is running a high-quality immunization program. At their last Vaccines for
Children Program compliance visit in December 2015, there were a couple of small
compliance issues that were quickly resolved. They are currently in full compliance with all
VFC requirements.
Deschutes County is building a good relationship with their local CCO which has led to a
project doing AFIX assessments for local clinics with a feedback session for all participating
clinics. The LPHA has met all three tiers of billing standards. Deschutes County staff have
been focusing on community outreach by visiting all SBHCs prior to the exclusion day this year
and by presentations at local venues like medical assistant classes at Central Oregon
Community College. Hepatitis B screening and newborn immunization has been identified as
an issue locally. Deschutes County deserves commendation for jumping in and creating an
action plan to work with the hospitals in their area, leading to a significant increase in reporting
maternal HBsAG screening at St. Charles in Redmond.
MATERNAL CHILD HEALTH
Deschutes County Health Services (DCHS) continues to be a well -organized Maternal Child
Health Home Visiting Program model. A skilled nurse staff and field team, several of whom
have been in their current positions for several years, support the MCH programs. A model
Oregon Mothers Care (OMC) program has operated under the excellent direction of Erin Hoar,
OMC Coordinator since 2000. Strong, insightful leadership is provided by Pamela Ferguson,
RN, BSN, MHA, MCH Program Manager and Sarah Holloway, RN, BSN, Nurse Home Visiting
Supervisor. These MCH Team members are new to their respective roles since the 2013
Triennial Review process.
Strengths include development and publication of the Central Oregon Regional Health
Improvement Plan (2016-2019).This publication, created with input from multiple community
partners, lists one of its primary goals and benefits as "Improved organizational and community
coordination and collaboration." The Nurse Home Visiting programs develop new partnerships
and collaborate with current community partners to solicit referrals for the nurse home visiting
program. This program assesses client needs and uses motivational interviewing to encourage
healthy behaviors with home visits that provide family specific education.
Commendation: An electronic client record system was implemented starting in December
2015 for the MCH Nurse Home Visiting programs. Using EPIC, OCHIN system software, all
four Nurse Home Visiting programs, (NFP, MCM, Babies First! and CaCoon) have been
transitioned into the electronic record keeping system.
Commendation: With a goal of reaching prenatal women in need and providing Nurse Home
Visiting (NHV) service provision to all eligible pregnant women in the community, Erin Hoar,
longtime Oregon Mothers Care, (OMC) Coordinator, now provides weekly OMC intakes at
multiple OB provider offices in the community. This is an excellent example of developing and
maintaining collaborative partnerships for local prenatal care and services with a goal of
assuring a woman's health is maintained during her pregnancy and her infant is born at term.
Note: This activity is an excellent example of achieving the Reproductive and Maternal Child
Health goals noted in the 2016-2019 Central Oregon Regional Health Improvement Plan.
NURSE FAMILY PARTNERSHIP
Nurse -Family Partnership O (NFP) is an evidence -based, community health program that
serves low-income women pregnant with their first child. Each vulnerable new mom is
partnered with a registered nurse early in her pregnancy and receives ongoing nurse home
visits. It is a life -transforming partnership, for the mom and her child. Nurse -Family Partnership
helps families —and the communities they live in — become stronger while saving money for
state, local and federal governments.
Strengths include electronic medical records that are integrated with Behavioral Health
Deschutes County Health Service is working to adopt the newly created Oregon Home Visiting
Competencies into their employee development processes.
A Maternal Child Health Mental Health Specialist is available to MCH team to accept referrals
with warm hand-offs as well as provide consolation for nurse home visitors.
They have a highly productive team with history of meeting or exceeding caseload targets.
This agency is working toward becoming a Trauma Informed Service Provider.
REPRODUCTIVE HEALTH
Deschutes County Health Department is and has been actively participating in community
outreach that includes youth (10-17 years of age). An indicator of effectiveness may be the
56% decrease in teen pregnancy rates between the years 2004-2014. In 2004 the 10-17 year
olds pregnancy rate was 9.0 per 1000 in this service area and in 2014 the rate decreased to
4.0 per 1000.
Deschutes County reproductive health program serves 22.9% of the counties sexually active
15-17 year old females. Provide quality family planning optimizes individuals health and to
leads to healthy lives and assists in plans for If/ when they'are ready for changes in the future.
This provides a more seamless transition for their clients.
Medical services are provided according to national standards of care, ensuring quality family planning
services, appropriate education and anticipatory guidance for the encouragement of preventative
healthcare. The DCHS staff continues to provide reproductive health education in the community as well
as seek out to provide access points for underserved populations.
SEXUALLY TRANSMITTED INFECTION (STI)
Deschutes County provides STD screening, treatment, and partner services out of its primary
location in Bend and additional locations in Redmond and La Pine. The county's rate of
chlamydia has trended slightly downward with 497 cases reported in 2015 and a rate of 291.69
per 100,000, the lowest levels seen in the county since 2010 and much lower than the
statewide rate of 411.91/100,000. However, consistent with trends being seen statewide, the
county has seen a significant increase in gonorrhea, climbing from 12 cases in 2013, to 29 in
2014, and 50 in 2015 for a case rate that year of 29.73/100,000. While this is still much lower
than the overall rate for Oregon (81.73/100,000), it is cause for concern. Cases of infectious
syphilis have remained relatively stable with 3 cases in 2014 and 4 cases in 2015. However,
the county also had an additional 6 cases of late syphilis in 2015. The amount of work
undertaken by staff to follow-up in each of these cases is significant and time consuming,
particularly for early infectious cases.
Program staff demonstrate a strong commitment to reducing the spread of STDs in Deschutes
County through the availability of screening services in a variety of locations, timely and
effective STD case work, provision of partner services, and promotion of prevention strategies
such as condom distribution. Particularly noteworthy are the efforts of program staff to provide
testing and treatment for partners of new STD cases, the timeliness, attention to detail and
overall high-quality of their case reporting in the Oregon Public Health Epi User System
(Orpheus) system, and their attention to the STD prevention and care needs of teenagers and
young adults. Overall, Deschutes County's STD program can serve as a model for other
counties across the state
TOBACCO OUTREACH AND PREVENTION
Deschutes County has continued to implement its TPEP program through a comprehensive
approach that includes facilitating community partnerships, creating tobacco -free
environments, countering pro -tobacco influences, promoting quitting of tobacco among adults
and youth, and reducing the burden of tobacco. Deschutes County has fulfilled all
responsibilities related to local enforcement of the Oregon Indoor Clean Air Act, including
responding to complaints of violation and conducting annual inspections of certified smoke
shops in the county
Deschutes County TPEP has successfully promoted policy change for healthy, tobacco -free
environments in a variety of settings, including the Deschutes Public Library, Central Oregon
Intergovernmental Council, and Mt. Bachelor. Extensive outreach to communityleaders
regarding the hazards of tobacco (as the leading cause of preventable death in the state) and
inhalant delivery systems helped lead to the adoption of these polices as being comprehensive
and restricting smoke, tobacco and vapor on properties.
Program staff continue to establish and maintain strong relationships with a broad range of
policy makers and stakeholders in health system, school, and community settings to help
advance program objectives. These include systematic promotion of the Oregon Tobacco Quit
Line and other tobacco cessation efforts with coordinated care organizations and other
partners. During this review period, the TPEP program conducted a tobacco retail assessment
to provide the groundwork for exploring policy options to address availability and promotion of
tobacco in the retail setting. TPEP was recently awarded the Strategies for Policy and
Environmental Change Tobacco -Free (SPArC) grant to accelerate their work in the tobacco
retail environment.
TUBERCULOSIS
Deschutes County Health Services is prepared for a case and nursing staff are trained about
TB. There are strong relationships with the local hospital and institutions.
VITAL RECORDS
Deschutes County was the county of birth for more than 2,247 infants last year* and
approximately 1,636 deaths occurred in the county last year**. The county vital records office
serves their community by offering a local office where certified copies of birth and death
records are available to order by authorized individuals. The county is limited to providing this
service for the first six months after the event, whether birth or death. Orders placed in this
office are typically completed within one day.
At the beginning of this year, a new fee increase went into effect. All of the county materials
were updated in advance, then promptly and efficiently communicated to partners and
customers in the community.
The Deschutes County Vital Records Office consistently provides excellent customer service
to their customers and partners throughout the community. While the registrar issues most of
the certified copies of vital records, two deputy registrars provide backup for the times the
registrar is out of the of The Deschutes County Office of Vital Records provides a positive
linkage between the community and the state vital records office. Records and reports are
handled with careful attention to maintaining security and confidentiality. Partners within the
community, the three local hospitals and all seven of the larger volume funeral homes visited
during this trip report great relationships and excellent service from this office. State staff that
have contact with the county report a similar high regard for the work of this office
WIC
WIC's mission is to safeguard the health of low-income women, infants and children up to age
5 who are at nutritional risk by providing nutritious foods to supplement diets, information on
healthy eating and referrals to health care. Delivering high quality nutrition services is essential
in not only carrying out this mission, but also ensuring that WIC continues to be the premiere
national public health nutrition program.
Deschutes County WIC has partnered with the health care community to enroll pregnant
women on WIC during their prenatal clinic visits at St. Charles Family Care in Redmond and
visits with Oregon Mothers Care in Bend. Deschutes County WIC has developed many
community partnerships and includes a range of partners during the "Taste of WIC" nutrition
fairs. This helps introduce WIC participants to a variety of local social, health and nutrition
resources. Deschutes County WIC uses a continuous improvement approach to their work
WIC FARM DIRECT NUTRITION PROGRAM
The Oregon Farm Direct Nutrition Program (Farm Direct) provides WIC families with FDNP
checks once a year to purchase fresh, locally -grown fruits, vegetables and cut herbs directly
from local farmers.
WIC staff are commended for doing a quality improvement project to adapt the FDNP check
register to assure the register is correctly filled out and data entry in TWIST is accurate.
Tom Anderson
From: Scot Langton
Sent: Wednesday, September 21, 2016 4:31 PM
To: Tom Anderson
Cc: David Doyle; Tana West
Subject: 9-16 OSACA survey on killed in line of duty exemption.xlsx
Attachments: 9-16 OSACA survey on killed in line of duty exemption.xlsx
Tom,
Attached are the results of the survey of assessors on the killed in line of duty exemption
Please let me know if you would like any additional information
Scot
Scot Langton, Assessor
Deschutes County Assessor's Ofice
1300 NW Wall St #202.1 Bend, Oregon 97703
Tel: (541) 388-6513
Enhancing the lives of citizens by delivering quality services in a cost-effective manner.
Regional Public Health Modernization Meetings (2016)
DRAFT Agenda for Planning Purposes
November, 1, 2016
Meeting Objectives
1. Educate partners (with an emphasis on CCOs/Early Learning Hubs/Hospital
partners/RHECs) about Public Health Modernization
a. Objective— Partners will understand the basic tenants of Public Health
Modernization and how a modernized public health system compares and contrasts
with the current model
b. Objective— Partners and LPHAs will identify benefits of:
i. Modernization/new model
ii. Working together to realize Modernization
2. Initiate Modernization partnerships framework discussions
a. Objective— Partners and LPHA's will:
i. Identify efficiencies and added value that could be realized through
partnerships among and between LPHAs and partners
ii. Identify ways to align efforts to advance Public Health Modernization
iii. Identify opportunities for integration between public health, health care and
early learning and education
iv. Identify barriers to implementing Public Health Modernization
(community, system, other)
v. Identify ways to overcome barriers (first steps)
b. Objectives— Partners and LPHAs will discuss 3-5 ways that they might work
together to implement Public Health Modernization
c. Objective— Partners will begin to discuss 2 basic tenants of a partnership
framework: expectations, role clarity
3. Discuss next steps for planning for implementation planning and grant work
Time
9:30-9:45
9:45-10:05
10:05-10:20
10:20-10:45
Topic
:...................................
11:45-11:25
11:25-11:30
11:30-12:15
12:15-1:15
All Partners
Welcome & introductions
What is a modernized public health
system? (Meeting Objective I.a.)................................................. .
Modernization Goals
• What are the benefits of Public Health
Modernization (Meeting Objective 1.b.)
Introduce Cross Jurisdictional Sharing
High level assessment findings —
(regional if possible)
Examples of modernization progress,
including CJS (high-level) ............................................................
.............................
Facilitator/
Host Site
TBD/presentation
developed by Rede
PHAB/CLHO
Panel (CHDAs,
OPHD, PHAB)
Panel (CHDAs,
OPHD, PHAB)
Brief conclusion, All Partners Meeting I Rede
Lunch
..........................
Key Planning Partners (CHDs and Commissioners)
Efficiencies and value of cross jurisdictional Rede/Facilitated
The Rede Group: September 6, 2016 I I Thompson Hutson
1:15-1:45
1:45-2:15
:.........................................................
2:15-3:00
3:00-3:25
3:25-3:30
•
sharing and other types of partnerships:
Specific examples from each region,
retrospective and prospective (Meeting
Objective 2.a.i.)
........................................................................................................................................................................................................
Challenges to implementing Public Health
Modernization framework: Community,
s stem other Meetin 2.a.iv)
Addressing challenges (Meeting Objective
2.a v)
Future collaborative efforts and
partnerships (Meeting Objective 2. b.+c.)
Next steps in planning and implementation
process (Meeting Objective 3)
Close
The Rede Group: September 6, 2016 I I Thompson Hutson
Activity
:.................................................................
Rede/Group
Discussion
Rede/Facilitated
Activity
:......................................................................................
Rede
Rede
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Public Health Modernization, Accreditation and the 10
Essential Services: CROSSWALK SNAPSHOT
1-1ealth
Authority
This crosswalk shows how public health priorities are aligned across state and national public health initiatives.
Modernization ofPublic Health
Creates a public health system for the future through:
adoption of -the foundational capabilities and programs
in all public health authorities, sustained state funding
for the public health system, and adoption of population
health metrics.
Assessment and Epidemiology
Emergency Preparedness
and Response
Communications
Policy and Planning
Leadership and
Organizational Competencies
Health Equity and Cultural
Responsiveness
Community Partnership
Development
Communicable Disease
Control
Environmental Health
Prevention and Health
Promotion
Access to Clinical
Preventive Services
For more information, visit
healthoregon.org/modernization.
Public Health Accreditation Domains (v 1.5) 10 Essential Public Health Services
Improves and protects the health of every community
by advancing the quality and performance of public
health departments
1: Conduct and Disseminate Assessments Focused on
Population Health Status And Public Health Issues Facing the
Community
2: Investigate Health Problems and Environmental Public Health
Hazards to Protect the Community, 5: Develop Public Health Policies
and Plans
2: investigate Health Problems and Emirumneutal Public Health
Hazards to Protect the Community; 3: Inform and Educate about Public
Health Issues and Functions
5: Develop Public Health Policies and Plans; 6: Enforce. Public Health law
8: Maintain a Competent Public Health Workforce; 9: Evaluate and
Continuously Improve Processes, Programs,
and Interventions; 11: Maintain Administrative and Management
Capacity; 12: Maintain Capacity to Engage the Public Health
Governing Entity
4: Engage with the Community to Identify and Address Health
Problems; 11: Maintain Administrative. and Management Capacity
4: Engage with the. Community to Identify and
Address IItalth Pmblems
2: hwestigate Health Problems and Environmental Public Health Hazards
to Protect the Community; 10: Contribute to and Apply the Evidence
Base of Public Health
2: Investigate Ilcalth Problems and Environmental Public Ilcalth
Hazards to Protect die Community; 3: Infunn and Educate about
Public Health Issues and Functions; 10: Contribute to and Apply the
Evidence Base of Public Health
3: Inform and Educate about Public IIealth Issues and Functions;
10: Contribute to and Apply the Evidence Base of Public Health
7: Promote Strategies to Improve Access to Health
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For more information, visit
phaboard.org.
Describe the public health activities that all
communities should undertake and serve as
the framework for the NPHPS instruments.
Monitor health status to identify and solve community
health problems
Diagnose and investigate health problems and health hazards
in the community; mobilize community partnerships and
action to identify and solve health problems
Inform, educate, and empower people about health issues
Develop policies and plans that support individual and
community health efforts; enfnnre laws and regulations that
protcct health and ensure safety
Assure competent public and personal health care worldbrce
Assure competent public and personal health care workforce
Mobilize community partnerships and action to identify
and solve health problems
Diagnose and investigate health problems and health
hazards in the community; research for new insights and
innovative solutions to health problems
Diagnose and unvutit etc health problems and health
hazards in the community; research fur new insights and
innovative solutions to health problems
Diagnose and investigate health pmhlems and health
hazards in the communis; research for new insights and
itmovative solutions to health problems
Link people to needed personal health services and assure
the provision of health care when otherwise unavailable;
evaluate effectiveness, accessibility, and quality of personal
and population -based health services
For more information, visit
cdc.gov/nphpsp/
essentialservices.html.
Public Health Modernization
Priorities
1-16egalth
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Priorities for a modern public health system
Based on findings from the public health modernization assessment, the Public Health Advisory Board
recommends the following priorities for the next three biennia: aa aaa
Biennium Foundational capabilities and programs
2017-2019 • Communicable disease control
• Environmental health
• Emergency preparedness
• Health equity and cultural responsiveness
• Assessment and epidemiology.
• Leadership and organizational competencies
2019-2021 • Prevention and health promotion
• Communications
• Community partnership development
• Continue and expand on work on the foundational capabilities and
programs implemented in 2017-2019
2021-2023 • Access to clinical preventive services
• Policy and planning
• Continue and expand on work on the foundational capabilities and
programs implemented in 2017-2021
2017-2019
• The first phase of public health modernization advances essential public health infrastructure
including health equity, leadership and collection, analysis and reporting of population health
data in order to inform decision,making.
• Investment in essential public health infrastructure will ensure that state and local public health
authorities are accountable for achieving improved health outcomes for everyone in Oregon.
• Environmental public health, emergency preparedness, and communicable disease control
programs will fill critical gaps in public health programs across the state.
2019-2023
• The second phase of modernization will focus on prevention and health promotion priorities that
have sustainable, long-lasting results for the health of all people in Oregon.
• Continuous quality improvement and development of the foundational capabilities and programs
will help clarify the distinct systemic needs for access to clinical preventative services and policy
and planning in phase three.
This has been a tremendous collaborative effort across the 34 local health authorities, the public health
division, and the Public Health Advisory Board. By committing to building a modern public health
system, we demonstrate our commitment to ensuring that a healthy life is within reach for everyone in
Oregon.
Public Health Modernization
Priorities
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Limiting environmental risks to
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History - Chapter 1
ORS Chapter 190 Intergovernmental Entity established as
Central Oregon Health Board (COHB) with Commissioners
from each county as founding the Board of Directors.
Mission:
1. Behavioral health services capitation management for 3
counties
2. Coordination and collaboration
3. Regional grant funding vehicle
2013 - 2016
History - Chapter 2
COHB officially changed to the Wellness & Education
Board of Central Oregon (WEBCO) to recognize WEBCO's
designation as Early Learning Hub of Central Oregon. A
fourth board member was added from High Desert ESD.
Additional New Mission:
1. Regional grant funding vehicle for Early Learning Hub
program to support regional early learning endeavors
9/16/2016
1
9/16/2016
Where are we?
2659 SW 4th St.
Redmond, OR
97756
Updated Mission, Vision, and Values
Mission:
• To promote the wellness of all Central Oregonians. We strive to improve
health through collaboration and identification of financial and educational
resources using approaches that increase access and satisfaction for persons
of all ages, cultures, and socio economic conditions. We encourage regional
data -based approaches for service efficiency and/or coordination
improvements; and foster programs which further these objectives.
Vision:
• Our vision is for an integrated, vibrant, healthy, and educated Central Oregon.
We believe all citizens can be well and maximize Central Oregon living, while
enjoying an economically strong and socially compassionate community.
Values:
• We value diverse, innovative, and collaborative services and relationships that
further unique partnerships which enhance efficiency, eliminate barriers, and
create solutions to assure a healthy, educated, and inclusive population.
2
9/16/2016
What do we do (at this time):
• Regional Fund Distribution / Reporting
— Young Adult Transitions Hub
— Early Learning Hub
• Gap Identification / Training
— Older Adult Behavioral Health
• Benchmarking / Opportunity Identification
— Behavioral Health Analytics
• "At the Ready" for New Roles / Programs
Who do we serve?
County Public Health
3
9/16/2016
WEBCO Ouartertv Dashboard
Wellness & Education Board of Central Oregon serving Crook, Deschutes & Jefferson Counties April June 2014
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What will Chapter 3 be?
(To Be Determined - Strategic Planning Process)
• Identify Additional Funding Vehicles
• Existing Analytics
• Training
• Collaboration/Partnerships (i.e. COHC)
• Resource Matching
• Gap Filling Strategies
• "Silo" reduction
— i.e. Education vs Health
— Counties vs Health Care Delivery
— Government vs Private Sector
• End User Assistance (Resource Identification
4
AND IN CASE YOU ARE CONFUSED.....
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State of
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CCO
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COHC
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Groups)
Providers
(St. Charles,
Mosaic,
Physicians)
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9/16/2016
5
Collaboration and Resource Identification,
Health Care
Delivery
Counties
(Safety Net)
Education
(Early
Learning)
Medicare
Note: W = WEBCO Potential
CCO
(Medicaid)
COHC
Roadmap to Healthy, Educated, Inclusive Population
• RHIP / Central Oregon Regional Health Assessment
• EL Hub
Experts
• Workgroups
• Provider Contributions
• Grants
• Philanthropy
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• Counties / State
• Providers (Physical, Behavioral, Dental)
• Schools / Childcare
• Integrators (WEBCO / COHC / CCO)
WEBCO Resource Integration
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9/16/2016
6
Wellness & Education
Board of Central Oregon
Thank you!
Visit us online
www.webcohub.org
(541) 923-9698
9/16/2016
7
Deschutes County Board of Commissioners
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.ora
AGENDA REOUEST & STAFF REPORT
For Board WORK SESSION of Sept. 26, 2016
DATE: September 12, 2016
FROM: Will Groves
CDD (541) 388-6518
TITLE OF AGENDA ITEM:
Preview of Draft Board decisions and consideration of a request to reopen the record in two matters:
Kine & Kine Properties appeal of a Hearings Officer's decision (File Nos. 247 -14 -000395 -TP, 396 -SP,
397 -LM and 247-15-000206-A) to establish a nine -lot, zero -lot -line subdivision as well as site plan and
Landscape Management (LM) review for dwellings on the proposed subdivision lots on property in
Widgi Creek zoned Resort Community (RC).
Kine & Kine Properties appeal of a Hearings Officer's decision. (File Nos. 247 -14 -000391 -TP, 392 -
SP, 393 -LM, and 207-A) to establish an eight -lot, zero -lot -line subdivision consisting of a partial replat
of Elkai Woods Townhomes Phase III, as well as site plan and non-visible Landscape Management
(LM) review for dwellings on the proposed subdivision lots.
PUBLIC HEARING ON THIS DATE? No.
BACKGROUND AND POLICY IMPLICATIONS:,
The Board of County Commissioners (BOCC) has heard appeals filed by Kine & Kine Properties. The
appeals were submitted in response to a Deschutes County Hearings Officer's decision that proposed
subdivisions do not comply with all applicable regulations. The BOCC agreed to hear these matters
under Order 2015-029. De novo public hearings were conducted on January 27 and February 29, 2016.
The post -hearing written record periods have ended.
The Board completed deliberations for these applications and directed Staff to prepare draft decisions.
Staff has prepared draft decisions for the Board's review and is prepared to discuss a request to reopen
the record, for the Board's consideration.
FISCAL IMPLICATIONS:
None.
RECOMMENDATION & ACTION REOUESTED:
Review decisions and give direction to Staff.
ATTENDANCE: Will Groves, Legal
DISTRIBUTION OF DOCUMENTS:
Will Groves, Legal