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2017-557-Minutes for Meeting June 06,2017 Recorded 8/31/2017Recorded in Deschutes County Nancy Blankenship, County Clerk Commissioners' Journal CJ2017-557 08/31/2017 8:15:34 AM 1111111111111111111111111111,III 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 BUDGET MEETING DESCHUTES COUNTY BOARD OF COMMISSIONERS TUESDAY, JUNE 6, 2017 Allen Room, Deschutes Services Building Present were Commissioners Tammy Baney, Anthony DeBone, and Phil Henderson. Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; Mike Maier, Jimm Burton and Bruce Barrett, citizen members of the Budget Committee; Wayne Lowry and Loni Burk, Finance Department. Meeting minutes were taken by Sharon Ross, Board Executive Secretary. Call to Order: Commissioner Baney opened the hearing at 9:03 a.m. Election of Chair: Mike Maier made motion to elect Bruce Barrett as Chair and support made by Commissioner DeBone. Motion carried unanimously. Mike Maier made motion to election Jimm Burton as Vice Chair and support made by Commissioner DeBone. Minutes: Jimm Burton made motion to approve the budget meeting minutes from December 16 2016 and support made by Commissioner Baney. Motion carried unanimously. DISCUSSION: The topic of discussion was County Service Districts. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 1 of 7 Sunriver Service District: The Service District members in attendance were Mark Johnson, Deb Baker, Jim Wilson, and Mike Gocke. Mark Johnson reviewed the proposed budget for fiscal year 2018 (packet attached to the record). The vast majority of revenue comes from property tax. The District Board has been concerned about the future and the PERS rate increases as a large portion of their expenses is relative to personnel costs. At this time, they are in the hiring process for police officers. The district has done a reserve study and has added to that fund each year. Bids are out to prepare the property for the training facility construction and hope is to have the area prepped prior to the snowfall. In process of negotiations with the fire department. The other unknown is the fire department has submitted for a grant for radio upgrades. If receiving the grant there is a 10% match and if not receiving the grant the cost would be approximately $220,000. Motion: Mike Gocke made motion to approve Sunriver Service District operating budget of $8,195,953 and set tax rate at $3.3100 per $1,000 of assessed valuation and support made by Commissioner Baney. Motion carried unanimously. Motion: Mike Gocke made motion to approve Sunriver Service District Reserve budget of $1,207,853 and support made by Commissioner Baney. Motion carried unanimously. Chair Barrett closed the budget hearing for the Sunriver Service District at 9:30 a.m. Black Butte Ranch Service District: The Black Butte Ranch Service District members present were Rich Elliot (via conference phone), Chief Kelly, and Rosemary Norton. Chief Kelly reviewed the proposed budget for fiscal year 2018 (package attached to the record). There are no significant changes but have a continued increase of cash carry over. Increases are seen in health care costs. PERS is up 24% and they know what the rate will be for the next two years. They are tracking the health insurance and have looked at options of catastrophic insurance with high deductible insurance. PERS discussion held. Motion: Commissioner Henderson moved to approve Black Butte Ranch Service District budget of $2,182,652 and set tax rate at $1.0499 per $1,000 of assessed valuation and support made by Commissioner Baney. Motion carried unanimously. Motion: Commissioner Henderson moved to approve setting of the local option operating tax rate at $.5500 per $1,000 of assessed valuation and support made by Commissioner Baney. Motion carried unanimously. Chair Barrett closed the budget hearing for the Black Butte Ranch Service District at 9:47 a.m. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 2 of 7 Deschutes County Extension and 4H Service District: Members present were Katrina Van Dis, Holly Lyons, and Candi Bothum. Holly Lyons presented the proposed budget for 2018 as listed in Section 7, page 223 in the proposed budget. They are working on a strategy for the building addition and are needing to move staff around to find space. The debt service was reviewed. The building construction cost is projected at $1.45 million. Discussion held on possible funding opportunities. Commissioner Henderson is supportive of moving forward but it is a straightforward building according to the design and the budget should be pinpointed and looked at as what can be done with that dollar amount rather than the other way around. Motion: Commissioner Henderson made motion to approve Deschutes County Extension & 4-H Service District operating budget of $691,770 and set tax rate at $.0224 per $1,000 of assessed valuation and support made by Commissioner Baney. Motion carried unanimously. Motion: Katrina Van Dis made move to approve Deschutes County Extension & 4H Service District Reserve budget of $561,500 and support made by Commissioner Baney. Motion carried unanimously. Chair Barrett closed the budget hearing for the Black Butte Ranch Service District at 10:03 a.m. Chair Bruce Barrett opened the next session of the budget hearing at 10:31 a.m. Other: Mike Maier wanted to recognize prior Finance Director Marty Wynne and his service to Deschutes County and his work toward the finance awards that we received throughout the years. Discussion: The topic of discussion was Deschutes County Budget Proposal: Tom Anderson, County Administrator provided a brief overview on general fund and issues to be aware of for department discussions. Mr. Anderson noted the redesign of the County goals and objectives at this year's Board Retreat in January. Commissioner DeBone explained the document was condensed but the main categories remain and the County will still provide the same services. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 3 of 7 At this time, committee members had opportunity for clarification of items in the proposed program budget document. Mike Maier posed a few questions within the budget document. On page 3, the estimated collection and next paragraph shows a million dollar difference. The difference is the permanent rate is split between two funds - whole tax rate and general funds. On page 4, the top paragraph relative to marketing and promotion of fair and expo and then indicator clarification. Discussion held on marketing efforts at the fairgrounds. Page 7, fees increase for CDD and how do we compare with Bend, Redmond, and the valley. CDD will provide detail. Questions raised on the health for crisis stabilization center and it is not clear as to what will happen after two years for CCBHC as there is no reference in the budget documents for what will happen after 2020. Commissioner Henderson stated in January the Health Services Department presented the Board with the pilot program and one of the questions we have for thein is relative to meeting community expectations for services. Discussion on needing clarity on the positions hired and the agreement of hiring for a two-year period. Another question raised was on Munis on page 19. It is a software product of Tyler technologies. Commissioner Baney asked for clarification page 43 with the Community Development Department information regarding the intergovernmental revenue decreasing and asked if it was the office in Redmond no longer needed. That was explained as the reason for the decrease. Commissioner Henderson asked for clarification on page 1, inquired if the community is aware that county employees have a 7 step wage increase of 5% each year along with cost of living adjustment (COLA). Mr. Lowry stated CPI has been subdued over the last four or five years. Mr. Kropp stated when employees enter the system they enter at step 1 or 2. Commissioner Henderson inquired on the percentage of employees that are at the top step. Mr. Kropp commented 50% possibly. Wayne Lowry, Finance Director reviewed the fiscal year 2018 proposed budget notes on financial issues (document attached to the record). Mr. Lowry reviewed the Deschutes County Room Tax Distribution (document attached to the record). Discussion held on the distribution of dollars. Mike Maier commented on the minutes from the December budget meeting where a notation was made on a multi -use plan from Central Oregon Visitors Association and questioned if we received that as of yet. Mr. Anderson will follow up with Alana Hughson of COVA. Chair Barret called for a recess at 11:59 a.m. The budget hearing reconvened at 12:28 p.m. Commissioner DeBone noted that local news reporter from KTVZ21 will be here at 2:00 p.m. for an interview. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 4 of 7 Mr. Anderson reviewed the list of departments scheduled for the budget hearings. (document attached to the record): • Health services: Crisis Stabilization Center the Sheriff will join the Health Services to speak on the project. This center will divert people that would be going to jail and should see a decline in hospital stays and in jail time. • Fair and Expo Center: The firm C.S.L. was contracted to review the facility and operational practices and their recommendations should be ready by the end of this summer. • Knott Landfill: We believe there is ten to twelve years left for our landfill. Due to the lengthy permitting processes and financial preparations the time to review the plans for future need to start now. Commissioner DeBone noted at NACo WIR conference commissioners from Hawaii are also facing these types of issues. • Community Development Department has added staff during the course of the year to maintain their service levels. They are considering a change in operating hours and a position for long range planning. • Cohesive Strategies: Mr. Anderson noted the returned request from Joe Stutler for a Central Oregon Cohesive Strategies coordinator to work on wildfire prevention measures that was presented to the Budget Committee last year that was to be supported by a percentage from neighboring counties and at the time the budget committed asked for confirmed support before making a decision. Question raised how this position would fit in with our current positions. Deschutes County already has Forester, Project Wildfire coordinator, and Joe Stutler the senior advisor. • District Attorney's Office: The DA is requesting a staffing increase. During the course of the year temporary staffing solutions had been authorized. A software system conversion will also be requested for an approximate cost of $230,000. • Medical examiner: last year negotiated a new contract from $60,000 to $100,000 per year. They will be asking for additional dollars. Mr. Anderson has done research and most counties have this service in house and recommends further study of that service and compensation structure. • Elected Officials: Mr. Maier suggested having comparables on the elected official compensation. • Facilities a long-term capital facilities needs list has been prepared for immediate and long-term capital needs. Chair Barrett called for a recess at 1:03 p.m. The budget hearing reconvened at 1:10 p.m. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 5 of 7 SERVICE PARTNER: Economic Development of Central Oregon (EDCO): The members of EDCO present were Roger Lee, Tia Lewis, Jon Stark, and Wes Price. They reviewed EDCOs goals including their Move, Start, Grow program. (document attached to the record). Pending projects include increasing companies, jobs, and investments. The budget request was broken into categories of local economic development capacity, supporting entrepreneur and early stage companies, and regional economic development capacity. The budget request is a modest increase of $2,700. Mr. Lee noted the plan to add a new membership director position. Roger Lee expressed appreciation of the support of Deschutes County. Commissioner DeBone spoke on the strength and importance of EDCO in our community. Commissioner Baney asked for their greatest challenges for the upcoming year. Jon Stark commented it would be workforce housing and building space for new companies. Commissioner Henderson spoke on the affordable housing crisis and feels the local businesses need to be vocal on this issue. Wes Price noted the difference in building in Bend verses Redmond and the cost of land difference. Tia Lewis spoke on Oregon land use issues. OTHER FUNDS: Health Benefits Trust (including DOC, DOC Pharmacy, & Wellness): Kathleen Hinman reviewed health benefits funds and revenues and expenditures (document attached to the record). The health benefit fund total budget is $37,011,500. The employee cost share is not recommended to increase. Funding rate for departments will increase by 2.5%. Human Resources is working with a consultant for a five-year plan. The policy is to have a 12 - month claim coverage reserve. Commissioner Henderson challenges the need for the 2.5% increase to departments and compared the private sector to public sector. Mr. Maier inquired on our rate compared to other public sectors. Ms. Hinman noted our overall benefit packet is richer but we pay for that in the premium. Discussion held on maintaining the claim reserve so there is no need to ask departments to increase contribution. Commissioner Baney asked Ms. Hinman for her recommendation. Ms. Hinman recommends the 2.5% increase and wants to continue conversations with the consultant. Discussion held on retiree coverage. Commissioner Henderson inquired why the service district are not included in our health care plan. Mr. Kropp noted conversations had been held in the past but the inconvenience of the DOC and Pharmacy located in Bend posed a difficulty. Discussion held on Third Party Administrator and currently Deschutes County has First Choice but will be moving to PacificSource. Discussion on the health benefit trust will be continued on Friday. The discussions scheduled for PERS, Economic Development Fund, and Video Lottery will be pushed back to another date this week. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 6 of 7 Being no further discussion, the session ended at 2:30 p.m. DATED this , 2 Day of County Board of Commissioners. ATTEST: Reco +ing Secr tary 2017 for the Deschutes Tammy Baney, Anthony DeBone, Vice Chair Philip G. He derson, Commissioner Minutes of Budget Meeting Tuesday, June 6, 2017 Page 7 of 7 SUNRIVER SERVICE DISTRICT PROPOSED BUDGET FISCAL YEAR 2018 SUNRIVER SERVICE DISTRICT Mission Statement Art Hatch, Fire Chief Marc Mills, Chief of Police Protecting life and property, fostering a sense of safety and security in the Sunriver community District Overview The Sunriver Service District was established in 2002 to oversee the Sunriver Fire and Police departments in this urban unincorporated community in Deschutes County. The District provides public safety services to the community under the laws of the state and a management agreement with Deschutes County. A five -member board oversees budget, sets policy for the district and hires a Chief of Police and a Fire Chief to manage day-to-day operations. The board is also responsible for negotiating labor contracts for both departments. The board meets in a public meeting monthly to discuss pending business to maintain excellent emergency services for a high quality of life in Sunriver. RESOURCES NI Beginning Net Capital Charges for Services REQUIREMENTS 6% 4% Personnel Materials & Services Capital Outlay Contingency El Transfer to Reserves Successes and Challenges Successes in the Past Year The Sunriver Service District Managing Board continues to be the leader in the area of Emergency Preparedness. Partners are separate private entities that come together under the leadership of the District to be ready in case of an emergency. An emergency operations drill is held annually to test the resources and cooperation of these entities. Wildfires or railway incidents are the greatest threat to our community. Tourism to the area has also increased substantially in the Sunriver area, resulting in challenges in providing public safety to the community. Community outreach continues to be a focus of the District. Utilization of Citizen Patrols, partnering with Deschutes County Search & Rescue in lost person searching, and home safety inspections are just a few ways in which the District serves our community. A new fire engine and retro -fitted ambulance were added to the fleet, providing reliable professional response to emergencies. Significant Issues in the Year Ahead The District has maintained the same tax rate of $3.31 per $1,000 assessed valuation since 2010. Property tax revenue has historically increased approximately 3% per year. Continuing to provide professional public safety to a community that expands with a tourism influx and increasing costs will be a challenge. PERS rates have increased 29% this biennium and are expected to have another significant increase in the next biennium. Health care costs increased 9% last year and will go up another 4% this year. Personnel expenses are the largest portion of the budget. The delivery of professional public safety while ensuring long-term financial solvency will be the focus in the years to come. The construction of a training facility for both the Police and the Fire departments is a still a project that will be pursued. The labor contract with the Police has been settled, and will expire July 2019. The Fire Department's labor contract expired July 2016 and negotiations are currently ongoing. Fiscal Issues and Conditions The main source of revenue for the Sunriver Service District is property taxes. The tax rate will remain at the current level for FY 2017/18. The remainder of the District's revenue is generated from fire and medical/ambulance charges, court fines and fees, and interest earnings. Wage adjustments to the budget will be necessary after settlement of the Fire contract to include both FY 2016/17 and 2017/18. Required radio upgrades for the Police Department have been completed. The radio upgrades for the Fire Department will be necessary in the near future, with a potential cost to the District of $120,000. A multi -jurisdictional grant has been applied for, which could reduce that cost to a 10% match of $12,000. BUDGET SUMMARY $(000) - Sunriver FY 2014/15 Actual Service FY 2015/16 Actual District FY 2016/17 Projected (Fund FY 2017/18 Proposed 715) FY 2017/18 % Change Property Tax $4,251 $4,351 $4,490 $4,627 3% Gov.'t Payments 10 31 0 0 n/a Charges for Services 222 242 223 233 4% Fines & Fees 13 25 7 13 86% Interest Revenue 19 23 14 20 43% Total Revenue $4,515 $4,672 $4,734 $4,893 3% Personnel Services $3,137 $3,207 $3,343 $3,421 2% Materials & Services 625 621 725 687 -5% Transfers Out to Reserves 270 292 300 310 3% Contingency 483 552 366 475 30% Total Expenditures $4,515 $4,672 $4,734 $4,893 3% Beg. Net Working Capital $2,302 $2,750 $2,123 $3,303 56% Resources and Requirements $6,817 $7,422 $6,857 $8,196 20% Sunriver Service District Reserve (Fund 716) The Reserve Fund (716) is used to maintain funds for capital asset purchases, such as vehicles and operating equipment. The majority of FY 2017/18 resources are from a Sunriver Service District Fund (715) transfer of $310,000. Capital expenditures of $426,095 are planned in FY 2017/18. BUDGET SUMMARY - Sunriver Service District (Fund 716) FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2017/18 $(000) Actual Actual Projected Proposed Change Interest Revenue $4 $7 $4 $5 25% Grants 0 0 0 339 n/a Interfund Transfers 270 292 300 310 3% Sales of Assets, Land or Equip 7 24 9 6 -33% Total Revenue $281 $323 $313 $660 111% Capital Outlay $9 $921 $75 $426 468% Reserve for Future Exp. Less working capital 272 -598 238 234 -2% Total Expenditures $281 $323 $313 $660 111% Beg. Net Working Capital $875 $1,147 $820 $548 -33% Resources and Requirements $1,156 $1,470 $1,133 $1,208 7% STAFF SUMMARY FY FY FY FY . uII Time Equivalent (FTE) 2014/15 2015/16 2016/17 2017/18 TOTAL FTEs 26.5 26 26 26.7 oard Coon Corn lone Service District Managing Board Di •Y Fire tap FTI F n (C Shi 00 FTE (3) Reserves Reserve Firefighter/EMT (5) Reserve Firefighter/EMT (5) Governing Body SSD Managing Board Departments Management Non -Management Employees Reserve Employees Reserve Firefighter/EMT (5) 0 N W O N U r N w N 0 O U N .L P- '(> � C L 7 LL aO m FY 2017-2018 17-18 Bdgt v 16-17 Prot ; a e 00 Y e rn eeeeeee 0 0 0 00 0 0 e 0 00 e eee 0 0'0 e 0 00 ee 0 0 e c 7 o (942,894) co )d °: O O 0— � 0 0 0 6 0 0 01 Mo oo O '0 0 6,000 0 C c 00 , 17-18 Req v 16-17 Bdg a p p a e N e rn e e 0 0 e e 0 00 e e 0' 0 e e 0 rn e e 0 0� e e e 0� e e 0 00 e 0 0. Amount $3.31 1,180,025 137,448 0 0 0— 00 113,000 (96,000) 0 0 C 0 0 co 0 O 0 0 0 0 0 00 00 00 FY 17-18 Re uested $331 3,302,944 4,537,016 90,000 0 ''. O — s .nrn 240,000 (96,000) 9,500 32,782 12,000 29,000 O 0 O —,, 0 0 0 0 0 N 0 4,893,009 8,195,953 r, c N N >- u- - _ Year End Proj O''?, p Gr o O O e O O e 0 O O 0 e 0. O- e 0,' 0 e 0 0 0 0 o o 0 0 0 0 e 0 0 e e 0 0 O e o 0 0 O e O O 2C O M E E Gc0 C N v 90,000 5,000 240,000 (96000 00) 0 0 O, coV C r100 12,000 20,655 --. - 7,000 14,000 4,733,550 O. -6' Actual YTD (Oct) e P, O e .p h e 0 e e 00 0 e e 0 e o O p e e O N 0 e e N N 0 C e N e e O 00 e e m e 0 00 Amount $3.31 '/0 0 N O 0 .D 0 - 6 0 2,732 80,230 (35717.00) '00 0 — cNn co .O 0 0' — r1 0 N 00 0 N N 00 N O '0 '. lib.0 m 00 :n 47 ti C 0. N N N 4.399,568 0 0 0 O C 0 5,000 127,000 0.00 0 01 01 00 C M 0 0 0 '0 N O N 7,000 0 0 0 Vr 0 0 0 '0 C Actual 4.4 M •0 "" VI w 2,750,051 (1 O r N V 72,410 4,000 27,098 5,384 277,879 (111379.00) 4.756 31,826 10,123 23,303 0 N N 0 23,079 0 4,672,811 7,422,862 Actual 600 C GT. 2,301,708 4,154,918 C N O C 0 5,227 0 0 o6 OO N " 00 0 OC oo O — 71- _N �' — O 0 co o N0 � vl cn 00 v R u E FY 13-14 $3.31 kr) O C — 00 t` o N O 00 00 00 00 i' 00 a 0 — o .n r o0 277,452 (137821.00) 9,850 30,000 .o —.0 .D 00 00 — N 0 — 0 co 0 '0 o co 00 -- 00 or 6,299,353 Actual FY 12-13 $3.31 1,493,306 .p 60 W O 0 n co co or ol n 0 .- 0 5,000 co 6 0 or 0 0 co O C O M 22,558 27,964,. 1 oo •D 0 13,053 O N r N rn a o0 co C N 00 01 Account Description Tax Rate/$1000 Assessed Value Beg Net Working Capital Property Tax Collections Prior Year Tax Collection Fed] DHS Grant Revenue State Reimbursement - Conflagration ------------ Contract Payments- SROA Rules & Regs 'Ambulance Charges Bad Debt Expense Fire/Medical Charges Bike Patrol 1Miscellaneous Income Police Miscellaneous Income Fire Court Fines & Fees Private Grant Revenue Interest on Investments Sale of Eqp & Material - Police & Fire Equip Account Number 0 0 0 9 0 co0 0 0 F 715-1000-311-1000 715-1000-311-1500 715-1000-331-1200 715-1000-335-2100 715-1000-342-1400 715-1000-342-3100 _ 715-1000-342-3120 715-1000-342-3200 715-1000-342-3300 715-1000-343-1300 715-1000-343-1301 715-1000-351-2300 715-1000-365-1000 715-1000-361-1100 715-1000-392-1200 REVENUES TOTAL RESOURCES 000, Cu I--, -Nm..- 7 , N 4- i N ' OW Eu 7i LL .-. , . . . , . i i i . , , N 6- e N co , 321%I 0% 000004-000000000 W %001- %09 %0 %OL- %00L - %00 -100% 67% -100% 0% -23% 0% 0 000000 0 0 -34% 0% b e M — Pct. 1% ,-,--6000 ry IMMO 0. (9" 14% 0% 3% 17-18 Bdgt v Amount 1 24,710 0 00000000 O m 0 O O N 0 2,000 (2,500) (2,600) (26,100) 0 500 (2,500) O O 0 o° 0 c' co co,.?; O O O O (7,300) 3,900 -34,790 H r N V Amount 1,039 1,807 8,608 5,000 0 O o O ((i 21,4541 p V N r- (V N 21,690 0 1,126 o-00000000 0N,) 0% 0% 0% 00004000001-0000001--0('00 .,..0 0, .0000 N -34% 0% e (D e M FY 2017-2018 17-18 req v 16-17 Pct. 2% N M O O N O O O M (O N 14% 0% 3% e <D Y 2017-2018 17-18 Reqv' Amount 24,710 0 00000E00: O m �. 0 0 0 (23,000) 2,000 (2,500) (2,600) (26,100) 0 500 (2,500) (1,000) 2,000 (500) 0 (1,500) 2,000 .- 0 N M r M e...' M N OC Amount 2,077 3,614 14,347 5,000 5,000 W O M (564) 22,174 11,185 O W a .N- - N .- m . FY 17-18 Requested 000000000000 OOOOOOOOOVO V 0 M N a O .- W O V M V O N W V O V N N 5,000 2,500 14,500 0 0 10,000 1,500 1,500 0 0 5,000 0 1,500 5,000 2,000 500 7,000 2,500 28,000 700 1,000 14,100 3,900 mN N W 1 1,680,0231 Requested 105,882 0000000 NN0000 V M W4- 0 N 1,019,394 00 V'M M .- W N N 175,040 6,000 37,930 V 15 V 6-7 T 0 .u,-,-..-00,0.- o 0.00000000 0 0 0 0 0 0 0 0 a 0 o 0000000, a o 0 0 0 0 0 0 e 0 0 0 e . U 6 e e-Q 000 00 0 0000000000000000000000000000000000 e 0 00 e e 00 00 e 00 0 e e e 00 00 00 e e e 00 00 00 e e e e O O 0 000 00 00 e e e e 00 0 000 00 00 0 e e 00 00 e e 00 00 e e 00 00 e 0 00 . 0 0 0 0 0 Year End Proj Amount 0 0 o 0 roto. r N 0 0 o a - 0 0 o 0 W ovm a M 0 0 0 0 N r 2,400 2,000 13,449 28,000 2,500 12,500 0 0 0 0 0 0 0000000000 ..-.0.0.— N N (O .- .- N M 1,000 3,000 500 1,500 6,500 0 0 0 0 0 (n O(noro W 0 0 0 0 N O M 0 0 0' .- 21,400 221,049 M a r 1` Amount 104,843 182,4831, 579,6141 25,000''. 67,000 o o 0 o m M 997,940 V (O 0 mm W m N 153,350 6,000 36,804 m m m tD a 0 0 M V 0 M N M M V O) N e r .-0 1. e O I� M NMV e (0 N W e e e e. m oom m (O o NNVN e O O O O M O V e. e M r ` ,z N N NN e N O � O O e O M o M FY 2016-2017 Actual YTD (Oct) 0 ..,--a,. Z. OMMMN 6 0 o a a o 00 O o 0 M 0 0 0 .o- .o- N NMON o a �n 0 0 NO e 16-2017 Actual YTD Amount 250 805 0000 m<-...4-0 M .- N "- 265 5,477 O 0 W 000)000 .- M ,- V V O r m N 625 723 17,744 437 60 66 W r N M V m 558 6,695 r O (0 o o m (0 N r co 1 501,677 1 Amount 34,944 61,045 178,694 8,958 18,753 m M O M 1,905 58,762 7,574'1 N O W O) O (9 O N M N 434,4081. W, Eu '7 F- (D u .- ' . ' . . . , , . , O N r 00 .- (D .- N W N 6 N Budget FY 16-17 7,700 2,000 0 0 000 O o e- 4,800 3,000 2,400 17,900 0 0 00 V O N N 13,449 28,000 2500 12,500 2,500 2,600 36,100 1,500 1,000 2,500 1,000 3,000 500 1500 6,500 0 500 6,000 2,500 30,000 0 0 0000 ,0v - 0 0 N 221,049 V . N m FY 16-17 103,805 180,676 573,875 25,000 67,000 0 39,000 W (0 M 0. V W ON 00 .0 153,350 6,000 36,804.. o .- 05 Q Actual O)O t0 N tD,0 LL 180,496 529,098 24,597 55,252 V r N. M 925,476 O M r N V M 0) O) O r W N W W 40) (D W O) M Maim -6' O N (0 M W M (h r Q LL. NOW,- O 0 O) W N W V M N .- 4,560 723 N O) O M N .M-- 607 707 12,936 30,955 750 5,132 2,433 2,527 18,753 536 368 1,829 264 2,926 0 1,770 6,624 0 302 3,223 O) W (0 (O N •-N V (O (0 M •-- 8,701 0 co V 0) r 1,471,581 N V 0 N (0 O LLmr- 176,303 512,988 8,253 56,469 O M V W W M 892,360 7,749 171,101 21,955 137,607 n VN W .- (0 N N 1,263,740 'Actual I FY 14-15 5,270 535 MN WO (0 O .- 4,560! 716' M V M (0 r O r - c4 .- M M W V 0)40040 N N N W W N N V W W (0 M .- N 2,444 2,826 18,820 1,966 0 1,831 0, -Nr -NON, r - W V W O) W N N " co -NV O) N N O) M W M O .- N N 517 828 0- O N N N .- 0 <D (0 i0 0 O ? 00 (0 u FY 13-14 100,000 173,724 481,610 17,315 60,071 0 60,948 O) W (0 MW co W 000)000000 0000040)00) W,-Vr W O O .- O) M O M .- N O (0 N r - Actual 00000 0)00000) (00)00 NN 4,560 941 000)4-000000000-0000 0004)0000000000 O N 0) r N .- M V N N W N V 10 .- N 2,718 2,827 19,194 2,193'', 74'', 8551 0, 2,628 287 91, 8,010'. 0 0(00)00004-0F" 4040000000 0000-00(0 •- N r .- (0 N V N 1 1,427,825 T Account Description Police Chief Police Sergeant Police Patrol Officer Overtime Office Manager Reserve Police Officer Vacation Pay SALARY SUBTOTAL Life/Disability/Sec 125 Health/Dental Insurance FICA/Medicare PERS - Employee/Employer Unemployment Workers' Compensation Ins T Account Description Contract Services Employee Medical Expenses Water and Sewer '.. Garbage Custodial/Janitorial Services Dry Cleaning Building/Grounds R & M Vehicle R & M Equip (Non -Office) R & M Equip (Office) R & M Building Rental Memberships & Dues Professional Lic and Fees Education & Training 'Telephone Selfular 'Communication Services Printing Travel Expenses Ammunition/Range Public Educational Supplies General Supplies Office Su..lies Postage/Freight Uniforms Electricity Gasoline/Diesel/Oil Natural Gas Meeting Supplies Minor Tools and Equipment Minor Office Equipment 'MATERIALS & SERVICES DEPARTMENT 40 REQUIREMENTS TOTAL IAccount Number 715-4000-422-3399 715-4000-422-3410 o_ o —N V NN NN O 00 n 715-4000-422-4220 715-4000-422-4260 715-4000-422-4320 715-4000-422-4325 715-4000-422-4330 715-4000-422-4340 715-4000-422-4460 715-4000-422-5010 715-4000-422-5020 7154000422-5040 715-4000-422-5310 715-4000-422-5330 715-4000-422-5390 715-4000-422-5510 715-4000-422-5820 715-4000-422-5830 715-4000-422-5870 715-4000-422-6101 715-4000-422-6110 715-4000-422-6122 715-4000-422-6134 715-4000-422-6155 715-4000-422-6161 715-4000-422-6197 715-4000-422-6210 715-4000-422-6220 715-4000-422-6240 715-4000-422-6320 7153000322-6650 715-4000-422-6665 Account Number 715-4000-422-1020 715-4000-422-1141 715-4000-422-1143 715-4000-422-1155 715-4000-422-1815 need a/c number 715-4000-422-1901 715-4000-422-2110 715-4000-422-2150 715-4000-422-2201 715-4000-422-2301 715-4000-422-2501 715-4000-422-2601 PERSONNEL SERVICI W I - C.1 LL c- .- M M M c W m !- 0 1- 111- I I I J FY 2017-2018 •C''.**,'" �- - o e r i 0 0% -7% 46% 0% O O o O o O o e N O o o (O N` e o 00 O 0 0 V O 7% 0% 14% 0% 'a''''<-:,' 0?., -40% 25% 0 0 00 00 0 0 0 O W N -100% -100% -23% 0 o e O '0 0 e o 0 00 0 o .- 0 e e 0 N o 0 o r e o O 17-18 Bdgt v Amount 1,100 550 —00o . 100 850 1,500 0 2,594 1,100 O (0 O O N 0 v (D N (0 0 O v 0 0 O M t` O v v O O 0 0 p0 N N O O O CO3-,--.- N W m- M, (0 v O M O .0'. n . M 0 a- N O O ON O 0 0 , 0 W M Mc-, ,-,-.co O W a (0 N 0 V OD Of N pf (•) 17-18 Bdgt v Amount c7;1,-- 0 0 m O 0 N N 0 of OJi 0 N 0 0M (O 0 0 0 p O '0„.. V O) M 0 O) cp 'N.03 O 0 v N N M M O O O) M h W H v 0 0 moo. -100% 0% 4% 0% 7% 0% 14% o% 0 M -40% 25% ;,..9-1. O O O O 0 0 O W -100% -100% -23% 0 0 0 O (0 0 M 0 0 0 0 O' 0 .- 0 0 0 •- N -61% 1 -72%' 145% 0 4 0 O N N N V V O O h (O O ' V .,- ' O O M O 0 O O e N N ' ' Y 2017-2018 17-18 Req v Amount 1,100 550 (1) 0 100 850 1,500 0 2,594 1,100 O 0 0 �- N CO 0 (0 .N- W 0 M tM 0 0 O O0 1,-.0 co N O 0 0 N N Oi = (3,280) (6,610) (1,910) 16,750 1,163 350 O c.<0 O 6 O M N O OD M 0 (1,150) (8,728) 1,600 V 00 O1 N M 0 17-18 Req v Amount I M f` N O 0 0 N.- (9,269) (9,950) N 08,-7,- 0 f0 500 (4,191) 9,500 0 N V V 0 m O f` N O O) N N M M 0 00 ' O O O O N M FY 17-18 Requested 20,000 3,800 0 6,000 2,700 850 23,000 32,600 20,564 1,100 61,101 6,200 5,685 19,440 0 o 0 o :28 W 0 0 6,500 16,750 24,500 1,500 0 0 N 0 0 N M 0 0 000 0 0 O 0 00, 7501 3,450' 2,700 336,260 Ti N FY 17-18 Requested 104,204 94,834 255,302 218,785 w 0 NO .0 n m ,- 101,000 52,746 30,000 0 1,226,799 10,1101, 273,830 48,7701 207,2101 0'', 6,000'. 45,290 1,818,009. , O N N LL J o. 0 0 0 0 o a 0 0 0 o a 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 \ e 0 0 0 0 0) 0.00000000000 o \o O O \° \ \ \ \ O O O 0 0 0 0 0 \ \ \ 0 0 0 0 0 \ \ 0 0 0 0 . \ 0 0 0 000000000000000 \° \ 0 0 0 e. \ 0 0 0 \ \ 0 0 \ 0 0 \o \° o O \° . e 0 O 0 0 0 0 e O 0 e6 0 Year End Proj Amount 0 0 O N m N W M r 1 6,000 2,600 0 21,500 32,600 17,970 0 0 W V O N 3,700 2,080 00 N N .- 3,280 6,610 8,410 0 23,337 1,150 618 10,000 0 M 03 0. O (O CO r r 0 0) 0) .- ` .- 333,276 2,152,878 Year End Proj Amount 0,-.00 OJ O OMi .- r (0 n M (0 r c0 N N N 0 0 N O 0 O W m s- 100,500 56,937 20,500 0 1,245,192', 11,189 _... 274,756 29,838 206,378 0 0 O O 0 N . N O ap 0 0 %.2 V 0 0 0 0 0 0 0 V c0 O N O O NN M (0 0-,.—..,.e N i0 i- M VNNO O W 0 0 0 a V N 0 0 0 i0 ro O) N 0 0 0 0 0 a M 0 0 M M .V1 0 0 W M -0.1N 0 0 (O N 0 0 0,-r ;30,- N 'c- (O 0 N e M 0 V' M M M 0 0 o 0) M N 0 0 O M M M 0 0 0 M 0 0 0 N M 0 0 M o a O) O NMON o o c0 ,- a o O O e 00 16-2017 Actual YTD Amount 9,063 3,028 0 1,416 674 0 2,640 9,866 9,568 0 19,968 4,325 4,264 (0 M 0 00 O n 0 171 130 518 1,866 790 0 7,098 0 000000 0) N V N 0 O W (O _ M V (0 c- V 526 2,240 735 98,153 658,801 Actual YTD Amount 0 M 'C''. O M M 82,479 65,225 54,052 64,938 23,117 16,829 0 0 0 0 0 (0 M N 0 0 M N M (0(0 M 0) V 00 (0 (0 V 0 0 (0 N N r V O W F r 0. b LL i i i N Wr r b LL �- N M M i �- N N 0 Budget FY 16-17 0 0 0. MN M M 1 6,000 2,600 0 21,500 32,600 17,970 0 62,919 9,497 15,585 3,700 2,080 0 1,220 1,120 M N 0 V 0000(00(00 COs -000000. N x-00 0 0.0 ‘- 1,9001 12,178 1,100 10 r N M I 2,150,927 Budget FY 16-17 102,151 92,927 264,571 228,735 1. 181,920 195,000 100,500 56,937 20,500 0 1,243,241 11,189 274,756 29,838 206,378 01 6,000! 46,2491 1,817,6511, 0D' (Q O N Q LL .0000 V M --0Q N N O 0 (0 0) N (O N N 215,866 199,2651 W O N V0,00 00(-0. 660 N N V (O N V r N 8,978 262,700 N (0 N V .0 Mico M M ^ 0 0 N.00 M 0 N (0 0 O0 Of OJ (") M , Actual FY 15-16 0 (0 (0 .N V N N 0 5,583 2,764 0 21,909 31,826 18,099 0 58,729! 8,669 18,520', 0 (0 C) V 0 378 391 N N r 0 r -0 N (0 O 1- 0 23,256 1,528 888 8,022 30,800 7,490 12,036 M 00 M N r V 0 0 C'‘ -:".W.. C) .- ,- M M CO 0 V CI N WM.,. 047;.00 Q LL (0 r OM 167,458 215,9141 em NO .M V t` N .- 91,174 55,188 22,503 85,021 0 V r 8,886 276,456 30,030 207,109 0 0 00 N 0) (0 (O N p a0 'c -N Actual FY 14-15 04, N 09, (0 .- 0 4,830, 2,595' 0 21,993', 30,855! 25,551 0 57,577 11,515 17,607 s- 0 O (0 M N 0 634 897 3,882 4,959 8,883 0 21,171 1,254 487 11,493 30,517 COCO 00v 0) (O 0 0) `-' 3,721 1,594 9,419 639 V b M (O 00 00 Actual FY 13-14 101,906 87,920 164,120 220,785 .01 rN (0 M (r0 CO N .- 75,487 55,188 21,751 83,920 1,259,075 .00 NW NV M M N 25,383 218,887 00 30,981 1,773,039 V N M 7.- < LL 14,604 1,479 0 5,311 2,644 0 16,273 35,916 15,627 0 56,448 11,049 14,234 3,586 O N 01 N-000000 0,M00,00 .- 0 0 (0 (0 00000000000 N,-.,--VV,-0O3--000/ N c- M (0 00 N s - W 0J O W N M V N (O .- A Cm) N CO N O N 0 N Account Description Fire Chief Asst Fire Chief Fire Captain Fire Engineer Firefighter/PM Overtime Fire Volunteer/Reserve 'Office Manager (Vacation Buyback (Training Officer SALARY SUBTOTAL Life/Disability/Sec 125 Health/Dental Insurance FICA/Medicare PERS - Employee/Employer Employer 457 Contribution Unemployment 'Workers' Compensation Ins ES Account Description Contract Services Employee Medical Expenses Cont-Fast-Sewiees Water and Sewer Garbage Dry Cleaning Building/Grounds R & M Vehicle R & M '1 Equip (Non -Office) R & M Equip (Office) R & M Building Rental Membership & Dues Professional Lic and Fees Education & Training Communication Services Printing Travel Expenses T ,.IA„r,,mennA,mf '_,' Custedial-Supplies Public Educational Supplies General Supplies Medical Supplies Office Supplies Postage/Freight Special-Suppl4e6 Uniforms Electricity Gasoline/Diesel/Oil Natural Gas Meeting Supplies Minor Tools and Equipment Minor Office Equipment 'MATERIALS & SERVICES DEPARTMENT 55 REQUIREMENTS TOTAL (FIRE DEPARTMENT Account Number 715-5500-425-3399 715-5500-425-3410 715-5500-425-3437 -715-5500-425-4110 715-5500-425-4210 715-5500-425-4260 715-5500-425-4320 715-5500-425-4325 715-5500-425-4330 715-5500-425-4340 715-5500-425-4460 715-5500-425-5010 715-5500-425-5020 715-5500-425-5040 715-5500-425-5310 715-5500-425-5330 715-5500-425-5390 715-5500-425-5510 715-5500-425-5820 1 715-5500-425-5830 715-5500-425-6110 715-5500-425-6122 715-5500-425-6134 715-5500-425-6143 715-5500-425-6155 715-5500-425-6161 715-5500-425-6188 715-5500-425-6197 715-5500-425-6210 715-5500-425-6220 715-5500-425-6240 715-5500-425-6320 715-5500-425-6650 715-5500-425-6665 FIRE DEPARTMENT Account Number 715-5500-425-1022 715-5500-425-1023 715-5500-425-1151 715-5500-425-1152 715-5500-425-1153 715-5500-425-1155 715-5500-425-1158 715-5500-425-1885 715-5500-425-1901 715-5500-425-1454 1715-5500-425-2110 715-5500-425-2150 715-5500-425-2201 715-5500-425-2301 715-5500-425-2351 715-5500-425-2501 OD O N C r C j3 N E M .2- a, N 3 r� 0 >cr) c w c mu 0 m t0 00 W F r LL N i i , N ' ' ' ' N 1 1 1 1 1 FY 2017-2018 17-18 Bdgt v 16-17 Proj. Amount Pct. O 0% O 0% 0 o O O e O o 0 0 0 O 0 o 0 0 -100% 33% e 00 v - O O 0 O Op O ON N "- 11111111111.1110 2,500 O8 u n 500 500 1 17-18 Req v 16-17 Bdgt Amount Pct. O 0% O 0% 0 0 0 0 OO 0 0 O O %0 %0 -100%I 33%' e co e c - 0 0 0 O^ O Oo O N N 0 2,500 D O N N O N 500 FY 17-18 Requested 60,000 5,500 500 2,000 0 O 00 40 0 2,000 300 2,500 01 2,000', co b 74,800'... 1 FY 2016-2017 0 a 0 0 0 0 o 0 0 g 0 0 0 0 e 0 0 0 0 0 0 000000 0 0 0 g CI 0 0 e O O e O O Year End Proj Amount 60,000 5,500 0 0 0 N LI 2,000 0 300 0 M0 N N N - M b Actual YTD (Oct) Amount Pct 38,344 64% 3,532 64% 0 o O .n- e 440 - ..-002,(1)0 0 0 0 0 (0) e O e N 0 336 N N a 23 0 0 0 V - V N () 00 a con W a, Hb LL ,- i co Budget FY 16-17 60,000 5,500 500 2,000 o O 00 b 2,000 0 300 2,500 1,500 o M b 74,300 Actual FY 15-16 55,583 4,427 O 0 N0- O CO 435 0 0 0 0 al 0 0) 0) 0 M NO ei- b Actual FY 14-15 47,023 3,450 0 646 0) rN ca 10 O LO 0) N 227 0 1,225 11111111111.10 5,802 N 0, N Actual FY 13-14 45,402 3,356 0 543 O M V O O 0) co O 1,540 1,444 3,904 53,204 Account Description Bike Patrol Officer FICA/Medicare Unemployment Insurance Workers' Compensation Ins PERSONNEL SERVICES 1 Medical- Employee Medical Expense Education & Training General Supplies O c 7 715-6800-428-6650 'Minor Tools & Equipment MATERIALS & SERVICES DEPARTMENT 68 REQUIREMENTS TOTAL BIKE PATROL Account Number 715-6800-428-1145 715-6800-428-2201 715-6800-428-2501 715-6800-428-2601 715-6800-428-3375 715-6800-428-3410 715-6800-428-5040 715-6800-428-6134 715-6800-428-6158 715-6800-428-6197 eeeeee Amount Pct. (2,851) 5%1 0 0%1 0 0% '� .. 2.0001 0r; 49 4900%1 (200) -100%1 (1) -100% (1,750) -64% 2,500 0%, V o 0 3% • 3% 1 Amount 0,. 0000 :018 17-18 Bdgt' 00 10,000 10.000 N O Q N (2.013,829) M 0 -4- M m c `- FY 2017-2018 17-18 Req v 16-17 Bdgt -22% p -p iiiiii (500) -100% (1,554) -100% (200) -100% 0% (1,750) -64% 2,500 0% N N oo co Amount (7,400)1 or-.o O O. 17-18Req v 0 O '-`' 10,000' 10,000 (NO N ON O N (2,007,262) V N V O O M FY 17-18 Requested 50,600 25,000 18,000 5,000 2,000 1,200 0 0 O m v 0 0 0 0 0 0 2,000 50 0 0 1,000 • • 2,500 157,650 199,170 O 310,000 310,000 474,747 3,302,944 3,777,691 M m m_ ro 1 Requested 25,600 00 N ON 2,400 1,310 41,520 =MIN NM= Mme_ e e 0 0 .O 0 0 o 0 0 O —CO Amount 53,451 25,000 18,000 co IE Ic 500 1,554 1 200 1 2,750 164,147 202,967 1 Amount 33,000 2,400 1,500 38,820 Year End Proj o 300,000 300,000 2,488,576 { N m V m N m ro O tD o 2:OOO 0 0 0 0 ( N 000(0 e FY 2016-2017 Actual YTD (Oct) 16-2017 (Oct) -_... 0.-t o• e e 0 0 o m e 0 CO Amount 11,116 Amount 13,187 1 2,185 50 • 537 0 1,113 01 01 0 75 '', 23,447, 39,986 1,243,308 O O O O m p m m _ N 2,196,909 ^ N p V O co- 01 .. o FY 16-17 33,000 o2 2,400 1,500 38,820 25,000 18,000 1 8,218 2,000 1,171 50,000 000 500', 1,5541. 111 20011 1, 2,7501 O 300,000 300,000 2,482,009 2,482,009 m0 M m OJ O O 291,600 291,600 3,302,949 3,302,949 co_ N N V 0 rActual FY 15-16 15,646 0 1,134 2,400 39 19,219 1Actual FY 15-16 47,450 20,683 16,054 0 3,644 230 1,124 o r ow mO M V N 139,447 158,666 270,000 270,000 2,784,740 2,784,740 M N 00 OMO O o W W 0- O 1 FY 14-15 11,146 0 233 12,185 FY 14-15 44,083 M r 04v- O 0 4,029 329 1,077 N O 0 0 LL'1 V O O m d NM (O N 219 1,853 0 0'1 (735)1 549 • 141,703. 153,888 00 250,000 250,000 p m m N N 0 T m N OfO M MN MVnMN m m N N OVVONm000OO FY 13-14 4,860 0 403 rN Actual .-oSVv V } LL M N N O ..-NO.-N �r V V 782 1,042 577 423 1,210 0 78 47,703 2,284 198,455 204,451 N = Trans to Reserve Fund 17-18 cap. N m C O 0 End Net Working Capital rtments: (FUND RESOURCES TOTAL DEPARTMENT TOTAL REQUIREMENTS FUND 715 Surplus (Deficit) PENSES Account Description Board Administrator Admin Asstnt FICA/Medicare VEBA Workers' Compensation Ins ES Account Description Accounting/Audit Services '.. Legal Contract Services Employee Medical Expense ,Building Rental Membership & Dues 1, 1 Education & Training 1Bankufrustee Charges 11 ''.Insurance Premiums ,T -Non -Dept CoIIuIar Nan Dept. Communication Services Advertising & Public Notice Printing Travel Expenses Office Supplies Postage/Freight A4estaQ-Supplies Fire Bldg. Asset Improvements Meeting Expense/District Functions Office Equipment (minor) MATERIALS & SERVICES DEPARTMENT 97 REQUIREMENTS TOTAL 715-9700-472-8102 DEBT SERVICE CAPITAL OUTLAY 715-9700-491-9616 TRANSFERS OUT 715-9700-501-9701 !ADMINISTRATIVE EX Account Number 715-9700-425-1888 715-9700-425-1815 715-9700-425-2201 715-9700-425-2150 715-9700-425-2601 PERSONNEL SERVICI Number 715-9700-425-3320 715-9700-425-3370 715-9700-425-3399 715-9700-425-3410 715-9700-425-4320 715-9700-425-4460 715-9700-425-5010 715-9700-425-5040 715-9700-425-5050 715-9700-425-5204 715-9700-425-5330 715-9700-425-5390 715-9700-425-5401 715-9700-425-5510 715-9700-425-5820 715-9700-425-5830 715-9700-425-6134 715-9700-425-6155 715-9700-425-6161 715-9700-425-6320 715-9700-425-9500 715-9700-425-6335 715-9700-425-6665 ti 0 N .t o Q N U N- E ON W U Q W W } J uJ U LLI CI)LL W a • O • Z z [Ti Q CO FY 2017-2018 16-17 Bud -15-16 Req I V CL 0 0 0 4k 0 0 o 0 a O o O 0 0 Amount 0 0 0 0 17-18 Req - 16-17 Bdgt V 0- 0 M co 0 o It 0 O 0 o o O 0 co N 3% e M o Amount (272,463) 1 1 200,0001 108,000 25,000 0. 0 0 CO 0 M 0 00 0 o .- 0 0 0 45,537'', co 1:- r e- ). - } LL U. Requested 547,8531 5,000 200,000 108,0001 O O O O O O O CO- 0 25,0001 1 350,0001 310,000 310,000 1,207,853 FY 2016-2017 Year End Proj .f. a 0, 0 >5 o O co 0 (0 0 N 0 0 0 0 0 0 Amt. 820,3161 O O 0 O V' (n N N 0) 13,255 300,000 300,000 1 1,133,571 Actual YTD (Oct) a 0 0 0 0 o 0 co n 0 v 0 r 0 0 o 0 0 0 0 0 0 E 4 820,316 O 0)0 (0 O M 9,255 V' 0 0.1 - 300,000 0 o 0 M M N COe- a- r Budget LL to t0 M o N O 0 0 O N O 0 (0 11,000 300,000 O 0 o 0 M (0 M M To' w t1 Q (0 c' U) O N 1,147,010 O O CO (0 23,7001 0 0 N O co (0 0) N 0 (0 co N O W CO e Actual 2014-15 874,814 0 0 (n V 6,800 0 N 0) O 270,000 270,000 V' (0 n N Actual V M 0 N (D (0 0 O o d N CO- Grant from DC for training fac. N CO N (f) 8,499 250,000 250,000 co 0) CO Account Description Beg Net Working Capital 1 Fed'I DHS Grant Int on Pooled Investments Grant from 911 for 800 mhz Firehouse Grant Proceeds F/A Disposition Fire Grant SSD Fund 715 (TOTAL RESOURCES RESOURCES 1 Account Number 0 0 0 0 O 0 0 0 0 O (0 1 O O N a- M (O MM O O 0 0 0 0 0 0 (0 (D 1- r 0 N N 0) 00 O 0 0 0 (0 t` 'REVENUES 1716-0000-391.50-00 TRANSFERS IN 'TOTAL RESOURCES O N N co co O COH U r Z N UJ • (0 CC 5 _a 3 0 W N ‘a3 co > (_ • Z (j) m� LL CO cr i'0 - co c z M O rE 00 030 00 O 0 0 0 0 0 O 0 0 0 0 0 0 CV CV O 0 0 0 0 V M 00 V' O) co N O. O O. 0. 0 0 0)) „ O 0 0) C,) 0:0 0 0 U CV CO CD V V' O) . co l() N M 00 N N o '0 0 0 0'0.0 0 0 00 0 0 0 0 0CV a 89.-8R e. O CMS) CO0O 00 0 0 00 0 CO .0 O : O COM.M st ✓ r- O 0 co co co :00 co 0 o 0 0 0 0 00000 O o 0 0 0' 0 O 0 0 0 CO CO 0 0 CD V 00 00 0) 0) N N (OO (`M O O r 0 0 00. 0 0000 (OCD 00 CO N .� 0 0 0) 0) 0 0 c`,7, U. (f) :(O (O r r U U M 00 O 0 0 O 0 00 CO 00 00 - N c- - N 00 M ▪ . N CO CO 0 M M M CO P Q,LL C 0 a •v 0) 0 G 0 w O O 'd' O N CO MM O 0 CV CV C- r '- D (0 v c° co m CO ( ) ▪ • '... m r co N N N 0 CO M 0 0 CD CO O 00 co- r` .4- 0 0 0'0 CO) N CO 0 0 O a U 00 0 0 CO 00 00 0' 00) :O N U . M CO CO - O) U CO 00 0 N 'O ))) v.. - x'. U: Y d aci.. ( o- co N 8 ro.W a). • 3 1;; 0' W .. E' -6 'E .. on i''' ro w iG 'C > 0' 0.. c air N C Cti om„ • U • � � fl. p ': W N U co w a.: (— w O O O D: 0 x W' co u.i co Lu W. 0) LO) ' W N CV O CO V' COO}Q (n LL 0 , W CO O Cfl V' V N V' V' '( V J c0 ce r} ce M (? o5. at) rn.rn al' rn al) m.F rn Co, o),U LONN N N N N N N N N N= N LL O Z (J-. vv J, vvv`r't1-1" L`)> 0 W W 0 O— 0000000-1 .• (n Ow Q': 00 c' 0000000< ort oz J, 00 000 (40000 - o 0 vv',F vvv(n' 'r ' vz • F (o (o Q : (o (o CO CD (D CO (o Q co W CO O O 2 r i=lr r N r;r,U 7 r 0 HI N' C O: 0 J J1- 0 � �. :0 O CO m H Z W w • 2' 2 a O 7 w • w (D a a t- o z zz, z L LL, BLACK BUTTE RANCH SERVICE DISTRICT PROPOSED BUDGET FISCAL YEAR 2018 BLACK BUTTE RANCH COUNTY SERVICE DISTRICT 2017-2018 GOVERNING BODY (DESCHUTES COUNTY COMMISSIONERS) Tammy Baney, Chair Anthony DeBone, Vice-Chair Phil Henderson, Commissioner MANAGING BOARD Position 1: Current BBRA Board Member Julie Emry Position 2: BBR Non-Resident Property Owner Carl Burnham Position 3: BBR Resident Property Owner Caryl Gibson Position 4: BBR Resident Property Owner Judy Osborne Position 5: BBR Property Owner Paul Janssen, Chair Resident or Non-Resident Position 6: BBR Property Owner Steve Amsberry, Chair Resident or Non-Resident Position 7: BBR Property Owner Rosemary Norton, Vice-Chair Resident or Non-Resident BUDGET COMMITTEE Tammy Baney, Chair Rick Hartnack Anthony DeBone, Vice-Chair Dave Dougherty Phil Henderson Rich Elliott ORGANIZATION CHART E Pozc County Commissioners Governing Body BBRA Board of Directors Service District Managing Board Chief of Police BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2017-2018 BUDGET NARRATIVE BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2017-2018 Budget Narrative Department Description The Black Butte Ranch Service District is a voter authorized political subdivision of Deschutes County. The Service District began operations on July 1, 1990 with one operating department, the Police Department. The Black Butte Ranch Corporation as well as the Black Butte Ranch Association contract with the Service District for enforcement of Ranch rules and regulations as well as other private services. The Police Department is managed by the Black Butte Ranch Service District Managing Board, comprised of seven Black Butte Ranch homeowners, who are appointed by the Deschutes County Board of Commissioners. The Service District Managing Board has staffed the Police Department with six full-time sworn members, which includes a Chief of Police, a Sergeant, and four Officers. A part-time Sergeant assists with management and supervisory duties. An Administrative Assistant is provided for general office work and accounting responsibilities. The Department provides the Ranch with 24-7 patrol and other law enforcement services. The Department is also involved in crime prevention, disaster mitigation, and planning in cooperation with the Ranch Management and residents to preserve the safety, security and tranquility of the Ranch. Sworn department personnel are certified police officers and function as such within and outside of the District boundaries. Additionally, in emergency situations, the BBR Police Department will provide support and assistance to other emergency service agencies. Successes and Challenges Fiscal Issues and Conditions In May of 2015 The voters approved to continue a five-year local option tax levy at $.55. This levy coincides with the period of the union contract negotiated in 2015. The $.55 Tax Levy represented about one-third of our revenue. To date, revenues have held pace with projections. Spending is consistently at or below budget. A contingency of $300,000 provides for uncertainties in the budget, principally in the cost of unexpected capital purchases, healthcare insurance and emergency related costs. BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2017-2018 BUDGET NARRATIVE Significant Issues for the Year Ahead Increases in Healthcare continue to be projected at 10-15%. Legislative changes to PERS could have a significant impact on our direct PERS contributions and our PERS unfunded liability. The launch of a new, County -wide, 911 Radio system may create additional, unforeseen costs for end user equipment. Much of the known needs for upgrading of equipment by BBPD have been addressed in the 2016-2017 Budget. Successes During FY 2016-2017 (Goals identified in the Strategic Plan 2016-2020) Strategies GOAL: Continue to advance our professional image • Maintain a good working relationship with other law enforcement agencies to keep abreast of local issues facing law enforcement. o We continue to attend the Law Enforcement Review Committee Meetings hosted by Deschutes 911. Each department is represented and work to improve interagency cooperation. o All officers have attended training in Crisis Intervention Team to improve skills in dealing with the mentally ill. o Chief Kelley is the Oregon Association of Chief's of Police District 13 Representative. o Chief Kelley sits on the Deschutes County 911 E -Board o Chief Kelley coordinated the Law Enforcement Torch Run which was conducted between Sunriver PD and Bend PD on Hwy 97. o BBRPD joined other Central Oregon Agencies in an annual Domestic Violence Sweep. • Maintain a clean, orderly and professional appearance in our dress, the look of our department and our vehicles. o Keep lobby materials up to date and orderly o Replaced older patrol vehicles o Conducted Annual Inspection • Continue our involvement with local and regional law enforcement activities, meetings and civilian events. o Regularly attended 911 Executive Board quarterly meetings o Chief Kelley served as Vice -Chair of the Central Oregon Law Enforcement Services at monthly meetings o PD members participated in Shop with a Cop and Tip a Cop programs • Improve knowledge and understanding of Department Policies by utilizing Daily Training Bulletins to stay abreast of low frequency -high risk events • Enhance service by adding Community Education classes and services • Joined with Bend PD for In -Service Training BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2017-2018 BUDGET NARRATIVE GOAL: Provide valued programs and services to our community • We provided training for the BBR Seasonal and Full -Time Employees during the annual Employee Orientation. • Administrative Manager updated our Outreach Program • Administrative Manager also hosted another "Giving Tree" for the Christmas Season in collaboration with Sister Fire Department • Continued with our Existing Programs o Installed Shredding Bin in Lobby for public use o Vacation Home Check program o Installed Prescription Drug Disposal Box • Education & Training Program for homeowners, residents and visitors o Driver safety training o First Aid o Concealed handgun course • We remained focused on traditional police operations o Traffic Control o Calls for service o Investigations o Crime prevention o Assisting outside agencies o Market our programs by using fliers and brochures, Channel 3, Facebook and our Website o Vacation rental services GOAL: Attain accreditation • We made significant progress with the process for accreditation • Expected Accreditation this Spring GOAL: Be more approachable and improve our communication in our community • We continue to strive to deliver improved customer service • We used our Social Media presence to • Inform users regularly with updates and items of interest • We make it complimentary to the BBRPD Website • We improve the BBRPD Website by redesigning it using an easier product. This gave it a cleaner look and better functionality • Use handout materials and informational brochures for our various programs and services • Have documents available on the BBRPD website • Budget • Policy Manual • Annual report • Strategic Plan • 6 -Year Bicycle Crash Report • Participated in seasonal employee orientation BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2017-2018 BUDGET NARRATIVE • Expanded our Bike Patrol program • Regularly attended Black Butte Ranch sponsored events • Independence Day Parade Celebration • Increased the number of Chief's Desk articles GOAL: Maintain fiscal responsibility, accountability and transparency • Conducted an annual review of Insurance Policies • Utilized a traffic grant • We have documents available on the BBRPD website o Budget o Policy Manual o Annual report o Strategic Plan • Use spending tracking tools to monitor budget expenditures • We keep value as a primary consideration for spending • Board review & training by SDAO Ref # 6010 6011 6015 6020 6025 6042 6045 6049 6041 6030 6160 6110 6120 6121 6131 6132 6140 6150 6155 7610 7620 7010 7240 7080 7410 7810 7220 7060 7020 7230 7052 7050 7820 7250 7030 7040 7085 Actual Actual Budgeted 2014-2015 2015-2016 2016-2017 EXPENDITURES Description Version 3 2017-2018 86,414 87,342 92,250 Police Chief (FTE 1) 89,750 67,831 69,526 75,100 Police Sergeant (FTE 1) 73,800 26,640 45,947 38,000 Police Sergeant (PTE 1) 51,250 190,633 207,303 213,500 Patrol Officer (FTE 4) 220,000 5,987 6,088 9,350 PTO Payoff 10,200 7,200 7,200 7,200 Certification Pay 7,200 900 900 900 Firearm Instructor 3,840 3,840 6,000 Longevity Inc 900 6,000 19,862 14,745 33,000 Overtime 33,000 40,678 48,068 53,900 Admin Assist (FTE 1) 56,500 Admin Assist (PTE 1) 90,724 90,055 123,000 Health Insurance 155,000 6,498' 7,048 7,675 Medicare 8,000 0 0 Social Security 500 69,371 65,534 75,500 PERS Employer 93,250 PERS Employer pd. 6% 0 0 PERS Employee Paid 6% 328 530 530 SUTA 550 6,854 6,572 10,000 Workers' Comp ____ WBF Combi 10,000 623,760 660698 745,9 TAL PERSONNEL SERVICES 815,900 MATERIALS AND SERVICES 5,764 2,793 34,035 6,363 14,137 42,017 8,000 Auditing/Acct Svcs 8,000 4,000 Legal 11,872 9,469 1,818 1,635 42,000 13,000 2,000 Contract 4,000 34,000 Vehicle R & M 13,000 Equip (non -office) 2,000 52,427 54,848 62,500 Building Rental 62,500 2,675 4,189 8,000 Education and Training 8,000 17,499 17,175 19,500 Insurance Premiums 21,000 7,447 7,024 8,000 Telephone 8,500 683 790 2,000 Advertising (Pub Notices) 2,000 560 889 2,000 Travel/Mileage Reim 2,000 52 1,414 3,500 Ammunition/Range 3,500 10,141 14,000 14,000 Office and Copier 15,000 7,182 5,601 11,500 Uniforms 11,500 12,934 11,362 19,000 Gasoline/Diesel/Oil 19,000 434 9,100 1,500 Meeting Supplies 1,500 4,373 10,022 6,000 Subscriptions 12,000 5,128 3,445 15,500 Minor Tools and Equipment 10,000 177,817 213,4 242, TAL MATE!ALS SERVICES 237,500 -3% -2% 35% 3% 9% 0% 0% 0% 0% 5% 26% 4% 24% 4% 0% 9% 0% 0% -19% 0% 0% 0% 0% 8% 6% 0% 0% 0% 7% 0% 0% 0% 100% -35% -2% 8010 8010 5010 5010 5010 5120 5910 5520 5510 CAPITAL EQUIPMENT 38,169 36,382 40,000 Automobiles and SUVs 40,000 7,215 0 23,000 Operating Equipment 10,000 45,384 36,382 63,000 TOTAL CAPITAL OUTLAY 50,000 317,525 656,341 General Operating Contingency Unappropriated Ending Fund Be 300,000 779,252 846,961 910,560 2,024,771 TOTAL EXPENSES 2,182,652 Budgeted INCOME 2014-2015 969,696 Description 932,059 1,025,497 Beginning Net Working Capital 24,000 20,000 19,000 Prior Year Tax Collections 0% -57% 1,156,390 13% 15,500 -18% Property Tax Collections 921,314 601,560 625,106 BBR CSD @ $1.0499 644,785 315,133 327,468 BBR CSD Local Option @ $0.! 337,777 3,791 4,500 4,500 LGIP Interest 5,000 20,084 1,200 10,000 Miscellaneous Income 10,000 12,000 12,000 12,000 BBR Corporation Contract 12,000 1,200 1,200 1,200 BBR Association Contract 1,200 1,952,085 1,887,652 2,024,771 TOTAL RESOURCES 2,182,652 Updated 2/27/2017 FY 2018 Budget Hearings Deschutes County Budget Committee Significant Issues I. Introduction — Tom Anderson II. FY 18 County Goals & Objectives —Tom Anderson & Board of Commissioners III. Review of FY 2018 Proposed Budget Document and Highlighted Budgetary Issues — Wayne Lowry IV. Departmental Issues • Health Services o Director Transition o General Fund Support - $4,429,743 ($100,000 less than FY 2017) o Health Care funding o Crisis Stabilization/Sobering Station —Sheriffs Department o CCBHC Implementation • Fair & Expo Center o Sports Complex Concept Status o Long Term Facility Plan/CSL o General Fund Support o Roof Repair • County Assessor • County Clerk o Revenue expected to exceed Expenditures o Equipment Reserve ® Solid Waste o Capital Construction and Reserves o Long Term Study o Reserves — Future Needs o Tip Fees Discussion o Expanded Hours • Road Department o State Funding for Transportation o Capital Projects (FY 18 & long term) • Community Development o Revenue Increase—Activity and Fees o Reserve Funds o Staffing Request • Community Justice o Juvenile General Fund Support - $5,597,643 (increase of $133,052 FY 2017) o Juvenile Detention Facility Lease —J Bar J o APP General Fund Support - $451,189 o State Funding potential outcomes o APP 1145 Split phase in • Justice Court o Overall Finances/General Fund Support - $70,000 (increase of $50,000) o Relocation to City Hall • Natural Resources o PILTAIIocation o Special Advisor o Title III Funds and other grants o COCSI Coordinator • District Attorney o General Fund Support - $6,281,422 (increase of $68,450) o Staffing Requests o Victims Assistance staffing o System Changeout/Conversion • Medical Examiner o New Contract o Increased budget by $33,029 o Issue of $150 per case not yet resolved • Veterans Services • 9-1-1 o New Staff Vehicle o Strategic Plan o Public Safety Communications System • CAD Conversion ® Staffing • Sheriff's Office o Staffing o County -Wide and Rural District tax rates unchanged o Crisis Stabilization/Sober Station • BOCC/Admin o BOCC General Fund Allocation - $221,988 o Intern o Advertising Budget • Human Resources o Class and Compensation Study o HR Software Implementation • Finance o Finance/HR System o Tax Processing In-house • Information Technology • Legal o Full Staffing • Property o Reorganization • Facilities o Review of o Capital Needs/Major Maintenance Plan o General Projects • Sunriver Service District o Funding Request $200,000 rolled over from FY 2017 • Extension/4H o Facility Expansion • EDCO o Funding • COVA o Grant Agreement V. Fund Issues • Transient Lodging Tax Funds o Sunriver Service District ($200,000) o Fair and Expo Reserve (30% of F&E 1% tax) o Deschutes County Sheriff ($3,151,787 year 3) o Economic Development Loans • Health Benefits Trust Fund o Fund Balance o FY 18 2.5% Increase o TPA Change • PERS Reserve Fund o FY 2018 draw down $1,200,000 o FY 2018 Additional $2,000,000 contribution GF o Long Term Plan • Economic Development Fund o Business Loan Program/Balance Status • Video Lottery Fund o Revenue o Review BOCC Allocation Deschutes County Budget FY 2018 Proposed Budget Notes on Financial Issues General Assumptions: COLA — 2.5% all groups, July 1, 2017 Health Insurance cost to Departments —2. 5% Increase to $1,655/mo or $19,865/yr Employee contribution unchanged at $90/mo or $1,080/yr. Property Value increase — Countywide 5.5%, Rural 6.0%, BBR 3.3%, S/R 3.3% Collection rate — 94.5% Financial Policies — page 285-289 Adopted by the Board on December 15, 2014. Policy section 1(f) is the policy on working capital balances for operating funds. Finance Director can waive the application of the policy by considering other revenues and by looking at related reserve funds. Page 8, Budget Message indicates 6 funds were waived from this requirement including road, extension, sheriff, county fair, F&E and solid waste. General Fund Property Taxes Total revenues are estimated at $32,975,654 (page 81). The largest is property taxes of $26,944,000 at 81.7%. Higher than FY 2017 budget by $1,198,309. See page 290 of program budget for tax rates and values of all County and service districts. Note tax rates are included in motions to adopt on Friday. General fund tax rate is $1.2783 per $1,000 with 1.24 going to the GF and .0383 to fund 142. Beginning and Ending Working Capital (page 64) Beginning balance budgeted to be $10,000,000. Estimated with latest projections $10,196,199. Policy level for Ending Balance is 4 months of FY 2018 taxes or $8,981,333. Proposed budget includes $9,000,000. Transfers (beginning on page 49) Total General fund "transfers out" is $18,369,893, an increase of $493,485 over FY 2017. Changes include: Justice Court + $45,000 Community Justice + $133,052 General Capital Reserve + $1,036,590 Health Services - $100,000 A&T Reserve + $20,000 BOCC + $8,538 Fair and Expo Center - $50,000 Finance/HR Project - $600,000 Other Funds + 305 Net Change + $493,485 Use of PERS Reserve fund 135 - $1,200,000 The County plans to begin drawing down the PERS reserve beginning in FY 2018 by $1,200,000. The following table shows the current projection of drawdowns on the PERS reserve through FY 2024 totaling $12,950,000. Using these projections, the fund would have a balance at the end of FY 2024 of an estimated $4,500,000. FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 1,200,000 250,000 2,300,000 1,500,000 3,600,000 2,600,000 1,500,000 Contribution to General Capital Reserves fund 143 - $4,047,854 Fund 143 is a capital reserve. Resources held by this fund will be used for future County projects that are aligned with the goals of the BOCC. (example — expanded court rooms should the County get additional Judges) Finance/HR Software project — Funded by the general fund over the past two years and charged back to departments over a seven year period starting FY 2016. Includes the software project and the class and comp study. Debt Service — (Tab 9 page 247-260) Total Debt Service on page 64 $6,278,373. The final year of the Fair Grounds bond was FY 2017. Capital Improvements/Equipment — (Section 8 page 229) Improvements $11,261,227 and equipment $3 454,308 for total of $14,715,c35. PERS (rates on page 5 — budget message) We expect rates to increase in FY 2018 and continue to increase significantly over the next few years. See rates for each employee type in the Budget Message on page 5. Road fund — See page 140 in program budget. Capital piece split into capital improvement fund #465 last year with operations continuing in fund 325. PILT and SRS Payment in Lieu of taxes and Secure Rural Schools. PILT budgeted at total of $2,348,000. With the Road fund at $1,623,000, Natural Resources at $225,000 and the general fund at $500,000. PILT should be received in mid-June. In FY 2017, the County received a total of $2,048,159 with $1,323,365 going to the road fund, $224,794 to Natural Resources and $500,000 to the general fund. SRS is no longer offered. Forest receipts are budgeted at $400,000 in the road fund for FY 2018. Room Tax Funds 160 and 170 - pages 81-83 and 86-87 line item. Also page 199 in program budget. Combined rate of 8% is estimated to produce revenue of $6,720,000. This is an 8.4% increase over FY 2017 budget of $6,200,000 and a 5.2% increase over our FY 2017 projection of $6,400,000. Fund 160 is old 6% and not as old 1%. Fund 170 is new 1% for the Fairgrounds. See Chart Handout showing proposed distributions. Fair and Expo — Page 315-336 line item, pages 134-139 program budget. Consultant report due later this summer to address marketing efforts and facilities issues. All of reserve fund is appropriated $976,430. Total operating funds from TRT available for marketing efforts in FY 2018, $770,651. Solid Waste (page 297-313 line item) 154-159 program budget. Reserve contribution for FY 2018 $2,550,000. See also capital section, tab 8, page 233 for cell construction and other capital items. --- tr) (11. c3: Lfl C) C) 0 o CD 0 ''`)T0 10 eCount, Gudg June 6, 2017 Three Year Goals: Region -wide Start MOVE START C3ROW Grow 2016-18 STRATEGIC PLAN 4 goals, 23 objectives, 78+ detailed actions and efforts MOVE. START. GROW. Goal 4: Business Climate Improvements 11 Objectives, 30 specific actions/efforts • Commercial Air Service • Freight Rail Capabilities • Support UAV/UAF Industry Development • Influence Legislation (local, state, federal) • Advocate for Employment Land • Assist cities to expand capacity of water, sewer systems • Advocate for expanding region's transportation system • Help private utilities with critical infrastructure • Partner with K-12 and high ed institutions for better and expanded coursework & training relevant for employers • Lead effort to create Oregon's most robust youth employment model • Be Oregon's first Certified Work Ready Region (NCRC, CWRC) MOVE. START. GROW. 7/20/2017 1 EDCO EDCO's Team in Deschutes Co. BRIAN VIERRA Venture Catalyst ERIN CHAIET coo TERI HOCKETT ELISE ROSSMAN JON STARK Tech Industry Director of MarLeting REDIManaging Coordinator Si Communications Director CAPRIETLE LEWIS RYAN CULP ROGER LEE ERIN REILLY Sisters Area Director Survive! -Ira Pine Director CEO Director of Events MOVE. START. GROW. Three Year Goals: CY, Region -wide Includes 5 quarters of data (January 2016 — March 2017) Grow Totals MOVE. START. GROW. The Companies: MOVE wan H�lt,sr Easybar s �n4r, 1 MohrSoluUoriJ Piof �lvial tomeiiive civ r Cr Kollective BASX SOLUTIONS PR '-Kwon CASC OEE DIVIDc (I) otltr ton 1`' SANITATION &�-... 0-e___p. ,t© ' :) STRATEGIES ` J, i rer141 CRAFT MOVE. START. GROW. 7/20/2017 2 The Companies: START ROTBLOC oRMAaRON VOLCAIESNO ,� FOODFU VEGG IKE Onboard Dynamics, Inc. odypys CASCADE STREET Leadtsi(tl rid kidRUNNER ' CAIRN CrowdStreet ®_ ® Education R )� Framework MOVE. START. GROW. LD The Companies: CPALADINaa. -Wood o''. P QY4d Ct5 -Specially Food Brewing flogging' G ROW �I�Iletabohc Maintenance agere VNNc»rAhn iOBARREt BAEi1 a Nnvis PmPROBuiid EITH a crux« ReNewal Nosier ��, aEND RESEARCH � G r C, , 122114 M11.01 oma.id MOVE. START. GROW. HighTechnology Bjpscre(lfe�ra. -OutdoorGear '&App elm ldvainced,Manufacturing Transportation a s E. .l What's Ahead? Pending Projects The Pipeline — Region -wide FY ANNUAL GOAL Q2 Actual (running total) Companies Jobs Investment 158 2,084 $534.9 M 198 2,174 $2,667.2 M MOVE. START. GROW. 7/20/2017 3 Business Climate Improvements Central Oregon YouthCaree powered by Better Together COAST: EDCO OSU Cascades MOVE. START. GROW. 7/20/2017 4 FY2017-18 Request Community/ Deschutes Deschutes Local City Private Sector Total FY15-16 Program County County and other Members & Program Budget 08201546 Funding for FY Public Other Earned (inside Deschutes Investment 2016-17 Funding Revenue County borders) (current) (proposed) (proposed) (proposed) LOCALEC000MICOEVEJ,00M668CAPACITO Sunnver/La Pine 525,000 525,000 , 025,000 05,000 $55,000 Sisters $20,000 525,000 ' 060,000 05,000 590,000 Redmond (8E01) 510,000 510,000 : 598,000 1 562,000 5170,000 Bend 510,000 510,000 1 5100,000 ' 520,000 5180,000 sup09811140krlikPREI11EURSH Venture Caialyst $30,000 Program 5& EARLY STAGE COMPAN16.,........._ 525,000 ' $10,000 58050-0 5115,000 62C0 Regional Office 5122,200 5125,000 ', 550,000 ' 5100,000 5570,000 ! I 00086. $217,200 5220,000 , 1343,000 , $622,200 51,135,000 MOVE. START. GROW. 7/20/2017 4 a 6 FY 2017 - 18 Budget Presentation JTS Interfund charges for self-insured health insurance coverage supporting employee health benefit functions including operations of the Deschutes On -Site Clinic, Pharmacy, and Wellness Program. Fund Overview: Health Benefit Fund Total Budget = $37,011,500 Revenues = $22,011,500 Expenditures = $22,038,292 Premiums and fees paid by departments, employees, retirees, and COBRA enrollees for health programs. Funding rate for departments will increase by 2.5%. Employee cost -share not recommended to increase - remains $90 per month. Deschutes County Trend = 6.2% National Trend = 7.5% Accomplishments: ✓Completed Health Plan Dependent Audit 'Corrected fee model for COBRA and Retirees ✓RFP for Third Party Administrator ✓Hired Clinical Pharmacist for DOC Pharmacy ✓Changed provider model at DOC Clinic 'Continue to improve reporting methods /No reduction in benefits 7/20/2017 1 Benefit Consultant Work Plan: Completed • Initial review of plan changes for cost savings = Review plan documents for compliance <. Set up, and first review, of plan analytics = Analyzed reserve strategy Set up monthly Experience Reports with vendors = Pharmacy Benefit Manager RFP < Third Party Administrator (TPA) RFP Dependent Audit Benefit Consultant Work Plan: Ongoingand Upcoming < Evaluate ROI of DOC and PHA • DOC Clinic and Pharmacy RFP • Life and Disability Market Review < Voluntary Benefit Provider Review Advise on benefits and ERISA compliance Transition County to new TPA Evaluate online benefit enrollment services Advise on plan design and impact legal changes < Identify programs for claim cost management Significant Issues and Initiatives: -Continue to work with vendors to maximize value of contracted services -Improve business processes to achieve greater efficiencies Transition to new Third Party Administrator Update DC Reserve Policy, ensuring compliance with ORS 731.036(6)(e)(A) and (B) requirements -Implement HR system benefit module 7/20/2017 2 Why we do it. "1 will miss everyone at the DOC. They are absolutely the best and 1 love the care we get there. My husband and 1 think the DOC is a model for how all medicine should be practiced and we are grateful for the years we have been able to utilize them." - Retiring employee 7/20/2017 3 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 BUDGET MEETING DESCHUTES COUNTY BOARD OF COMMISSIONERS Tuesday, JUNE 6 2017 Allen Room, Deschutes Services Building Present were Commissioners Tammy Baney, Anthony DeBone, and Phil Henderson. Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; Mike Maier, Jimm Burton and Bruce Barrett, citizen members of the Budget Committee; Wayne Lowry and Loni Burk, Finance Department; Whitney Hale, Public Information Officer; David Givans, Internal Auditor; George Conway, Dave Inbody, James Wood, Heather Kaisner, Pamela Ferguson, Christopher Weiler, Holly McCown, Hillary Saraceno, DeAnn Carr, Tom Kuhn, Katie Pineda, Shannon Vandegriff, Jillian Weiser, Robin Rose, Barrett Flesh, Nancy Tyler, Deschutes County Health Services; Shane Nelson, Lisa Rosen, Deschutes County Sheriff's Office; Lee Randall, Property & Facilities. Meeting minutes were taken by Kathe Hirschman The topic of discussion was Health Services 2017-2018 Budget Presentation. Chair Bruce Barrett opened the meeting at 2:38 p.m. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 1 of 14 Dr. George Conway introduced Health Services staff present. James Wood began a PowerPoint presentation about the Health Services budget. Eighty different cost make up the Health Services budget and all have unique funding streams. The $46.6 million budget request is an increase of $5.3 million over last year's budget, and the requested 303.05 FTE (full-time equivalent) is an increase of 3.2 FTE. This is the department's operating budget and does not include any of the reserve funds for Acute Care, OHP Reserves and Public Health Reserves. The County general fund percentage of the department's total budget has been going down each year: 11.7% in 2015, 11.5% in 2016; 11.3% in 2017 and 9.8% in 2018. Mr. Woods stated there is a relationship between total budget and general fund subsidy; the department is able to leverage the general fund subsidy in that for every 9.8 cents of County general fund subsidy, the department is able to provide $1.00 of direct service to Deschutes County citizens. Commissioner Henderson does not feel the two are related as the department is portraying as leverage. He feels the department did not need that much last year to do what they did last year because there was money left over. Mr. Wood explained that Federal and state funds are 60% of the total budget. In accordance with County policy, the department cannot use more than 10% of these Federal and state funds to pay for the administration of the funded programs. The County general funds help the department cover those administration expenses. The $2.6 million increase in beginning capital consists of funds that came from grants received in FY 2017 and carried over into FY 2018, and $1,000,000 carried forward for construction of the Stabilization Center. A large part of the overall revenue increase of $5.6 million is due to additional Certified Community Behavioral Health Clinic (CCBHC) funds—$2.1 million in FY 2018 while FY 2017 was $700,000. OHP capitation was budgeted at $12 million in FY 2017. Actual amount was closer to $11 million, and the department will refund the difference. OHP capitation has been budgeted at $11 million for FY 2018. Personnel Services requirements increased by $2.7 million: $1.8 million for CCBHC, $600,000 in cost of living and step increases, and $300,000 for new positions. Existing FTE have been reallocated among the department's divisions Minutes of Budget Meeting Tuesday, June 6, 2017 Page 2 of 14 to increase efficiency and where it is more appropriate to charge to a specific division rather than allocate the cost across all cost centers. The department is requesting 3.20 new FTE: • 1.0 Stabilization Center Manager • 2.0 Behavioral Health Specialist IIs for the Stabilization Center • 0.2 increase to a Behavioral Health Specialist II for the Wrap Around Program Materials and Services increases consist of $150,000 for the temporary Stabilization Center, $150,000 to lease needed office space; $280,000 for Day Treatment, $940,000 capitation refund to the Oregon Health Authority (OHA), and $1 million capital outlay for the permanent Stabilization Center facility. The department is requesting $4.6 million from County general fund, which is $100,000 less than the amount requested in FY 2017. Dr. Conway explained Health Services' mission to promote and protect the health and safety of our community. Health Services provides services that save lives, decrease community members' suffering, and reduce costly higher level interventions. The department is often the population's first defense (e.g., immunizations and restaurant inspections) and last resort (e.g., mental health crisis stabilization and outbreak investigations). The Board of County Commissioners serves as the Local Public Health Authority and Local Mental Health Authority, and the legal power is vested in the Commissioners. Services are provided at many locations. The anchor facility is the main clinic on Courtney. There are hubs in Redmond and La Pine, two facilities in downtown Bend providing clinical services; prevention offices in the Mike Maier Building; outreach offices at the Becky Johnson Center in Redmond, and the department has a presence at several School Based Health Centers in the region. Accomplishments in FY 2017: • Improved business practices and services. • Planned for and secured funding for the Stabilization Center—crisis stabilization and a sober station • Stood up the CCBHC which was a huge project in 2017 and the department is grateful for the Commissioners support. • Naloxone Minutes of Budget Meeting Tuesday, June 6, 2017 Page 3 of 14 Priorities for FY 2018: • Migrating to electronic systems • Health communication and analyses • Stabilization Center implementation • Continuing CCBHC • Basic life support and Naloxone training for all staff with Naloxone available in all department Health communication, and assessing and monitoring the health of county residents have been added to the Director's Office with the creation of a Health Communications Officer position and by shifting the epidemiologist to this new health communication team. Analyzing the complicated data and translating it to the community is a very important role. The department received a seven-year grant from the OHA intended to reduce the number of individuals with a serious and persistent mental illness who are incarcerated. With this grant, the department created a Forensic Diversion team to provide services to these individuals. These services include peer support, which is a very important concept as peers bring a lot of empathy, understanding and greatly help to with the engagement of these individuals. Results to date have been very impressive: 29 clients have been successfully diverted in the period between inception in October, 2016, and May, 2017. The total possible savings for two of these individuals alone was $114,879 ($47,912 jail diversion and possible avoidance of $66,967 recurrent hospital costs). Hillary Saraceno reviewed Public Health programs budget of $9.94 million. The budget is 1.7% less than FY 2017, primarily due to the move of Early Learning services from WEBCO to High Desert Education Service District, and to grant applications and renewals which have not yet been received. Public Health's proposed budget is a hold -the -line budget, with no new FTE or increase in County general fund requested. Challenges include a growing population while resources remain flat and uncertainty with regard to the Affordable Care Act. Accomplishments: • The Triennial Review performed by Oregon's Public Health Division in 2016 was the best ever for Health Services and among the highest ever achieved by any Public Health department in Oregon. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 4 of 14 • Customer satisfaction survey results are consistently very high. • Public Health staff have brought in additional resources of $1.4 million in competitive State and local grant funds • Immunization Rate Improvement Project has been making great progress, with an average of 7% increase in two-year old immunization rates, by working with providers to improve efficiencies and processes. Communicable Disease is an essential foundational program in Public Health Modernization and plays a critical role in protecting the community. This team receives reports of communicable diseases, investigates and controls outbreaks. They also follow up on animal bites because it is a needed service, although the program does not receive funding for animal bite investigations. Environmental Health plays a critical role in protecting the community and is also a foundational Public Health program. Mr. Anderson noted that the program was able to add an additional Environmental Health Specialist with increased fee revenue in FY 2017, yet FTE in FY 2018 is down. Mr. Wood explained that the department had shifted managers and the Deputy Director out of the program budgets and into an administration cost center in FY 2017. Prevention is another essential foundational program and has 15 of the 33 Public Health cost centers. Resources depend on local, state and Federal grant funding, with staff working to bring in different grants in order to address needs/gaps in the community. Clinical Services is another essential foundational Public Health program. This program saw an increase in FTE as some positions were shifted into to Clinical Services from other Public Health programs for a more efficient and effective use of resources. With a nationwide increase in sexually transmitted infections, Clinical Services staff are doing more investigation and less prevention activities. On the plus side, Deschutes County has one of the lowest teen pregnancy rates in the state. The clinic was moved to the Wall Street Services Building for easier access and integration with behavioral health services for adolescents and young adults. The Women, Infants and Children (WIC) program provides nutrition, breastfeeding education and support, referrals to other services, and food benefits to at -risk, low-income families. The WIC team is increasing their caseload while others across the state are decreasing. In addition to $600,000 grant funds, WIC clients spent $1.9 million in local grocery stores in 2016. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 5 of 14 Nurse Family Support provides case management and care coordination for high- risk infants and youth, and women during pregnancy and post -partum, and serves more than 400 high-risk children and families. The Perinatal Care Continuum Project grant renewal has been applied for but not yet received. In another shifting of resources to increase efficiency, Vital Records has been moved from Administrative Services into Public Health. Vital Records processes birth and death records for Deschutes County. The department has reallocated existing FTE to add more support for Vital Records. The department has shifted administration funds into new budget lines for Public Health and Behavioral Health administration rather than allocating administration expenses across cost centers. This has resulted in Public Health Administration FTE going up, with corresponding decreases in the other cost centers. In FY 2018 all Early Learning grant funds will be transferred from WEBCO to the High Desert Education Service District, and Health Services will no longer receive supplemental funding from the region's Early Learning Hub. De Ann Carr described Behavioral Health programs and budget. Accomplishments include: • CCBHC implementation and all the hard work done by all staff in order to make it happen • Implementing the Forensic Diversion Program • Opening The Drop a drop-in center for youth and young adults at the Wall Street Services Building • Continued work on integration of behavioral health, public health, dental services and primary care The increase in Behavioral Health resources from last year is largely due to CCBHC funding that will be received in FY 2018. The decrease in OHP capitation funds is due to the ebb and flow of members moving into and out of Deschutes County. CCBHC went live on April 1, and an enormous amount of work was done during the past year leading up to implementation. Ms. Carr explained that CCBHC certification brings in additional funding which allows the department to provide more services to OHP members and to individuals who are not covered by OHP. Oregon is one of eight states chosen to participate in the pilot, and Health Services Minutes of Budget Meeting Tuesday, June 6, 2017 Page 6 of 14 is one of the twelve agencies in Oregon participating. Outcomes and metrics data from this pilot will be reported to the State of Oregon and the Federal Substance Abuse and Mental Health Service Administration. Early data shows 8,308 eligible events since implementation on April 1. Commissioner Baney asked whether this reflects increased capacity or existing clients. Ms. Carr explained that these are early numbers and as we get a larger sample, we will be better able to compare and contrast. There is an uptick, but with only a couple months data it is difficult to be sure. The June numbers will give a better picture of whether the department is providing more services to more people. Intensive Adult Services has many programs, which shows the complexity of what it takes to serve individuals with serious and persistent mental illness. Programs include housing assistance, supported employment, and services to the homeless. The main objectives are to keep these individuals out of the hospital or jail, to help them be more successful in housing and employment, and to provide support to enable them to be as independent as possible and be successful in community. Crisis Services responds to the more acute needs of the community, providing 24/7 crisis response and safety net services as well as Mental Health Court and Family Drug Court. This program works to keep individuals out of the hospital and to connect them with resources post -crisis. In answer to a question from Commissioner Henderson, Nancy Tyler explained that the Forensic Diversion grant awarded just under $500,000 for 2017-2018, which allowed the department to hire four staff for the program. This is a seven- year grant which will allow plenty time for the department to provide proof of concept. The Forensic Diversion team will be housed at the Stabilization Center when that facility is completed. Outpatient Services also works to keep individuals out of the hospital and works to keep families intact. The focus over the past few years has been to provide outpatient services in the places where our clients are such as the Hubs in Redmond and in La Pine and in the School Based Health Centers. Commissioner Baney asked for some clarification of the numbers. Ms. Carr clarified that the 8,308 number mentioned earlier was not individuals but eligible events that were provided to approximately 2,000 individuals in April and May. Historically, the department serves more than 5,000 individuals in a year. Dr. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 7 of 14 Conway explained that individuals with less complex needs are referred out to panel providers and that many of the individuals for whom the department provides services are very complex clients who require more specialized services. Commissioner Henderson asked whether eligible events are what the pay schedule is based for on CCBHC. Ms. Carr confirmed that that is correct and noted that there can be only one eligible event in a day for an individuals. If the individual receives more than one service in a day, only the first may be counted as an eligible event. Intensive Youth Services: Ms. Carr explained that fidelity programs follow guidelines from the State of Oregon, which conducts an annual review to ensure the program is following the guidelines. The departments' fidelity programs generally score very well, which speaks well of the staff who are very diligent about making sure the fidelity requirements are met. Wrap Around became a fidelity program in October. This brings an additional administrative burden but allows for smaller caseloads for children with very intensive needs. Early Assessment and Support Alliance (EASA) is also a fidelity program which Health Services provides for the tri -county region. The department has taken on regional grant administration for the Young Adults in Transition (YAT) program with the dissolution of WEBCO. The Intellectual/Developmental Disabilities (I/DD) program provides case management and crisis services to individuals with an intellectual and/or developmental disability and to their families. The program is undergoing a structural change at the State level, and it is unclear at this time what the funding structure will be. It seems likely that we may lose some support programs or at least take a significant funding cut. In this program, County general fund contributions are used to gain federal local match funding every dollar in County general fund that comes to I/DD is matched by Federal funding. Commissioner Henderson asked whether this was the leverage Mr. Wood spoke of earlier. Mr. Wood explained that this matching is "explicit" leverage while in other programs it is what he thinks of as "implicit" leverage—where the funding received by the department is not enough to provide the service. Dr. Conway explained that when applying for grant funds, having substantial in-kind contributions paid for by the base budget is a very competitive element in the judging of grant applications and awarding of grant funds. Whether explicit or implicit, it is very important to have the base program funding. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 8 of 14 Behavioral Health Administration budget was created by shifting managers and the Deputy Director into this new cost center and out of program cost centers. This cost center also contains certain pass-through funds from the State that go to residential treatment facilities, allowing the department a better role and stronger collaboration when admissions are being considered, as well as contracts with other treatment partners. In answer to a question from Mr. Anderson, Ms. Carr explained that CCBHC spreads across all the behavioral health programs. CCBHC does not include I/DD but is specific to behavioral health and substance use disorder treatment. Specific sites main clinic, north and south Hubs, Deschutes County Downtown Clinic (DCDC) and Wall Street Services Building (WSSB)—are certified, and within those sites are the services. While the sites are certified, services provided outside those sites—e.g., at School Based Health Centers or in the community—are considered eligible events. Mr. Anderson noted that the department will have to extract those costs as well as service delivery in order to report back on performance in implementing the grant and asked whether we have the means to extract that from specific service delivery. Ms. Carr explained that there two types of OPH: one with members assigned to a Coordinated Care Organization (CCO) and the other is open card where individuals are not assigned to a CCO. There will be a quarterly reconciliation via PacificSource with the State for services provided to those members assigned to the CCO; funding to be received will be determined by the data provided to the State in this quarterly reconciliation. Under open card, the department bills the State directly for services provided and does not have to wait for a quarterly reconciliation. The first quarterly reconciliation will be in August for services provided in April, May and June, and it will be a learning experience. This is a new process, and the twelve Oregon CCBHC entities are working together in a learning collaborative organized by the Association of Oregon Community Mental Health Programs (AOCMHP). Commissioner Baney asked whether we are able to track what is being done as a CCBHC outside of the other work the department performs. Going into the CCBHC project, we knew it might not be sustainable but saw benefit in strengthening the system. We will need better clarity on what it looks like to lift CCBHC out if we have to. Ms. Carr explained that the department hired limited duration staff in association with the CCBHC pilot, and that the data is well identified and will be tracked closely. As the project moves forward, staff will be looking at pre-CCBHC and post-CCBHC analysis so that going forward we can have informed conversations about what is the right mix quantity of individuals served vs. quality and quantity of service array. We are looking to keep as much Minutes of Budget Meeting Tuesday, June 6, 2017 Page 9 of 14 of this as we can but being realistic about what funds are coming in and what we are doing—it will come down to the data and hard core analysis. Commissioner Henderson asked for asked for clarification of the two forms of OHP and whether OHP not assigned to the CCO can be billed through CCBHC or quarterly. Ms. Carr explained that approximately 7,000 of the 8,308 eligible events in April and May were for CCO members, and 661 eligible events provided to 189 open card OHP members. Services provided to open card members are billed directly to the State with no quarterly reconciliation. The department will have to wait until the quarterly reconciliation to know what we will receive for services provided to CCO assigned OHP members. In order to bring in $2.8 million in a year, we will need to average $233,333 a month coming in. Initial numbers in the first two months show that we are in that ballpark. Dr. Conway noted that in addition to getting expanded experience in billing private insurance, Medicare and the Veterans' Administration, another benefit CCBHC is intended to demonstrate is integrated behavioral health and primary care. In aid of this, we are currently working with other providers/agencies to identify super users across services with the idea that providing more intensive services to these individuals will reduce their need for more costly levels of care. Commissioner Baney has a concern that many of the CCBHC positions have not yet been filled due to struggles with hiring for certain positions. Ms. Carr explained that the department took a very mindful approach to filling the CCBHC positions, taking it in three waves rather than all at once. The advantage of this tiered approach is that we are not running a full CCBHC staff right now yet we are still generating income. These positions and their cost are being tracked. Dave Inbody described the Administrative Services division, which provides the facilities, resources and supports needed to allow the clinical and community programs to do what they do successfully. Accomplishments: • Improved new employee orientation process and developed onboarding tools for supervisors • Billing team achieved 99% claim accuracy eight months in a row. OCHIN, the department's electronic health records vendor—has more than 200 clients, and only four of these clients have achieved this 99% claim accuracy. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 10 of 14 • Working with community partners on a framework for a community health record • Remodeled the South County and Wall Street Services Building facilities • Pre -billing audits to identify and correct errors before billings are submitted—estimate we will save approximately $400,000 this year by preventing invalid claims Commissioner Baney noted that the Billing team's 99% accuracy rate is very impressive and that the Board should find a way to celebrate this huge accomplishment. Mr. Maier asked whether the department had considered buying or remodeling space the County has rather than leasing at a cost of $150,000. Mr. Inbody explained that last year the department had requested and received $250,000 in order to remodel the Courtney facility. There were many conversations with County administration as we started to plan for the remodel; the conclusion was that it does not make sense to remodel at this time due to the uncertainty about what the future of health care will look like. The remodel as planned would have repurposed the exam rooms at Courtney. If Affordable Care Act funding goes away, there is a strong chance that we will have to provide basic safety net services and will need those exam rooms. Leasing office space will address the current need for more space while the future of health care is debated. Health Services staff worked closely with Property & Facilities staff to identify and tour available and suitable office space. The department has added two data analytics positions in the Systems Performance Program and much of this staff time is dedicated to analyzing how we are doing with CCBHC. The department has also repurposed existing FTE to add a human resources analyst position which will focus on workforce development and coordination with the Human Resources department. In response to a question from Commissioner Henderson, Mr. Inbody clarified that the beginning working capital budget line includes commitments carried over from FY 2017, which have historically been held in this budget line. Although beginning capital is starting higher than in FY 2017, the department is budgeted to end FY 2018 with only the amount required to be held (1/12 of the total operating budget). Much of the beginning working capital are FY 2017 commitments carried over to FY 2018 and the $1 million capital outlay for construction of the Stabilization Center. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 11 of 14 Dr. Conway explained justice reinvestment—a philosophical movement primarily centered in the Federal justice system recognizing that people with troubling but not invasive behaviors are not best served by being in prison and are better off being treated. In addition to the Forensic Diversion team, another element of the robust program for this we would like to build is the Stabilization Center, a collaborative project with the Sheriff's Office to develop a crisis stabilization and sober center. Sheriff Nelson explained that there have been conversations about something like a stabilization center for about 15 years, and that he is very happy with the partnership. The Sheriff's Office will benefit by having a short-term safe place for the acutely intoxicated; a nice byproduct is that we are doing what is right for the community. Staff have toured various similar facilities and seen a lot of bonuses which is why the Sheriffs Office is working toward this proactive community service. Commissioner Baney asked if the center will relieve the burden on current Sheriffs Office staff in the Jail. Sheriff Nelson explained that it will; while it is not possible to measure how many uses of force can be avoided, the center can reduce the number of times Sheriff's Office staff will be involved in those situations. As an example of how the center will be used, he explained that a common call for law enforcement is a transient on public property. One method of responding to this would be to offer the opportunity to go to a sober center rather than to jail, then when the individual sobers up, to offer treatment options. Commissioner Baney asked about commitments from partners and sustainability. Sheriff Nelson noted that it would be easy to shutter if it does not end up being a success, but he does not think we will find it to be unsuccessful. We are starting as a sober center because partner agencies have been asking for a sober center; it makes sense that we would make stabilization for a mental health crisis a part of that. Commissioner Baney is not worried that the center will not have enough clients but is worried about how we will pay to keep it open. Dr. Conway explained that Chief Porter has been involved in the planning for the proposed center, and we have a commitment from the City of Bend. Another large contributor is St. Charles, and we will work with them to gather data about the number of hours an individual stays in the emergency room, which is also a cost for the law enforcement officer. Dr. Conway believes that, as we are able to track and look at impacts for partner agencies, we will be able to demonstrate the cost savings and benefit to community of stabilizing these individuals. Sheriff Nelson stated that the Sheriffs Office is devoted to seeing the center serve its purpose. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 12 of 14 The model is at least a five-year model with one to two years in a temporary facility. In time a permanent facility will be built. Once the temporary facility has been open for a few months, we will begin planning for the permanent facility and can be starting construction a few months after that. There are several counties in Oregon that have this type of facility and staff from Health Services and the Sheriff's Office have visited these facilities. Staff will also be visiting facilities in San Francisco and Kansas City. Commissioner Henderson asked if there is any projection of how much use the facility will see. Dr. Conway and Holly McCown explained that we have crisis and mobile crisis teams already providing a large volume of services which will be relocated to the facility. The crisis teams currently serve more than 3,000 individuals right now—this will continue and the numbers will go up as we expand the hours of operations in the new center. Sheriff Nelson had to leave for a prior commitment and was not available to provide an estimate of how many intoxicated individuals might served. Commissioner Tammy noted that in her time as a Commissioner, it was almost anticipated that the amount of County general fund requested would go up each year and that when trying to unravel the complicated strings of health services funding, it was all over the map. This year's presentation was the most clear and the best in letting the Budget Committee know what they are looking at and has come a long way in unraveling the strings. It was not an easy lift trying to parse through all that and the information presented this year has made very great strides in helping us understand what we're investing in. Mr. Barrett sees this as a transition that began three years ago, and this year the department win the prize. He thanked department staff for their effort. Mr. Maier appreciates that the department is asking for $100,000 less in County general fund than last year, and hopes the department continues that trend. It is important to have a fund that is financially secure in itself. His main concern is that next year we are not sitting here going through how we will make up the difference, that we will have a plan within the department to deal with it. Dr. Conway noted that some of the major inputs to the department's budget are beyond the department's control—a lot of clients' Medicare and a lot of the department's staffing are dependent upon the Affordable Care Act. We are doing our best with staffing, and it is important that we be seen by the Commissioners and the community as being very good stewards of public funds. Minutes of Budget Meeting Tuesday, June 6, 2017 Page 13 of 14 Being no further discussion, the session ended at 5:03 p.m. DATED this ( Day of County Board of Commissioners. 2017 for the Deschutes Tammy Baney, Ch�'ir Anthony DeBone, Vice Chair Philip G. He ` s erson, Commissioner Minutes of Budget Meeting Tuesday, June 6, 2017 Page 14 of 14 9:00 AM 9:00 - 9:15 AM 9:15 - 9:45 AM 9:45 - 10:15 AM BUDGET COMMITTEE AGENDA Tuesday, June 6th, 2017 • Elect Chair • Approve minutes from the December 2016 meeting Black Butte Ranch Service District (Budget Committee -Commissioners, Rick Hartnack, Dave Dougherty & Rich Elliott) • Open public meeting and introductions • Budget discussion • Public Comment • Motions to: 1) Approve budget of $2,182,652 and set tax rate at $1.0499 per $1,000 of assessed valuation 2) Set local option operating tax rate at $.5500 per $1,000 of assessed valuation • Motions to be seconded • Budget Committee votes • Close budget meeting Sunriver Service District (Budget Committee -Commissioners, Bob Wrightson, Jim Wilson & Mike Gocke) • Open public meeting and introductions • Budget discussion • Public comment • Motions to: 1) Approve Sunriver Service District operating budget of $8,195,953 and set tax rate at $3.3100 per $1,000 of assessed valuation 2) Approve Sunriver Service District Reserve budget of $1,207,853 • Motions to be seconded • Budget Committee votes • Close budget meeting Deschutes County Extension and 4-H Service District (Funds 720 & 721) (Budget Committee -Commissioners, Judy Hackett, Gayle Hoagland & Katrina Van Dis) • Open public meeting and introductions • Budget discussion • Public comment Program Budget Tab/Page 7/223 Page 1 Deschutes County Extension and 4-H Service District (Cont'd) 10:15 - 10:30 AM 10:30AM - 1:OOPM 1:00 - 1:30 PM 1:30 - 2:15 PM BUDGET COMMITTEE AGENDA Tuesday, June 6th, 2017 Program Budget • Motions to: Tab/Page 1) Approve Deschutes County Extension & 4-11 Service District operating budget of $691,770 and set tax rate at $.0224 per $1,000 of assessed valuation (Fund 720) 2) Approve Deschutes County Extension & 4-H Service District Reserve budget of $561,500 (Fund 721) • Motions to be seconded • Budget Committee votes • Close budget meeting Break Deschutes County Budget Proposal/Lunch • Open public meeting • Deschutes County Budget Proposal Service Partner Economic Development of Central Oregon (EDCO) Other Funds Health Benefits Fund (Fund 675) PERS Reserve (Fund 135) Economic Development Fund (Fund 105) Video Lottery (Fund 165) 2:15 - 2:30 PM Break 2:30 - 4:30 PM Health Services • Introductions • Budget discussion • Crisis Stabilization Center; Special Requests 14/ 349 Continue the Deschutes County budget meeting to Wednesday, June 7th , at 9:00 AM 6/192 6/197 6 / 187 6/186 5 /162 Page 2 .,. ...7( .,z ...) ‹. in L., :,..0 q,-) ) (1 6 NAME (please print) PW4Me /0 -1‘cogi\;500 DESCHUTES COUNTY BUDGET HEARINGS , -N, 6 C......) 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