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2017-76-Minutes for Meeting January 18,2017 Recorded 2/23/2017DESCHUTES COUNTY OFFICIAL RECORDS y f LV ry�111'J6 NANCY BLANKENSHIP, COUNTY CLERK VJ I I COMMISSIONERS' JOURNAL 02/23/2017 02:27:41 PM l 11 I 1 IiI 111111 I II 1 III 2017-76 For Recording Stamp Only MINUTES OF BOCC RETREAT DESCHUTES COUNTY BOARD OF COMMISSIONERS January 18, 2017 The 2017 Board of County Commissioners Retreat was held at the Deschutes County Fair and Expo Center Board Room on Wednesday, January 18, 2017 at 9:00 a.m. Present were Commissioners Tammy Baney, Anthony DeBone, and Phil Henderson. Also present were County Administrator Tom Anderson, Deputy County Administrator Erik Kropp, Public Information Officer Whitney Hale, Internal Auditor David Givans, Administrative Assistant Sharon Ross, and Facilitator Gary Winterstein, Executive Director, Community Solutions of Central Oregon. No representatives of the media were in attendance. Facilitator Gary Winterstein opened the retreat with an exercise called the Inner Quad designed to show how well everyone at the table knew each other. County Administrator Anderson reviewed the process of the retreat's agenda which includes discussions on goals and objectives and will focus on priorities for the coming year. He noted the goals and objectives are published in the County's budget documents. Mr. Anderson requested the Department Heads submit their short and long term issues for the Board's review today. Commissioner DeBone suggested revising the goals and objectives to fit on one page. In reviewing the goals and objectives, Commissioner DeBone stressed the importance of the every time standards as well. Commissioner Henderson gave comment of coming from the private sector and how the goals relate to the county and the citizens. The assumption is the departments are running well unless there is a crisis and the commissioners rely on the department management component. Commissioner Baney commented on the importance of keeping the goals and objectives relevant regarding budget planning for the upcoming year. Minutes of Board of Commissioners' Retreat January 18, 2017 Page 1 of 9 Commissioner Henderson commented on the department short and long term issues in that he is glad to have their input but wants to keep in mind what the opinions of the citizens and taxpayers are. He sees our citizens not as customers but as owners. Mr. Winterstein gave an introduction and explained his role as facilitator. He said his role is to establish open dialogue and create a collaborative environment. Regarding Commissioner Henderson's comment of looking at citizens as owners rather than customers he suggested looking at that as a discussion during the mission analysis. Mr. Winterstein stated he was a war fighter in his past but is now a peace maker. He served 26 years of his life in the Marine Corps then went into financial services. Over the past two years he has been the Executive Director for Community Solutions of Central Oregon. His qualifications with the military and national agencies have given him experience with strategic implementation planning. Mr. Winterstein reviewed the agenda noting the work that will be done. He will prepare a facilitator's report and submit it to County Administrator Anderson with the retreat highlights and insights. Commissioner DeBone noted the work Judith Ure, Management Analyst, does with the County departments and quarterly reports. He mentioned the information would be great for our media to communicate our accomplishments and acknowledge our goals and objectives. It would be nice to have more involvement with the media to point out the success stories. Discussion held on government transparency, our growing county, and ways to engage our public. County Administrator Anderson mentioned the department directors are on stand-by today in case the Commissioners would like to have them present this afternoon for further discussion on department needs. Sheriff Nelson will be present this afternoon to review the Sheriffs Office short term and long term issues. Mission Analysis Discussion: "Enhancing the Lives of Citizens in a Cost Effective Manner". Mr. Winterstein asked each Commissioner for their thoughts on the statement. Discussion held on County values. The general feeling was to revise the mission statement because it seems too generic and too global. Delivering quality services in areas defined by our structure by public services. Mr. Winterstein asked for the must -haves values for the County. Quality services in a cost effective manner and add accountability to that. Item to remember is core safety, infrastructure, and service which are mandated items we need to provide. Mr. Winterstein then asked what is important from an owner/customer perspective. Items of response included: to be heard, to be included, responsiveness, receiving value, having confidence in local government, trust, and equity. Minutes of Board of Commissioners' Retreat January 18, 2017 Page 2 of 9 The item of equity was discussed. The impression of the residents of government is it's a better deal to work for government rather than in the private sector. Comment made that benefits and income is significantly better than what our residents have and all citizens do not agree on this. Commissioner Henderson believes that in reducing taxes everyone will do better and the struggles will lessen. Mr. Winterstein changed the focus to internal and asked what was important for employees. Items of response were: facilities, equipment, paycheck, benefits, tools to do their job, fair wages, and positive work environment. Discussion on the mission statement held to review the possibility of a competitive advantage for the County. The preference is to look towards partnerships rather than competition. Should the statement reflect the service from the County is above that from other government entities? Providing services to all citizens without the option of profit motive. Considering organizational culture when is it ok to have elements that you feel strongly about and how can these things be combined? The County has grown and there are new people and new generations and the statement should be refreshed. Enhancing lives of citizens each employee can be proud of. Mr. Winterstein suggested breaking those ideas into three: Enhancing lives of citizens, delivering quality services, cost effective manner. Commissioner Henderson asked to consider: Enhancing the lives of our citizens. Commissioner Baney noted some of our services are broad and we provide that service to all to encompass every citizen whether in the city or not. There are pieces that we provide that are universal. Mr. Winterstein questioned whether the mission statement should be transposed to state the mission is to enhance the lives of our citizens. He also shared a story on why he moved to Central Oregon. When he asked friends and colleagues about this area he was told his life would be enhanced by just moving here. Commissioner Henderson suggested deliver quality services in a cost effective manner to enhance the lives of our citizens. County Administrator Anderson asked Public Information Officer Whitney Hale for her input on public perception. Ms. Hale suggested a conversation on branding which would revisit the overall County vision. This discussion will be scheduled for a Work Session in the coming weeks. Mr. Winterstein suggested considering not just the revision of the mission statement but the focus on branding and vision might be an important element. Minutes of Board of Commissioners' Retreat January 18, 2017 Page 3 of 9 Regarding Commissioner Goals and Issues, Mr. Winterstein asked each Commissioner for their strategic emphasis. Commissioner Baney noted the work as a Commissioner is always focused on what is ahead of us: core services and meeting the needs of our residents, public safety, and mandated services. She noted the challenges before us with PERS and benefits and would welcome a discussion on hiring practices. How do we cover the services we provide? Capital projects and how to plan and strategize. A facilities study would complement that. Need a dialogue on our audits for solid delivery and effectiveness. Review of public safety needs for the future. Core services: public safety, challenges with PERS and benefits, employee hiring practices, capital challenges and facilities, DA focus and policy, fiscal accountability, unfunded mandates. Discussion held on hiring practices and PERS costs. Commissioner Baney stressed the importance of providing the mandated services to our county to ensure quality of life and looking at ways to maintain a certain level of services. If not able to provide services in some departments there may be an adverse effect to increase needs in other departments. Discussion held on the DA focus notation. Commissioner Baney said it is relative to case load and the ability of the department to provide certain prosecution services. Commissioner DeBone stressed the importance of the Public Safety Coordinating Council (LPSCC) and discussions held there on public safety needs. Discussion held on the budget hearing process and if discussions with departments should be held prior to June to allow for better planning and not for reacting. Commissioner DeBone noted his items as: costs of PERS, growing population, Goal 11 Exception, ground water protection, housing, help people get stabilized, health services and funding. Clarification on the ground water protection: nitrate reducing septic systems and high ground water with shallow wells. We need to protect the water. Commissioner DeBone commented on the impacts if there was a house built on every existing lot in South County. There need for a conversation to determine next steps. Public Safety funding and providing the best services. Discussion held on the best forum that could be held with the LPSCC group. Commissioner Henderson noted he comes to this Board as a community member and sees the issues of taxes, property taxes, tax revenue increases in the general fund. He expressed his concern of the increases each year. He spoke on the financial struggles of citizens in the County. Other issue perceived by the community is how much they are paying for government. Commissioner Henderson asked if there could be a leveling off for the property taxes to alleviate the burden to our tax payers. He also expressed interest in meeting with departments in February or March before the June budget hearings. Another issue he is concerned about is housing. As a builder he is frustrated with so many levels of regulations that it makes it impossible to create Minutes of Board of Commissioners' Retreat January 18, 2017 Page 4of9 low income housing. Transportation planning is another concern and would welcome the idea of perimeter roads to alleviate traffic congestion. The homelessness population is also something of a concern. Commissioner Baney noted the role of a Commissioner and partnerships comes to her mind with our services. How do we compliment the lives we are hoping to serve and not create more of an issue? When considering not taking a tax increase based on the 3% increase in assessed valuation we need to remember there are ramifications. Commissioner Henderson spoke on his frustration on the housing issue and the constant building of multi -story homes on tight lots. He believes we are pretending there is a scarcity of land and feels the housing crisis has been caused by a series of regulations and social choices that have impacted the cost of housing. Mr. Winterstein pointed out there can be arguments but behind them is strategy. The most important thing to remember are the needs. He commented there is hardly ever an argument at that level. The challenge is to have a written strategic guidance for the County as a team. Discussion held on values and the strategic emphasis or guidance to represent strategic emphasis for the County Commissioners. Discussion held on the Goals and Objectives. The goals could be considered as scene setters. Goal categories could have qualifying statements to alleviate questions in the reader's mind. The scene setters could be broken into four imperatives: strategic influence on people, best practices, programs, and finances. There seems to be department specific goals in the current goals. The hope for revision is to edit down some of the language to create a one page document. Safe Communities: Obviously services and coordinating those services is important. Discussion held on protecting the community and coordinating among our community partners. Ms. Hale gave the suggestion of the wording as maintaining safe communities through prevention, intervention, and enforcement. Discussion held as well on including the protection of the community from wildfires and natural disasters. Healthy People: Discussion held on the span of this goal. Commissioner Henderson wants to point out the county includes multiple communities and restating to include citizens of our communities instead of just community. Commissioner DeBone suggested the words enhance and protect the health and well-being of the communities. Commissioner Henderson suggested maybe the statement could include we accomplish this goal noted above through advocacy, prevention, education, and delivery of coordinated services. Suggestion made to include the environmental/natural resources stewardship in the safe communities goal. Possibly narrow the document down to four goals and fewer objectives. Discussion held on the utility of the document and if the purpose for internal or external communications. Minutes of Board of Commissioners' Retreat January 18, 2017 Page 5 of 9 Resilient Economy: Discussion on the use of the goals and objectives by the budget committee as well. One suggestion would be through the actions that promote policies that sustain and stimulate economic vitality. Mr. Winterstein commented the department directors would probably appreciate concise, straightforward goals. This would challenge the department to provide input on how they contribute to all four of the goals. Discussion held on department measures. Rather than trying to make this one tool for communications and measurements, it could be separated into both an internal measurements tool and a high level communication tool to the public. Commissioner Baney noted the importance of communicating to the departments that we are all in this together and that we are engaged in value and culture. In regards to the resilient economy goal the word resilient seems a bit dated. What of growing economy? Discussion held on the growing community. There is the need to support the economy but possibly at the current time this isn't the third goal anymore. Natural Resources Stewardship: Discussion held on the meaning of this goal. Environment is both man-made and natural to include the natural and economic environment within the county. Natural resources stewardship shows the County's goal of fuels management, impact on rivers and air. Commissioner Baney noted the need to highlight the importance of protecting our natural resources. People live here because of their love of the natural resources. Quality Customer Service: Mentions customer service and implies both owners and employees. Does it need to be a goal or is it inherent. Commissioner Henderson commented on his new employee orientation and appreciated the customer service portion and it is the reason the County has the reputation it has. Effective Asset Management: Discussion held on the wording of preserve and enhance. This goal states the County is providing the best services possible with the resources we have. Commissioner Baney pointed out capital could be money, roads, infrastructure, and land fill. Also need to include facilities. Currently there are six goals. Instead of having numbered bullet points, one suggestion was to convert the format to a paragraph with the eye toward being descriptive to the reader as to what is meant by the goal and to provide information to the department. Suggestion is to revise the document to incorporate four goals instead of six. Department performance measures could then be a document within the budget documents. There could be four goals with a brief paragraph or bulleted items under each one to provide clarification of the goals. This document could be given to departments to provide a bridge from the goal statements to the performance measures. The draft document will be brought to a Work Session for review. Minutes of Board of Commissioners' Retreat January 18, 2017 Page 6of9 Department short term and long term issues were reviewed. Mr. Winterstein commented they present like action plans and suggests the challenge of implementation of the objectives. Each department submitted their short and long term issues to County Administrator Anderson (see attached). Some of the issues for each department were discussed. 9-1-1: Department moving forward with deployment of a new radio system. Public safety communications is a high level goal. Finance: Discussion held on the budget meetings with departments and the budget week in June. Commissioner Henderson hopes to become more involved in discussions prior to budget week. County Administrator Anderson commented the budget assumption review was done at the budget meeting held in December and this item could be brought back to the Board in an upcoming Work Session for review. Fair & Expo: Discussions on the possible development of a sports complex continue which would fall under economic development or vitality. Assessor: The department has seen several retirements, turn -over, and new staff reflecting the county's growth. Community Justice: Discussion on community needs and resources. Clerk's Office: The office need of new election equipment was reviewed. District Attorney's Office: Discussion on the departments staffing and space needs. Property: One item under economic vitality is the OSU-Cascades development. Another discussion was on the old stone building and the Board expressed interested in participation in those discussions. In other facilities discussion, there is a need to add capacity to our bench and will require more space. Internal Audit: The goal is to provide the best audits at the right time. Community Development: Discussion on finding ways to address the need for affordable housing and the South County groundwater concerns. Natural Resources: Discussion on the support of Firewise communities educating residents on fire adapted communities, continued support of fuels reduction, and biomass. Road: Discussion held on funding options for the variety of issues listed by the department. Health: Discussion held on the affordable health care act and impact on the department. With potential losses of funding how do we continue to provide a certain level of service to our community? There is a need to move forward with health information exchange systems. Minutes of Board of Commissioners' Retreat January 18, 2017 Page 7 of 9 Risk Management: Discussion held on risk and law suits related to jail care. Human Resources: Discussion held on hiring practices and the class and compensation study. Facilities: In capital asset management, consider review of roof replacements or major facility components and have a replacement schedule in place. Information Technology: Every department has some information technology projects. Data security will remain on the priority list with periodical security audits. Solid Waste: Discussion on long term capital and financial planning and the future of waste energy. Emergency Response Planning: Our Emergency Manager is housed within the Sheriffs Office and the County has an Emergency Operations Plan and does periodic scenario planning. Sheriffs Office: Sheriff Nelson was present to review the department's short and long term issues. Short term issues center around safety. Sheriff Nelson noted recent legislation requiring body cameras. There is a need to increase supervisory training. A volunteer citizen advisory board is being formed to give input on public perception and to strengthen the community bond. An outside consultant has come in to give recommendations on the jail operations. Looking at a crisis stabilization center. Discussion held on crime concerns in the county. Wrap -Up: County Administrator Anderson will coordinate a meeting to consolidate the goals and objects. Mr. Winterstein will submit his report to Mr. Anderson. Discussion held on committee appointments. HENDERSON: Move appointment of Commissioner DeBone as representative for COACT and COIC. BANEY: Second. VOTE: HENDERSON: Yes DEBONE: Yes BANEY: Chair votes yes. Motion Carried Commissioner DeBone requests to withdraw from Neighborlmpact. Commissioner Henderson would attend but needs to research the role of the Commissioner's involvement with the committee. Minutes of Board of Commissioners' Retreat January 18, 2017 Page 8 of 9 ADJOURN: Being no further items of discussion, the meeting was adjourned at 5:00 p.m. DATED this Day of Deschutes County Board of Commissioners. 2017 for the Tammy Baney, Chat Anthony DeBone, Vice Chair Philip G. H der on, Commissioner Minutes of Board of Commissioners' Retreat January 18, 2017 Page 9 of 9 2017 Commissioner Retreat Wednesday, January 18, 2017 Fair & Expo Center Board Room, Redmond 9:00 a.m. —4:00 p.m. Morning • Review Mission Statement • Review FY 2017 Goals & Objectives • Review Department Director Issue Statements • Commissioner Goals/Issues Lunch Afternoon • Revise Goals • Assign Issues/Outcomes to Goals } Deschutes County FY 2017 Goals and Objectives Mission Statement Enhancing the Lives of Citizens by Delivering Quality Services in a Cost -Effective Manner. Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. 1. Collaborate with county and community partners in preparing for and responding to natural and man-made disasters. 2. Promote public safety programs to reduce crime and repair harm. 3. Respond to, investigate, and prosecute criminal activity to ensure the guilty are held accountable, the innocent are protected, and the rights of all citizens are respected. 4. Expand and enhance public safety communication systems in coordination with all stakeholders, 5. Enforce County regulations to preserve rural quality of life. Healthy People: Enhance and protect the health and well-being of the community through advocacy, prevention, education and delivery of coordinated services. 1. Consider population health, wellness, and multi -modal connectivity in the design and implementation of infrastructure and land use policies. 2. Adjust to changing health system reforms, assess and address gaps in service, and strategize regional approaches. 3. Provide timely and convenient access to quality health services. 4. Promote health and prevent disease using strategies that align with the Central Oregon Regional Health Improvement Plan. 5. Support the development of collaborative solutions related to transit options, homelessness, affordable housing, and veterans' needs. Resilient Economy: Promote policies and actions that sustain and simulate economic vitality. 1. Continue strategic capital planning and projects that strengthen the region's economy. 2. Partner with organizations to stimulate economic vitality. 3. Support land use programs and initiatives that promote economic growth and diversity, livability, and sustainability. 4. Support beneficial management and access policies of publicly owned facilities and natural resources to promote tourism and recreational activities. Trelktt Page 11 Deschutes County, OREGON Natural Resource Stewardshiu: Promote environmental stewardship through assessment, advocacy, and collaboration. 1. Enhance and protect air, land, and water resources. 2. Educate the public and enforce policies regarding noxious weed control and eradication. 3. Support healthy and sustainable forest, habitat, and land management practices and oversight. 4. Restore and maintain landscapes across all jurisdictions that are resilient to fire -related disturbances in accordance with management objectives. Quality Customer Service: Provide internal and external services that are innovative and efficient. 1. Encourage and expand opportunities for public engagement with Deschutes County government. 2. Provide internal support to County operations to ensure cost-effective and efficient delivery of services to the public. 3. Support employee wellness, development, productivity, and job satisfaction. 4. Support and promote Deschutes County Customer Service "Every Time" standards. 5. Pursue cooperative opportunities to enhance service delivery and the cost-effectiveness of public services. Effective Asset Manaa'ement: Preserve and enhance capital and fiscal assets. 1. Use best management practices to sustain the quality of County assets and infrastructure. 2. Upgrade information management systems to streamline business processes. 3. Maintain strategies for major funds to ensure long-term financial stability. 4. Address long-term building and facility capital needs including major maintenance and replacement strategies. Deschutes County, OREGON Page 12 Departmental Performance Measures The Board of County Commissioners establishes goals and objectives annually to guide department operations. Departments develop performance measures that align with the priorities established by the Board of Commissioners and tracks performance accordingly. These measures are listed below in relation to each individual goal and objective. Additional information regarding the performance measures can be found in the departmental sections of the budget document. Safe Communities Obiective # 1: Collaborate with county and community partners in preparing for and responding to natural and man-made disasters. • Complete a skills and resources assessment for the Central Oregon Public Information Officer/Joint Information System team in order to prepare for and expedite response to national and man-made disasters. (Administrative Services) • Continue working with law enforcement and community partners on the Emergency Operations Plan (EOP) and Memorandum of Understanding (MOU) with the Federal Emergency Management Agency (FEMA). (Fair and Expo) • Number of emergency preparedness exercises. (Sheriffs Office) Obiective #2: Promote public safety programs to reduce crime and repair harm. 80% of Juvenile Community Justice Officers meeting contact and skill -building goals with medium and high risk offenders. (Community Justice) 10% of juveniles presented to detention who commit a new offense or technical violation prior to disposition. (Community Justice) 10% percent of first-time juvenile marijuana and alcohol violators assessed as low risk who reoffend within one year. (Community Justice) 75% of adult felony probationers' successful case closures. (Community Justice) 700 adult offender sanctions ordered. (Community Justice) 25 adult offender revocations processed. (Community Justice) 600 interventions provided to adult offenders. (Community Justice) 50% of successful case closures of adults on felony post -prison supervision. (Community Justice) Partner with Sheriff, Circuit Court, defense counsel, and other community partners on at least one initiative to reduce the adult jail's pre-trial population. (District Attorney's Office) Page 13 Deschutes County, OREGON Obiective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are held accountable, the innocent are protected, and the rights of all citizens are respected. Calls to 9-1-1 answered within 5 seconds, (9-1-1 Service District) • Calls to 9-1-1 answered within 10 seconds. (9-1-1 Service District) • Calls referred to dispatch in 12 seconds or less. (9-1-1 Service District) All vacant line positions will be staffed with fully trained telecommunicators by the end of calendar year 2016 and the training program success rate for new hires will be 75% or higher. (9-1-1 Service District). Total cases filed, broken down by felony, misdemeanor, juvenile delinquency, juvenile dependency, and civil commitment. (District Attorney's Office) Total cases reviewed. (District Attorney's Office) Number of contacts with victims in active cases by staff in Victims' Assistance Program. (District Attorney's Office) Driving under the influence of intoxicants trial conviction rate. (District Attorney's Office) • Driving under the influence of intoxicants diversion program success rate. (District Attorney's Office) Average elapsed time to final disposition (in days) for adult misdemeanor cases. (District Attorney's Office) Percentage increase in receivables. (Justice Court) • Rate of collection on fines. (Justice Court) • Percentage of at -issue small claims cases resolved before trial. (Justice Court) • Number of patrol calls for service. (Sheriffs Office) Number of self -initiated patrol calls for service. (Sheriff's Office) Obiective #4: Expand and enhance public safety communication systems in coordination with all stakeholders. In partnership with the Oregon State Radio Project, complete construction and deploy a new county -wide radio and data communications system by October 2016. (9-1-1 Service District) Replace the existing 800 Mhz radios with dual band radios that offer inter -operability with local law enforcement and public safety agencies. (Sheriff's Office) Obiective #5: Enforce County regulations to preserve rural quality of life. Develop partnerships with other public users to use the new radio system to cost effectively expand or replace their existing or planned systems. (9-1-1 Service District) Achieve 85% voluntary compliance in Code Enforcement cases. (Community Development) • Deschutes County, OREGON Page 14 Resolve 75% of Code Enforcement cases within 12 months. (Community Development) Healthv People Obiective #1: Consider population health, wellness, and multi -modal connectivity in the design and implementation of infrastructure and Iand use policies. • Facilitate County adoption of Bend, Redmond and Sisters Urban Growth Boundary (UGB) amendments. (Community Development) • 95% of licensed facilities receive inspections by environmental health staff per state requirements. (Health Services) 95% of communicable disease investigations will be completed within 10 days, as defined by the Oregon Health Authority. (Health Services) 75% of reproductive health clients age 12 and older will receive an annual alcohol and drug screening using the CRAFFT or SBIRT screening tools. (Health Services) 70% of participants in the Living Well with Chronic Conditions Program or Diabetes Self -Management Program complete the program. (Health Services) Obiective #2: Adjust to changing health system reforms, assess and address gaps in service, and strategize regional approaches. Provide quarterly update on Public Health Modernization; Behavioral Health System Transformation; physical, behavioral, and oral health integration; and regional collaboration. (Health Services) Increase the number of Deschutes County Downtown Clinic (DCDC) clients receiving on-site dental hygienic services by 40% within one year of program inception (annual measure). (Health Services) Obiective #3: Provide timely and convenient access to quality health services. 79% of individuals discharged from a psychiatric hospital receive an outpatient behavioral health visit within 7 calendar days of discharge. (Health Services) Behavioral Health Oregon Health Plan clients seen within state timelines as specified in the following categories: 1) Urgent: Within 48 hours and 2) Routine: Within 2 weeks. (Health Services) 90% of children and adolescents referred by Department of Human Services (DHS) receive a behavioral health assessment within 60 calendar days of notification. (Health Services) Increase number of clients served by public health home visiting by 5% (annual measure — fiscal year, number of clients reported quarterly). (Health Services) Obiective #4: Promote health and prevent disease using strategies that align with the Central Oregon Regional Health Improvement Plan. Page 15 Deschutes County, OREGON Provide quarterly update on Deschutes County Health Service's' role in implementing strategies associated with the Regional Health Improvement Plan. (Health Services) Obiective #5: Support the development of collaborative solutions related to transit options, homelessness, affordable housing, and veterans' needs. Continue to provide direct services to all County veterans and dependents to determine eligibility for benefits through the U.S. Department of Veterans' Affairs, State of Oregon, and all local area services and benefits providers. (Administrative Services) Reduce wait times required to see a veterans' service officer to two weeks. (Administrative Services) State and federal funds secured on behalf of local public transit providers through Oregon Department of Transportation (ODOT) and Federal Transit Agency (FTA) grant programs for the purpose of providing transportation services to seniors and people with disabilities. (Administrative Services) 75% of Foundations Rental Assistance program housed clients will remain housed for 6 months or more (stably housed). (Health Services) Continue to identify asset or foreclosure properties that may be appropriate for housing and/or social services and assist the developer in bringing projects to fruition. (Property and Facilities) Resilient Economy Obiective #1: Continue strategic capital planning and projects that strengthen the region's economy. Explore partnership opportunities with ODOT to address traffic safety and capacity needs at County intersections with State facilities as well as other County improvements that may facilitate safety improvements to State Highway corridors. Develop three concepts for County partnership with ODOT on projects of this nature (i.e., Tumalo Area interchange, US 97 median between Bend/Redmond, Terrebonne area improvements, etc.), (Road) Develop a solicitation to evaluate and consider proposals on multiple approaches to managing landfill gas and processing of incoming waste for energy recovery. (Solid Waste) Obiective #2: Partner with organizations to stimulate economic vitality. County funds leveraged through contractual arrangements with organizations specializing in job creation, economic development, and local business support. (Administrative Services) Coordinate with the City of Bend to adopt the Bend Airport Master Plan into the County's Comprehensive Plan and amend zoning ordinance to promote economic growth and sustainability at Deschutes County, OREGON Page 16 the Airport. (Community Development) • Coordinate with the City of Redmond to amend its UGB for a large lot industrial site and future fairgrounds expansion. (Community Development) Continue working with various entities such as cities, EDCO, and State to promote development on County -owned industrial properties. (Property and Facilities) Objective #3: Support land use programs and initiatives that promote economic growth and diversity, livability, and sustainability. • Complete the 3 -year U.S. Environmental Protection Agency (EPA) Brownfield Assessment grant with the City of Redmond, private property owners, and Bend Parks and Recreation District to identify contaminated commercial sites and plan for redevelopment. (Community Development) Support and participate in the Department of Land Conservation and Development (DLCD) Commission rulemaking process to address non -resource lands, if initiated. Upon rule adoption, coordinate with DLCD to develop a work plan to implement the new rules and accurately designate resource and non -resource lands in rural Deschutes County. (Community Development) Develop a work program to audit County land use regulations to update review processes and standards to achieve County goals. (Community Development) Objective #4: Support beneficial management and access policies of publicly owned facilities and natural resources to promote tourism and recreational activities. Coordinate with the Sunriver Owners Association (SROA) and stakeholders on a solution to conflicts between traffic on Spring River Road and those seeking to launch boats or float on the Deschutes River from Harper Bridge. (Community Development) Value of the economic impact generated from Fair and Expo events and facilities. (Fair and Expo) Total number of visitors to the annual Deschutes County Fair. (Fair and Expo) Natural Resource Stewardship Objective #1: Enhance and protect air, land, and water resources. Convene the South County Groundwater Partnership Financial Advisory Committee to discuss funding solutions to protect groundwater quality. (Community Development) Objective #2: Educate the public and enforce policies regarding noxious weed control and eradication. Achieve 90% voluntary compliance with noxious weed enforcement cases. (Natural Resources) Page 17 Deschutes County, OREGON Obiective #3: Support healthy and sustainable forest, habitat, and land management practices and oversight. Coordinate with the U.S. Fish and Wildlife Service (USFWS) to protect critical habitat for the Oregon Spotted Frog and pursue balanced land use approaches that benefit both the species and private property owners. (Community Development) Evaluate the University of Oregon's Community Service Center's recommendations to update the County's natural hazards and mitigation standards. (Community Development) Obiective #4: Restore and maintain landscapes across all jurisdictions that are resilient to fire -related disturbances in accordance with management objectives. Continue implementation of the FEMA pre -disaster mitigation grant. (Natural Resources) Maintain or increase public participation in the Fire Free events (spring and fall) coordinated by Project Wildfire, as measured by yard debris collected. (Natural Resources) Quality Customer Service Obiective #1: Encourage and expand opportunities for public engagement with Deschutes County government. • Conduct a communications survey to learn more about how residents want to engage and communicate with the County. Use the results from this survey to inform website design and navigation, as well as new platforms and expanded opportunities. (Administrative Services) • Encourage opportunities for public engagement with Deschutes County government through Centennial activities and celebration. (Administrative Services) • Continue to grow the County's social media presence through the sharing of relevant, timely, and actionable information on Facebook, Twitter, Instagram, and Nextdoor. (Administrative Services) • Develop a promotional program intended to reach and educate the public about how to obtain information and apply for Federal Department of Veterans' Affairs benefits. (Administrative Services) • Coordinate efforts with the Information Technology Department to establish a state of the art Veterans' Services web page that is easy to access and navigate and that provides up-to-date information and resources. (Administrative Services) • Monitor the volume of voter registration and adjust workflows accordingly. (Clerk's Office) • Expand on-line subscription services beyond the Community Development Department (CDD) Update to include Planning Commission and Historic Landmarks Commission agendas, monthly CDD Statistics and Performance Measure Reports, and Hearings Officer decisions. (Community Deschutes County, OREGON Page 18 Development) • Re-engineer new hire process, including employee orientation. (Human Resources) Provide training to department supervisors and managers on related human resource policies and procedures. (Human Resources) • Coordinate with the County Public Information Officer to improve the design of the County's public -facing website. (Information Technology) • Update the Deschutes County property information website (DIAL) user interface to improve mobile device compatibility and accessibility. (Information Technology) • Safe disposal of household hazardous waste such as herbicides, pesticides and automotive chemicals is provided at the permanent facility at Knott Landfill in Bend. (Solid Waste) Obiective #2: Provide internal support to County operations to ensure cost-effective and efficient delivery of services to the public. Refine and implement legislative planning process, lobbying efforts, tracking system, and communication mechanisms. (Administrative Services) Internal audit report rating of overall quality as compared to national average for association of local government auditors. (Administrative Services) Internal Audit recommendation acceptance rate compared to the national average for local government auditors. (Administrative Services) Receive the Government Finance Officers Association (GFOA) Certificate of Achievement Award for the 2016 Comprehensive Annual Financial Report (CAFR) and receive the GFOA Distinguished Budget Presentation Award for the FY 2017 budget document. (Finance) Meet with each department director twice each year to discuss service delivery and ensure that finance support needs are met. (Finance) Meet with department leadership twice each year to discuss service delivery and ensure their human resource needs are being met. (Human Resources) Survey the County's requirements for technology services to improve the alignment of Information Technology services with need. (Information Technology) Continue to maintain direct communications and working relationships with all County departments to better understand existing and developing legal needs. (Legal Counsel) Upon filling the vacant attorney position, expand practice of providing department trainings on select topics such as procurement rules, HIPAA compliance, records retention, and best practices for recruitment interviews. (Legal Counsel) Page 19 `SRS: ,, r....vi.^�� Deschutes County, OREGON Obiective #3: Support employee wellness, development, productivity, and job satisfaction. Number of workplace accidents that require days away from work, restricted, or transferred workers per 100 employees (Days Away, Restricted and Transfer Rate (DART)). (Administrative Services) In concert with efforts by the Human Resources Department, update Information Technology job descriptions to support organizational equity and create career paths promoting professional growth and development. (Information Technology) Obiective #4: Support and promote Deschutes County Customer Service "Every Time" standards. Accounts managed per FTE compared to other Oregon counties. (Assessor's Office) Written approval by the Department of Revenue for the Assessor's Certified Ratio Study. (Assessor's Office) Percentage of tax statements mailed by October 25th. (Assessor's Office) Written certification from the Department of Revenue approving the County Assessment Function Assistance (CAFFA) program. (Assessor's Office) Complete verification of real property index within 3 days of the date of recording 95 % of the time. (Clerk's Office) Percentage of County Records Center file requests completed within 24 hours is 99% or better. (Clerk's Office) Percentage of customers who rate the level of service as good or excellent. (Clerk's Office) Election personnel cost comparison per 1,000 ballots tallied for countywide elections. (Clerk's Office) Achieve an average of 6-10 stops at different construction job sites per day for each Building Inspector. Each stop may consist of multiple inspections. (Community Development) Achieve an average turnaround time on building plan reviews of 8-10 days. (Community Development) Achieve an average of 2-4 residential plan reviews per building plans examiner per day. (Community Development) Issue all planning administrative (staff) decisions for land use actions requiring prior notice within 45 days of determination of complete application and for those that do not require prior notice, within 21 days of determination of complete application. (Community Development) Issue new onsite septic system permits within 15 days of receiving a complete application. (Community Development) 80% of juvenile cases assessed and initially routed within 10 days of referral receipt. (Community Deschutes County, OREGON Page 20 Justice) Results from customer service survey of people assisted by Victims' Assistance Program staff. (District Attorney's Office) Customer satisfaction with concessions, catering, facilities, operations, sales staff, and management. (Fair and Expo) 90% of respondents to Behavioral Health Client Satisfaction Survey are satisfied with their experience, (Health Services) 90% of respondents to Public Health Customer Satisfaction Survey are satisfied with their experience. (Health Services) Continue to better understand the operations of all departments in order to be better positioned to provide timely, efficient and accurate legal services. (Legal Counsel) Strive to engage the public in a manner that is professional, responsive, timely and honest. (Legal Counsel) Obiective #5: Pursue cooperative opportunities to enhance service delivery and the cost- effectiveness of public services. Maintain one-stop development services shops in the La Pine and Sisters' city halls and coordinate with the City of Redmond to establish a one-stop development services shop at Evergreen City Hall in 2017. (Community Development) Partner with Neighborlmpact to provide financial assistance to property owners needing to upgrade their onsite wastewater treatment systems, and coordinate with Department of Environmental Quality (DEQ) to issue protective onsite wastewater treatment system permits and water quality risks and monitoring. (Community Development) Explore new technology to allow existing tax unit staff to process property tax payments in-house realizing annual contracted service savings. (Finance) Effective Asset Management Obiective #1: Use best management practices to sustain the quality of County assets and infrastructure. Cost per account managed compared to other Oregon counties. (Assessor's Office) Administrative expenses as a percentage of taxes imposed compared to other Oregon Counties. (Assessor's Office) Evaluate and re -design the existing classification and compensation structure. (Human Resources) Page 21 Deschutes County, OREGON • Benchmark the County's Human Resources (HR) services against other comparative County organizations as part of the department's goal to complete its transition to a best of class, comprehensive HR service team. (Human Resources) • Upgrade the network communication equipment in the County data center improving the performance of related assets increasing the capacity for future services and increasing the longevity of the current data center investment. (Information Technology) • Pavement Condition Index. (Road) • Percent of roads rated good or better. (Road) • Percent system resurfaced. (Road) • Pavement Condition Index (PCI) sustainability ratio. (Road) Obiective #2: Upgrade information management systems to streamline business processes. • Complete phase I of the FinanciallHR Software System upgrade by June 30, 2017. (Finance) • Continue the partnership with all stakeholders to ensure that the Finance/HR project is progressing according to the project plan. (Human Resources) • Apply design changes to the current email data system to increase user satisfaction with system usability. (Information Technology) Obiective #3: Maintain strategies for major funds to ensure long-term financial stability. • Develop and adopt reserve fund policies and targets to enable CDD to sustain consistent levels of service during various economic cycles and to inform annual fee adjustments. (Community Development) • Maintain a 5 -year financial plan for the County General Fund and other major funds. (Finance) • Review and update financial policies to include sustainability strategies and reserve targets for the general fund and other major funds and activities. (Finance) Obiective #4: Address long-term building and facility capital needs including major maintenance and replacement strategies. • Purchase new equipment and replace aging equipment as well as designate 4 major projects through the transient room tax (TRT) program to enhance and market the Deschutes County Fair and Expo Center into the future. Increase overall business by 16% to send more money to the reserve fund. (Fair and Expo) • Complete countywide space planning study conducted by third -party contractor. (Property and Facilities) Deschutes County, OREGON Page 22 Work with Finance and Administrative Services to develop a method of funding future major maintenance and replacement of buildings. (Property and Facilities) Replace all the existing HVAC units in the main section of the adult jail over five years. The FY 2017 budget includes $75,000 for the second year of the project. (Sheriffs Office) Page 23 Deschutes County, OREGON 2017 Commissioner Retreat Short & Long Term Issues County Departments 911 Short Term • Complete the deployment of the new radio system (July 2018). • Complete the deployment of the new Computer Aided Dispatch system (March 2019). • Achieve accreditation from the Oregon Accreditation Alliance (Fall 2017). • Achieve full line level staffing including completion of the initial training process (June 2019). • Maintain positive relations with the labor group and the District's public -safety customer agencies. (Ongoing) Long Term • Annually update the District's strategic plan and adjust as necessary to meet the service level needs of the public and the District's public -safety customer agencies. • When technical system updates permit, establish performance metrics based on the time from when a call is answered to the time it's dispatched for critical and non-critical incidents. • Improve the back-up center's capacity, capabilities and reliability, ideally in a partnership with a planned public -safety training center in Redmond. • Consider partnerships and/or consolidations with other Public Safety Answering Points (PSAPs). • Continue planning to mitigate the impact of a major seismic event in Western Oregon. Legal Short Term • continue cross -training of staff • improve operational relationship with Sheriff's Office Long Term • adapt to emerging legal issues • recruitment/retention issues associated with housing and other costs • replace institutional knowledge upon staff turnover Finance Short Term • Develop reserve target and/or policy for the general capital reserve (fund 143) • Re-examine the Budget Committee meeting schedule to lessen time commitment • Complete financing arrangement for Extension/4H building expansion • Automate room tax administration and operator payment processes Long Term • Strategy and priority for room tax expenditures • Develop County Policy and Revenue Source to address Affordable Housing Issues • Develop County's role and Revenue Source in Regional Transportation Issues and Solutions Fair & Expo Short Term • Continue to work on the development of a Sports Complex located at the Fair & Expo Center with an emphasis on an indoor facility to drive more business between October — April. • Deadline of 1/19/17 for requested RFP for the overall marketing of the DCFE to study existing inventory/products and overall strategic recommendations (This is also a long term project as well). • With the pending issuance of the internal audit looking at our F/B program, the plan will be to look at ways to improve. Long Term • Work with Properties and Facilities to develop a long term plan for replacement and repair of DCFE assets. • Develop reserve funds to prepare of the above. • Develop a long term plan for the use of increasing trt dollars. County Assessor Short Term • Timely and accurate appraisal of all new construction • Train new staff to adequate level for working independently • Timely and accurate FY2017/18 tax roll and tax statements Long Term • Labor force recruitment, training, and retention • Appropriate staffing to accurately, effectively and efficiently maintain values and tax roll, including new construction appraisal • Software stability to meet Oregon's complex property tax system requirements • Properly positioned to effectively implement possible small and very large statutory changes to property tax system Community Justice Short Term • Increase and implement evidence based practices (EBPs) within the detention setting. • Adapt parole and probation business operations in response to the FY 2017-2019 budget. • Specializing case planning assessment process for adult offenders • Secure juvenile sex offender treatment resources. Long Term • Enhance effective practices for juvenile offenders with substance abuse disorders. • Space planning for adult parole and probation. County Clerk Short Term • 2017 Legislative outcomes • New Secretary of State expectations • Office security • Training development for County Retention Policy Long Term • Replacement funding for election equipment • Succession planning and flexible scheduling • Confidentiality of online records District Attorney Short Term • Transition to exclusively electronic case files. Our current system includes both an electronic and paper file for every case. • Reduce caseloads for attorneys, trial assistants, and victim advocates. • Improve the collection rate for restitution owed to victims of crime. Long -Term • Better integrate the criminal justice and medical communities with the aim of reducing crime. • Office space needs (however, once the court vacates the second floor of the gray courthouse, if the DA takes over that space the problem will be solved). • The number of people that each supervisor supervises is becoming too Targe. • Develop and implement deputy district attorney employment tiers. • Develop in cooperation with the BOC a strategy to address the staffing issues that result from being a "receiving" agency. Property Short Term • Department of State Lands — Redmond land Exchange and Partition • Fairgrounds Expansion Area — Master Planning, UGB Expansion and Annexation • Demolition Landfill (Sale to OSU-Cascades) — Next Steps • Develop a County Property Donation Policy • Demolition of "Stone Building" for Court House Expansion • Decision regarding donation of Becky Johnson Center in Redmond Long Term • Planned Community Land Sale — La Pine • Land Remediation (Demolition Dump and Redmond Shooting Range) • Sales of Asset Lands (Conners and 27th property, 67 Greenwood) • Demolition of "Stone Building" for Court House Expansion • Convert all Property hard files to E -files • Refine foreclosure process - include Property review prior to foreclosure action Internal Audit Short term • Internal Audit dealing with Munis system implementation impact on time • Internal Audit revisiting key revenue/cash control audits • Internal Audit figuring out how to use temporary support provided by Board • Internal Audit obtaining sufficient feedback to provide the best internal audits at the right time. Long Term • Internal Audit will have additional internal audits on Munis Implementation. • Internal Audit will need to assess how short term methods for improving audit hours can be leveraged going forward. • Internal Audit obtaining sufficient feedback to provide the best internal audits at the right time. Community Development Short Term • Affordable housing • Coordinate with cities to support compatible economic development at airports with surrounding neighborhoods • Implementing marijuana regulations, tracking changes at state level, and amend if necessary • Achieve performance measures to meet service delivery expectations from customers • Increasing litigious atmosphere and loss of civility (increasing: hostile behavior by customers/public across all divisions; unpermitted construction and land uses, and resistance to voluntary compliance) Long Term • Protect South County groundwater • Stable funding and staffing to provide a consistent level of high quality services during various economic cycles • Recruiting qualified and certified building inspectors and plan reviewers, environmental soils specialists • Growth management coordination with cities, resorts and rural communities (Tumalo, Terrebonne, South County) • Modernize and update land use regulations and plan/zoning designations to support economic development, natural resource protection, natural hazards mitigation, and streamline review processes Natural Resources Short term • Support and expand number of Firewise communities • Noxious weed education and technical assistance to landowners • Implementation of grant projects for fuel reduction (FEMA, La Pine Joint Chiefs) Long term • Restructure FireFree to meet growing needs of community and capacity of solid waste • Utilization of biomass (related to issue above but generally is a larger issue than just FireFree) • Working in partnership with Federal and other partners to continue forest resilience/restoration work while reducing wildfire threat to communities/citizens Road Short Term • Transportation Funding Package: The primary issue facing the Road Department in the next 18 months is passage of a Transportation Funding Package in the 2017 Legislative Session. While Deschutes County is fortunate to have adequate funding to maintain and operate its transportation system to acceptable levels, the existing funding stream does not meet the needs of the Capital Improvement Program (CIP) to address safety and growth needs. Big ticket infrastructure projects (think Tumalo, Terrebonne interchange, etc) will require significant County participation and those types of projects are completely unforeseeable without new funding. Significant traffic volume increases in portions of the County system have exposed need for other projects to be added to the CIP. Infrastructure funding is even more critical for ODOT and the cities in Deschutes County. The City of Bend's maintenance funding issues are well documented as are the significant congestion issues on the north end of Bend and parts of US 97. • Facility and Equipment Needs: This issue is mostly related to winter maintenance and operations. We have accelerated need for technology improvements in our snow fighting equipment to supplement our GPS technology and improve our response efficiency. Similarly, the need for a sand shed at the La Pine facility and other covered equipment and material storage are other immediate needs to improve response and efficiency. • Recreational Parking Issues: Lack of recreational parking availability has created safety issues adjacent to state (Smith Rock) and federal (Cascade Lakes area) recreational areas as well as County bridge locations on the Deschutes River. Long Term • Long Term Funding: The primary funding source for the Road Department is the State Highway Fund (gas tax, DMV fees, etc). This form of funding does not have an inflation hedge and therefore requires adjustments by the legislature to account for inflation and other diminishing attributes (ie, the impact of more fuel efficient vehicles). The state legislature has adopted the practice of making infrequent adjustments to transportation funding and sizing those adjustments at a rate less than that of inflation. As other traditional funding sources (mostly federal) for county road programs decrease (SRS, PILT, etc), reliance on sustainable state funding allocation becomes more important. • County Roads within the City of La Pine: The majority of roads within the City of La Pine remain under the jurisdictional authority of Deschutes County. The City is hesitant to take over jurisdiction of roads without a funding mechanism to operate and maintain these facilities, however the City desires to implement city standards (mostly through development) and require urban street improvements and amenities. The Road Department is not equipped to operate and maintain streets to an urban standard. An agreement and transition plan needs to be developed between the two agencies to facilitate a transfer of jurisdiction. • Local Access Roads and Road Moratorium: In 2006, sensing an unsustainable future for road funding, the BOCC adopted a road moratorium resolution which declared that the County would not accept any new roads for County maintenance. If new funding is established via a sufficient Transportation Funding Package in the 2017 legislative session, the County could consider modifications to the moratorium that could open the door for Local Improvement Districts to be formed to improve Local Access Roads to county standard such that they could be maintained by the Road Department. This reconsideration will need to consider impacts to other areas where new funding would otherwise be directed (CIP program, etc). • Emergency Preparedness: The Road Department's response and preparedness level to routine emergency events (winter storms, wildfire, etc) is established. Preparedness to respond to more catastrophic and statewide emergency events remains a challenge. • Asset Management Modernization: The Road Department is working to modernize asset management procedures and use of technology to provide the most efficient maintenance for all assets. This is an ongoing and long term challenge. Health Services Short Term • Managing consequences of any repeal/replacement of the Affordable Care Act • Implementation and support for CCBHC, PH Modernization, PH Accreditation • Steps toward automation of business services, health records, and referrals • 1st Floor Remodel of Courtney Building and assessment of North County Facility needs Long Term • Sustainability of key services for our clients • Full Regional Health Information Exchange implementation • Facility Utilization and Staff Placement • Comprehensive data analytics functionality and application to RHIP and our health services • Insurance/reimbursement parity for behavioral health services Risk Management Short term • Prevent the erosion of recreational immunity defense — an Oregon Supreme Court case weakened the recreational immunity defense and proposed legislation (SB 504) would do away with recreational immunity for a public body. Long term • Provide for actuarial recommended levels for the Risk Management Fund. The current target is $5.38 million, the fund is projected to finish FY 17 at $4.8 million. • Deschutes County purchases excess general liability insurance (covering $1 million - $10 million) through a public entity purchasing group called OPEEP (Oregon Public Entity Excess Pool). The long term goal for OPEEP is to self -insure the excess general liability program among its members. • Prevent/reduce general liability claims. Human Resources Short Term • HR department staffing/business model to best serve our clients. o Fill vacancies o Re -structure for business partner model o Familiarize HR staff on assigned department's operations and business challenges. • Implementation of new Time and Attendance and HR systems. o Create procedure systems/manuals o Training to all County staff and specific department partners • Classification and Compensation Project o Finalize classification/compensation structure o Partner with departments for buy -in o Implement new system • Work Toad for staff will be challenging given the new systems and class and comp project during this time. Long Term • Hiring and retaining the best. o A tighter labor market will result in more competition o Demographic changes in County workforce o Improved selection processes (i.e. testing options, coordinated pre-employment checks) • Policy Review o Review departmental policies for coordination with County policy and code o Review all policies for compliance and best practice • Training o Supervisor training (laws, best practices, County processes) • Health Benefits o Keeping the benefit package competitive o ROI for DOC o Expanding services at DOC Pharmacy Facilities Short Term ■ Capital asset management plan ■ Roof replacement and management ■ Underground Injection Control (UIC) DEQ permit compliance ■ Downtown sidewalk safety improvements ■ Parking management Long Term ■ Capital asset/roof replacement forecasting ■ Planning and construction of permit required UIC improvements ■ Space planning/facility development ■ Downtown campus parking ■ Courthouse expansion Information Technology Short Term • Maintaining Vendors Providing Vital Professional Services • Promote Records Management Compliance • Controlling Data Management and Storage Costs Long Term • Lifecycle Maintenance of In-house Developed Software • Information Security Program Development • Retention of Technical Talent • Department Duplication of Central IT Resources • Addressing Small Department/Program Software Needs Solid Waste Short Term • Need to construct cell 7 at Knott Landfill. o Revenue requirements • Customer request for expanded collection services o Glass collection outside city limits o Yard debris collection outside city limits o Expansion of curbside recycling in subdivisions outside city limits • Landfill gas collection project o Limited window for viable project Long Term • System financing o Capital needs for Knott Landfill build -out and closure o Negus transfer station improvements o Disposal beyond Knott Landfill • Decision on disposal beyond Knott Landfill (this may be considered a short term issue) • Achieving Recycling/diversion goals, and minimizing amount of waste needing to be transported after Knott Landfill closes Justice Court Short term • Upcoming office move to Redmond City Hall • additional move of Redmond courtroom location from Redmond Police Dept to City Hall • hiring/training of temporary staff to cover for FMLA absences • recruiting/hiring/training new staff as a result of retirement of long term staff Long term • Updating of procedures manual • completion of a business continuity plan • replacement of telephone system • possibility of acquiring DOR as an additional collection agency.