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2017-448-Minutes for Meeting May 31,2017 Recorded 7/25/2017Recorded in Deschutes County CJ2017-448 Nancy Blankenship, County Clerk Commissioners'Journal 07/25/2017 10:00:07 AM ,a•F�2 . 11111111111111111111111111 111111 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.org MINUTES OF WORK SESSION DESCHUTES COUNTY BOARD OF COMMISSIONERS Allen Conference Room Monday, May 31, 2017 Present were Commissioners Tammy Baney, Anthony DeBone and Phil Henderson. Also present were Toni Anderson, County Administrator; Erik Kropp, Deputy County Administrator; David Doyle, County Counsel; and Laura Skundrick, Assistant Secretary. Attending for a portion of the meeting were Judith Ure, Management Analyst; Whitney Hale, Public Information Officer; and no other citizens. No representatives of the media were in attendance. CALL TO ORDER. Chair Baney opened the meeting at 1:00 p.m. ACTION ITEMS 1. COIC Board Appointments Commissioner DeBone provided background on Central Oregon Intergovernmental Council (COIC) and the current composition of their Board of Directors. He explained that at some point the Bylaws were updated and now contradict the Articles of Agreement. Karen Friend, COIC Executive Director, provided further information about the Articles that formed COIC in 1974, and the requirement for all Bylaws to "further clarify, not contradict" the Articles. As they are now out of compliance, Ms. Friend explained the Articles are the ruling document and they require the County Boards of Commissioners to agree on areas of representation for COIC appointed Board members. Ms. Friend proposed these would be Deschutes County Area Business and Industry, Tourism and Recreation, and Underemployed. Crook and Jefferson Counties have both approved of this change, with the understanding that these can be updated annually if necessary. Minutes of Board of Commissioners' Work Session May 31, 2017 Page 1 of 6 Commissioner Henderson stated he has no problem with that request. He inquired about Mr. Capozzi's role on the COIC Board and his background, which Commissioner DeBone answered Mr. Capozzi is from New York with a background in public relations, and proposed that they not ratify him on the Board. Commissioner Henderson stated he's interested in having board members with history in the region and that are engaged in local business and industry. Ms. Friend explained the second request today is for the Board to ratify members of the Board's previous appointments that are appropriate for the Board. Commissioner DeBone explained this is the first step in this process to clarify the Articles and Bylaws, but the future could potentially include asking each City to approve either new Articles or Bylaws. Chair Baney confirmed with Ms. Friend that this is the governance body of COIC, and stated when she looks at governance structure, she looks for individuals meeting a mix of skill sets, and asked whether the COIC Board has had that discussion about composition. Commissioner DeBone explained that is the next step in this process. Ms. Friend answered they are currently working with city and county administrators to create the formal structure, and there is discussion about potential additional committees, for items such as strategic planning, stable funding, and finance. DEBONE: Move approval of three representation areas on COIC Board. HENDERSON: Second. VOTE: DEBONE: Yes. HENDERSON: Yes. BANEY: Chair votes yes. Motion Carried Chair Baney asked Ms. Friend the length of a Board members term, and she replied it's an annual appointment for the calendar year. Chair Baney asked whether Board members are aware their memberships may change based on these decisions, to which Ms. Friend confirmed they are. DEBONE: Move approval to ratify Board members Katy Brooks and Katie Condit, and move Katy Brooks to Business & Industry. HENDERSON: Second. VOTE: DEBONE: Yes. HENDERSON: Yes. BANEY: Chair votes no. Motion Carried Minutes of Board of Commissioners' Work Session May 31, 2017 Page 2 of 6 2. Consideration of Letter Supporting COIC TGM Application Ms. Ure explained the request to County Administrator Anderson to support the Transportation Growth Management (TGM) application provided some templates and talking points. Ms. Ure had drafted a letter asking for any revisions before the application is due June 9th' County Administrator Anderson added there are no competing TGM applications. Commissioner Henderson suggested a small language edit and stated he is supportive. HENDERSON: Move approval of letter as amended DEBONE: Second. VOTE: DEBONE: Yes. HENDERSON: Yes. BANEY: Chair votes yes. Motion Carried * * Judith will send letter. Routing for signature 3. CDD Hours of Operation Mr. Lelack explained that business in the Community Development Department has changed significantly over last several years not only in volume, but in complexity as well. He proposed to the Board that the Bend office close to the public at 4:OOp.m. each day, in order to provide equal or better service, particularly for the online services that staff is typically unable to address throughout the day. This solution would help CDD accommodate the demand without hiring more staff. He explained this has been discussed with both the Realtors Association and Builders Association, with no concerns from either. Commissioner DeBone asked if there are trends for who comes in at certain times each day. Lori Furlong, CDD Administrative Manager, stated that contractors typically come in the mornings, but they also tend to come in right at the end of workday at 5:OOp.m., so staff ends up staying late to complete their requests. This new proposal would change that cut-off time to 4:OOp.m., to where staff could fulfill their request without having to stay later than 5:OOp.m., creating less need for overtime and allowing staff more reasonable hours. Commissioner Henderson stated he is not completely in favor due to his experience in building and remodeling houses, which can be an unpredictable process, so it seems important to be available up to 5:OOp.m. However, he does not believe staff should have to stay late to accommodate those requests either. Chair Baney suggested CDD come back to the Board with a hybrid solution, and Commissioner Henderson agrees. They suggested potentially a hard stop at 4:OOp.m., but still having someone at the counter to receive information and answer questions up until 5:OOp.m. Commissioner DeBone noted another option is to add staff. Ms. Furlong stated they are at that tipping point where something needs to change. Commissioner DeBone asked if there are usually long lines in the lobby, and Ms. Furlong confirmed the lobby does get full and customers can have a 40 minute wait, even when staff are being pulled off the phones to help with those customers at the counter. Chair Baney stated if the economy is creating this setting Minutes of Board of Commissioners' Work Session May 31, 2017 Page 3 of 6 with this need to respond, the County should do so. She stated the Board understands the challenge presented today, and Mr. Lelack confinned he will come back to the Board with a different solution. 4. Discussion of Proposed Plan Amendment and Zone Change Chris Schmoyer, CDD Associate Planner explained an item scheduled for the June 5t1i Board meeting, a public hearing for zone change from Exclusive Farm Use to Multiple Use Agriculture. Mr. Schmoyer added that a County Hearings Officer reviewed the application and issued an approval subject to several conditions listed in the memorandum. This decision serves only as a recommendation and the Board is required to hold a hearing regardless, of the Hearings Officer's decision. Chair Baney asked if there is a deadline and Mr. Schmoyer responded no. Commissioner Henderson noted the property right next to this land is mostly residential, to which Mr. Schmoyer confirmed, adding that most of the comments and objections received have been from the people in that subdivision west of the property. Chair Baney asked if the County is getting ahead of themselves in terns of urban reserve? Mr. Schmoyer stated that is not in question here, but that has been a common question. 5. Community Development Department Annual Report and Work Plan for Fiscal Year (FY) 2017-18 / Work Session Mr. Lelack stated the meeting materials included a high level overview of the CDD Annual Report and Work Plan for Fiscal Year 2017-18, and explained the process of drafting this workplan, which always begins with Board goals and objectives. He proposed adding Lot of Record to the workplan, and would also like to address reserve fund policy and voluntary compliance. Ms. Furlong summarized highlights of the year within Coordinated Services, including volume of pernits, relocating the Redmond satellite office, and adding a staff member in Sisters. Commissioner DeBone asked whether E-pernits are reviewed by staff or a fully automated process. Ms. Furlong confirmed that a staff member always looks at them. She also noted that within Code Enforcement, they received a high number of complaints, due to an increase in voluntary compliance caseload while at the same time having a staff member on leave, where other staff covered that additional caseload. She added that last year, almost all cases went to Circuit Court, but those are now going to hearings officers in order to expedite the process. Peter Gutowsky, CDD Planning Manager, stated the Planning Division has 11 land use planners, and noted page 27 of the proposed annual report shows the linear progression of land use applications received. The department has had to accommodate rather quickly for marijuana approvals, with two new assistant planners recently hired who have worked out very well, and a long term plan to propose adding a senior planner position. Minutes of Board of Commissioners' Work Session May 31, 2017 Page 4 of 6 Randy Scheid, CDD Building Safety Director, explained staffing shortages due to several employees on leave and one not being correctly certified. He stated that he and Ms. Furlong are actively engaging with customers and promoting the benefits of using online services. Todd Cleveland, Environmental Health Supervisor, mentioned a significant uptick on site evaluations, which will lead to an increase in permits during the year following, when those empty lots are being built on. Sherri Pinner, CDD Management Analyst, stated they have responded to the internal audit and have accomplished many of those 2017 goals, including a fee setting policy, record retention, performance measures, and creating a new department newsletter. She then reviewed 2018 goals. Commissioner Henderson stated he is interested in the long range plan, but particularly in the affordable housing challenge, how to prepare for the future and find solutions. Mr. Lelack confirmed that topic is listed within the proposed workplan on page 31. EXECUTIVE SESSION: At the time of 4:02p.m. the Board went into Executive Session under 192.660(2)(i) Performance Evaluation. The Board carne out of Executive Session at 4:14p.m. OTHER ITEMS • County Administrator Anderson asked Commissioners if a final decision has been made about potentially hiring an intern to perforin individual projects for either the Commissioners, County Administrator, Deputy County Administrator, or other departments. The internship is for a probationary 6 month period starting in June or July, paid minimum wage, with health benefits. 1,000 hours of work totals about $15,000, and the term can be extended if there is a great value there. Commissioner DeBone suggested the upside is bringing in a student active in college, and it is an investment in marketing the Deschutes County growth base. Commissioner Henderson thinks it is a nice concept, but is unsure whether it's worth the money, and stated he would not be in support. ADJOURN Being no further discussion, the meeting adjourned at 4:14pm. SIGNATURE PAGE TO FOLLOW Minutes of Board of Commissioners' Work Session May 31, 2017 Page 5 of 6 DATED this / 7 Day of County Board of Commissioners. ATTE T: eco •ding Secretary 2017 for the Deschutes r __t Tammy ` aney, Chi ) Anthony DeBone, Vice Chai ;.,: Philip G. Henderson, Commissioner Minutes of Board of Commissioners' Work Session May 31, 2017 Page 6 of 6 Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 — Fax (541) 385-3202 — https://www.deschutes.org/ BUSINESS MEETING AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 10:00 AM, WEDNESDAY, MAY 31, 2017 Barnes and Sawyer Rooms - Deschutes Services Center — 1300 NW Wall Street — Bend Pursuant to ORS 192.640, this agenda includes a list of the principal subjects anticipated to be considered or discussed 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. Business Meetings are usually recorded on video and audio, and can be viewed by the public live or at a later date; and written minutes are taken for the record. CALL TO ORDER PLEDGE OF ALLEGIANCE CITIZEN INPUT This is the time provided for individuals wishing to address the Board, at the Board's discretion, regarding issues that are not already on the agenda. Please complete a sign-up card (provided), and give the card to the Recording Secretary. Use the microphone and clearly state your name when the Board Chair calls on you to speak. PLEASE NOTE: Citizen input regarding matters that are or have been the subject of a public hearing not being conducted as a part of this meeting will NOT be included in the official record of that hearing. If you offer or display to the Board any written documents, photographs or other printed matter as part of your testimony during a public hearing, please be advised that staff is required to retain those documents as part of the permanent record of that hearing. CONSENT AGENDA 1. Consideration and Signature of Resolution #2017-025, Transfer of Appropriation from the General Fund/Non-Departmental to the Vehicle Maintenance & Replacement Fund. 2. Consideration and Signature of Resolution #2017-026, Transfer of Appropriation Within the Road Building & Equipment Fund. 3. Consideration and Signature of Resolution #2017-027, Transfer of Appropriation in the Justice Court Fund. Board of Commissioners Business Meeting Agenda Wednesday, May 31, 2017 Page 1 of 3 4. Approval of Minutes of the April 26 2017 Work Session 5. Approval of Minutes of the May 3 2017 Business Meeting ACTION ITEMS 6. Consideration of Signature of Order No. 2017-013, Establishing Two (2) Roads, NW 39Th Drive and NW Glenn Meadow Loop as County Roads - George Kolb, County Engineer 7. Consideration of Chair Signature of Document No. 2017-160, a Notice of Intent to Award Contract for the Construction and Paving of Huntington Road and Deer Run Lane - Cody Smith, County Engineer 8. Consideration of Chair Signature of Document No. 2017-321, Notice of Intent to Award Contract for Household Hazardous Waste Management Services - Timm Schimke, Director of Solid Waste 9. Third Quarter Performance Measure Update - Judith Ure, Management Analyst CONVENE AS THE GOVERNING BODY OF THE 9-1-1 COUNTY SERVICE DISTRICT 10. Consideration of Approval of Weekly Accounts Payable Vouchers CONVENE AS THE GOVERNING BODY OF THE EXTENSION/4-H COUNTY SERVICE DISTRICT 11. Consideration of Approval of Weekly Accounts Payable Vouchers RECONVENE AS THE DESCHUTES COUNTY BOARD OF COMMISSIONERS 12. Consideration of Approval of Weekly Accounts Payable Vouchers OTHER ITEMS 13. EXECUTIVE SESSION: under ORS 192.660 (2) (d) Labor Negotiations, ORS 192.660 (2) (h) Litigation, and ORS 192.660 (2) (i) Employee Evaluation 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. Board of Commissioners Business Meeting Agenda Wednesday, May 31, 2017 Page 2 of 3 Executive sessions are closed to the public; however, with few exceptions and under specific guidelines, are open to the media. ADJOURN To watch this meeting on line, go to: www.deschutes.orq/meetings Please note that the video will not show up until recording begins. You can also view past meetings on video by selecting the date shown on the website calendar. ®13 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. FUTURE MEETINGS: Additional meeting dates available at www.deschutes.orci/meetincicalendar (Please note: Meeting dates and times are subject to change. All meetings take place 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.) Board of Commissioners Business Meeting Agenda Wednesday, May 31, 2017 Page 3 of 3 6 0 -4t. •„-,7.1 cA-A ti) 0 cil 0 0 % 0_, ,'"8 ,C• \-13, 6 .4 7--` To: Deschutes County Code Enforcement Hearings Officer RE: File No. 247-15-146 County of Deschutes Vs. Ramona Hulick We have been doing everything we can to comply. As a Christian fellowship that has a small group (12-25) meeting together to worship, we have spent about $20,000 thus far attempting to comply with code enforcement demands. Briefly, this includes, but not limited to the following: Starting in June of 2015 we began the process to become voluntarily compliant. The trip has been incredibility slow. We began immediately with steps to retro fit the building so we could file the building permit. Work began with C A Rowles Engineering in July of 2015, after the building plans were drawn up. A few additions to the building must be done, but cannot be completed yet, as per the county. In August of 2015, electrical inspection was done and passed by Terrebonne Electric. In Nov of 2015 additional trusses were purchased for the upgrade. Roger Borine completed the soil testing in , Dec. of 2015, rezoning the land from high value to low value EFU. In ,Jan of 2016, we prepared the application for land use permit, but lacked the road easement from Prineville Railroad. The process was then delayed from Jan of 2016 until Oct. of 2016, the attorney for City of Prineville Railroad refused to complete the road easement for that length of time. Oct. 17th, 2016 ,the land use permit was finally able to be filed with Cvthia Smidt, county planning. She has been working on it since then, and we believe close to being finished. As soon as the CUP is complete, we can then file the building permit, and will do so immediately. Steps taken to comply: a. $14,535.00 spent in fees for legal advice, engineering and design, surveying, road easement and more. b. $5,240.00 was paid to Deschutes County Planning Department on Oct. 6. 2016 for our Conditional Use Permit application, allowing us to continue meeting according to county regulations. c. We have also purchased a tent and outdoor heating units and have moved our meetings under the tent, despite the hardship imposed on our guests. During warmer months we met on our front yard, (the past two summer seasons), as shown in several of Mr Griley's exhibit photos. It also should be pointed out, some of the photos in his exhibits are not even on our property. Ramona Hulick 1/25/17 oww.deschutes.org/cd TRANSACTION RECEIPT Set Receipt Number: 16034 Receipt Date:10/7/16 Set ID: 247-16-000614-P Cashier: CAROLINEH DESCHUTES COUNTY 117 NW Lafayette Avenue PO Box 6005 Bend,OR 97708 541-388-6575 Office: Bend cdd-webmaster©deschutes.org escription dministrative Determination with atice - Major tt_reS escription ite Plan - New Development ite Plan - Per 1,000 sq ft of structure 295-3661-341.4301 Fee Amt $1,500.00 $1,500.00 Applied Amt $1,500.00 $1,500.00 ait !HITE ROCK COWBOY FELLOWSHIP Account Code 295-3661-341.4301 295-3661-341.4301 Check Fee Amt $3,690.00 $50.00 $3,740.00 3193 Applied Amt $3,690.00 $50.00 $3,740.00 3y��eti�€�ARi' $5,240.00 )/7/16 3:23 pm Page 1 of 1 C:\myReports/reports//production/01 STANDARD REPORTS/std_Set Transaction_Receipt_pr.rpt www.deschutes.org/cd Address: 5247 NE 15TH DR, REDMOND, OR 97756 Parcel Number: 1413260001001 Transaction Receipt Record Number: 247 -16 -000613 -AD Receipt Number: 416195 Fee Items Paid DESPRIPTION.,.. , - ." ACCOUNT CODE Hearings Officer Deposit 295-3661-341.4311 .4111111 DESCHUTES COUNTY 117 NW Lafayette Avenue PO Box 6005 Bend,OR 97703 Phone: 541-388-6575 cdd-webmaster@deschutes.org Receipt Date: 3/16/17 =AMOUNT -PAID $5,000.00 $5,000.00 Payment Summary PAYMENT METHOD • PAYER.' - •COMMENTS AMOUNT PAID: Bend Check- Check Nbr: 3216 White Rock Cowboy $5,000.00 Fellowship $5,000.00 Printed: 03/16/2017 Page 1 of 1 Based upon the testimony of Mr. Griley that it is possible for Respondent to correct the code violations, the Hearings Officer finds it is appropriate to issue a Final Order prohibiting Respondent from occupying or allowing the occupancy of the pole barn structure and adjacent accessory structure on the subject property until required building permits have been issued and inspections complete, but not later than July 1, 2017. V. CONCLUSION The Hearings Officer finds the County has met its burden of proving the alleged violations by a preponderance of substantial evidence in the record. VI. FINAL ORDER Based on the foregoing discussion, the Hearings Officer hereby enters the following FINAL ORDER: a. Deschutes County has proved by a prejonderance of substantial evidence in the record that Respondent violated DCC 15.04.010.A and Section R105 of the 2014 Oregon Residential Specialty Code by failing to obtain a building permit for the pole barn structure on the subject property; a building permit may also be required for the adjacent accessory structure on the subject property following review of the nature and use of occupancy of such structure. b. Respondent shall have until July 1, 2017 to correct the violation described above to the reasonable satisfaction of the County. Until such time as Respondent obtains required permits for the subject property, Respondent is prohibited from occupying or allow occupancy of the pole barn and/or adjacent accessory structures on the subject property until issuance of building permits and inspections are complete. c. If by July 1, 2017, Respondent has not corrected the violations described above, the County may, in its discretion, initiate new code enforcement proceedings against Respondent. If Respondent does not comply with the terms of this Final Order, the County may seek enforcement of this Final Order through the Deschutes County Circuit Court. Dated this Z 1 day of February, 2017 Stephanie M. Hicks, Deschu es County Code Enforcement Hearings Officer Hulick 247 -15 -146 -CE Final Order 7 Avw.deschutes.org/cd arceINo TRANSACTION RECEIPT Set Receipt Number: 16034 Receipt Date:10/7/16 Set ID: 247-16-000614-P Cashier: CAROLINEH DESCHUTES COUNTY 117 NW Lafayette Avenue PO Box 6005 Bend,OR 97708 541-388-6575 Office: Bend cdd-webmaster@deschutes.org Receiptecord ' No" tdress 5247 tE i5THDRREDMOE escription Account Code dministrative Determination with otice - Major 295-3661-341.4301 Fee Amt $1,500.00 $1,500,00 $1,500.00 Applied Amt $1,500.00 ayee > (HrrE ROCK COWBOY FELLOWSHIP rn-en Check Fee Amt $3,690.00 $50.00 $3,740.00 eck u Applied Amt $3,690.00 $50.00 $3,740.00 Payrnent 3193 $5,240.00 )/7/16 3:23 pm Page 1 of 1 C: \myReports/reports//production/01 STANDARD REPORTS/std_Set Transaction_Receipt_pr.rpt V) I 0 0 'PA t•P Cf) tti) ,-, • p Cr ,--• ••C:5 t -4`...k. ;-) c›,,,, ,---• 1—,• *-t" 0 CO P uo P 4 tPVt CP tP 0 00 . 'a"..t • '....' - 0 0 0 6 r+ 2 0 rt, rt vilt:It tr-0 ?)---• tia 0 '-' ,•-k-) +.'d ''A V). urai- 0 ).-A-) r•I 0 -.t rt 0 0 tP 0 0 co P cio 0 tp Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 — Fax (541) 385-3202 — https://www.deschutes.org/ BUSINESS MEETING AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS, 10:00 AM, WEDNESDAY, MAY 31, 2017 Barnes and Sawyer Rooms - Deschutes Services Center —1300 NW Wall Street — Bend Pursuant to ORS 192.640, this agenda includes a list of the principal subjects anticipated to be considered or discussed 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. Business Meetings are usually recorded on video and audio, and can be viewed by the public live or at a later date; and written minutes are taken for the record. CALL TO ORDER /) PLEDGE OF ALLEGIANCE CITIZEN INPUT -. -�tctc) (V1WC si Fawn( This is the time provided for individuals wishing to address the Board, at the Board's discretion, regarding issues that are not already on the agenda. Please complete a sign-up card (provided), and give the card to the Recording Secretary. Use the microphone and clearly state your name when the Board Chair calls on you to speak. PLEASE NOTE: Citizen input regarding matters that are or have been the subject of a public hearing not being conducted as a part of this meeting will NOT be included in the official record of that hearing. If you offer or display to the Board any written documents, photographs or other printed matter as part of your testimony during a public hearing, please be advised that staff is required to retain those documents as part of the permanent record of that hearing. CONSENT AGENDA 1. Consideration and Signature of Resolution #2017-025, Transfer of Appropriation from the General Fund/Non-Departmental to the Vehicle Maintenance & Replacement Fund. 2. Consideration and Signature of Resolution #2017-026, Transfer of Appropriation Within the Road Building & Equipment Fund. 3. Consideration and Signature of Resolution #2017-027, Transfer of Appropriation in the Justice Court Fund. Board of Commissioners Business Meeting Agenda Wednesday, May 31, 2017 Page 1 of 3 4. Approval of Minutes of the April 26 2017 Work Session 5. Approval of Minutes of the May 3 2017 Business Meeting ACTION ITEMS 6. Consideration of Signature of Order No. 2017-013, Establishing Two (2) Roads, NW 39Th Drive and NW Glenn Meadow Loop as County Roads - George Kolb, County Engineer 7. Consideration of Chair Signature of Document No. 2017-160, a Notice of Intent to Award Contract for the Construction and Paving of Huntington Road and Deer Run Lane - Cody Smith, County Engineer 8. Consideration of Chair Signature of Document No. 2017-321, Notice of Intent to Award Contract for Household Hazardous Waste Management Services - Timm Schimke, Director of Solid Waste 9. Third Quarter Performance Measure Update - Judith Ure, Management Analyst CONVENE AS THE GOVERNING BODY OF THE 9-1-1 COUNTY SERVICE DISTRICT 10. Consideration of Approval of Weekly Accounts Payable Vouchers CONVENE AS THE GOVERNING BODY OF THE EXTENSION/4-H COUNTY SERVICE DISTRICT 11. Consideration of Approval of Weekly Accounts Payable Vouchers RECONVENE AS THE DESCHUTES COUNTY BOARD OF COMMISSIONERS 12. Consideration of Approval of Weekly Accounts Payable Vouchers OTHER ITEMS 13. EXECUTIVE SESSION: under ORS 192.660 (2) (d) Labor Negotiations, ORS 192.660 (2) (h) Litigation, and ORS 192.660 (2) (i) Employee Evaluation 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. Board of Commissioners Business Meeting Agenda Wednesday, May 31, 2017 Page 2 of 3 Executive sessions are closed to the public; however, with few exceptions and under specific guidelines, are open to the media. ADJOURN To watch this meeting on line, go to: www.deschutes.ora/meetings Please note that the video will not show up until recording begins. You can also view past meetings on video by selecting the date shown on the website calendar. ®® Deschutes County encourages persons with disabilities to participate in all programs and tig activities. To request this information in an alternate format please call (541) 617-4747. FUTURE MEETINGS: Additional meeting dates available at www.deschutes.ora/meetinacalendar (Please note: Meeting dates and times are subject to change. All meetings take place 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.) Board of Commissioners Business Meeting Agenda Wednesday, May 31, 2017 Page 3 of 3 Laura Skundrick From: Sharon Ross Sent: Tuesday, May 30, 2017 2:51 PM To: Laura Skundrick; Tom Anderson Subject: FW: tomorrows meeting More than likely this will be a citizen input item for tomorrow morning Original Message From: Tom Anderson Sent: Tuesday, May 30, 2017 2:44 PM Cc: Erik Kropp; Whitney Hale; Sharon Ross Subject: FW: tomorrows meeting Tammy & Phil - FYI Original Message From: Tony DeBone Sent: Tuesday, May 30, 2017 2:17 PM To: Tom Anderson Cc: Nick Lelack Subject: FW: tomorrows meeting Tom and Nick, FYI --Tony DeBone Original Message From: Turmon Auction Service, Inc. imailto:auctions@oregontrail.netj Sent: Tuesday, May 30, 2017 10:36 AM To: Tony DeBone Subject: tomorrows meeting Good Morning , Dave & I and several of our White Rock cowboy fellowship folks will be at your commissioners meeting tomorrow morning, we would like to have a few minutes of the board's time. We have heard nothing from the planning office about our conditional use permit, except a brief note of apology for the long delay, stating how busy they are. We are busy too, working 12 to 15 hours a day, we shouldn't take the time off to attend the meeting, but we will, as we believe it to be very important to be there. The July 1st dead line set by code enforcement to file a building permit, is fast approaching, which we cannot comply with because in the inaction from the planning office. Also some other county issues of grave importance will be discussed that we want to learn about. Thank you ahead of time for your help, Dave & Ramona Hulick, White Rock Cowboy Fellowship 1 TES o� Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 — Fax (541) 385-3202 — https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners Business Meeting of May 31, 2017 DATE: May 24, 2017 FROM: Judith Ure, Administrative Services, 541-330-4627 TITLE OF AGENDA ITEM: Third Quarter Performance Measure Update PUBLIC HEARING ON THIS DATE?: No CONTRACTOR: N/A AGREEMENT TIMEFRAME: N/A INSURANCE: N/A BACKGROUND AND POLICY IMPLICATIONS: Select departments will provide updates on progress made toward Board of Commissioners' goals and objectives during the third quarter of FY 2016-17. Written documentation of the highlighted measurements and of all department reports submitted is attached. FISCAL IMPLICATIONS: N/A ATTENDANCE: Judith Ure and representatives of the Community Development, Facilities, Health Services, Human Resources, and Legal Departments and the Sheriffs Office. RECOMMENDATION & ACTION REQUESTED: None. Informational only. 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 critninal 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 stimulate 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. Natural Resource Stewardship: 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 Management: 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. 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ED En •y. • :d r M O 0 0 4•` y 0 S c.) • o o czs o ( '1) cic)cs Cc!. cno .0, lot) 0 0 • 0 • 7 V, O4 tDA ( 7 0 o 0 ,rA • e' • 0 6) 4ej 41 -0 0 o of) t,e4 . 0 C° te:4 Pa 0 ,9-n ,-- 0 0 cD- ct cts ca o rt, cn 0 0 • cc3 0 0 P cts P.' 0 cd 0 3. 0 d an ccs ce) • c•:!. ,1..12, `111) 0 0 0 cd (412 • o 0 *G tr) Deschutes County Performance Measures Q3 Report 1/1/2017 - 3/31/2017 9-1-1 Service District County Goal - Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. Objective #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. Measure FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 To Date FY 2017 Target Measure #1 Measure #2 Measure #3 92.7% 99.70/0 94.1% 94.5% 99.7% 99.7% 94.5% 93.0% 99.7% 99.7% Measure #1: Calls to 9-1-1 answered within 5 seconds. 93.5% 95.0% 99.7% 99.0% 11 Sec 7 Sec 12 Sec Q1 Status: 93.7% of calls were answered within 5 seconds. This measure is very much a "stretch" goal that has never been met on an annual basis. Q2 Status: Statistics are not yet available due to a 9-1-1 phone system change. Q3 Status: Statistics are still not available due to a 9-1-1 phone system change. Measure #2: Calls to 9-1-1 answered within 10 seconds. Q1 Status: 99.7% of calls were answered within 10 seconds. Q2 Status: Statistics are not yet available due to a 9-1-1 phone system change. Q3 Status: Statistics are stillnot available due to a 9-1-1 phone system change. Measure #3: Calls referred to dispatch in 12 seconds or less. Q1 Status: Calls were referred to dispatch within 12 seconds. Q2 Status: Statistics are not yet available due to a 9-1-1 phone system change. Q3 Status: Statistics are still not available due to a 9-1-1 phone system change. Measure #4: 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. Q1 Status: Currently, there are only 3 line staff vacancies out of 43 positions. Interviews are being held later this month to attempt to fill the remaining vacancies. Q2 Status: Several employees are in the background investigation process. We anticipate being fully hired in March 2017. Q3 Status: Due to a resignation, there are currently two line vacancies. Interviews are being conducted today to fill the vacant positions in July 2017. The training program success rate of 75% or higher has been met. Objective #4: Expand and enhance public safety communication systems in coordination with all stakeholders. Measure #5: In partnership with the Oregon State Radio Project, complete construction and deploy a new county -wide radio and data communications system by October 2016. Q1 Status: The District's radio system engineering firm discovered a radio tower at one of the proposed sites was overloaded, which required re -configuration of the system. Also, several user agencies asked for more time to acquire mobile and portable radios. These factors have pushed the go -live timeframe to January 2017. Q2 Status: Weather, FCC licensing and requests by user agencies for more time to acquire radios further delayed the go -live timeframe to June 2017. Q3 Status: Go -live is still on track for June 2017. County Goal — Quality Customer Service: Provide internal and external services that are innovative and efficient. Objective #5: Pursue cooperative opportunities to enhance service delivery and the cost- effectiveness of public services. Measure #6: Develop partnerships with other public users to use the new radio system to cost effectively expand or replace their existing or planned systems. Q1 Status: Current non-public safety users will transition to the new system. Staff is talking with several other public agencies about joining the system. A Service Level Agreement (SLA) is being developed for all customer agencies. Q2 Status: No new information to report. Q3 Status: No new information to report. Administrative Services County Goal — Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. Objective #1: Collaborate with County and community partners in preparing for and responding to natural and man-made disasters. Measure #1: 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. Q1 Status: The skills and resources assessment has been completed. Responses have been shared with Deschutes and Crook County Emergency Service Managers. Q2 Status: Report not submitted by due date. Q3 Status: No new information to report. County Goal — Healthy People: Enhance and protect the health and well-being of the community through advocacy, prevention, education, and delivery of coordinated services. Objective #5: Support the development of collaborative solutions related to transit options, homelessness, affordable housing, and veterans services. Measure #2: 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. Q1 Status: No new information to report. Q2 Status: Report not submitted by due date. Q3 Status: No new information to report. Measure #3: Reduce wait times required to see a veterans' service officer to two weeks. Q1 Status: No new information to report. Q2 Status: Report not submitted by due date. Q3 Status: No new information to report. Measure #4: 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. 2011-13 2013-15 2015-17 Biennium Biennium Biennium $640,898 $1,007,615 $1,075,907 Note: Actual funds secured are shown. Grant awards are dependent upon resources made available by the State Legislature and Federal Government during each biennium. Q1 Status: No new information to report. Q2 Status: County solicitation for applications was initiated in Q2. Recommendations will be forwarded to ODOT in Q3 and awards will be made in Q4. Q3 Status: No new information to report. County Goal - Quality Service Delivery: Provide internal support and external services that are innovative and efficient. Objective #1: Encourage and expand opportunities for public engagement with Deschutes County government. Measure #5: 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. Q1 Status: The survey has been created and reviewed. We plan to launch it later this month after the District Attorney's Office's Deschutes Safe survey closes. Q2 Status: The survey is complete. Response was very limited. In the future, we may need to look for opportunities to incentivize survey participation. Q3 Status: No new information to report. Measure #6: Encourage opportunities for public engagement with Deschutes County government through Centennial activities and celebration. Q1 Status: The Centennial Committee continues to celebrate the County's rich history through a variety of community events. In Q1, the County had a Centennial presence at the La Pine 4th of July parade, Sisters Quilt Show, Sunriver Car Show, Flashback Cruz and Deschutes County Fair. Q2 Status: The Centennial Celebration is complete. During Q2, the Committee held a Centennial birthday celebration at the Deschutes Historical Society. The BOCC also recognized the County's Dec. 13 birthdate with the reading of a Centennial proclamation. Q3 Status: No new information to report. Measure #7: Continue to grow the County's social media presence through the sharing of relevant, timely, and actionable information on Facebook, Twitter, Instagram, and the Next Door. Q1 Status: The County's social media presence continues to grow. In Q1, we saw the following increases: Facebook: +82 likes (Total likes = 2,823) Twitter, +225 followers (Current followers = 2,808), Instagram +46 followers (Current followers = 56). We continue to see great traction with our #FeaturedJobFriday posts on Twitter. In July, one of these tweets resulted in 8,195 impressions. On Facebook, we're successfully using small budgets ($5 per identified post) to promote key posts and reach targeted audiences. This is expanding our reach beyond our existing followers. Q2 Status: The County's social media presence continues to grow. In Q2, we saw the following increases: Facebook: +132 followers (Total followers = 2,961) Twitter, +280 followers (Current followers = 3,088), Instagram +32 followers (Current followers = 88). Q3 Status: We continue to see steady growth with our social media. In Q3, we saw the following increases: Facebook: +219 followers (Total followers = 3,180). Twitter: +231 followers (Total followers = 3,319). Instagram: +36 followers (Total followers = 124). During Q3, we also saw near record reach with two of our posts on Facebook. An update from Community Justice reached 35,428 people and was re -shared 577 times. Another update from the Road Department reached 39,945 people and was re -shared 200 times. Measure #8: 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. Q1 Status: No new information to report. Q2 Status: Report not submitted by due date. Q3 Status: The promotional program is continuously ongoing. At this time I am working with Whitney on an advertising campaign on CET buses so that it can reach a great deal of residents throughout the county. We are also working in conjunction with the Oregon Department of Veterans Affairs on promoting a Veterans Benefits Expo to be held at the Deschutes County Fair and Expo on July 15, 2017. There will be numerous local service providers including service officers providing information and guidance on federal, state, and local benefits. There will also be employers, and veteran owned business willing to hire veterans, along with many other veterans organizations providing as much information as possible to all local residents. We are still in the development stage and contacting as many providers as possible to attend and have a booth. Measure #9: Coordinate efforts with the IT 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. Q1 Status: No new information to report. Q2 Status: Report not submitted by due date. Q3 Status: We have not begun the process of updating the web page at this time, but have plans to start this project very soon. Objective #2: Provide internal support to County operations to ensure cost-effective and efficient delivery of services to the public. Measure #10: Refine and implement legislative planning process, lobbying efforts, tracking system, and communication mechanisms. Q1 Status: No new information to report. Q2 Status: Preparation and planning for the 2017 legislative process will take place in Q3. Q3 Status: Legislative session is underway. Assessment will be completed in Q4 of 2017 or Q1 of 2018. Measure #11: Internal audit report rating of overall quality as compared to national average for association of local government auditors. FY2011 FY2012 FY2013 FY2014 FY 2015 FY 201.6 FY 201.7 To Date Target Deschutes County 90% 95% 97% 89% 87% 95% 90% National Average 86% 88% 88% 88% 88% N/A N/A Q1 Status: No new information to report. Q2 Status: No new information to report. Q3 Status: Customer survey satisfaction rate = 94% (7 surveys received over 2 reports, including Community Development selected business software processes and Fair & Expo food and beverage). Measure #12: Internal Audit recommendation acceptance rate compared to the national average for local government auditors. FY 2011 FY 201.2 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date Target Deschutes County 90% National Average 84% 100% 100% 100% 79% 100% 100% 95% 79% 79% 95% N/A N/A Q1 Status: No new information to report. Q2 Status: No new information to report. Q3 Status: Recommendation acceptance rate = 100%. Objective #3: Support employee wellness, development, productivity, and job satisfaction. Measure #13: Number of workplace accidents that require days away from work, restricted, or transferred workers per 100 employees (DART Rate). FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2,017 To Date Target Deschutes County Oregon Average - Local Gov'ts. 1.9 2.5 2.2 2.3 2.0 2.3 Q1 Status: No new information to report. Q2 Status: No new information to report. 2.2 2.4 1.5 2.3 2.7 N/A N/A N/A Q3 Status: Number of workplace accidents that require days away from work, restricted, or transferred workers per 100 employees (DART Rate) year to date = 2.62. (Notes: so far this fiscal year, we've had 5 injuries resulting in job duty modifications and 11 injuries resulting in lost time). County Goal - Resilient Economy: Promote policies and actions that sustain and stimulate economic vitality. Objective #2: Partner with organizations that stimulate economic vitality. Measure #14: County funds leveraged through contractual arrangements with organizations specializing in job creation, economic development, and local business support. FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date Target* Value of Economic Development Loans $152,000 $118,000 $154,000 $92,000 $100,000 $142,000 TBD Made Number of Jobs Funded by Economic 92 69 243 71 50 85 TBD Development Loans * Future activity in the Economic Development Loan Program is dependent on resources allocated by the Board of Commissioners and recruitment efforts conducted by Economic Development for Central Oregon (EDCO). Updated actual numbers will be provided in the FY 2018 budget document. Q1 Status: No new information to report. Q2 Status: No new information to report. Q3 Status: Agreements executed with two new loan recipients: Composite Approach - $16,000 / 8 new jobs and Sudara, Inc. - $34,000 / 17 new jobs, Assessor's Office County Goal - Quality Service Delivery: Provide internal support and external services that are innovative, efficient, and comprehensive. Objective #4: Support and promote Deschutes County Customer Service "Every Time" standards. Measure #1: Accounts managed per FTE compared to other Oregon counties. FY2010 FY2011 FY2012 F'Y2013 FY2014 FY2015 FY 2016 Deschutes County 7 County Average Lane County Jackson County Clackamas County Douglas County Marion County Linn County Benton County 2,495 2,441 2,988 2,323 2,830 2,724 2,355 1,959 1,910 2,584 2,422 2,981 2,432 2,785 2,626 2,336 1,896 1,899 2,569 2,545 3,006 2,723 2,740 2,716 2,474 2,114 2,042 2,591 2,742 3,850 2,853 2,749 2,744 2,480 2,359 2,162 2,711 2,795 3,850 2,986 2,758 2,815 2,471 2,302 2,381 2,709 2,784 3,739 2,988 2,715 2,816 2,499 2,270 2,463 2,835 2,924 3.735 2.925 2,758 3,749 2,554 2.355 2,395 Q1 Status: No new information to report. Q2 Status: No new information to report. Q3 Status: No new information to report. Measure #2: Written approval by the Department of Revenue for the Assessor's Certified Ratio Study. Q1 Status: Approval letter received August 26, 2016 (see attached). Q2 Status: This is an annual report - no new information to report. Q3 Status: This is an annual report - no new information to report. Measure #3: Percentage of tax statements mailed by October 25th. FY 2010 FY 2,011 FY 201.2 FY 2013 FY 2014 FY 2015 100% 100% 100% 100% 100% 100% FY 2016 FY 2017 To Date Target 100% 100% Measure #4: Written certification from the Department of Revenue approving the County Assessment Function Assistance (CAFFA) program. FY 2010 FY 2011 FY 2012 FY 2013 FY 2014.FY 2015 FY 2016 FY 2017 To Date Target Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve Q1 Status: No new information to report. Q2 Status: No new information to report. Q3 Status: No new information to report. County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #1: Use best management practices to sustain the quality of County assets and infrastructure. Measure #5: Cost per account managed compared to other Oregon counties. FY 2010 FY 2011 FY 2012 FY 2013 ` FY 2014 FY 2015 FY 2016 Deschutes County $42.41 $43.27 $43.04 $44.46 $42.58 $46.48 $51.23 7 County Average $42.99 $43.34 $43.91 $42.69 $43.53 $43.11 $43.42 Douglas County $28.24 $28.88 $28,94 $28.96 $28.55 $30.20 $29.31 Lane County $39.07 $40.03 $37.96 $29.91 $37.88 $33.08 $35.16 Jackson County $41.12 $40.03 $39.67 $40.99 $39.96 $39.64 $40.44 Clackamas County $38.77 $39.29 $41.88 $42.68 $41.62 $45.08 $46.35 Linn County $53.46 $54.10 $53,16 $49.18 $51.21 $52.05 $53.34 Marion County $46.21 $46.18 $48.01 $50.57 $49.24 $45.82 $47.95 Benton County $54.09 $54.85 $57,75 $56.57 $56.26 $50.86 $51.42 Q1 Status: No new information to report. Q2 Status: No new information to report. Q3 Status: No new information to report. Measure #6: Administrative expenses as a percentage of taxes imposed compared to other Oregon Counties. FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Deschutes County 7 County Average Clackamas County Lane County Jackson County Marion County Benton County Linn County Douglas County 1.68% 1.83% 1.20% 1.83% 1.97% 2.08% 2.10% 2.71% 3.30% 1.67% 2.06% 1.12% 1.84% 1.86% 1.93% 2.03% 2.57% 3.10% 1.70% 2.02% 1.16% 1.69% 1.88% 1.98% 2.05% 2.38% 3.03% 1.76% 1.96% 1.18% 1.32% 1.95% 2.00% 2.01% 2.27% 2.99% Q1 Status: No new information to report. Q2 Status: No new information to report. 1.62% 1.94% 1.12% 1.55% 1.83% 1.92% 1.98% 2.31% 2.89% 1.66% 1.87% 1.13% 1.67% 1.67% 1.72% 1.68% 2.2% 2.99% 1.71% 1.78% 1.10% 1.31% 1.64% 1.71% 1.66% 2.17% 2.85% Q3 Status: No new information to report. Clerk's Office County Goal - Quality Customer Service: Provide internal and external services that are innovative and efficient. Objective #1: Encourage and expand opportunities for public engagement with Deschutes County government. Measure #1: Monitor the volume of voter registration adjusting workflows accordingly. Oregon Motor Voter (OMV) became effective January 1, 2016. Its impact on voter registration in Deschutes County, and statewide, is yet to be realized. Between January 1 and February 29, 2016, 637 voters were registered as Non Affiliated, 153 voters selected a party, and 59 opted -out. In addition, the 2016 Presidential Election is also impacting voter registration as indicated in the table below. December 2015 January 2016 February 2016 New OMV Voters 0 235 555 * Total OMV Processed 0 583 839 Voter Registration Records **All Other Processed 1632 1996 3046 Voter Registration Records Total Voter Registration 1632 2814 4440 Records Processed * Total OMV Processed Records includes updates, new and cancelled voters. ** All Other Processed Voter Registration Records includes registration records received through USPS, online and at the counter. Q1 Status: Deer tan Fed 'March , :.'April may June: July `.'.;August Sept 2015 2016 2016 216', 2016 2016 2016 2016 2016 2026 New OMY.;;`; 0 179 635 814 817 764 845 747 875 820 Voters OMV Reach Back:;captured indlviduais having qualifying interaction with DMV irr 5740 35 14 calentlat years 2014 & 2015. Total VRR includes OMV reach back quantities.: 0 583 839 1099 1047 979 1052 943 1078 1009 OMV ; -; Processed Vt2R'° *AIf.Other 1632 1996 3046 5228 8552 2925 3108 2143 3161 4783 °'Processed° TotalV4R::-_: 1632 2579 3885 6327 9599 3904 4160 8826 4274 5806 Processed Q2 Status: October set the record for the number of voter registration records processed in a month. The previous high was 8,802 in October 2012. 1111111111111 0 179 635 814 817 764 845 747 875 820 764 542 518 5740 35 14 6 1 0 583 839 1099 1047 979 1052 943 1078 1009 926 670 629 1632 1996 3046 5228 8552 2925 3108 2143 3161 4783 9286 2951 1997 1632 2579 3885 6327 9599 3904 4160 8826 4274 5806 10218 362.2 2626 Q3 Status: Dec Jan Feb Mar April May June July Aug Sept Oct Nov Dec Jan Feb Mar 201 201 201 ch 201 201 201 201 201 201 2016 2016 2016 2017 2017 2017 5 6 6 201 6 6 6 6 6 6 6 New OMV 0 179 635 814 817 764 845 747 875 820 764 542 518 417 506 Voters 684 OMV Reach Back : captured individuals having qualifying interaction 574 35 14 6 1 0 with DMV in calendar years 2014 & 2015. Total VRR includes OMV 0 reach back quantities. * Total OMV 0 583 839 109 104 979 105 943 107 100 926 670 629 532 673 844 Processed VRR 9 7 2 8 9 **All Other 163 199 304 522 855 292 310 214 316 478 9286 2951 1997 2143 1609 1752 Processed VRR 2 6 6 8 2 5 8 3 1 3 Total VRR 163 257 388 632 959 390 416 882 427 580 10218 3622 2626 2675 2282 2596 Processed 2 9 5 7 9 4 0 6 4 6 Objective #4: Support and promote Deschutes County Customer Service "Every Time" Standards. Measure #1: Complete verification of real property index within 3 days of the date of recording 95 % of the time. Verification is a second review of the data entry of the index to a real property record. Among five comparable Oregon counties Lane, Douglas, Benton, Jackson, and Marion report completing verification within 1-3 days from the date of recording. FY 2013 95% FY 2,014 FY 2015 95% 95% FY 2016. To Date 57% FY 2017. Target 95% Q1 Status: FY 2016 = 57%; FY 2017, To Date = 0% [Level of activity and staff out of office impeded accomplishing goal. On the bright side, revenues have been strong.] Q2 Status: To Date 0% Level of activity, vacations and another project (to be completed by end of January) has hampered meeting the 3 day goal. Currently, verification is 50 working days out. Q3 Status: Goal = 0% within 3 Days (good news is we reduced it by two weeks in last month!) FY 16-17 4,473 5,196 4,673 4,763 1 4,588 4,484 4,099 3,895 4,498 3,928 Ave/Mo 4,959 5,221 4,882 5,098 4,497 4,741 4,629 4,447 5,183 5,052 5,148 5,312 # Days to Verify 20 28 40 45 56 53 51 63 50 35 % of Goal Met Days 0 0.00% Days 0 0.00% Days 0 0.00% Days 0 0.00% Measure #2: Percentage of County Records Center file requests completed within 24 hours is 99% or better. FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 )17 'Po Date Tar ret 97% 98% 97% 99% 100% 99% 99% 99% Note: Among five comparable Oregon counties, several counties operate an Archive/Records Center. Counties range from self -serve to 24 hour turnaround 100% of the time. Q1 Status FY 2016 99.89%; FY 2017 to Date = 100%. Q2 Status to date = 100% Q3 Status: ••. • • = -'14 111+ i11111 within 24hrs i • 111$11 ; iV l h Id I,1 1 1, 111 ulll ' 111 11 1110III I�i {i i # Completed FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 within 24hrs Community Development County Goal - Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. Objective #5: Enforce County regulations to preserve rural quality of life. Measure #1: Achieve 85% voluntary compliance in Code Enforcement cases. Q1 Status: During the 1st quarter, case compliance rate was 95.3%. Q2 Status: During the 211d quarter, case compliance rate was 88%. Q3 Status: During the 31'd quarter, case compliance rate was 71%. Measure #2: Resolve 75% of Code Enforcement cases within 12 months. Q1 Status: During the 1st quarter, 85% of code enforcement cases were closed within 12 months. Q2 Status: During the 2nd quarter, 85% of code enforcement cases were closed within 12 months. Q3 Status: During the 2nd quarter, 82% of code enforcement cases were closed within 12 months. County Goal - Healthy People: Enhance and protect the health and well-being of the community through advocacy, prevention, education and delivery of coordinated services. Objective #1: Consider population health, wellness, and multi -modal connectivity in the design and implementation of infrastructure and land use policies. Measure #3: Facilitate County adoption of Bend, Redmond and Sisters UGB amendments. Q1 Status: On September 28, 2016,.the board adopted Ordinance Nos. 2016-020 through 2016-023 approving the City of Bend's UGB amendment. Redmond and Sisters have not yet initiated UGB amendments. Q2 Status: Redmond and Sisters have not yet initiated UGB a.mendments. Q3 Status: Redmond and Sisters have not yet initiated UGB amendments. County Goal - Resilient Economy: Promote policies and actions that sustain and simulate economic vitality. Objective #2: Partner with organizations to stimulate economic vitality. Department Measure #4: 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 the Airport. Q1 Status: On August 10, 2016, the Board approved the City of Bend's application to repeal the 2002 Bend Airport Master Plan (BAMP) and adopt only Chapter 7 (Airport Development Alternatives) of the 2013 BAMP and Sheets 2 (Airport Data), 3 (Airport Layout Plan), and 11 (Noise Contours) and also amend language in the County Comprehensive Plan and Transportation System Plan (TSP) to update references to the 2013 BAMP. Staff anticipates in FY 2016-2017 a subsequent site plan for helicopter operations and a text amendment to update the allowed uses at the airport. Q2 Status: The City of Bend has not initiated a site plan application for helicopter operations or a text amendment to update the allowed uses at the airport. County staff has continued to closely coordinate with City staff on the submittal of the BAMP Comprehensive Plan and zoning text amendments through December 2016, particularly pertaining to the Transportation Planning Rule (TPR) compliance requirements (only a minimal analysis is necessary). County staff will promptly process the City's proposed amendments upon submittal of the application(s). Q3 Status: No new information to report. Department Measure #5: Coordinate with the City of Redmond to amend its UGB for a large lot industrial site and future fairgrounds expansion. Q1 Status: The City of Redmond anticipates initiating two UGB amendment applications in winter 2017. Q2 Status: The City of Redmond has not initiated a UGB amendment. Q3 Status: The City of Redmond has not initiated a UGB amendment. Objective #3: Support land use programs and initiatives that promote economic growth and diversity, livability, and sustainability. Department Measure #6: Complete the 3 -year U.S. 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. Q1 Status: The U.S. EPA Community -side Assessment Grant was completed on September 30, 2016. Q2 Status: No new information to report. However, planning staff has provided presentations summarizing the project's success to the Board, Planning Commission, and Association of Oregon County Planning Directors. Q3 Status: No new information to report. Department Measure #7: Support and participate in the Land Conservation and Development 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. Q1 Status: On October 3, the CDD Director and Planning Manager met with regional County planners and DLCD staff to discuss the need for LCDC to initiate rulemaking. LCDC has not initiated rulemaking as of the 1St quarter. The Commission is expected to consider initiating rulemaking by spring or summer 2017. Q2 Status: DLCD staff is presenting the results of the Southern Oregon Regional Pilot Project (SORPP) to LCDC in January 2017. County Planning staff provided DLCD's SORPP Final report to the Board and Planning Commission in January. LCDC is expected to consider initiating rulemaking by spring or summer 2017. DLCD Director Jim Rue stated that if rulemaking is initiated, it will not begin until after the 2017 Legislative Session. Q3 Status: Staff testified in support of HB 2222 before the Oregon House of Representatives Committee on Agriculture and Natural Resources to allow Deschutes County to initiate a process to re-evaluate and potentially re -designate agricultural lands. Though the bill died in committee, staff is scheduling a meeting with DLCD Director Jim Rue and his staff for late May to discuss a path forward for this effort potentially through Regional Problem Solving statutes. Department Measure #8: Develop a work program to audit County land use regulations to update review processes and standards to achieve County goals. Q1 Status: A work program has not been developed to date. This work plan item has not been prioritized for FY 16-17. Q2 Status: No new information to report. Q3 Status: No new information to report. It will be determined during CDD's work plan approval process of whether or not this project continues to FY 17-18 or not, and, if so, whether it is prioritized to be initiated next fiscal year. Objective #4: Support beneficial management and access policies of publicly owned facilities and natural resources to promote tourism and recreational activities. Department Measure #9: 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. Q1 Status: CDD, Administration, and Road Department staff continue to meet with SROA, Sunriver Resort, and Crosswater representatives on solutions to provide off-street parking on the SROA and Crosswater sides of Century Drive. Q2 Status: No new information to report. Q3 Status: CDD continues to participate in this process as described in Q1 Status report. County Goal - Natural Resource Stewardship: Promote environmental stewardship through assessment, advocacy, and collaboration. Objective #1: Enhance and protect air, land, and water resources. Department Measure #10: Convene the South County Groundwater Partnership Financial Advisory Committee to discuss funding solutions to protect groundwater quality. Q1 Status: The South County Groundwater Partnership Financial Advisory Committee will not be convened until there is additional building activity to generate revenue for the Groundwater Partnership Fund and an Exception to Goal 11 is approved to provide options for property owners to treat wastewater beyond septic systems. The Board approved allocating additional funds to Neighborlmpact to continue the loan partnership program. Q2 Status: No new information to report. Q3 Status: No new information to report. Objective #3: Support healthy and sustainable forest, habitat, and land management practices and oversight. Department Measure #11: 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. Q1 Status: The Board postponed adopting critical habitat into the Comprehensive Plan until the Deschutes Basin Study Work Group completes its work in June 2018. Staff continues to coordinate with USFWS on land use applications affecting flood plains and wetlands in the Upper Deschutes basin. In addition, the Deschutes River Conservancy provided an update on the Work Group's purpose, progress, and schedule in early September. Q2 Status: No new information to report. Q3 Status: No new information to report. Department Measure #12: Evaluate the University of Oregon's Community Service Center's recommendations to update the County's natural hazards and mitigation standards. Q1 Status: This work task has not been initiated to date. Q2 Status: No new information to report. Q3 Status: No new information to report. County Goal - Quality Customer Service: Provide internal and external services that are innovative and efficient. Objective #1: Encourage and expand opportunities for public engagement with Deschutes County government. Department Measure #13: Expand on-line subscription services beyond the CDD Update to include Planning Commission and Historic Landmarks Commission agendas, monthly CDD Statistics and Performance Measure Reports, and Hearings Officer decisions. Q1 Status: The new Accela Legislative Management software program provides similar services to the Planning Commission and Hearings Officers as planned by this performance measure. New reporting tools for performance measures are under development and expect to be phased in over several months. Q2 Status: No new information to report. Q3 Status: No new information to report. Objective #4: Support and promote Deschutes County Customer Service "Every Time" standards. Department Measure #14: 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. Q1 Status: At 8.93 average stops per field inspector per day, we are approaching the upper limits of the performance measure. We will continue to monitor these numbers and assign staff accordingly. Q2 Status: At 7.51 average stops per field inspector per day, Our performance measure shows a reduction in stops per day starting in late November, continuing through December and into the first part of January. Since our leading indicators, such as septic reviews and planning applications are running at very high volumes, it is presumed that this slowdown is a temporary event that could be associated with the recent weather events. Q3 Status: At 7.65 average stops per field inspector per day. Department Measure #15: Achieve an average turnaround time on building plan reviews of 8-10 days. Q1 Status: During the 1st quarter, average turnaround time on building plan reviews was 16.81 days. We are currently interviewing to fill our new FTE position with a plans examiner. This will assist us with reducing plan review times and providing additional staff to assist in the field during high inspection count days, once the backlog of plan reviews has been completed. Q2 Status: During the 2nd quarter, average turnaround time on building plan reviews was 11.66 days. The weather related slowdown was also seen in plan review times. Our average Residential Plan Review Turnaround time for the month of December dropped to 7.65 days. We also filled an open Plans Examiner position on 12/1/16. This will aid us in keeping this number within our goals and state statute. Q3 Status: During the 3"' quarter, average turnaround time on building plan reviews was 6.54 days. Department Measure #16: Achieve an average of 2-4 residential plan reviews per building plans examiner per day. Q1 Status: During the 1st quarter, the average daily residential plan reviews per examiner was 2.62 plans. We have maintained this performance measure through limited overtime by the plans examiners. Q2 Status: During the 2nd quarter, the average daily residential plan reviews per examiner was 2.45 plans. We have maintained this performance measure through. limited overtime by the plans examiners during the first part of the 2nd quarter. The snow related slowdown & filling the vacant plans examiner position helped the Building Safety Division catch up on plan reviews. Q3 Status: During the 3rd quarter, the average daily residential plan reviews per examiner was 1.29 plans. Department Measure #17: 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. Q1 Status: Administrative decisions with prior notice are averaging 51 days. Administrative decisions without prior notice are averaging 28. Q2 Status: Administrative decisions with prior notice are averaging 40.6 days. Administrative decisions without prior notice are averaging 30.6. Two new assistant planners have been hired to meet or exceed the performance measures. The planners begin in the 3rd quarter (Jan. 1 and Feb. 1). Q3 Status: Administrative decisions with prior notice are averaging 35 days. Administrative decisions without prior notice are averaging 32 days. Department Measure #18: Issue new onsite septic system permits within 15 days of receiving a complete application. Q1 Status: During the lst quarter, new onsite septic permits were issued on average 10.02 days after receiving a completed application. Q2 Status: During the 2nd quarter, new onsite septic permits were issued on average 21.46 days after receiving an application. CDD switched to using the Accela Onsite Module which resulted in difficulty tracking data. Q3 Status: During the 3rd quarter, new onsite septic permits were issued on average 7.13 days after receiving a completed application. Objective #5: Pursue cooperative opportunities to enhance service delivery and the cost- effectiveness of public services. Department Measure #19: 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. Q1 Status: CDD has maintained the one-stop shops in Sisters and La Pine, and engaged COBA and Sisters staff to gain feedback on the service delivery and address issues. CDD will move its north County branch to Redmond when Evergreen is open. Q2 Status: CDD has maintained the one-stop shops in Sisters and La Pine, and engaged COBA and Sisters staff to gain feedback on the service delivery and address issues. CDD is scheduled to move its north County branch in Redmond to Evergreen City Hall on March 7, 2017. Q3 Status: As of March 2017, CDD has one-stop shops in Sisters, La Pine, and Redmond City Hall. Department Measure #20: Partner with Neighborlmpact to provide financial assistance to property owners needing to upgrade their onsite wastewater treatment systems, and coordinate with DEQ to issue protective onsite wastewater treatment system permits and water quality risks and monitoring. Q1 Status: During the 1st quarter, the Board authorized allocating Neighborlmpact partnership fund an additional $60,000 for loans. Q2 Status: Department measure achieved in 1st quarter. Q3 Status: Department measure achieved in 1st quarter. Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #3: Maintain strategies for major funds to ensure long-term financial stability. Department Measure #21: 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. Q1 Status: Reserve fund policies are currently being drafted and discussed with appropriate county staff with a goal for completion in March 2017. Q2 Status: Staff has developed a draft reserve policy in coordination with the Finance Dept. and County Auditor to be presented to the Board in February for consideration and possible decision/direction. Q3 Status: Reserve fund policies were drafted, discussed with the Board during February 2017 and signed by the Director on March 15, 2017. Community Justice County Goal — Safe Communities: Protect the community through planning, preparedness, and coordinated public safety services. Objective #2: Promote public safety programs to reduce crime and repair harm. Measure #1: 80% of Juvenile Community Justice Officers meeting contact and skill - building goals with medium and high risk offenders. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Measure #2: 10% of juveniles presented to detention who commit a new offense or technical violation prior to disposition. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Measure #3: 10% percent of first-time juvenile marijuana and alcohol violators assessed as low risk who reoffend within one year. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Measure #4: 75% of adult felony probationers' successful case closures. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Measure #5: 700 adult offender sanctions ordered. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Measure #6: 25 adult offender revocations processed. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Measure #7: 600 interventions provided to adult offenders. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Measure #8: 50% of successful case closures of adults on felony post-prison supervision. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. County Goal — Quality Service Delivery: Provide internal support and external services that are innovative, efficient, and comprehensive. Objective #4: Support and promote Deschutes County Customer Service "Every Time" standards. Measure #9: 80% of juvenile cases assessed and initially routed within 10 days of referral receipt. Q1 Status: See first table below. Q2 Status: See second table below. Q3 Status: See third table below. Objective Measure Target 1.st Qtr. Notes Safe Communities #2. Promote targeted prevention, diversion and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention and supervision services Safe Communities #5. Assess and respond to marijuana legalization as it relates to community law enforcement, health and land use regulations Quality Service Delivery #5. Adapt to changing state and federal laws, industry trends and community needs in continuing to provide innovative services to the public Safe Communities #2. Promote targeted prevention, diversion and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention and supervision services (1) Percent juvenile community justice officers meeting contact and skill building goals w/medium and high risk offenders (2) Percent juveniles presented to detention who commit new offense or technical violation prior to disposition (3) Percent of first-time juvenile marijuana and alcohol violators assessed as low risk who reoffend within one year (4) Percent of juvenile cases assessed and initially routed within 30 days of referral receipt. (5) Percent adult felony probationers' successful case closures (6) Number adult offender sanctions ordered (7) Number adult offender revocations processed (8) Number interventions provided to adult offenders (9) Percent successful case closures felony post -prison supervision adults 80% 10% 10% 80% 65% 700 30 600 55% 69% Once per year measurement; will report in Q4. Once per year measurement; will report in Q4. 67% 56% 351 15 184 47% Measure is % of cases where CJOs met EPICS contact requirements - based on monthly case audits Will measure in June 17 all youth admitted 6/1/14 and 5/30/16 Will measure in June 17 all youth brief screened between 6/1/15- 5/30/16 Based on monthly reporting DOC 400 DOC 400 DOC 400 DOC 400 jedtove easOre arget r, Ates Safe Communities #2. Promote targeted prevention, diversion and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention and supervision services Safe Communities #5. Assess and respond to marijuana legalization as it relates to community law enforcement, health and land use regulations Quality Service Delivery #5. Adapt to changing state and federal laws, industry trends and community needs in continuing to provide innovative services to the public Safe Communities #2. Promote targeted prevention, diversion and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention and supervision services (1) Percent juvenile community justice officers meeting contact and skill building goals w/medium and high risk offenders (2) Percent juveniles presented to detention who commit new offense or technical violation prior to disposition (3) Percent of first-time juvenile marijuana and alcohol violators assessed as low risk who reoffend within one year (4) Percent of juvenile cases assessed and initially routed within 30 days of referral receipt. (5) Percent adult felony probationers' successful case closures (6) Number adult offender sanctions ordered (7) Number adult offender revocations processed (8) Number interventions provided to adult offenders (9) Percent successful case closures felony post -prison supervision adults 80% 10% 10% 80% 65% 700 30 600 55% 67% Once per year measurement; will report in Q4. Once per year measurement; will report in Q4. 74% 57% 318 10 211 46% Measure is % of cases where CJOs met EPICS contact requirements - based on monthly case audits Will measure in June 17 all youth admitted 6/1/14 and 5/30/16 Will measure in June 17 all youth brief screened between 6/1/15- 5/30/16 Average days assessed and routed for calendar year 2016: 33.4 Data Warehouse DOC 400 DOC 400 DOC 400 Data Warehouse Objective: Measure Target>„F 3rd. tr Notes Safe Communities #2. Promote targeted prevention, diversion and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention and supervision services Safe Communities #5. Assess and respond to marijuana legalization as it relates to community law enforcement, health and land use regulations Quality Service Delivery #5. Adapt to changing state and federal laws, industry trends and community needs in continuing to provide innovative services to the public Safe Communities #2. Promote targeted prevention, diversion and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention and supervision services Q1 Status: Q2 Status: Q3 Status: (1) Percent juvenile community justice officers meeting contact and skill building goals w/medium and high risk offenders (2) Percent juveniles presented to detention who commit new offense or technical violation prior to disposition (3) Percent of first-time juvenile marijuana and alcohol violators assessed as low risk who reoffend within one year (4) Percent of juvenile cases assessed and initially routed within 30 days of referral receipt. (5) Percent adult felony probationers' successful case closures (6) Number adult offender sanctions ordered (7) Number adult offender revocations processed (8) Number interventions provided to adult offenders (9) Percent successful case closures felony post -prison supervision adults 80% 10% 10% 80% 65% 700 30 600 55% 74% Once per year measurement; will report in Q4. Once per year measurement; will report in Q4. 68% 51% 350 17 241 41% District Attorney's Office Report not submitted by due date. Report not submitted by due date. Report not submitted by due date. Measure is % of cases where CJOs met EPICS contact requirements - based on monthly case audits Will measure in June 17 all youth admitted 6/1/14 and 5/30/16 Will measure in June 17 all youth brief screened between 6/1/15- 5/30/16 Average days assessed and routed for calendar year 2016: 33.4 Data Warehouse DOC 400 DOC 400 DOC 400 Data Warehouse Facilities County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #4: Address long-term building and facility capital needs including major maintenance and replacement strategies. Measure #3: Complete countywide space planning study conducted by third -party contractor. Q1 Status: We are currently developing a framework for evaluating space needs in conjunction with creating a comprehensive inventory of buildings and building equipment assets (roofs, HVAC equipment, finishes, parking lots, etc.). The intent is to compile data that allows us to correlate the lifecycle costs of buildings and the space needs of departments, with the long term aim of projecting the true cost over time of a particular facility in order to plan for future capital expenditures. Approaches utilized by other similar organizations are currently being evaluated prior to engaging the services of a third -party contractor. Q2 Status: Report not submitted by due date. Q3 Status: The Facilities Department has contracted with BLRB Architects to provide architectural building assessments as part of a County -wide facilities asset management plan. To date, twenty-two buildings have been identified for full on site review and have been divided into two priority levels. Site reviews have been completed at eleven of the highest priority buildings. A report on the first phase of the building assessments is expected to be complete by May 5, 2017. Measure #4: Work with Finance and Administrative Services to develop a method of funding future major maintenance and replacement of buildings. Q1 Status: Funding future major maintenance and replacement continues to be a topic of discussion and will be driven by the results of the facility inventory and assessments that are currently underway once lifecycle and replacement costs begin to be known. Q2 Status: Report not submitted by due date. Q3 Status: As the report on the first phase of the facilities assessments is completed, additional discussions with Finance and Administrative Services will be underway regarding long term funding options. Fair & Expo County Goal — Resilient Economy: Promote policies and actions that stimulate economic vitality. Objective #4: Support beneficial management and access policies of publicly -owned natural resources to promote tourism and recreational activities. Measure #1: Value of the economic impact generated from Fair and Expo events and facilities. This measure utilizes economic impact multipliers established by Travel Oregon and updated with Travel Industries of America's travel index. The index projects an average economic impact of $39 per day per visitor, $79 per sporting event visitor, $160 per overnight pleasure traveler and $265 per overnight business traveler. This reflects visitor spending on restaurants, recreation, lodging, gas, and other goods and services purchased locally. FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 $31 million $43 million $37 million $19 million $28 million $19 million FY 2016 FY 2017 To Date Target $21 million $43 million Q1 Status: $18,901.743 value of economic impact generated from Fair and Expo events and facilities. Q2 Status: $3,725,932 YTD - $22,627,676 +7% over last year. Q3 Status: $33,919,549 YTD. Measure #2: Total number of visitors to the annual Deschutes County Fair. FY2010 FY2011 FY 2012 FY2013 FY2014 FY2015 FY2016 167,000 234,000 241,000 248,000 245,000 257,000 251,700 FY 2017 Target 267,000 Q1 Status: 268,200 number of visitors to the fair. Q2 Status: No new information to report. Q3 Status: No new information to report. County Goal — Quality Customer Service: Provide internal support and external services that are innovative and efficient. Objective #4: Support and promote Deschutes County Customer Service "Every Time" standards. Measure #3: Customer satisfaction with concessions, catering, facilities, operations, sales staff, and management. FY 2,012 FY 2013 FY 2014 FY 2015 FY 2016 To Date FY 2017 Target Catering = 86% Facilities = 93% Operations = 88% Staff = 100% Catering = 96% Facilities = 94% Operations = 94% Staff = 100% Catering = 96% Facilities = 94% Operations = 94% Staff = 100% Catering = 96% Facilities = 95% Operations = 96% Staff = 100% Catering = 97% Facilities = 95% 90% satisfaction Operations = 95% or greater Staff = 100% Q1 Status: 100% satisfaction with staff and 83% satisfaction with 3rd party caterers. Q2 Status: 98% satisfaction with staff - 97% with 3rd party caterers. Q3 Status: 90% statisfaction with staff - 100% with DCFE and 3rd party caterers. County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #4: Address long-term building and facility capital needs including major maintenance and replacement strategies. Measure #4: Purchase new equipment and replace aging equipment as well as designate 4 major projects through the 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. This fund balance policy supports the Guiding Principles for Financial Sustainability and Core Values by establishing guidelines for maintaining adequate operating and capital reserves that will enable the Deschutes County Fair and Expo Center to provide high quality facilities, take advantage of new business opportunities, contribute to the local economy, and provide community -oriented services and events for years to come, even in the face of emergencies or fiscal stress. Q1 Status: Purchased two lawnmowers for $25,000 ($10,000 over budget). Rebuilt the heating system to last an additional 5-7 years at a cost of $3,000 ($34,000 under budget). Purchased water truck from Knott Landfill for $10,000 ($30,000 under budget). Q2 Status: No new information to report. Q3 Status: No new information to report. NEW - Business and Marketing: Q3 Status: Hired CSL as a consulting group to review business/marketing plans. Finance County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #2: Upgrade information management systems to streamline business processes. Measure #1: Complete phase I of the Financial/HR Software System upgrade by June 30, 2017. Q1 Status: We are on track for a July 1, 2017 "go live" with our new system. We are entering the system set up stage with several teams being trained to set up each module to meet the County's needs. End user training is scheduled for May 2017. Q2 Status: We are still on schedule for the July 1, 2017 "go live" for the financial modules. The HR/Payroll process was to begin in January but due to the weather, we had trouble getting our consultant here. This phase of the project has been rescheduled and sessions will begin in early February with a "go live" date of January 1, 2018. We are planning to implement the electronic time sheet functions prior to the go -live date, perhaps in the early fall of 2017. Q3 Status: The Financial phase of the project will "go -live" on July 1 with accounts payable, purchasing, contracts, accounts receivable, billing, fixed assets, general ledger and the projects module. Many County staff will see MUNIS for the first time in the upcoming training that will begin in mid-May. The HR/Payroll project is moving along. We anticipate implementing the electronic timekeeping in the early fall and then complete the migration to MUNIS payroll on January 1, 2018. Objective #3: Maintain strategies for major funds to ensure long-term financial stability. Measure #2: Maintain a 5 -year financial plan for the County General Fund and other major funds. Q1 Status: This process will take place prior and during the early stages of the budget development process for FY 2018. Q2 Status: No new information to report. Q3: The update of the five year plan for the general fund will not take place this year due to the workload associated with the MUNIS project. We hope to accomplish this during the FY 2019 budget process. Measure #3: Review and update financial policies to include sustainability strategies and reserve targets for the general fund and other major funds and activities. Q1: We are currently exploring the many financial related Board policies and drafting updates to several of them for consideration by the Board before the end of the calendar year. Q2 Status: We hope to get through the policy updates by the end of the fiscal year. Q3 Status: A number of policy changes have been drafted and are in the vetting and review process. These include the capital expenditure policy F-6, new purchasing card policy F-3, Expense Reimbursement policy F-1 and a new Payments to Suppliers Policy that will take the place of the bill bag. Once approved by County Administration, these will move on for Board consideration. County Goal - Quality Customer Service: Provide internal support and external services that are innovative and efficient. Objective #2: Provide internal support to County operations to ensure cost-effective and efficient delivery of services to the public. Measure #4: Receive the 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. Q1 Status: We will submit our 2016 CAFR when it is completed in November 2016. The FY 2017 budget has been submitted to the program for review with results expected in the early spring. Q2 Status: We submitted both the CAFR for FY 2016 and the budget for FY 2017 and are waiting for the GFOA reviews to be completed. We expect to bring those awards to the Board in early spring for presentation. Q3: The County received both awards from the GFOA. A presentation was made on May 3 to recognize the work of Jeanine Faria for the Financial Reporting award and Loni Burk for the Budget award. Measure #5: Meet with each department director twice each year to discuss service delivery and ensure that finance support needs are met. Q1 Status: Meetings will be held in the fall and spring. Q2 Status: No new information to report. Q3 Status: Meetings this spring will involve discussions about the implementation fo the new MUNIS system. Meetings in the fall of 2017 will involve discussions about the changes from the HR/Payroll implementation corning in January 2018. Objective #5: Pursue cooperative opportunities to enhance service delivery and the cost- effectiveness of public services. Measure #6: Explore new technology to allow existing tax unit staff to process property tax payments in-house realizing annual contracted service savings. Q1 Status: The tax office purchased several tax payment processing machines this past summer and received training in their use. We have worked with our Bank to establish a daily property tax payment process from our new machines. Tax bills will go out by October 21 and we should begin receiving tax payments from citizens shortly after that. Q2 Status: The new in-house process was a success and our staff was able to manage the workload without additional resources. We will continue to refine the process as we go through future tax billing and payment cycles. Q3 Status: No new report on this. The project was a success and the new equipment continues to perform well. Health Services County Goal — Healthy People: Enhance and protect the health and well-being of the community through advocacy, prevention, education, and delivery of coordinated services. Objective #1: Consider population health, wellness, and multi -modal connectivity in the design and implementation of infrastructure and land use policies. Measure #1: 95% of licensed facilities receives inspections by environmental health staff per state requirements (annual measure — calendar year). Q1 Status: No new information to report. Q2 Status: 98.4% of licensed facilities received an inspection by environmental health staff per state requirements. FY17 Quarter 2 Numerator 2116 FY17 Quarter 2 Denominator 2151 Q3 Status: No new information to report. FY17 Q2 Outcome 98.4% Measure #2: 95% of communicable disease investigations will be completed within 10 days, as defined by the Oregon Health Authority. Q1 Status: 98.6% of communicable disease investigations were completed within 10 days. FY17 Quarter 1 Numerator 143 FY17 Quarter 1 Denominator 145 FY17 Q1 Outcome 98.6% Q2 Status: 94.7% of communicable disease investigations were completed within 10 days. FY17 Quarter 2 Numerator 36 FY17 Quarter 2 Denominator 38 FY17 Q2 Outcome 94.7% Q3 Status: 100% of communicable disease investigations were completed within 10 days. FY17 Quarter 3 Numerator 21 FY17 Quarter 3 Denominator 21 FY17 Q3 Outcome 100% Measure #3: 75% of reproductive health clients age 12 and older will receive an annual alcohol and drug screening using the CRAFFT or SBIRT screening tools. Q1 Status: 88% of reproductive health clients age 12 and older received an annual alcohol and drug screening using the CRAFFT or SBIRT. FY17 Quarter 1 Numerator 777 FY17 Quarter 1 Denominator 883 FY17 Q1 Outcome 88.0% Q2 Status: 86% of reproductive health clients age 12 and older received an annual alcohol and drug screening using the CRAFFT or SBIRT. FY17 Quarter 2 Numerator 637 FY17 Quarter 2 Denominator 741 FY17 Q2 Outcome 86.0% Q3 Status: 87% of reproductive health clients age 12 and older received an annual alcohol and drug screening using the CRAFFT or SBIRT. FY17 Quarter 3 Numerator 394 FY17 Quarter 3 Denominator 454 FY17 Q3 Outcome 87.0% Measure #4: 70% of participants in the Living Well with Chronic Conditions Program or Diabetes Self -Management Program completes the program. Q1 Status: 56.3% of participants in the Living Well with Chronic Conditions Program or Diabetes Self -Management Program completed the program. FY17 Quarter 1 Numerator 9 FY17 Quarter 1 Denominator 16 FY17 Q1 Outcome 56.3% Q2 Status: 48% of participants in the Living Well with Chronic Conditions Program or Diabetes Self -Management Program completed the program. FY17 Quarter 2 Numerator 10 FY17 Quarter 2 Denominator 21 FY17 Q2 Outcome 48.0% Since this is the first time implementing Chronic Pain focused workshops, staff discovered many referred patients had medical problems limiting their ability to attend/complete the workshop. The DCHS prevention program plans to remedy this by expanding the program offerings in hopes to see increases in both participation and completion. In addition, the program is collaborating with clinics to continually reassessing how to identify, screen, and refer the most appropriate patients. Planned efforts to improve completion rates include conducting fidelity checks and leader observations, and gathering formative research to identify barriers to completion. There is research suggesting completion rates are higher when groups are smaller or when an introductory "class zero" is offered. Other ideas the program has considered include adding motivation -focused questions to the registration process, or developing a community champion/ambassador program. Q3 Status: 69% of participants in the Living Well with Chronic Conditions Program or Diabetes Self -Management Program completed the program. FY17 Quarter 3 Numerator 11 FY17 Quarter 3 Denominator 16 FY17 Q3 Outcome 69.0% A coordinator for the Living Well with Chronic Conditions Program was hired in quarter three. With the new hire, DCHS will have better capacity to meet this metric in quarter four. Objective #2: Adjust to changing health system reforms, assess and address gaps in service, and strategize regional approaches. Measure #5: Provide quarterly update on Public Health Modernization; Behavioral Health System Transformation; physical, behavioral, and oral health integration; and regional collaboration. Q1 Status: No information reported. Q2 Status: Public Health Modernization: • Public Health is utilizing data informed process and SWOT Analysis (Strengths -Weaknesses -Opportunities -Threats) to identify Public Health Modernization priorities for Deschutes County. The number one priority/ need identified by multiple program areas is the same: Public Health/Risk Communications Specialist. • Governor's Budget did not include funding for public health modernization. • Funding and role of Public Health may be impacted by changes to the Affordable Care Act. Oregon's Medicaid Waiver allows for the potential to ensure a more smooth transition. • The 2017 Public Health Division Operational Plan focuses on Public Health Accreditation and Public Health Modernization priorities, and utilizing existing resources. Certified Community Behavioral Health Clinics (CCBHC): Oregon was one of eight states awarded this demonstration grant and Deschutes County Behavioral Health was approved by the BOCC to participate. Since October, planning processes and task groups have been convened, a training plan for staff has been implemented, hiring of necessary positions has been approved, steps are underway to post and recruit for CCBHC limited duration positions, and community partners are in the process of engaging in discussions about important CCBHC partnerships and impacts. Q3 Status: Public Health Modernization (PHM): The goals of PHM are to maintain a minimum level of public health protections and to ensure access to a minimum set of essential services. The local Public Health Division continues to evolve structurally in an effort to align with the PHMVI's goals. Over the past several months, public health has re -allocated existing resources toward: • 1.0 FTE Environmental Health Capacity through the board approved fee increase in Q2. The position was filled in Q3. • 0.40 FTE for the prevention, surveillance and control of Communicable Disease approved (.20 FTE implemented Q3 and .20 FTE approved to begin July 1, 2017) • 1.0 FTE for Health Information and Emergency Communications Officer was approved and implement began in Q3 • Other accomplishments this quarter include: o Developed performance metrics for measuring progress toward meeting the foundational (essential) public health programs, capabilities and expertise. o Aligned FY2018 strategic action plan activities with PHM goals. o Continued to streamline and align accreditation and modernization needs (i.e. PHAB communication requirements with modernization communication capabilities). Certified Community Behavioral Health Clinics (CCBHC): Quarter 3 represented a significant amount of work to finalize the activities necessary to ensure that the Behavioral Health division was ready for the April 1st go live date. CCBHC efforts were supported by 26 workgroups/43 staff. Final go -live preparations included, but was not limited to: ® Creation and implementation of a two day staff training which was provided on three occasions to ensure all staff had the ability to attend • Creation and implementation of targeted billing and front desk trainings • Creating client and community messaging ® Updating existing and creating new policies and procedures • Making changes to the EHR system in order to collect and report on required data • Updating billing practices and associated client supports • Through May 1st, 38% (11/29) of CCBHC New Hires will be filled ® 19 CCBHC related policies and procedures completed Measure #6: 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). Q1 Status: No new information to report. Q2 Status: No new information to report. Q3 Status: No new information to report. Objective #3: Provide timely and convenient access to quality health services. Measure #7: 79% of individuals discharged from a psychiatric hospital receive an outpatient behavioral health visit within 7 calendar days of discharge. Q1 Status: 97.1% of individuals discharged from a psychiatric hospital received an outpatient behavioral health visit within 7 calendar days of discharge. FY17 Quarter 1 Numerator 33 FY17 Quarter 1 Denominator 34 FY17 Q1 Outcome 97.1% Q2 Status: 86.0% of individuals discharged from a psychiatric hospital received an outpatient behavioral health visit within 7 calendar days of discharge. FY17 Quarter 2 Numerator 32 FY17 Quarter 2 Denominator 37 FY17 Q2 Outcome 86.0% Q3 Status: 98% of individuals discharged from a psychiatric hospital received an outpatient behavioral health visit within 7 calendar days of discharge. FY17 Quarter 3 Numerator FY17 Quarter 3 Denominator FY17 Q3 Outcome 49 50 98% Measure #8: 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. Q1 Status: 100% of Behavioral Health Oregon Health Plan clients were seen within state timelines. Category FY17 Quarter 1 Numerator FY17 Quarter 1 Denominator Urgent: Within 48 hours 1 1 Routine: Within 2 weeks 458 458 FY17 Q1 Outcome 100% 100% Q2 Status: 100% of Behavioral Health Oregon Health Plan clients were seen within state timelines for urgent. 99.6% of Behavioral Health Oregon Health Plan clients were seen within state timelines for routine. Category FY17 Quarter 2 Numerator FY17 Quarter 2 Denominator FY17 Q2 Outcome Urgent: Within 48 hours 1 1 100% I Routine: Within 2 weeks 461 463 99.6% Q3 Status: 100% of Behavioral Health Oregon Health Plan clients were seen within state timelines for urgent. 99.0% of Behavioral Health Oregon Health Plan clients were seen within state timelines for routine. Category FY17 Quarter 3 Numerator FY17 Quarter 3 Denominator Urgent & Emergent: Within 48 hours Routine: Within 2 weeks 26 26 FY17 Q3 Outcome 100% 272 274 99.0% *PacificSource has asked us to include both Urgent and Emergent together. These are Emergent visits; we did not have any Urgent. Measure #9: 90% of children and adolescents referred by DHS receive a behavioral health assessment within 60 calendar days of notification. Q1 Status: 100% of children and adolescents referred by DHS received a behavioral health assessment within 60 calendar days of notification. FY17 Quarter 1 Numerator 7 FY17 Quarter 1 Denominator 7 FY17 Q1 Outcome 100% Q2 Status: 100% of children and adolescents referred by DHS received a behavioral health assessment within 60 calendar days of notification. FY17 Quarter 2 Numerator 10 FY17 Quarter 2 Denominator 10 FY17 Q2 Outcome 100% Q3 Status: 100% of children and adolescents referred by DHS received a behavioral health assessment within 60 calendar days of notification. FY17 Quarter 3 Numerator 11 FY17 Quarter 3 Denominator 11 FY17 Q3 Outcome 100% Measure #10: Increase number of clients served by public health home visiting by 5% (annual measure - fiscal year, number of clients reported quarterly). Q1 Status: 202 Clients Served. Q2 Status: 228 Clients Served, Q3 Status: 252 Clients Served. Objective #4: Promote health and prevent disease using strategies that align with the Central Oregon Regional Health Improvement Plan. Measure #11: Provide quarterly update on DCHS' role in implementing strategies associated with the Regional Health Improvement Plan. Q1 Status: No information reported. Q2 Status: Public Health: Leveraged Resources to implement strategies for addressing RHIP priorities: O AFIX - Improve immunization compliance rates: $149,000 (COHC RHIP funding) O Perinatal Care Continuum - home visiting support, preg. women: $436,192 (COHC RHIP) 6 Diabetes Prevention Program (DPP): $166,175 (COHC RHIP funding) • Living Well (with Chronic Diseases) Central Oregon: $149,032 (COHC RHIP funding) O Treatment & Recovery Referral (SBIRT QIM): $1,212 (COHC RHIP funding) • Electronic Referrals to Tobacco Quit Line (Tob. Cess. QIM): $$45,571 (COHC RHIP funding) • Tobacco Retail Licensing: $75,580 (OHA-competitive) 6 PREP Grant - Prevention of risk behaviors among youth: $119,204 (OHA-competitive) * Serving Youth Grant: $5,000 (OHA-competitive) • C.O. Medical Reserve Corps: $12,038 (NACCHO -competitive) Behavioral Health: • Increase SUD services for young adults in transition and adolescents • Develop referral pathway for PCP's to use post screening (covers SUDS and MH) O Develop and implement a regional MH promotion campaign O Expand community awareness of low risk drinking * Increase prevention outreach to early childhood population/at-risk parent of 0-5 kiddos O Increase Trauma Informed Care in our organization and practices in the community Q3 Status: Public Health: • To date, $920,749 in competitive funding has been awarded to the department's public health division to address identified priorities in the Regional Health Assessment and the Regional Health Improvement Plan. • The Central Oregon Health Council is revising its funding allocation process. In preparation, all nine Regional Health Improvement Plan Work groups are implementing A3, a problem solving process used in lean management, for their area of focus to review data, gaps and needs and to prioritize strategies and funding. Each of the nine work groups will be given $250,000 and will be responsible for making funding recommendations based on their A3 strategic priorities. Behavioral Health: • DCHS actively participates in RHIP workgroups contributing staff time and expertise to workgroup efforts. Activities have included participation in multiple A3 processes to refine areas of focus, creation of a primary care algorithm for substance use screening and referrals, and review of work to date. Objective #5: Support the development of collaborative solutions related to transit options, homelessness, affordable housing, and veterans' needs Measure #12: 75% of Foundations Rental Assistance program housed clients will remain housed for 6 months or more (stably housed, quarterly measure). Q1 Status: 100% of Foundations Rental Assistance housed clients remained housed for 6 months or more. FY17 Quarter 1 Numerator 31 FY17 Quarter 1 Denominator 31 FY17 Q1 Outcome 100% Q2 Status: 97% of Foundations Rental Assistance housed clients remained housed for 6 months or more. FY17 Quarter 2 Numerator 29 FY17 Quarter 2 Denominator 30 FY17 Q2 Outcome 97% Q3 Status: 100% of Foundations Rental Assistance housed clients remained housed for 6 months or more. FY17 Quarter 3 Numerator 21 FY17 Quarter 3 Denominator 21 FY17 Q3 Outcome 100% County Goal - Quality Customer Service: Provide internal and external services that are innovative and efficient. Objective #4: Support and promote Deschutes County Customer Service "Every Time" standards. Measure #13: 90% of respondents to Behavioral Health Client Satisfaction Survey are satisfied with their experience (semi-annual measure). Q1 Status: No new information to report. Q2 Status: 93% of Behavioral Health clients are satisfied with their experience. FY17 Quarter 2 Numerator 1787 FY17 Quarter 2 Denominator 1920 Q3 Status: No new information to report. FY17 Q2 Outcome 93% Measure #14: 90% of respondents to Public Health Customer Satisfaction Survey are satisfied with their experience (semi-annual measure). Q1 Status: No new information to report. Q2 Status: 99% of Public Health clients are satisfied with their experience. FY17 Quarter 2 Numerator 492 FY17 Quarter 2 Denominator 496 Q3 Status: No new information to report. FY17 Q2 Outcome Human Resources 99% County Goal — Quality Service Delivery: Provide internal support and external services that are innovative and efficient. Objective #3: Support employee wellness, development, productivity, and job satisfaction. Measure #1: Re-engineer new hire process, including employee orientation. The new hire process has improved over the last year resulting in streamlined processes, opportunities for staff growth, and greater process awareness. New employee orientation is running into time constraints which will require reconfiguring to ensure that there is adequate time to cover required materials and to focus on making it more fun. This is an ongoing initiative that is expected to grow. Q1 Status: Report not submitted by due date. Q2 Status: Report not submitted by due date. Q3 Status: As indicated in the measure itself, this is an ongoing initiative that is expected to improve after implementation of the electronic timekeeping and Finance/HR systems. HR staff began an analysis of the functionality of our new systems. We are looking to coordinate our recruiting system and our new systems to provide more options for electronic onboarding. Measure #2: Provide training to department supervisors and managers on related human resource policies and procedures. Q1 Status: Report not submitted by due date. Q2 Status: Report not submitted by due date. Q3 Status: Deschutes County has partnered with other local public agencies and developed a training specific to supervisors in public sector, Supervisor Tool chest. Combining Deschutes County supervisors with other agency's supervisors creates opportunity for networking and new perspectives. This course includes two half- day sessions on public sector employment laws and best practices. The first day is an interactive labor law review presented by the technical assistance division of Oregon's Bureau of Labor and Industry. The second day is an interactive presentation identifying areas by participants presented by an HR professional/instructor. This training is being offered in its second season and again has a waitlist. County Goal - Quality Customer Service: Provide internal and external services that are innovative and efficient. Objective 2: Provide internal support to County operations to ensure cost-effective and efficient delivery of services to the public. Measure #3: With employees being the greatest County asset in service delivery, HR staff will meet with department leadership twice each year to discuss service delivery and ensure their human resource needs are being met. Q1 Status: Report not submitted by due date. Q2 Status: Report not submitted by due date. Q3 Status: HR staff continue to use feedback from first round of meetings to help prioritize our ever changing work plan. We are looking forward to soon being fully staffed and embarking on our second round of meetings with department leadership in FY18 Q1. County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective 1: Use best management practices to sustain the quality of County assets and infrastructure. Measure #4: Evaluate and re -design the existing classification and compensation structure. Q1 Status: Report not submitted by due date. Q2 Status: Report not submitted by due date. Q3 Status: HR, in partnership with our consultant, continues to work on the compensation and classification evaluation and re -design. Progress in Q3 includes completion of the FLSA analysis, classification structure review by steering team, and salary data collected by consultant and provided to HR for review. Measure #5: Benchmark the County's 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. Q1 Status: Report not submitted by due date. Q2 Status: Report not submitted by due date. Q3 Status: We filled one of the two open positions in HR, Human Resources Specialist. The HR Benefits Analyst position remains open until filled. We are looking forward to being fully staffed and creating the HR service team necessary to support department's goals. Objective #2: Upgrade information management systems to streamline business processes. Measure #6: Continue the partnership with all stakeholders to ensure that the Finance/HR project is progressing according to the project plan. Q1 Status: Report not submitted by due date. Q2 Status: Report not submitted by due date. Q3 Status: HR began implementation of the new Finance/HR system and time and attendance system. HR staff partnered with payroll to solicit input from departments to analyze current practices and needs for consideration when designing the new systems. Information Technology County Goal: Quality Service Delivery - Provide internal and external services that are innovative and efficient. Objective #1: Encourage and expand opportunities for public engagement with Deschutes County government. Measure #2: Update the DIAL website user interface to improve mobile device compatibility and accessibility. Q1 Status - Staff are researching available technologies to utilize in the effort. Once these technologies are identified, we will be better able to estimate the effort necessary and apply a schedule to the project. Q2 Status: No new information to report. Q3 Status: No new information to report. Staff availability is an issue with this effort as projects we've committed to complete for departments take precedence. Objective #3: Support employee wellness, development, productivity, and job satisfaction. Measure #4: 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. Q1 Status — This effort is highly dependent on the product deliverables from the Class and Compensation study. Efforts in this area will continue when we receive the product from the study. Q2 Status: No new information to report. Q3 Status: Department heads have received the first release of information from the Study. This information is a preliminary look at the re -map of current classification to new classes. The Study is requesting comment form departments. County Goal — Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #1: Use best management practices to sustain the quality of County assets and infrastructure. Measure #5: 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. Q1 Status — Efforts are underway to replace end -of -life core network switches with updated gear. Staff is evaluating the oldest communications assets across the network to prioritize replacement actions. Q2 Status: Completed. IT has replaced the equipment at the core of the county data network. This action is part one of a two part upgrade involving the data network equipment services the data center computers. Part two will be the replacement of the network switch equipment in each server rack. Funding for this action was requested in the FY2018 budget. Q3 Status: Completed. Objective #2: Upgrade information management systems to streamline business processes. Measure #6: Apply design changes to the current email data system to increase user satisfaction with system usability. Q1 Status — This measure is complete. Staff redesigned the email storage database to split mail data across several physical storage files. This allowed an increase to the size limit of individual mailboxes to an amount employees shouldn't reach. This redesign eliminated the "archive" folders. To users it now looks like all of their email is in one place. This also added resiliency to email storage by limiting the number of users affected by email database file corruption. Q2 Status: Completed. Q3 Status: Completed. NEW - Development of software expanding the offerings of online county services. Q1 Status: Completed. IT has completed public facing software applications for Environmental Health allowing for Temporary Restaurant License applications and Restaurant License renewals. These applications automate formally manual processes now to be completed online including payment collection. The applications are located at httns://store.deschutes.ord/trl and httns://store.deschutes.org/licenses. Q2 Status: No new information to report. Q3 Status: Completed. NEW - Purchase of latest versions of Microsoft Office licenses. Q2 Status: Budgeted for the FY 2017 is the purchase of licenses for the latest versions of Microsoft Office and Microsoft SharePoint Server. This purchase is the largest planned expenditure from the IT Technology Reserve. Our current version of these products is 2010. We purposefully skip a version to reduce the cost of the licensing of these products. During this period we skipped version 2013. Using this purchasing plan saves the county about 40% of the normal cost of licensing through licensing maintenance agreement and Office365 cloud offerings. The six year period between versions is a long as we can comfortably wait to upgrade before running into issues with software compatibility. The software purchase request has been sent to the County Administrator for review. Q3 Status: Obtained Administration approval for the purchase. IT expects to execute the purchase by the end of April 2017. Justice Court County Goal - Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. Objective #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. Department Measure #1: Percentage increase in receivables. Department Measure #2: Rate of collection on fines. Enforcing payment of fines and fees holds defendants accountable and promotes compliance with traffic laws. Timely collection and distribution of fines and fees supports law enforcement programs and court functions. Five years ago, the court contracted with a private collection agency, which substantially increased revenue received. At the court's request, the collection agency began adding interest to unpaid fine balances submitted after August 2009. Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Status Measure #1 (Goal 5% or Less) Measure #2 (Goal 74% or Greater) 6.2% 5.4% 4.0% 8.3% 4.8% 73% 7% 5% Q1-80% Ql- 6% Q2- 6% Q3- 6% 74% 74% 58% 58% 58% 85% Q2-80% Q3-87% Department Measure #3: Percentage of at -issue small claims cases resolved before trial. Goal --85% or greater. Trials generally result in a lose/lose outcome for the parties involved. Mediation and other forms of settlement create a positive end to issues, and save hours of court time and associated costs. FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 63% 87% 74% 76% 97% 96% Legal Counsel 96% FY 2017 Status Q1-98% Q2-96% Q3- 97% County Goal - Quality Customer Service: Provide internal and external services that are innovative and efficient. Objective #2: Provide internal support to County operations to ensure cost-effective and efficient delivery of services to the public. Measure #2: Upon filling the vacant attorney position Legal will expand its practice of providing department trainings on select topics such as procurement rules, HIPAA compliance, records retention, and best practices for recruitment interviews. Q1 Status: To date, Legal has not filled the vacant attorney position; at the same time, the department case load has increased. As a result, we have been limited to providing basic HIPAA training to employees at the Health Department. (Note: We hope to fill the vacancy by January 2017.) Q2 Status: Legal has filled the vacant attorney position - D. Adam Smith scheduled to start work on February 14, 2017. Upon bringing him up to speed on land use matters, Dave will become lead attorney on many personnel/labor issues which will free up Christopher to present comprehensive HIPAA trainings. Q3 Status: Upon filling the vacant attorney position in mid-February, Legal has been able to complete preparation of HIPAA policies (pending further review by HR and Risk). Completion of the policies and procedures for implementation has been a prerequisite to department trainings. Natural Resources County Goal - Natural Resource Stewardship: Promote environmental stewardship through assessment, advocacy, and collaboration. Objective #4: Restore and maintain landscapes across all jurisdictions that are resilient to fire -related disturbances. Measure #1: Continue implementation of the FEMA pre -disaster mitigation grant. This grant has a target of treating approximately 1300 acres of hazardous fuels in the highest priority areas in various communities throughout the County over a three year period. This project began in FY 2016. Agreements have been completed with OEM as well as Klamath and Crook Counties. To date, work is planned through spring of 2016 in multiple communities. Q1 status: 293 acres have been completed to date, another 170 acres are in progress or planned for fall and winter quarters. Q2 status: 328 acres have been completed to date, another 280 acres are under contract and pending completion as weather permits this winter or spring. Q3 status: 463 acres have been completed to date, another 124 acres are under contract and pending completion. Measure #2: Maintain or increase public participation in the Fire Free events (spring and fall) coordinated by project Wildfire, as measured by yard debris collected. FY 2013 32,993 cubic yards FY 2014 FY- 2015 36,048 cubic yards 37,959 cubic yards FY 2016 FY 2017 To Date Target 9,115 cubic yards 40,000 cubic yards Q1 status: No activity; fall fire free will occur in Q2, spring fire free in Q4. Q2 status: Fall FireFree broke past fall records collecting 11,438 yards. Q3 status: No activity; spring fire free will occur in Q4 Objective #2: Educate the public and enforce policies regarding noxious weed control and eradication. Measure #3: Achieve 90% voluntary compliance with noxious weed enforcement cases. FY 2013 N/A FY 2014 FY 2015 N/A 89% compliance FY 2016 FY 2,017 To Date Target 100% compliance 90% compliance Q1 status: 6 complaints received, some properties are still due to be treated in fall or next spring as appropriate, compliance will be determined in future quarters. Q2 status: One complaint received, pending treatment during the next growing season, Q3 or Q4. Q3 status: No update, no complaints over the winter season. Property County Goal - Healthy People: Enhance and protect the health and well-being of the community through advocacy, education, and delivery of coordinated services. Objective #5: Support the development of collaborative solutions related to transit options, homelessness, affordable housing, and veterans' needs. Measure #1: 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. Q1 Status: A) We have reviewed the tax foreclosure properties that are at the end of the redemption period (to be taken via Tax Deed in November) for possible donation to affordable housing agencies (i.e. habitat for Humanity, Housing Works) as has been done in the past. We have identified 3 such properties that will be presented in Q2 to the BOCC for immediate consideration. Q1 Status: B) We have coordinated a donation agreement with Housing Works for 2.5 acres of land in La Pine for the development of a 36 unit townhome project geared to the population making less than 60% of the median family income. That project is in process for land use permits. Development is expected to begin in Q3. Q1 Status: C) As part of the analysis of County owned foreclosure properties considered for the spring 2017 auction, we are compiling an inventory of potential donation properties in the south county area, between Sunriver and La Pine, that may be able to be developed with single family homes over the long term. These will be reserved and presented to the BOCC for consideration for affordable housing use. Q2 Status: A) The foreclosure properties to be evaluated for affordable housing will be presented to BOCC at work session in early Q3 in conjunction with presentation on potential surplus properties for auction. Q2 Status: B) Housing Works has been awarded their grant financing and can proceed with the land use process with the City of La Pine. County/Property worked with Housing Works and the City of La Pine to prepare and support the applications for rezone and subdivision of the property to move the project forward to the Q3 or Q4 development phase. Q2 Status: C) No change - anticipated presentation to BOCC in Q3. Q3 Status: A) One foreclosure property (Bend - Deschutes River Woods) and two asset properties (La Pine) were presented to the BOCC for consideration of donation for affordable housing. The BOCC directed donation of the three properties (Bend Area Habitat for Humanity and Newberry Habitat foir Humanity). The necessary deeds and donation agreements will be considered by the Board in Q4. Q3 Status: B) Housing Works has applied for received approval for a zone change on the land to be donated, as well as the property the County will retain. HW has stated that they are preparing the land use applications for partition and site plan review that are necessary prior to development. HW has now stated that they do not intend to begin any construction until calendar year 2018 - this is contrary to the premise that the property was donated. Their plans are to proceed through the land use and building permit entitlement process through the remainder of calendar 2017. Q3 Status: C) Some identified properties were presented to Newberry habitat for Humanity, but they indicated that those properties did not fit their development model. County Goal - Resilient Economy: Promote policies and actions that sustain and stimulate economic vitality. Objective #2: Partner with organizations to stimulate economic vitality. Measure #2: Continue working with various entities such as cities, EDCO, and State to promote development on County -owned industrial properties. Q1 Status: A) We continue to work with the City of La Pine and the south county EDCO representative to refine the criteria used to assess the requests for sale/option of County owned industrial land - will the sale lead to development that will stimulate the economy and generate job growth - so as to minimize speculative requests and purchasers. Q1 Status: B) We have worked with the City of La Pine and the south county EDCO representative to have four separate lease options on County owned industrial property where new businesses have been proposed. One business is an expansion of an existing business and has created new jobs; the remainder are in various stages of the land use permitting process with the City of La Pine for physical development per the approved Purchase Option Agreements. Q2 Status: A) Generated and executed (in conjunction with the City of La Pine) two separate option agreements for the sale of industrial land in La Pine. The prospective purchasers are proceeding through the land use process for the development of marijuana grow/processing operations on each. Upon fulfilling the land use requirements, the property will formally close (anticipated Q1 or Q2 of fiscal year 2017-18. Q2 Status: B) Worked with the EDCO representative for the South County to develop criteria to evaluate the rationale for sale/lease of industrial property in La Pine. The criteria will be used by the South County Economic Development Advisory Board to provide a basis for evaluating economic development opportunities and the use of County land for such. Q3 Status: A) There has been a continuation of the process to generate and execute (in conjunction with the City of La Pine) leases and/or option agreements for the sale of industrial land in La Pine. These have included a logging support/equipment business and two marijuana grow/processing businesses. The lessees and prospective purchasers are proceeding through the land use process with the City of La Pine as applicable. Upon fulfilling the land use requirements, the property for purchase will formally close within the time period allotted in the agreements (typically one year). Q3 Status: B) Continue to worked with the EDCO representative for the South County to evaluate the potential sale/lease of industrial property in La Pine based on previously established criteria to justify the rationale for each separate business proposal. The criteria used are reviewed by the South County Economic Development Advisory Board to provide a basis for evaluating economic development opportunities and the use of County land for such. County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #4: Address long-term building and facility capital needs including major maintenance and replacement strategies. Measure #3: Complete countywide space planning study conducted by third -party contractor. Measure #4: Work with Finance and Administrative Services to develop a method of funding future major maintenance and replacement of buildings. Q1 Status: We continue to work with all County Departments to assess any physical space needs as we facilitate all leases, and we work hand in hand with the Facilities Department regarding maintenance and space needs as such requests may require amendments to leases and or the acquisition of new property (i.e. the Johnson Brothers Building purchase offer as part of the County Campus). Q2 Status: A) Same as above (Q1) regarding the evaluation of County departmental space needs. Q2 Status: B) At BOCC direction, made offer to purchase the Johnson Brother Appliance building at the corner of Wall and Lafayette. Conducted the necessary inspections and worked with finance to appropriate to the funds for purchase. Closing is expected on February 15tH, 2017. Q3 Status: A) Same as above (Q1, Q2) regarding the evaluation of County departmental space needs - this is done on a continuing basis. Currently, there is very little to no space available to accommodate projected departmental growth within County facilities without non -County lessees vacating their space. Some County departments (Health Services) are seeking outside leased office space. Q3 Status: B) As of February 15th, Deschutes County finalized the purchase of the former Johnson Brother Appliance building at the corner of Wall and Lafayette (1190 NW wall Street). Conducted the necessary inspections and worked with finance to appropriate to the funds for purchase. Road County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets. Objective #1: Use best management practices to sustain the quality of County assets and infrastructure. Measure #1: Pavement Condition Index. Report the overall average Pavement Condition Index (PCI) of the county paved road network. The PCI is a measure of the quality of pavement ranging from 0 (completely failed) to 100 (new surface). A PCI greater than 70 is considered "good" and optimum maintenance efficiency occurs within the low to mid -80s range. FY 2013 80 FY 2014 80 FY 2015 FY 2016 80 81 FY 2017 FY 2017 Target Actual 80 81 *Alternative measurement technique utilized by the Road Department: 2011-2012; compare with caution. Q1 Status: The annual pavement inspection and budget options report occurs in Q2. No update as -of -yet. Q2 Status: The annual pavement inspection (performed by Capital Asset and Pavement Services) reported an overall average PCI of 81- which exceeds target PCI and sustains the measurement reported in FY 16. Q3 Status: No new information to report. Measure #2: Percent of roads rated good or better. Reports the percentage of roads with a PCI of 70 or better. This measure, in concert with the overall PCI rating, provides another metric by which to measure the quality of the pavement asset and whether or not improvement, sustainability, or regression is occurring across the entire system. FY 2013 86.4% FY 2014 90.8% FY 2015 FY 2016 92.6% 95.6% FY 2017 FY 2017 Target Actual 96.0% tbd *Alternative measurement technique utilized by the Road Department: 2011-2012; compare with caution. Q1 Status: The annual pavement inspection and budget options report occurs in Q2. No update as -of -yet. Q2 Status: In addition to the PCI reported above, the "percent roads rated good or better" was measured at 96.9% - which exceeds the FY 16 calculation as well as the FY 17 target. Q3 Status: No new information to report. Measure #3: Percent system resurfaced. Reports the percentage of system receiving a pavement maintenance treatment in a fiscal year. This metric assists with comparison of actual maintenance work performed versus ideal maintenance intervals (i.e., chip seals last 7 years, therefore 1/7th (or 14%) of the network should be treated annually). FY 2013 11.5% FY 2014 13.5% FY 2015 FY 2016 13.1% 14.9% FY 2017 FY 2017 Target Actual 14.0% 12.7% Q1 Status: The Road Department completed 76.3 miles of chip seal (which included 13.7 miles of double -chip (2 -layers of chip seal for low PCI local roads)). Approximately 11.6 miles of overlay were contracted. An additional 22.8 miles of chip seal was performed for the cities of Bend, Redmond, La Pine, and Sisters (not included in PM). The program included a significant amount of subdivision road facilities in which the installation process is not as efficient as that of collector and arterial facilities. The significant quantity of double -chip seal resulted in fewer miles being treated, however if included in the total mileage, approximately 90 miles of chip seal was installed or 14.6% of the system total (including overlay). Q2 Status: No new information to report. Q3 Status: No new information to report. Measure #4: PCI Sustainability Ratio. Reports the ratio of pavement preservation investment divided by the "system needs" investment required to sustain the PCI at its current level. The PMP model estimates an annual average "system needs" of $4.5M investment necessary to sustain the PCI over a 5 -year to 10 -year period. The FY 16 preservation investment was $4.35M (96.6% sustained). The PMP model estimates a 0.1 PCI point degradation (or increase) for every $235,000(+/-) subtracted (or added) to the annual pavement preservation investment (outcome measure). The goal of this PM is 100%; the target is improvement or upward trajectory. FY 2013 83.5% FY 2014 91.1% FY 2015 FY 2016 97.5% 96.6% FY 2017 FY 2017 Target Actual 100% 100% Q1 Status: The FY 17 budget provides 100% of the prescribed resources to sustain the Pavement Condition Index at 80 with $0 in deferred maintenance. Q2 Status: The budget options report, prepared with the annual pavement inspection, confirms that the County has sufficient planned resources (at existing budget levels) to sustain the PCI for the next five years. Q3 Status: No new information to report. County Goal — Resilient Economy: Promote policies and actions that sustain and stimulate economic vitality. Objective #1: Continue strategic capital planning and projects that strengthen the region's economy. Measure #5: 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, Terrebone area improvements, etc.). Q1 Status: The Road Department has initiated conversations with ODOT to partner on a planning process to determine a solution (grade separation/interchange) in Terrebonne (Lower Bridge Way). The Department has also had several meetings with ODOT to discuss project status of the Tumalo Interchange concept as well as the potential for installation of Bunnell Road as a project to supplement safety improvements on US 97. Q2 Status: The Road Department is currently assisting ODOT in preparation of a project scope and intergovernmental agreement to pursue a refinement plan update for the community of Terrebonne. The IGA and scope will be presented to the BOCC for consideration in February/March (Q3). Jefferson County is also a partner in the project given the impact to Crooked River Ranch residents. Q3 Status: No new information to report. In addition to the above Performance Measures, the Road Department will provide periodic updates regarding progress and delivery of CIP projects to the Board of County Commissioners relating to the Commission's goal of: Effective Asset Management: Preserve and enhance capital and fiscal assets, and Resilient Economy: Promote policies and actions that stimulate economic vitality. Sheriffs Office County Goal — Safe Communities: Protect the community through planning, preparedness and coordinated public safety services. The Deschutes County Sheriffs Office is proudly serving our community by delivering superior public safety and service. The Sheriffs Office will continue to protect the community through planning, preparedness, and coordinated public safety services. Objective #1: Collaborate with county and community partners in preparing for and responding to natural and man-made disasters. The Sheriffs Office will continue to lead the Emergency Management Planning Committee for Deschutes County. The Sheriffs Office Emergency Manager works with other county government and non-government organizations to coordinate disaster planning exercises that effectively test response and preparedness activities. These exercises are based on realistic scenarios that can be used to test overall preparedness. A tabletop exercise is a facilitated group analysis of an emergency situation in an informal stress free environment. A full scale exercise is a simulated emergency event as close to reality as possible and includes field play. Measure #1: Number of emergency preparedness exercises. FY2011 FY2012 FY2013 FY2014 FY2015 3 6 5 Q1 Status: No update. 10 7 FY 2016 FY 2017 To Date Target 4 4 Q2 Status: Emergency Management Staff participated in one full scale emergency preparedness exercise. Q3 Status: Emergency Management Staff participated in one real life emergency preparedness event during the winter storms in January. Objective #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. The Sheriffs Office will continue to respond and investigate all criminal activity in rural Deschutes County. Patrol has three lieutenants who are assigned to serve as community liaisons. The lieutenants ensure that the Sheriffs Office is identifying public safety concerns of citizens. In addition, the Sheriffs Office provides one full-time School Resource Deputy and two extra help deputies as School Resource Deputies to provide enhanced coverage to rural schools. The FY 2017 budget includes one additional deputy allowing the Sheriffs Office to provide a full time School Resource Deputy to the Sisters School District. These deputies provide education and mentorship to minor populations and, in doing so, work in a proactive manner to divert youth away from criminal behavior. The Sheriffs Office has three protection K -9's that assist deputies with tracking and apprehending suspects who have committed crimes. In addition, a drug detection K-9 is used in a proactive manner to interrupt the transport and sale of illegal drugs in the community. The Sheriffs Office will continue to support its mission statement which, in part, declares that the Office will preserve the rights of all individuals. Measure #2: Number of patrol calls for service. FY2011 FY2012 FY2013 FY2014 FY2015 21,424 24,015 28,850 31,440 33,196 Measure #3: Number of self -initiated patrol calls for service. FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 44,718 44,998 FY 2016 FY 2017 To Date Target 18,054 34,000 FY 2016 FY 2017 To Date Target 17,829 35,400 Q1 Status: During the first quarter of 2016-17, the number of Patrol Calls for Service was 10,073 or 30% of the FY2017 Target of 34,000 calls. During the first quarter of 2016-17, the number of self - initiated Patrol Calls for Service was 10,107 calls or 29% of the FY 2017 Target of 35,400 calls. Q2 Status: During the second quarter of 2016-17, the number of Patrol Calls for Service was 8,435. Total actual for the year is 18,508 or 54% of the FY2017 Target of 34,000 calls. During the second quarter of 2016-17, the number of self -initiated Patrol Calls for Service was 10,107 calls. Total actual for the year is 19,835 or 56% of the FY 2017 Target of 35,400 calls. Q3 Status: During the third quarter of 2016-17, the number of Patrol Calls for Service was 7,714. Total actual for the year is 26,222 or 77% of the FY2017 Target of 34,000 calls. During the third quarter of 2016-17, the number of self -initiated Patrol Calls for Service was 9,416 calls. Total actual for the year is 29,251 or 83% of the FY 2017 Target of 35,400 calls. Objective #4: Expand and enhance public safety communication systems in coordination with all stakeholders. Measure #3: The Sheriffs Office will replace the existing 800 Mhz radios with dual band radios that offer inter -operability with local law enforcement and public safety agencies. This purchase will be funded from the Communication Systems Reserve Fund (256). Q1 Status: Installation of the new radios is scheduled for January 2017. Q2 Status: Installation of the new radios is scheduled for Spring 2017. Severe weather has delayed the project. Q3 Status: Deep snowpack at higher elevation has delayed the project. Once snow conditions permit, the microwave links between towers can be installed and the project can be completed. The radios have been received and are ready for configuration. County Goal — Effective Asset Management: Preserve and enhance capital and fiscal assets. County Objective #4: Address long-term building and facility capital needs including major maintenance and replacement strategies. Measure #4: The main portion of the adult jail is 20 years old. In FY 2016 the Sheriffs Office began a five year project to replace all the existing HVAC units in the main section of the adult jail. These units were originally installed during the construction of the jail. The HVAC replacements will occur over five years and the FY 2017 budget includes $75,000 for the second year of the project. Q1 Status: Installation of five HVAC units is scheduled for the second quarter of FY 2017. Five additional units will be installed before June 30. Q2 Status: Severe weather has delayed installation of the HVAC units. Installation is planned for Quarter 3. Q3 Status: Five HVAC units were replaced in the third quarter. Five additional units will be installed before June 30. Solid Waste County Goal - Resilient Economy: Promote policies and actions that stimulate economic vitality. Objective #1: Continue strategic capital planning and projects that strengthen the region's economy. Measure #1: The Solid Waste Department has been pursuing the establishment of a landfill gas to energy project which would generate revenue for the Department as well as supply locally generated energy to the community. While the initial attempt to contract for development of such a project was not successful, the project generated a wide variety of interest for similar projects from developers. The goal moving forward is to develop a solicitation to evaluate and consider proposals on multiple approaches to managing landfill gas and processing of incoming waste for energy recovery. Q2 Status: Measure 1 is ongoing. Research into different approaches is being conducted. Consideration of development of a Solid Waste Management Plan is being considered to provide guidance/direction as we move forward. Q3 Status: Report not submitted by deadline. County Goal — Quality Customer Service: Provide internal and external services that are innovative and efficient. Objective #1: Encourage and expand opportunities for public engagement with Deschutes County government. Measure #2: Safe disposal of Household Hazardous Waste such as herbicides, pesticides and automotive chemicals is provided at the permanent facility at Knott Landfill in Bend. The Solid Waste Department began holding annual collection events in Redmond, Sisters and La Pine in FY 14-15 in keeping with this County objective. City FY 2015 Redmond 72 FY 2016 FY 2017 To Date Target 108 100 Sisters La Pine 170 45 22 29 175 75 While the goal for Redmond was exceeded, participation to date in Sisters and La Pine has not yet been met. With only 2 annual events so far it is not possible to draw any conclusions regarding continuation of the program. The Solid Waste Department expects to continue annual events with increased promotion in FY 2017 to raise awareness in the communities as to the presence and frequency of these events with a resulting increase in participation. Q2 Status: Household Hazardous Waste Collection events in Redmond, Sisters, and La Pine 2017 participation: Target Achieved Change from 2016 Redmond 100 89 -19 Sisters 175 62 +40 La Pine 75 41 +12 While we failed to reach our target, and Redmond had a reduction in participation, Sisters and La Pine improved. Q3 Status: Report not submitted by deadline.