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2017-560-Minutes for Meeting June 09,2017 Recorded 8/31/2017Recorded in Deschutes County Nancy Blankenship, County Clerk Commissioners' Journal d CJ2017-560 08/31/2017 8:20:11 AM 11111111111111111111111111,iuii 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 FRIDAY, JUNE 9, 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; Jimm Burton and Bruce Barrett, citizen members of the Budget Committee; Wayne Lowry and Loni Burk, Finance Department. Presenting for Central Oregon Visitors Association were Alana Hughson, CEO; Dana Whitelaw and Dan Despatopolous, Board members; and present was Mike Patron, Vice President. Mike Maier — absent Meeting minutes were taken by Laura Skundrick The topic of discussion was Central Oregon Visitors Association Chair Bruce Barrett opened the meeting at 9: 03am Minutes of Budget Meeting Friday, June 9, 2017 Page 1 of 4 Discussion: Ms. Hughson summarized the materials handed to the committee, including a summary with supportive data including the budget, economic impact data, and a brief outline of the strategic plan in development. Ms. Hughson was pleased to report year ending June 30, 2017 was another record-setting year, and are in the eighth straight year of growth in transient lodging tax revenue coming out of the recession. Central Oregon is growing more rapidly in tourism product than of the smaller regions in the state, which has led to challenges particularly with compression in the Bend area. COVA's Board is committed to ensuring that programs developed are sensitive to growth taking place and preparing for the future. The vision and strategic plan goes far beyond just the marketing initiatives. One of the most significant changes for COVA's next fiscal year is transitioning to biennial planning with the strategic plan and budget, although an annual budget will still be presented. COVA has been awarded by the State of Oregon to be the Regional Destination Management Organization through Travel Oregon. This is the state's program to invest dollars gained from the increase in statewide lodging tax toward regional development. This investment of $1.1million over the two year period will allow COVA the opportunity to focus on marketing initiatives and look at statewide resources for developing partnerships for the entire region. Working with regional partners on many rural initiatives, a grant pool will be developed for our Central Oregon Partners to apply for support and receive funding initiatives to grow their product and their marketing ability. Ms. Hughson stated the budget includes an analytics report, which covers measurements for every program implemented by COVA and gets seen by the Board at every meeting. They are required to have benchmark base, set goals, then work toward achieving those goals through objectives, strategies, and tactics. We have long been tasked with the image and brand development for the region, however the strategic directive for messaging and the way that we feed information to the visitor and channel the visitor to the private sector partners has changed. Everything now funnels through the COVA portal, then send visitors to the various private sites from there, generating more leads for our partners and exponentially more traffic to the COVA website. The room tax revenue is growing at a healthy rate, but not at the rate our program expansion is growing. Ms. Whitelaw explained the great partnership between COVA and the High Desert Museum The museum's projected a record attendance of 180,000 this year, and given that Bend's population is only 90,000, you can see that the museum benefits greatly from tourists coming to the area. The marketing budget of $300,000 gets used up mostly within Central Oregon, so COVA allows the museum the opportunity to reach out of the area and have visibility in areas we couldn't reach on our own. Mr. Despatopolous explained he's been on the COVA board for 17 years now, and COVA has been a great partner. Tourism is also very important to the Fair and Expo Center, and COVA has helped with marketing strategies, recently reaching ads in a variety of Bay Area newspapers. Minutes of Budget Meeting Friday, June 9, 2017 Page 2 of 4 Mr. Barrett asked Ms. Hughson to point out specifically which statistics are the most significant? Ms. Hughson explained COVA is setting records in every single benchmark, so it's difficult to only call out one. However, the digital analytics allow tracking the use of the COVA website, and success rate for connecting clients with resorts for booking. This "outbound clicks" measurement has shown a 40% fiscal year-to-date increase. Mr. Barrett asked Ms. Hughson what metric should we look at to determine that the amount spent is a good value to Deschutes County? Ms. Hughson answered it would be twofold. COVA's job is to drive the demand, so marketing out of the area to drive visitor interest into the area, the success of which can be measured by those website analytics come in. Secondly, lodging is what's driving the TRT revenue, so there is now a formula to determine whether visitors are using the website to connect with lodging partners, and what is the value of those clicks to our lodging members. An aggregate daily rate is compiled from resort partners, and the formula determines what the equivalent value of that booked business equates to. COVA is in the top one or two generating clicks for every one of the resort partners, and we know they see the value in it because in addition to their membership, they buy -in to elevate their position on the website. Mr. Barrett asked Ms. Hughson whether they should be concerned about the negative net revenue? Ms. Hughson stated COVA budgeted for negative revenue, due to a net asset carry forward from the prior fiscal year from the TRT revenue increase, and the board approved to reinvest that. The reinvestment goes straight back into the program expenses and not additional staff. Mr. Barrett asked how the personnel expenses compare to last year? Ms. Hughson answered they're pretty in line, and the statewide program will help with administrative costs due to the expanded need. Commissioner Baney wanted to highlight the strength in partnership and incredible work done by COVA to secure the Western Interstate Region conference here at Sunriver. The conference was very well laid out and planned for, and that large group felt very well taken care of. County Administrator Anderson personally thanked Ms. Hughson and Mr. Patron for spending so much time working on study through the winter on the sports complex analysis, as well as the current study on the facility and planning for the future. He also mentioned that part of the county's investment in tourism is for community development, so it could be beneficial for COVA or EDCO to track and report on lead generation and how business owners found and committed to Central Oregon. That could help tell a bigger picture of tourism. Ms. Hughson agreed. Commissioner Henderson noted the importance of keeping the area and experiences desirable while we continue to market and get more visitors to the area, and would appreciate an update another time about whether COVA incorporates discussions about what makes Central Oregon great? Ms. Hughson confirmed there is dialogue around that, and the additional resources Minutes of Budget Meeting Friday, June 9, 2017 Page 3 of 4 coming in from the state for development doesn't always mean driving more and more building, but rather approach what each community needs in order to develop responsibly. Commissioner DeBone suggested one of the vacant appointed member seats on the COIC Board in the future could be a good fit for COVA. He also offered kudos for the NACO WIR Conference, as an incredibly positive experience for all commissioners in the Western United States. Being no further discussion, the session ended at 9:55am. Minutes of Budget Meeting Friday, June 9, 2017 Page 4 of 4 CENTRAL N BEND • SUNREVER -- visitcentralaregon.com Summary of Oregon's Statewide Tourism Impacts The Oregon travel industry continued its post -recessionary expansion in 2016. By most measures, 2016 was the strongest year of travel industry since the 2008-2009 recession. (source: Travel Oregon — Dean Runyan research) • Statewide Travel spending: $11.3 billion, increased by 5.2% and is the seventh consecutive year of spending growth. • Travel Activity: An estimated 28.4 million overnight visitors traveled to Oregon destination, an increase of 2.5%. Room demand, as measured by STR Inc., increased by 4.8%. Employment: Total travel generated employment was 109,500 in 2016, representing a 3.5% increase and the sixth year of growth, following the steep decline from 2008-2010. GDP: The Gross Domestic Product of the travel industry was $4.7 billion in 2016. The travel industry is one of the three largest export -oriented industries in rural Oregon counties (the other two being agriculture/food processing and logging/wood products). Visitor Spending by Type; of Traveler Accommodation ($ in Millions Hotel, Motel, B&B Campgrounds, Private/Public Private Home Vacation Home Day Travel / Other Total Spending Central Oregon $ 453 $ 50 $ 115 $ 46 $ 126 $ 790 Oregon $ 5,117 $ 454 $ 1,934 $ 178 $ 2,137 $ 9,820 Visitor Spending by Commodities Purchased ($ in Millions) Accommodations Food & Beverage Services Food Stores Air/Ground Transportation Recreation Shopping Total Spending Central Oregon $ 228 $ 215 $ 66 $ 164 $ 89 $ 89 $ 851 Oregon $ 2,205 $ 2,482 $ 715 $ 2,226 $ 1,059 $ 1,132 $ 9,819 Direct Travel Impact ($ in Millions) Total Direct Travel Spending Industry Earnings (wages) Local/State/Federal Taxes Total Impact Central Oregon $ 851.0 $ 231.8 $ 36.7 $ 1,119.5 Oregon $11,256 $ 3,078 $ 1,132 $15,466 Information extrapolated from the Oregon Travel Impacts report produced by Dean Runyan Associates and Longwood's International for the Oregon Tourism Commission. Every effort was made to ensure accuracy; the publisher assumes no responsibility for the accuracy of contents. Figures may vary, due to rounding. This report documents the economic significance of the travel industry in Oregon for 2016. Page 2 of 2 CENTRAL OREGON VISITORS ASSOCIATION BOD APPROVED FY18 Budget - 5/30/17 REVENUE: Deschutes County Transient Room Tax Marketing - Co-op Investments Membership Dues Regional Coop Tourism Program Visitor Center Credit Card residual Total Revenue: BUDGET FY18 $1,802,420.00 $125,000.00 $115,000.00 $474,237.00 $3,500.00 $3,250.00 $2,523,407.00 EXPENSES Advertising & Marketing Expenses Destination Marketing $1,222,587.00 Program Innovation $50,000.00 Digital Development $50,000.00 Industry Representation & Dues $7,500.00 Public Relations / Sales & FAM's $45,000.00 Visitor Center $3,500.00 Visitor Inquiry Fulfillment $75,000.00 Telephone / Internet $9,500.00 Travel Oregon Regional Coop Tourism Program $384,237.00 Travel Oregon RCTP Wages Allocation $90,000.00 Total Advertising & Marketing Expenses: $1,937,324,00 Facilities & Equipment Computer Hardware/Software $1,000.00 Computer Programming & Support $1,000.00 Depreciation $4,500.00 Equipment Repair & Maintenance $1,000.00 Office lease / CAM's / utilities $60,320.00 Total Facilities & Equipment Expenses: $67,820.00 Office Administration Annual Outside Review & Accounting $25,000.00 Credit Card & Bank Fee's $6,000.00 Copier / Fax / Scanner $5,375.00 Insurance $4,500.00 Legal Fee's $500.00 Office Supplies $3,500.00 Total Office Expenses: $44,875.00 Personnel Wages & Salaries Payroll Taxes Simple IRA Plan Employee Health Benefits Total Personnel Expenses: TOTAL REVENUE: TOTAL EXPENSES: Zero Based Budget: $470,000.00 $49,500.00 $15,100.00 $69,500.00 $604,100.00 $2,523,407.00 -$2,654,119.00 $0.00 FY18 BUDGET COMMENTS TRT REV finalized after budget process Partner Co-op's fnalized during Media planning Partner Dues support RCTP bridge year-6mo.@1% + 6mo.@1.8% Park Passes & Permit sales Member Merchant card program Media 1 Creative 1 Research 1 Production Market Activation 1 New program development FY18 Dig Dev funded w/ RCTP leverage USTA I DMAWest I ORLA 1 ODMO 1 IAGTO Media + Research FAM's I PR software Park passes I Permits Visitor Guide shipping Toll Free numbers I WiFi hosting RCTP bridge year-6mo.@1% + 6mo.@1.8% RCTP administrative program support 3.5% annual lease increase Review 1Tax Return 1 Bookkeeping' Payroll leased equipment D & 0 and liability insurance $90k RCTP for RDMO admin support COVA matches up to 3% *Projected NAR from FY17 @ $130,712.00 CENTRAL OREGON BEND•SUNRVER ADfir' ,s'S ;7" 'Y'E •C AL. L. FY17 was another record-setting year for COVA, crushing Goals in every measurement category (source: Analytics Report and Financial Statement). COVA's results reflect the combined effort of a highly professional, productive and committed staff team who generate a positive work environment and loyal culture in the workplace. Internal COVA reorganization further optimized alignment with our DMO partners and Travel Oregon programs has enhanced COVA's efficiencies and processes. Directives and vision for this alignment and industry collaboration are reflected in COVA's FY17-19 Strategic Plan. Summary of Key Accomplishments: (through May 30): • COVA runs a highly effective, accountable and efficient business; staying on budget and on target, while operating all directives in compliance with the board -approved Strategic Plan. • COVA was appointed the official Regional Destination Marketing Organization by the Oregon Tourism Commission and in the FY 17-19 biennium will receive a $1.1 million marketing coop investment to enhance COVA's regional tourism strategies. COVA was the only RDMO in the state to achieve 100%, DMO Stakeholder support from within its region. • COVA's CEO was unanimously elected to serve a second term as Chair of the Oregon Tourism Commission (OTC) and is presently serving a second four-year term on the OTC. The OTC is appointed by the Governor and is comprised of industry and economic development leaders charged with overseeing the $76.6 million biennial budget of Travel Oregon. • For the third consecutive year, COVA was awarded one of the preeminent statewide marketing awards at the Governor's Conference on Tourism, receiving the 2017 Statewide International Sales & Development award in recognition of securing (for the 1st time ever in Oregon) the 2018 International Association of Golf Tour Operators - North American Conference for Central Oregon, to be held at Sunriver Resort. (2016 Overall Outstanding Marketing Award and 2015 Outstanding Public Relations Initiative Award) • COVA helped achieve 8% real growth in Deschutes County TRT (2.6% ahead of Goal) • Increased VisitCentralOregon.com Web Site Unique Sessions by 86% (61% ahead of Goal) • Increased clicks to Members by 40% (15% ahead of Goal) • Increased Direct web site Lodging Conversion clicks by 68% (43% ahead of Goal to $3,703,077) • Increased Earned Media to Leverage Paid Advertising by 7:1 ratio (20% ahead of Goal) o Total Story Placements: 912 o Total Reach: 833 million o Earned Media Value: $7.7 million 57100 Beaver Drive, Build 9 Suite 130. Sunriver OR 97707 541-389-8799 VisitCentralOregon.com Fiscal Year 17 MAY Analytics Summary Website Metrics FY 17 GOALS: • 15% increase in VisitCentralOregon.com web sessions • 15% annual increase in outbound clicks • 5% Increase in return visitation WEBSITE SESSIONS — MONTHLY YOY COMPARISONS 1 MAY 2017 vs. MAY 2016 14/15 — 36,664 15/16 — 111,385 — +204% over 14/15 16/17 —120,603 — +8.3% over 15/16 *A website Session is a group of interactions someone has on our website. It includes all their actions they take while on the site as one. It is the 'container' for the actions a user takes on the website. WEBSITE SESSIONS FYTD COMPARISON 1 JULY — MAY 2017 14/15 — 182,945 15/16 — 455,279 — +149% over 14/15 16/17 — 845,315 — +86% over 15/16 FY 16 FY17 %CHG Monthly Unique Visitors (average) 29,346 46,548 + 59% **A Unique Visitor is the number of distinct individuals to visit the website, Sessions include someone who comes back and spends more time on the site. WEBSITE SESSIONS YEAR OVER YEAR (BY WEEK) 1 JULY - MAY 2017 FY2017 -' FY2016 mr,r, FY2015 FY2014 37,500 25,0co FY 2013 OUTBOUND CLICKS TO MEMBERS (BY MONTH) 1 JULY - MAY 2017 ----502017 FY 2016 FY2015 FY2014 OUTBOUND CLICKS — FYTD 17 137,701— 40% FYTD increase over FY16 OUTBOUND CLICKS — MAY 17 9,179 — 34% Increase YOY RETURN VISITATION YEAR OVER YEAR 1 JULY — MAY 2017 FYTD 16 FYTD 17 CHG Number of Returning Visitors 135,087 338,831 + 150% COVA 1 Marketing Activity Report — MAY 2017 CENTRAL OREGON ADVENTURE CALLS DESCHUTES COUNTY LODGING REVENUE FROM VISITCENTRALOREGON.COM: Utilizing TravelNet Solutions formula, COVA has calculated the attributable accommodations revenue/value of clicks from VisitCentralOregon.com Where to Stay page directly to our lodging partners. This formula is established with accepted baseline industry standards. *Clicks to Resort Partners represent 44% of lodging clicks. Direct Clicks Conversion Rate x Average Daily Rate x Average Length of Stay x Ancillary Spend Calculation Factors Clicks Conversion Rate Average Daily Room Rate Average Length of Stay Ancillary Spend 4.0% $250.00 3.5 nights x 1.75 Clicks from COVA's Where to Stay Landing Page 1 Attributable Accommodations Revenue RESORT partners: All lodging partners: MAY 16 $ 167,029 $ 400,869 MAY 17 $ 221,358 $ 531,258 FYTD '16 $ 918,260 $ 2,203,824 *Clicks to lodging partners are up 33% YOY for May and 68% FYTD WALK-IN TRAFFIC BY HOMETOWN — MAY 2017 IATilkrst FYTD '17 $ 1,542,949 $ 3,703,077 REGIONAL VISITOR INFORMATION CENTER — FYTD COMPARISON 1 JULY — MAY 2017 May 16 May 17 FYTD % CHANGE Total Visitor Engagements 10,812 6,309 58,735 -11% Walk -In Visitors: 1,227 1,258 18,081 +2.5% *Engagements = visitor inquiry leads, walk-in visitors, concierge contacts (phone & email) COVA 1 Marketing Activity Report — MAY 2017 CENTRAL OREGON A[7VENTURE CALLS E -Newsletter & Remarketing Audience FY 17 GOALS: • 20% Open Rate for e -Newsletter (industry average is 17%) • 10% Click through rate (industry average is 7.9%) • 15% Increase in Consumer opt -in database CONSUMER E -NEWSLETTER Average eNewsletter open rate: 22% Monthly email Click Through Rate: 9.4% Consumer email database: 96,646 +7,280 over last month — 24% increase FYTD CALIFORNIA AND ARIZONA DIGITAL AUDIENCE GROWTH: RESULTS — FYTD 2017 Overall increase in site visitation from California consumers is 8% FYTD and Arizona is 259% with the largest growth happening in the following Cities: (ordered by largest number of visitors to smallest) CALIFORNIA GROWTH ARIZONA GROWTH Los Angeles 118% Phoenix 279% Sacramento 49% Scottsdale 323% San Diego 70% Mesa 287% Sacramento 49% Glendale 597% Santa Rosa 188% Chandler 233% FY16 California FY17 California FY16 Arizona FY17 Arizona *Circles in map represent the number of site visitors for a specific city. COVA 1 Marketing Activity Report — MAY 2017 CENTRAL OREGON ADVENTURE CALLS Bend's rapid growth was the talk of the town (nation) in May as our little city was mentioned in literally HUNDREDS of news stories across the world, reaching millions of people. Bend's ranking was featured in every one of those stories — no, not a huge mention, but of note due to the sheer magnitude of the story's reach. Elsewhere, Mt. Bachelor's announcement about July 4th skiing was picked up nationally by a few outlets while the area was featured in Redbook, Readers Digest and Outside Magazine to name a few. And, Tetherow, Pronghorn and Crosswater were all once again included in Golf Digest's rankings of America's Top 100 Public Courses. Additionally, Ted made 10 story pitches to national reporters last month and will track where and when those stories will appear. To date, Central Oregon has been featured in more than 900 stories reaching 835 million people — with an earned media value of close to $8 million. On the social media side, Visit Central Oregon's Instagram page picked up nearly 300 new followers last month, pushing our total fan base to more than 5,300. With Twitter and Facebook, our total social media audience has surpassed 61,000 fans. We made 580,000 impressions last month via social media, generating more than 8,500 clicks to visitcentraloregon.com. RESULTS —JULY 1- MAY 31: FY 16 FY 17 % CHANGE Total Facebook Fans 41,659 50,860 +6.7% Average Reach per FB post 4,887 4,978 + 2% Total FB Impressions 8,525,665 16,158,369 + 90% lnstagram followers 2,361 5,318 +125% Twitter followers 4,570 5,180 +13% Social Media Clicks to COVA Website: N/A 61,195 N/A BLOG/STORIES FYTD The visitcentraloregon.com blog strategy has evolved over the last year, moving from a focused effort to populate the website to focusing on distributing the content via social media. Essentially, we loaded the site with compelling content — now we're getting that content out to potential visitors while continuing to add relevant and inspiring content to the site periodically. Inspirational stories and video including example itineraries, trip ideas and "favorite" lists: • FY 17 to date: 25 New blog posts • FY 17 to date: 5 New 3 -minute video blogs produced and posted RESULTS: DOMESTIC EARNED MEDIA 2017 FYTD: Total Story Placements: 912 Total Reach: 833 million Earned Media Value: $7.7 million COVA 1 Marketing Activity Report — MAY 2017 ENTRAL OREGON ADVENTURE CALLS OBJECTIVE Build awareness and growing visitation from primary international markets, managing Central Oregon Regional Co -Op Tourism Program (RCTP) tactics through collaboration with Travel Oregon. RCTP funds complement, and are completely supported and leveraged by COVA's larger investment strategies dedicated to Central Oregon destination marketing. FAMs / CALLOUTS • FYTD FAMs hosted in -region — 34 Int'I Travel Trade & Media Groups, consisting of 222 Guests from 12 countries — Australia, Canada, China, Denmark, France, Germany, Ireland, Japan, Netherlands, New Zealand, Norway, UK. See FAMs Calendar— next page. • May hosted FAM's & group itineraries developed for callouts: - Jetset Voyages & Ailleurs Voyages - May 4-5; Jetset Voyages is bringing 7 of their top sales agents from Ailleurs Voyages network in France. Oregon will be a featured destination in their 2017 catalogue. - Rob McFarland, Australian freelance journalist - May 29-30; pitching outdoor adventure activity story ideas to Traveller, Escape, GQ and Luxury Travel. Pre-IPW FAM tour. - Deborah Dickson -Smith, Australian freelance journalist — May 30-31; Two commissioned stories for Out & About With Kids and New Zealand Herald. For "Out and About with Kids," Deborah will write a family focused story featuring Portland and Oregon. For the New Zealand Herald, she will focus on food and beer. Pre-IPW FAM tour. INTERNATIONAL TRADESHOWS • Prep for IPW (Int'I Pow Wow) — June 4-8 — U.S. Travel Association's IPW is the travel industry's premier international marketplace and the largest generator of travel to the U.S. o COVA is scheduled for 40 (out of 44) appointments during 3 -days of intensive pre - scheduled business appointments. o Procured Crater Lake Distillery donation (100 bottles) for IPW Chairman's Circle gift. o Hosted two Pre-IPW FAMs in region — Rob McFarland & Deborah Dickson -Smith — both journalists from Australia. • Prep for IAGTO No. American Conference —June 25-28 - 150+ golf tour operators selling N. America will attend IAGTO NAC. Oregon delegation including Travel Oregon, COVA, 2018 host site — Sunriver Resort and Pronghorn will attend and conduct appointments for continued development of domestic & int'I golf visitor business, and to trigger registration for the 2018 IAGTO NAC event, and pre-/post-FAMs taking place in Central Oregon next summer. o Pre -/post -FAM IAGTO booklet will also be distributed at IPW. o Procured 10 Barrel Brewery donation for Monday evening Oregon reception event. OREGON GOVERNORS CONFERENCE ON TOURISM • CONGRATS TO COVA TEAM for being awarded the 2016 International Sales & Development Award from Travel Oregon! • Attend Travefy Training for statewide implementation of Travel Oregon FAM tour itinerary building online platform / application. • Present regional "What's New" at Oregon Info Center Meeting w/ Anna Dooley • Represent Central Oregon at the Oregon Destination Marketing Organizations Meeting COVA 1 Marketing Activity Report — MAY 2017 CENTRAL OREGON ADVENTURE CALLS GOALS • Implement collaborative regional plan to further establish Central Oregon as a unique and inspiring outdoor recreation destination for group meetings/conferences, destination weddings, team sports and special events • Level visitor volume seasonality with development of region -wide Group / Event / Conference activity • Generate qualified leads to disseminate to Central Oregon meetings suppliers TACTICS Collaborative Sales Initiatives • Prospect, coordinate and execute collaborative sales initiatives at qualified Meeting Planner trade shows • Support large group business with COVA Housing Bureau assistance • Support large group business with free COVA Concierge vacation planning services for attendees Special Event Promotion • Utilize COVA's leveraged marketing reach and frequency to invite registration / attendance at signature Central Oregon events with a propensity to drive multi -night, destination visitation EXECUTION Small Group Meeting Planning Assistance: • HPM Associates, Sunriver Resort, Oregon, June 27-29, 2017 Familiarize the tour planner with the region assets to navigate group during the Pacific Crest event. COVA referrals of recreation member partners for group activities. • Solar Eclipse Tour Bus Groups from various West Coast Cities Concierge referrals to Oregon Solar Fest in Madras, for bus parking options. Educating tour planners to carry ample supplies of food and beverages for their groups and prepare for extended traffic wait time Region -Wide Business Booked: • NACO Western Interstate Region (WIR) Conference, Sunriver Resort, May 24 - 26, 2017 COVA team provided an information table during onsite registration with concierge assistance with member referrals. Estimated Attendance: 425+. Estimated Room Nights: 920 • Bend Elks Memorial Day Baseball Tournament, Bend/Redmond, May 27-29 2017 The 2017 event will have 200 teams, 185 teams lodging in hotels in Central Oregon. The event will utilize baseball fields located in Bend and Redmond. COVA concierge is offering trip planning assistance to attendees and extended families. Estimated Attendance: 6,000+. Estimated Room Nights 5,000+ 50th Annual PGA Professional Championship, Sunriver Resort, June 15-21, 2017 COVA concierge services for trip planning assistance for extended families. COVA displaying volunteer information for walk-in locals and guests and digitally through the industry newsletter. Estimated Room Nights: 1200 • Pacific Crest Sports Weekend, Sunriver, Oregon June 28-29, 2017 COVA will provide 3,500 VisitCentralOregon.com logo bags for registration purposes. COVA continues as the primary marketing partner and Housing Bureau for PacCrest. Estimated Attendance: 5,000+ COVA 1 Marketing Activity Report — MAY 2017 ENTRAL OREGON ADVENTURE CALLS FY17-19 STRATEGIC PLAN COVA's Strategic Plan will evolve to a biennial, rather than annual, timeline to complement and align with the Travel Oregon biennial strategies and budget processes. Regional Cooperative Tourism Program The most significant addition to the Strategic Plan is the inclusion of nearly $1.1 million in Regional Cooperative Tourism Program marketing and development resources from Travel Oregon. This investment in COVA's programming from statewide lodging taxes will allow expansion of programs for COVA's regional partners in the arenas of destination development, air service development and international sales and marketing. In addition, these funds enable COVA to manage a Regional Grant program designed to provide opportunity and funding for our community DMO partners to advance project development in the tourism arena region -wide. RESEARCH As you can see from the analytics, while both campaigns out performed last year, golf had more traffic and a high percentage increase YOY. We believe this to be due to the investment we made in golf research this past fall. That research allowed us to be more surgical in identifying and reaching our golf target. This coming year, we will allocate funds to conduct research on our adventure and lifestyle visitors in order to allow us the same ability to be more surgical in the rest of our campaigns throughout the year. COVA MEMBER DIGITAL COOP MARKETING OPPORTUNITIES Digital Co -Op Opportunities COVA provides opportunities to members to generate awareness to our network of audiences (Website, eNewsletter, Social Media) through advertising, sponsored content, promotional contests and featured member listings. • Increased COVA site traffic by over 20,000 sessions • Produced over 3,700 outbound links to members • Created $7,975 in revenue • Added over 8,600 names to COVA's consumer database FY 2017 Golf Campaign (Feb 15 — May 31) The Golf Campaign will cover Northern California, Southern California, Arizona, Washington and parts of Oregon through a combination of digital, print, video, social media, and direct consumer engagement. COVA has also made changes to the golf page to improve the landing experience for consumers. Objective COVA/Central Oregon Golf Trail co-op campaign in our target markets is designed to create awareness and promote Central Oregon as the preferred golf vacation destination. Two sets of creative will showcase both luxury and value minded experiences. Strategy Partner with select regional golf associations, top industry publications and behavioral/geo targeted digital advertisers to create awareness and attract visitors from our target markets to book multi -day golf vacation packages in Central Oregon. Traffic is driven to the COGT page with messaging featuring our seasonal (spring and fall) golf packages. COVA 1 Marketing Activity Report — MAY 2017 CENTRAL OREGON ADVENTURE CALLS Tactics • Digital: Web banner ads, retargeting, PPC, online video, eNewsletters • Social Media: Click to website campaign with mobile and desktop and network versions. • Direct Consumer Engagement: through sports sponsorships and trade shows. Goals • Increase awareness of Central Oregon as a golf vacation destination. • Register 55,000 sessions on the COGT Landing Page Budget: $436,652 Total Impressions: 67,358,236 CPM: $6.48 Sessions FYTD: 110,282 (100% above Goal, 110% Increase YOY) Goal: 55,000 FY 2017 Spring Campaign (Feb 15 — May 31) The Spring Campaign will cover Northern California, Southern California, Arizona, Washington and parts of Oregon through a combination of digital, print, video, social media, and direct consumer engagement. COVA has also created a new landing page to improve the experience for consumers. Objective Create a successful campaign focusing COVA's primary target markets, to create awareness and promote Central Oregon as the preferred spring vacation destination. Strategy Leverage the impact of COVA's in primary target markets to create awareness and attract spring visitors from Northern California to book a multi -day spring vacation in Central Oregon. Traffic is driven to a Spring Vacation landing page (visitcentraloregon.com/spring-vacation). Quality leads are generated through an enter -to -win giveaway for continued direct consumer marketing. Tactics • Digital: Web banner ads, retargeting, PPC, online video, eNewsletters • Social Media: Click to website campaign with mobile and desktop versions. • Direct Consumer Engagement: through sports sponsorships and trade shows. Goals • Increase awareness of Central Oregon as a spring vacation destination. • Register 55,000 sessions on the Spring Landing Page • Collect 1,500 leads for the COVA consumer database Budget: $284,771 Total Impressions: 55,546,359 CPM: $5.13 Sessions: 81,320 Goal: 55,000 (48% above Goal, 60% Increase YOY) Consumer Database Leads: 1,796 Goal: 1,500 (34% above Goal, 24% Increase YOY) COVA ( Marketing Activity Report — MAY 2017 CENTRAL OREGON ADVENTURE CALLS FY18 CAMPAIGNS 1 CREATIVE DEVELOPMENT Even though we are just wrapping up our campaigns for 2017, we are already well into preparation for the FY18 campaign strategies and production. We have contracted with a new partner Audible Agency (formerly The Hive) to support development of our golf campaign creative targeting. Their scope of work is to include: • Competitive analysis • Brand Strategy • Brand Identity • Campaign concept and messaging development and execution • Asset gathering • Media and flight date recommendations We have contracted a local photographer to shoot our Winter, Golf and Spring campaigns for consistency. Scouting and shooting has begun to ensure we optimize the spring scenery when the landscapes are green and lush and the mountains are white. Dynamic Retargeting is a part of the year-round strategy, but is most heavily placed when we are not actively running advertising in the summer months. Dynamic Retargeting will reach visitors who are already here or have already booked travel, with messaging prompting a call to action return booking or reminder to book within their defined fields of interest. We recently evaluated the results of a 12 -month website research project in which visitors to VisitCentralOregon.com were surveyed about the effectiveness and use of their website experience. This research proves the importance of staying in touch with our web audience in order to convert them into repeat visitors. The research also supports the importance of investing in website development and optimization, a key component of the FY17-19 strategic plan. The research outcomes are extensive, but two primary data responses indicated: • 58% of respondents said that the VisitCentralOregon.com website was Very Important in influencing their decision to book • Visitors to the COVA .website increased their stay by an average of 1.6 days Preliminary timing for FY18 media campaigns to drive Shoulder Season visitation: Fall Golf & Lifestyle: Aug 15 - Sep 30 Winter & Lifestyle: Oct 1 - Feb 15 Holiday Adventure: Nov 15 - Dec 31 designed to be in front of planning families over the holidays Spring Golf: Feb 15 - June 30 Adventure & Lifestyle: Feb 15 - May 31 Dates may change; dependent upon the final results of the adventure/lifestyle research COVA I Marketing Activity Report — MAY 2017 CENTRAL OREGON ADVENTURE CALLS (abed ixau uo panuguoo) - 4 .°3 S..' N > C t]. , m 5 P. • _3 5. fro c 3 7v 3 x m m m x (1) CD 0) i0 0)0) N 0( p N W 0) -4 ..N. CO O 0) 00'1.08'688'1. 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Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; Jimm Burton and Bruce Barrett, citizen members of the Budget Committee; Wayne Lowry and Loni Burk, Finance Department. Mike Maier absent — joined via teleconference later in meeting Meeting minutes were taken by Laura Skundrick The topic of discussion was General Fund Chair Bruce Barrett opened the meeting at 10:11 am. Discussion: Mr. Lowry referenced the summary of the general fund on page 81 in the program budget, which breaks out major resources within the fund, shows all departments funded by general fund, materials and service, transfers out, and the contingency. Page 82 breaks down all resources between the departments in the general fund. The fund is currently balanced, due to the "other transfer" category totaling $4.2 million, the majority of which is a transfer to the capital reserve fund and intended to use for potential future projects. Any changes to the expense or revenue side of the general fund would likely affect that number. Minutes of Budget Meeting Friday, June 9, 2017 Page 1 of 4 Commissioner Baney stated that the county has benefited from using cash flow when possible and being strategic about investments. However, she states clearly that approving that money for reserves does not act as approval for specific projects to use that fund, and there should be further discussion around the potential to leverage funds for various projects prior to approval. Mr. Kropp confirmed that Commissioners determine those projects at future meetings by reviewing and approving. Commissioner Henderson handed out a worksheet he prepared regarding continual automatic growth of the tax rate at 3%. He stated this topic resonates with a lot of people and himself as a private citizen, especially because income doesn't increase at the same rate as the tax rate. The board has the ability to change the tax rate and the automatic increase, and should discuss what level to keep the reserves at. Mr. Barrett stated that the aggregate numbers reflected on the worksheet show the big picture of general fund percentage of growth and the population percentage of growth, but he doesn't see the correlation between those. However, he tends to look at the impact of the big ticket items the County has supported, such as the Sheriff's Office, Health Department, CDC, and what they are able to do with that money that citizens benefit from. Those programs don't necessarily benefit the county, but those budgets have been approved because the citizens receive that benefit. Deschutes County provides services to the always -changing general population in Central Oregon, but also to those who live here and don't pay taxes, as well as tourists. Commissioner Henderson replied that his focus is on the level of reserves, not departmental programs. He suggested we can put money into the general fund from profitable departments such as the road fund or solid waste. He noted that some years the general fund has grown by even 5-6%. Commissioner DeBone explained that when he'd suggested a decrease in the past, the population and economy were completely different. Now, it's just starting to feel like we're past the recession and are more robust, and now is the time to put money into the bank. Commissioner Baney stated that had brought up a great discussion and the county ended up paying off some debts. If we want to make a change now, what is the cost benefit of making those changes? Commissioner Henderson stated that his perspective is the county receives more money than is required to run the government next year, and the county can borrow money for future large projects. He added that they should also discuss how local government can lower PERS obligations. Commissioner Baney replied that has been discussed in the past, and there hasn't been a solution on the table. Commissioner Henderson replied that during his campaign, Commissioner Unger stated it hadn't been discussed. He's not suggesting to leave PERS, but suggesting that now is the time to have the discussion. Commissioner Baney asked if he has a solution to consider? Commissioner Henderson answered there should be a discussion with the representative for represented employees, then also discuss what to do about non -represented employees. Commissioner DeBone mentioned that the amounts listed on Commissioner Henderson's handout are based on assessed value, and there is an accelerator curve within the chart due to the fabulous wealth in Deschutes County. Commissioner Henderson agreed, however, incomes Minutes of Budget Meeting Friday, June 9, 2017 Page 2 of 4 haven't increased. Commissioner Baney stated that incomes have increased, from around $46,000 to the $50,000 range. Commissioner Baney asked what it would look like to impose only 2.5%? County Administrator Anderson stated that the valuation increase cannot change, but the Board can determine to levy an amount less than $1.28. Commissioner Baney asked how that would affect revenue, and Mr. Lowry first addressed a few items: On Commissioner Henderson's handout, a lot of the significant increase is driven by new value coming from development. Additionally, the 3% rate was originally intended to limit the growth of property tax for average citizens who were not making improvements on their property, so the 3% was essentially tax relief in the late 90s based on what was happening prior to that. To answer Commissioner Baney's question, given the assessed value, a $.O1 on tax rate generates about $200,000, and $.05 is about $1 million in revenue. Commissioner DeBone suggested it might be difficult to ask for grant money if not assessing the maximum rate? Commissioner Henderson stated it seems that others do that. Commissioner DeBone added we also need to be aware of the political statement of taking it off, then at some point putting it back on. Commissioner Baney stated that since the recession, it's been a challenge to find the sweet spot, because the county's services were needed more during that time, which was a time the county was struggling to provide as well. She appreciates the conversation around reconciling the right amount of reserves to prepare for the economic cycle, and is supportive about being strategic regarding future needs, lessening the debt burden moving forward. She added that the market in the future is unpredictable to rely on 100% for future projects, and it can be a challenge to borrow every time, as we've often outlived the utility of that asset due to the life of those bonds. Commissioner Henderson stated the county has done great job with reducing and refunding debt. Commissioner Baney asked Mr. Burton for his opinion, and he replied having reserves is great and they are fiscally important in order to prepare for the future. However, as a taxpayer, there is a limit to how much I want sitting in someone else's bank account and not my own. Commissioner Baney asked what happens if the tax rate reduced by $.05, to which County Administrator Anderson answered the overall amount would reduce by $1 million, and the budget committee determines how to divide the remaining amount between the general fund and PERS. Mr. Lowry stated page 49 of the program budget shows previous year general capital reserves having increased in recent years, a direct result of the economy taking off, new construction coming on, and not a lot of CPI growth until the last couple of years. Payroll is about $60 million in wages, so 1% cost of living increase is $600,000. 1.5% has been the average minimum increase over the last couple years, however the most recent CPI shows 2.5% average minimum, and we expect to continue seeing that inflation. The Federal Reserve puts forth a lot of effort to keep inflation below 2%. Commissioner Baney asked whether now is the time to adjust to even out that increase, since we are over 3% inflation? Mr. Lowry stated that a policy to determine contributions to reserves could outline a specific percentage, and as a reference, the proposed contribution of $4 million is about 12.5% of general revenue for fiscal year 2018. 11:14am "10 minute break" and 11:32am reconvene Mr. Lowry reported to the Board that they can change the tax levy amount, up to the maximum permanent rate as late as the final hearing if they wanted. Then staff would need to balance the Minutes of Budget Meeting Friday, June 9, 2017 Page 3 of 4 budget based on any changes made. Mr. Barrett expressed his preference to stay the same in terms of the general fund, and have Commissioner Henderson continue to pursue this request over two years. Commissioner Baney proposed a phased approach, potentially starting this year to make movement but make sure things play out well. She suggested involving Mr. Maier via teleconference so to offer his opinion. 11:41am Mr. Maier joined via teleconference Commissioner Baney recapped the tax rate discussion for Mr. Maier. Mr. Maier confirmed the excellent idea to discuss a future reserve policy, but that more saving now prepares the county better for the future, which has been proven in the past. He doesn't believe it's wise to decrease at this time, until the county is prepared financially for those challenges. Commissioner Henderson stated that people are being taxed for more than is required to run the government. Over a 10 year period, the general fund has grown by almost 50%, while population has grown at maybe 20% at the most. At some point, if we don't need the money specifically, we shouldn't take it from the taxpayers. Mr. Maier replied that perspective looks at day-to-day operations, but should also build in capability to provide goods and support projects. Commissioner Henderson stated that money for projects should be borrowed rather than sit in an account, and Mr. Maier replied he'll agree to disagree on their different approaches. Commissioner Baney supports having solid reserves to buy down some debt, in order to provide what the county is mandated to provide. Commissioner Baney thanked Mr. Meier for his thoughts and conversation. Mr. Maier concluded that maybe there is a way to compromise, to put money toward projects or reserve but not levy the full amount. Commissioner DeBone stated that he believes there's an appropriate time to make these changes and has supported levying less than the maximum amount in the past, however he does not believe now is the right time to limit the income going toward the reserve, and does not support doing so at this time. Commissioner Baney states that the conversation is valuable to determine the right amount of income to protect us in the future. At the time of 12:OOpm — recorder change at this time for minute taking Minutes of Budget Meeting Friday, June 9, 2017 Page 4 of 4 *** = tax stats from p. 298, 2017-2018 Budget ZS c v 0 res 0 3 budget, except 2008 which is unclear. * = tax stats from p. 298, 2008-2009 Budget T p m O � 1> C 10_ ret. 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O N 1t rt ly " 3' Qui O lD o = C>a s:3 0 13 Lua O -o 0 1-4 i-.' 17 0 I-, f-' f -i !-' N F-' N F }-a ill © A f1 ' c p © cn N© r0�o V v J p C O o V .P In 1-). 00 lD V lD O ,y o W .P O N •A% W CO W N CJ CM Ln © C) V1 0 V1 Ln W CO,,r '* 0 A —r, N O * * * * * * N * * * * V * * * * 114 00 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 FRIDAY, JUNE 9, 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(present via conference call), Jimm Burton and Bruce Barrett, citizen members of the Budget Committee; Wayne Lowry and Loni Burk, Finance Department. At 12:08 p.m., Meeting minutes were taken by Sharon Ross, Board Executive Secretary The continued topic of discussion was regarding the Final Discussions Discussion held on taxes and Commissioner Henderson expressed his opinion that taxes increase every year. Mike Maier explained when the economy is good the County saves for bad times and even if the economy is bad the departments still see an increased workload. Mr. Maier questioned a survey or poll to see what the Minutes of Budget Meeting Friday June 9 2017 Page 1 of 9 citizens thinks of the tax rate. Commissioner Baney commented during the last election 26% of the people came out to vote for the school board item on the ballot. Commissioner Baney would be comfortable with a phased look at how much goes into Fund 143 and proposes a 3 -cent reduction this year and would be open to dialogue and look at another reduction but if we go higher it is harder to unwind than it is to grow. Commissioner Henderson feels we have more than we need at the County and prefers to not take more from the residents. At this time, Chair Barrett called for a ten-minute recess. Discussion Items: District Attorney's Office: The DAs Office has requests for staffing: one deputy district attorney, two trial assistants, customer service support, and one staff for victim's assistance. Discussion held on the presentation given this week regarding the department's case load. There are temporary support staff helping lighten the load. Discussion held on the level of complexity of the department's services provided to the community. Chair Barrett supports all five positions. The majority did not agree with the customer service clerk or victim's assistance position at this time and look toward volunteers. MOTION: Commissioner DeBone moved to approve the positions of one deputy district attorney and two trial assistants. Commissioner Henderson supported VOTE: Yes: Baney, DeBone, Henderson, Burton. No: Barrett. (Mike Maier was not present at the time of vote) Motion Carried Community Development Department: The CDD is proposing 1 FTE request for a long range planner and to add three staff: building safety inspector, permit technician, and senior planner. Commissioner Henderson noted his confusion of the position of the long-range planner and felt that the position should be available to work on projects such as affordable housing and feels the position should not come out of the general fund. Minutes of Budget Meeting Friday June 9 2017 Page 2 of 9 Commissioner Baney spoke on the challenges of growth in the community and the importance of meeting the needs of our community. Commissioner DeBone supports the position as well to move forward. During the past year, positions were added based on volume and could also be done this next year. The long- range planner position expense would be split between fees and general fund. Consensus for approval of the long-range planner and no opposition voiced for that position. The department suggested reducing hours but the consensus is to not go with that approach in order to best serve the needs of the community and the future. Staffing Requests: Discussion and consensus arrived with the four positions of long-range planner, senior planner, building safety inspector, and permit tech with the idea they will not be hired at the same time but staggered. Discussion held on the fee increases based on increased volume. Commissioner Henderson would amend the motion to have two of the three positions (senior planner and permit tech) and Commissioner Baney would support. Commissioner Baney also requests to have a proactive approach on code enforcement for illegal marijuana grows which may need additional staffing review. SHERIFF: Sheriff Nelson submitted data on prison population for the last five years showing a statistics report for the corrections division. Discussion held on staffing at the jail and the coverage of the medical staff positions, and the stabilization center. An outside consultant was hired and recommended the department is understaffed by 15 positions. New positions requested: 1 digital forensics detective and 3 corrections deputies. Medical staff positions and level of coverage at the jail were reviewed. Some of the staff requested could potentially be included in the new stabilization center. Minutes of Budget Meeting Friday June 9 2017 Page 3 of 9 The staffing requests were for three correction deputies, a digital forensics detective, and a series of reclassifications. The budget committee voiced no opposition to the reclassifications request. With the inclusion of the new stabilization center, staffing shortage of 15 and an unsustainable budget, the budget committee is not ready to approve the additional FTE request. County Administrator Anderson will explain to the Sheriff's Office that the three positions were denied at this time. A long-term business plan is recommended for the Deschutes County Sheriff's Office. Consensus was to go forward with the digital forensics detective. HEALTH BENEFITS: Commissioner Henderson spoke on the $15 million reserve budget and does not feel we need to increase the 2.5%. Commissioner Henderson would support no increase. Mr. Maier could support no increase as long as it comes back to reserve or contingency. This would be reducing the 2.5% to zero from the departments. No opposition voiced. Commissioner DeBone noted the positive on our employees staying healthy. Mr. Lowry noted just a couple things if we lower the rate this fund will get less than projected increase in claims so the balance will drop although the policy is to hold one year of claims. For departments the wage and benefits expense would be lowered and would increase their ending fund balance. Ms. Hinman will want to look at the actuarial rate and funding rate. We are subsidizing but that split gets larger. If we did a zero this year it would bring us closer to when we would need to do a bigger increase. Commissioner Baney inquired if we did a 1% instead of 2.5%. Commissioner Henderson feels we have more in reserve than we need right now. Commissioner Baney inquired of how much it would buy down the reserve. Ms. Hinman noted it would be $607,000. No opposition voiced to recalculate each department to zero. Minutes of Budget Meeting Friday June 9 2017 Page 4 of 9 At the time of 2:15 p.m., a short recess was taken and the hearing was reconvened at 2:27 p.m. MEDICAL EXAMINER Volunteers are being utilized in the department. County Administrator Anderson explained there is a line item in the budget and we have contract with the office that has recruited staff that receive a per diem that are paid on-call status. Last year was $69,000 those dollars were spread for staffing, rent, and death certificates and they felt it was insufficient. Researched showed that we were paying less than other counties. We took their proposal which split the compensation for Dr. VanAmburg for $5,000 - $7,000 per month, per diem for the RNs which was $50 up to $100 per day for their work, and a range of $1,000 - $2,000 for their admin expense. A contract based on their proposal for just over $100,000 per year was agreed upon but now they are asking for an additional $150 per death certificate. A thorough analysis of counties of a services in-house vs contract will be reviewed. Until that review is complete, consideration of an increase would be required. Mr. Maier suggested a contract at the $150,000 level for six months and review other counties prior to making a final decision. Chair Barrett recommends staying with the contract with what they are requesting and then review other counties as soon as possible. Mr. Anderson noted the need for a contract amendment to add to the appropriation of $50,000. The budget committee voiced no opposition. HEALTH Discussion held on the department's space needs and lease proposal. One option to consider is the possible use of the old Johnson Brothers building for space instead of a lease. There remains confusion on the CCBHC position hires, space and services. There are clear expectations this is a 2 -year term for the hires and quarterly reports will be made to the Board. Discussion held on community expectations and services. The Board is hoping for clarification as information is lacking. There is an agenda item on next Wednesday's Work Session for clarification. Minutes of Budget Meeting Friday June 9 2017 Page 5 of 9 The Board at this time doesn't feel comfortable with making a decision on the CCBHC but would approve the budget but leave the final decisions to the BOCC. Can the budget committee give authorization to approve? The request in the budget is actually related to the crisis stabilization center. Chair Barrett asked if there is a sense to agree to approve the health services budget as presented and allowing the BOCC to decide on the CCBHC. Commissioner Henderson expressed opposition to the budget but would support the stabilization center. The follow-up discussion on the CCBHC will be next Wednesday will hopefully bring clarification. There are three FTE requests within the Health budget for the crisis stabilization center and 50% of the funding is supposed to come from the Sheriff's Office budget which was not approved. Motion to approve the Health Services budget as presented. Yes: Baney, DeBone, Barrett, Maier, and Burton. Opposed: Henderson. EXTENSION 411 With the ability to expand the building there will be further discussion on the expected costs with the BOCC. Commissioner Henderson is in favor of moving forward but would like more thought on the design. Motion to approve the Extension 4H budget as presented. All expressed support. CRISIS STABILIZATION CENTER: County Administrator Anderson commented there seems to be consensus to approve that budget and with the understanding of the Sheriff's Office to review the long-term funding for that center. Though no agreements are in writing: City of Bend is committed for $400,000 per year. St. Charles is close to authorizing $500,000 per year. City of Redmond is not going to participate as the distance to the center seems to be an issue. Regarding the operations & policies and procedures of the center, suggestion made for County Legal Counsel to be involved to consider needs. Another consideration is an advisory group and written commitments from the partners. Minutes of Budget Meeting Friday June 9 2017 Page 6 of 9 Question raised if ready to make motion to approve the Crisis Stabilization Center budget as presented. Suggestion to move forward with support of the concept but having the written agreements in hand and possible involvement through an advisory committee. SPECIAL REQUESTS: Review of the special requests. The District Attorney positions were reviewed. Veteran's services has requested a vehicle. Discussion held and Mr. Kropp suggested the department share the BOCC/Admin vehicle when available. No opposition voiced. Position requests for the Sheriff's Office, Health, and Community Development, and 9-1-1 were already considered and discussed. Solid Waste budget included a request for an accounting technician, which had also been a result of an audit recommendation years ago. An administrative supervisor vacancy was not replaced and has an accounting technician currently and Mr. Anderson's opinion is an administrative support position is needed in the department. No opposition voiced. TAX RATE: Commissioner Baney proposed a 3 cent reduction. This would means a reduction in transfer of general fund to the 143 capital reserve account. Commissioner Henderson proposed a 5 cent reduction but would agree with 3 cents in terms of the right direction. Chair Barrett explained 3 cents would be $600,000. Commissioner Baney noted her support of where we are now in growth and need for large capital expenditure and we have enough positive that this year allows us that opportunity. Bruce Barrett, Jimm Burton and Commissioner DeBone expressed support. Mike Maeir asked for clarification on the amount of $600,000 and amount cutting in the cost for health insurance is the same. Mike Maier expressed support. Minutes of Budget Meeting Friday June 9 2017 Page 7 of 9 MOTION: Commissioner Henderson moved approval of Deschutes County budget of $358,509,076 adjusted for approved changes and set the tax rate at $1.2483 per $1,000 of assessed valuation. Commissioner Baney seconded the motion. Motion carried unanimously. Chair Barrett closed the Deschutes County budget meeting at 3:37 p.m. Chair Barrett reconvened the budget meeting for the Countywide Law Enforcement District MOTION: Commissioner Baney moved to approve the Countywide Law Enforcement County Service District Budget of $27,598,228 and set the tax rate at $1.0200 per $1,000 of assessed valuation. Jimm Burton seconded the motion. Motion carried unanimously. Chair Barrett closed the Countywide Law Enforcement District budget meeting 3:38 p.m. Chair Barrett reconvened the budget meeting as the Rural Law Enforcement District MOTION: Commissioner Baney moved to approve the Rural Law Enforcement County Service District budget of $16,202,942 and set the tax rate of $1.4000 per $1,000 of assessed valuation. Jimm Burton seconded the motion. Motion carried unanimously. Upon no further discussion, Chair Barrett closed the meeting at 3:40 p.m. Being no further discussion, the session ended at Minutes of Budget Meeting Friday June 9 2017 Page 8 of 9 DATED this Day of County Board of Commissioners. ATTEST. ecording Secretary 2017 for the Deschutes Tammy Baney, Chair ayt-0606--L_ Anthony DeBone, Vice Chair Philip . " enrson, Commissioner Minutes of Budget Meeting Friday June 9 2017 Page 9 of 9 John Hummel District Attorney 1164 NW Bond Street • Bend, Oregon 97701 (541) 388-6520 • Fax: (541) 330-4691 Grand Jury Fax: (541) 330-4698 www.dcda.us DISTRICT ATTORNEY BUDGET REQUEST PRIORITIES AND IMPACT Dear Members of the Budget Committee: Thank you for your consideration of my request to convert the four current temporary employees to permanent status. The positions are: 1. Deputy District Attorney 2. Trial Assistant I 3. Trial Assistant I 4. File Clerk The fully loaded first year total impact to the budget if these temporary employees are made pellnanent is $311,235 which is less than five percent of our annual budget. In addition, the Victims' Assistance Program is requesting one FTE Victims' Advocate, $63,997. If your committee chooses to fund less than the full amount of my request my preference would be to not fund the Victims' Advocate. The impact of that decision was outlined in our presentation. If you choose to find further savings my preference would be to not fund the File Clerk. If you choose to not fund additional positions (the Deputy District Attorney or one of the Trial Assistants) this would require me to conduct an assessment of my department's ability to provide full prosecution services. I expect the result of such an assessment would be a conclusion that certain classes of crimes would no longer be prosecuted. Jo Hu ' mel D strict ttorney Co unity Development Department Planning Division Building Safety Division Environmental Soils Division P,0, Box 5005 117 N'Lafayette Avenue Bend, Oregon 97708-6005 (541) 388-6575 Fax (541) 385-1764 64 http:/,/www.cdeschutes,arq/c€1 MEMORANDUM TO: Deschutes County Board of Commissioners FROM: Nick Lelack, AICP, Director DATE: June 9, 2017 SUBJECT: Community Development Department Budget / Staffing Proposal SUMMARY The Budget Committee directed CDD to develop a proposal to add staff to improve service delivery and achieve performance measures, as well as analyze financial impacts. PROPOSAL CDD proposes to add three (3) staff members to improve service delivery and meet or exceed performance measures in the Building Safety, Coordinated Services, and Planning Divisions. Summaries of the performance results and cost/financial impacts are provided below. 1. Building Safety Inspector III Performance Results: This position would reduce the number of inspections performed daily by each inspector from 12-14 (exceeds the performance measure) to approximately 10 (just achieves performance measure of 6-10 stops per day). Increase time performing each inspection, allows for communication with customers in the field, increases inspectors safety, reduces the County's liability, and improves the overall quality of inspections. Cost/Financial Impact: The total cost of this position is estimated at $117,266 to cover the fully loaded rate ($89,666); computer and equipment, training/certifications ($5,000); and vehicle ($23,000). No fee increase would be proposed to cover the cost of this position. The financial impact would be to reduce the amount of reserves allocated to the Building Safety Division and Electrical reserves. However, with retirements anticipated in this division over the next several years, this position would support succession planning. 2. Permit Technician Performance Results: This position would achieve the following: 1) Significantly reduce wait time for customers at the counter and response time to customer inquiries on the telephone and via email. 2) Reduce permit processing timelines by up to 2 days (from 4 days) for permit technicians' coordinating permit issuance. 3) Provide capacity to conduct special projects, assist with staff shortages—trainings, vacations, days when 1 or 2 permit technicians are working in satellite offices. 4) Reduce timelines to process e -permits from 24-36 hours to same day or within 24 hours. Cost/Financial Impact: The total cost of this position is estimated at $71,926 to cover the fully loaded rate ($66,926) and computer, training, equipment, etc. In addition, this position would reduce overtime costs paid to current staff. Currently, all permit technicians are working overtime to process permits to as quickly as possible. No fee increase would be proposed to cover the cost of this position. The financial impact would be to reduce the amount of reserves allocated to the Building Safety Division reserves. In addition, with retirements anticipated in this division over the next several years, this position would support succession planning. 3. Senior Planner Performance Results: This senior level position would significantly help reduce the turn -around time for processing land use decisions with (45 -days) and without (21 days) public notice, including processing more complex and controversial applications, to achieve performance measures. The reason for a proposed senior planner rather than a proposed associate or assistant planner is that the cost increase is relatively low compared to the high performance and achieved results (i.e., the number of land use applications processed and issued) and the lack of training necessary in order to achieve high results (a cost savings) in a timely manner — a significant benefit to customers. Cost/Financial Impact: The total cost of this position is estimated at $104,106 to cover the fully loaded rate ($99,106) and computer, equipment, and training ($5,000). This increased cost could be funded by: 1. Volume and revenue increases if they exceed the projected 10% increase. 2. Planning fee increases of approximately 12% rather than the proposed 2.5%. 3. Administrative fee increases on building permits from 0.23% to .30% rather than the proposed 0.25%. 4. CDD reserve funds — the amount to be determined at or near the end of the fiscal year based on the actual volume and revenue increases. 5. General Fund - the amount to be determined at or near the end of the fiscal year based on the actual volume and revenue increases. 6. Any combination of the above. 7. Other. The total estimated cost of all 3 positions, including computers, equipment, training, etc., is estimated to be $293,298. BUDGET COMMITTEE OPTIONS / DECISIONS 1. Approve one or more of the proposed positions. 2. If the senior planner position is approved, decide on a funding strategy to cover the increased cost. 3. Do not approve the proposed positions. -2- TOTALS BY CATEGORY a N CO N 261.20) '.t M N O r O NN O O O O J C CO O 0 O O 4 O 00 03 O 0 I 0 > 0 z 0 0 F Q. W CO AUGUST] D W Z 4/ S) CV CO N 0 O O CO O 0 O O ° O co c) O O O 0 0 0 0 APRIL 580 594 255 N O co O 4A 0 0 0 0 N v••• N N 0 0 CO 0 N N 0 MARCH N CI to CO 277 N O 0 0 O O co O M Cl N O O O ONN Ca la r 0 CO 267 N O O O T O 0 O 0 26 I N i N N 4 0 N 0 CO N Z CO 10 r 1 'V N O r 0 CO 0 0 0 0 r O r r O O r Or 0 CATEGORY 0) co G oo co Releases Jail Average Daily Population IWC Average Daily Poplulation Suicides Attempted Suicides Deaths ER Visits ii _ Escapes 1 Attempted Escapes Walk -Offs (work crew, etc) Formal Misconduct Reports Inmate Altercation it; N d Classification Confiscated Mail (0 G Ta V _o Grievances Filed Riots Criminal Reports Filed Criminal Reports Charged Matrix Releases a _ w 0 tL 0 z is -o Li: co - N 0 u) Z =o Vre w • Ceo 0 w G O N TOTALS BY CATEGORY Cr) 00 0 (0 0) 000 (0 CO CO co' (V (0 O r 0 0) O r c 0 O O O N) Cv) N r N CI St N ;t 0 r 0 r r C) C9 N N 0 Wto 0 r 0) us (0 . 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N t~O SO SO SO SO V" SA SA r r tO r N r O O 0 0 0 N N I 421 OD it w r CO r O COco 0 to W O 538 7-1-8-51 T O O O 1-- 0 O O O N Ch to to O O to O N N 0 0)> 'St 0 z O SO O N N 0 0 0 tO 0 0 0 0 N N SO Cr) N 0 'Cr0 NI'cr 0 M 0t 0 N t� N N " 0 0 0 FN., 0 0 O' 0 r N d' CO N 0 N 0 CO N 0 H O. r O 0) 605 219 O 0 0 r O 0 O O N CO M 0 N ..-- 0 r r 0 AUGUST 603 618 220 0 0 0 0 0 O cy r co CO N O O O Lc)O O CO O'' CD N 0 0 0 0) 0 0 0 0 r N 10 10 r 0 cl' 0 to r O ush DtN D r to N 0 0 0 Or 0 O 0 0 13 CV 10 0) 0 r N 0 r 0 O %' 1.- 4 c 569 210 o r O O O O O r co cP co O r a) O N O O APRIL 533 537 201 r N r 0 0 0 Or r r 0 0 Cr) 0 tO M MARCH 606 651 228 N 0 N 0 0 0 0 0 M ct' CO 0 r r r N r CD N. (0 COCD in NO 20 0 0 CN 0 0 0 0 N r r 0 0 1N+ 0 CO 0� JAN 556 550 235 O r O 1-- O O O O 24 M r r 0 0 P- O co r 0 1 CATEGORY Bookings 'Releases Average Daily Population Average Daily Population a 3 co Attempted Suicides Deaths ER Visits Fires Escapes Attempted Escapes Walk -Offs (work crew, etc) Formal Misconduct Reports Inmate Altercation N 0 Classification Confiscated Mail L" CO C D. y 0 'Grievances Filed co tE Criminal Reports Filed Criminal Reports Charged C2 ¢ TOTALS BY CATEGORY i CO CO) 10 of T t0 C) t}' 1[ O r r r O 0 0 O 0 C) CO C?) CO N N O r O N r 00 N O tC CO r CO 0 DEC 548 5581 *0 N N N 0 r - 0 r 0 0 0 0 0 CO 'Cr 0 0 0 0'- 0 d' d' 0 0 > 0) O z h 0) N N Ln C) 0 r 0 0) 0 0 0 0 d' N d' 1n N 0 CO (0 0 Vt CO 0 10 F 0 V co 0 CV 00 t0 0) O N 0) Tr 0 0 0 co O O O 0 r c) M r 0 0 r 10 0 C'7 M 0 CO I- n Ct. U) w N 999 I C- 0) c - CO. CO 0 r 0 1` O 0 O 0 N N CO r r- 0 0 O 0 CO N 0 AUGUST 581 (,4 00 tO 00 0) ..- ) d' 0 0 0 N r O O 0 0' 0 d' M N N 0 0 CO 0 CO 07 0 >. i`oti2 t0 MI7 *0Col,- LO r d(' O O 0 0) 0 r O 0 N CO CO s- 0 N 0) O N r 0 g zLO p p N 10 0 .-- 4 O 0 0 to 0 0 0 0 N CO LC) M 0 N N 0 CO N 0 1's Q 2 581 N 00 10 0 CO 0 CO 0 0 0 0 0) N r r 0 0 - LO 0 r 0 0 APRIL 552 004 LI) 187 dN' 0 0 0 a) 0 0 0 0 09 C`: C 0 r r 0 CV CV 0 MARCH 603 605 I, - a) T 49 0 r 0 !� 0 0 0 0 N r r 0 0 r CO 0 N r 0 in IA (0 u. 472 0 0 N 0 LC) O O O O m M O O O or- 0 N N 0 QtO V' *010.- O r r O 0 N 0 O O O 0 Ly rn N r 0 r CO 0 ti O CATEGORY Bookings Releases Jail Average Daily Population Average Daily Population N U 7 C/) Attempted Suicides Deaths ER Visits Fires Escapes Attempted Escapes Walk -Offs (work crew, etc) Formal Misconduct Reports (1) N Cn N Q peals: Classification [Confiscated Mail Disciplinary Grievances Filed Riots Criminal Reports Filed Criminal Reports Charged Matrix Releases Yearly Statistic 2010 TOTALS BY CATEGORY P ((00 0) CO 1195 average 138 average 0 "it 0 I 0 0 0 0 N N 0, V M CO 0) ttO 0 0) r d 0 493' 1' 1' 01 0)UJ 0 iIa O O O N O O O O N N CO N 0 r y' O O O 0 O 0 z CO N 10 r N N 0) O r r 1' 0 r 0 0) O 0 0 0 C0 V- 1- O O O O co O CO LC) 0 0 0 0 C'.4 10 CO 0) CVCO 10 CO 0 0 0 1.0 O 0 0 0 O) 0 N N O 0 t` O O O O F G. LU W C0 1' 486 214 r O 0 0 10 0 0 O O C) 0 r) r 0 Cl 0) 0 N r O AUGUST r 10 to d' N N 0) 10 ,r- 0 d' 0 O O C) O O O 0 t. N N CO CO 0 0 CO r 0 N 0 O >, >" J D M 10 M 01 10 r C j 0 r 0 10 O 0 O 0 N +'- , 0 0 r co O O O 0 zi m 't 0 0 ttoo r N 0 O 0 V' O O 0 0 N N N C0 No r 1 0 C0 r O >,?„);) Q '� 585 198 42 O O O f` O O O 0 N. ,-- N N O 0 N CO O co O O APRIL 530 517 204 37 O O 0 in O 0 0 O(0 N co co O O co o r O O MARCH 537 546 202 r M O O O 0) O O O 0 .........._..... . N r r O 0 CO 0 CO N0 W UJ LL 452 448 201 CN7 0 r 0 O 0 O 0r r. d'. N O N CO 0 r 1' Q -, (0 t() 518 189 25 0 r .O CO 0 0 0 O N r CO CO 0 0 to O CO M CATEGORY O) C �Co o o m 'Releases Average Daily Population Average Daily Population Suicides Attempted Suicides Deaths ER Visits Fires Escapes Attempted Escapes Walk -Offs (work crew, etc) Formal Misconduct Reports 'Assaults eats: Classification Confiscated Mail Disciplinary Grievances Filed Riots Criminal Reports Filed Criminal Reports Charged Matrix Releases a a Yearly Statistic 2010 0 0) t0 Q TOTALS BY CATEGORY er P- 00 1 CO fs, It LO 00 N N 4081 0 00 0 t0 (O 0 0 0 0 2501 >ti N 00 N O) r 0 0M r CO 0 0 Co) 0) N 0 V W c d' to 0 in CO N (O N 0 0 0 LC) 0 0 0 0 0) r M 0 0 0 r M r O 0 c) 0 >0 0 z OD 0 0) 0 N ti N 0 r 0 00 0 0 0 0 to r r CO 'Cr 0 N CO 0 r r 0 F V 0 O CO d' to (D Nt (0 r N N M 0 0 0 to 0 0 0 0 O N r 10 N 0 CO CO r 0 r r 0 1."M O. w CO I; 't 4211 CO a - r N r M 0 CO 0 .- r 0 0 0 0 O) T O a- O 0 r CO 0 r 0 0 AUGUST 490 (D too N N N M 0 0 0 CO 0 0 0 0 I,. r rt' O 0 0 0 CO 0 CO CO 0 %' J D 7 O 0) to et 0) N M 0 T 0 C0 0 0 0 0 00 N N r r 0 0 r 0) CO 0 w0 z CO 420 0) N 00 0, O 0 •ct O 0 0 0 CO r •c b J- 0 0 r O r to o �- Q 2 N (0 P- r CO 0) 35 0 r 0 0 0 0 0 0 0) N N 0) CO 0 0 0 0 N N 0 -J I d Q T nr (1. d4' r N d 0 0 0 C) 0 0 G G, 27 1 N to 04 0 r 0 r r 0 MARCH CO 450 c. r O r 0 ti O 0 O 0 20 N d N 0 N r 0 CO M 0 CO 0a- 00 c0 0 r 0 CO 0 0 0 0 N CO 0 0 0 0 r 0 r r 0 Z Q' r) 459 457 CD 01 a- M 0 0 0 CO 0 0 0 0 N CO r r 0 0 0 0 r r 0 CATEGORY 0(1) ) o m COC (0 N ci Jail Average Daily Population WC Average Daily Population Suicides Attempted Suicides to >_ co � IER Visits 1 v) f.12 LL Escapes Attempted Escapes Walk -Offs (work crew, etc) Formal Misconduct Reports � (0 cn Q 'Appeals: Classification Confiscated Mail Disciplinary !Grievances Filed O !Criminal Reports Filed Criminal Reports Charged Matrix Releases Yearly Statistic 2010 ACCOUNTING ACCOUNT ACTIVITY LISTING 10 N m 40 1-i t-- 0 O coE-4 O 0 010 10 £ 0 0 0 O 01 0W E 0,0 04010 050 wz a 0450 HH 0 B EO E Ew 2 a aW U qU 0 W Ea zo 5005 as 04 \ 4 q H EH rm W 2 0 H U V) DESCRIPTION W 4 FR q U W 4 004 aW z a oaPa 00100000000 00000000 0 0 01 0 0 0 0 0 0 0 0 0 0 II) 01D 1000 CO CO CO W 000CO 0CO 0 COO C0 l0 CO 0M M0 MM m 000 0010045.041010100 010011'01C01000 0100\01030301C0001“00101 010110011001N411 NM NON01NIO roue IOI")ON H N n NN MnI.OIO 10000000100040 000047101010 04010,H10010001001010 . . . . 01010m04040- 01010004400410 l0 01 M O1 0t 01 01 01 dl O co O O N N N H HI H N N H N N N N H CO M M N M N H H N H H H N N i' d' 295,988.16 714,338.84 295,988.16 714,338.84 295,988.16 714,338.84 O b 0 o o 0 n 0 n n 0 N m O M M 0 0 a0 0 N 10 O > m m CO CO m m CO m m (005054501000 141000)0044)505050 000000000040000000000000 000000000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0000000000 000000000 M 0 U U U U U U U U U U U U U 0122ZZZIIZ5Z2.U22Z222ZZ+-'2ZZOZZZ7.Z 275,2 k 000000000 000000000 00000000000000 0) m m m m m m m m m O m m m m m m m m O m m m m m m m m m m m m a aaaa a a a aaaaaa V as040404 aaa 0404x0 vwwwwW10150wwwwwW0101w010101ww5WW601ww01www 701 wwwwwWww 0w0uwwww00(�.0W W0w0wwwwwklw01 ---.7777777770,777777770,777777777 010101 b 7 04 7 a 1 w 04-4-44-1010000 4-4-010100010 004-00104-10041010 1000101000000 1010004-000 0041-101011.4111.0,10100 ‚10000000104)4 1000000 MM 4-4-01000010000100 11 m 441000040 10 0' 00 co 101111110 NN 01 nn m1110000 CO CO 41) C m m In n n n 101910 1010If) m 1,/ CO C00) mmn n n nn nn 0101 co c0 0 010000001000 000001000 1000010010000000 •ri ( 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 0 0 0 44 0 W kN NNM M MMM M CON N NN N 0' 1' 0' 100' 0'0'1' 1' MM MM 0' V' d' <10 0 (I) H H H N H H H H H N H N N H N .i H Hi N H ri N HHHHH H N N HI HI D \ \\ \ \ \ \\ \ \ \ \ \\ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 10 ON HO N N N N CO CO 10 01 01 W 10 CO 01 01 01 CO 4- 4-10 N N N N N m 01011 10 b1ONHO NNNNNNNNOO NNNN NN NOOO 0011-101 NNNN w W 0) CO 10 Nn 110 W NN N N N O O 0010101' 011 H 0 0100 N O 0101 i L N .- I 0 0 0 0 0 0 0 0 0 0 N H 0 0 0 0 0 N 0 0 0 0 O O 0 O .- i O O 1 1 N 0 O 1 CD Haaa a a a a a a 4 a a a a a a a a 4 a a a 04040405 a aaa as .0 4 4 4 4 4 4 4 4 4 W 4 4 4 4 4 4 4 4 W 4 4 4 4 4 4 4 4 4 4 4 m NN Cl HNM MMMMMM MMMMM W d' d W 1' 50 0 d' •0' W H d' 0 0111 H 111 Q 1 N N N 1-i N .-1 N N N H N H H N H H H N N N N N N N 44 N N N N .-i N nM N N MN N O 0101 mut W d'NNNN 000000 N ca MN 4101010 0 n l N H H 1- I N N N 0 O O O O 0 O O O N N N H N Hi 0 0 0 0 0 0 0 0 0 0 0 D (11 0)d' 04 ' mo m C- ol N ) 1EEO n MMM0 CO C000 d0 M MMM 1'000 W M Md' 006] 01000001010 g m W N co 01010 0111 10 0 CO co 10 t0 MMM M 010 001 N H 0440100 co 0 10 11) 10 n M NNH101010 N Not M nN0 W n n 4-0' 0101 O1N 0001 nHIN 0001,11,40I11011"010101004,10 010m100100000NN (-111-1H14-1 N ACCOUNT TOTAL 1,010,327 FUND TOTAL t- 0 0 O a E. 0 0 E MEMORANDUM To: Deschutes County Board of County Commissioners Tom Anderson Erik Kropp From: George Conway DeAnn Carr Date: June 8, 2017 Re: Answers to Follow -Up Questions on CCBHC Thank you for the opportunity to share additional information regarding the Behavioral Health division's certification as a Certified Community Behavioral Health Clinic (CCBHC). The following is intended to provide answers to questions regarding hiring status, service delivery amounts and patterns, reimbursement, and other CCBHCs within Oregon. How many employees have we hired and for which specific jobs? What are the plans for further hiring? Please see attached document "CCBHC Additional Staff Requirements." This document was created as part of the December 28, 2016, presentation to the BOCC and has been updated to reflect the current status of the positions. Have we provided services to any citizens/residents of Deschutes County at this date within this program? How many and what type of things? Yes, we have provided services to residents of Deschutes County. Between April 1 and May 31, 2017: • 2,211 individuals served • 12,621 services delivered (11,622 were billable services and the remainder were non -billable) Services included individual therapy, family therapy, group therapy, skills training, case management, coordination of care, Assertive Community Treatment (ACT) services, peer support services, supported employment, community based wrap-around services, medication management, assessments, screenings, and psychiatric evaluations. Please see attached document "Number of Billable Services Provided for April and May 2017" for additional information. Answers to Follow -Up Questions on CCBHC June 8, 2016 Page 2 Have we received any reimbursement from the Federal/State Government for services given to date? If so, how much have we received and for what services? If not, when will we be paid, how much is anticipated and how will it be determined? Reimbursement will happen in two different ways: • For CCO enrolled OHP members: A quarterly reconciliation process is being used by the State. The process will occur 45 days after the end of each quarter. That will place the first quarter (April —June) reconciliation in mid-August. During April and May we have provided 7,447 eligible events. Calculating the actual reconciliation amount is complicated by not having gone through the process before and some uncertainty about at least two of the variables. Best estimate at this time is $300,000 over and above the capitation we receive for these two months. • For OHP members not enrolled in a CCO (called Open Card): We bill the State directly and they send us the $286.92 for each eligible event. Once we have fully billed for the 661 eligible events in April and May, we should receive $189,654.12 (this does not include the anticipated reconciliation funds which will add to the total). Are we going to provide services within existing facilities for the County as we discussed during the decision-making process? Yes, we have and will continue to provide services within existing facilities. Of the 12,621 services provided, 11,023 were provided at a Health Services facility. The remainder were provided in the community. Services provided in the community are considered eligible events under the designation of "outside the four walls" of the certified sites. How many other Oregon Counties or entities are doing the same program and what are they? Oregon's CCBHCs: 1. Cascadia Behavioral Health — private non-profit in Multnomah County 2. Columbia Community Mental Health — private non-profit; designated Community Mental Health Program (CHMP) for Columbia County 3. Community Counseling Solutions — private non-profit; designated CMHP for Gilliam, Wheeler, Grant, and Morrow Counties (CCBHC designation appears to be only for Grant County) 4. Deschutes County Health Services — county run; designated CMHP for Deschutes County Answers to Follow -Up Questions on CCBHC June 8, 2016 Page 3 5. Klamath Basin Behavioral Health — private non-profit; designated CMHP for Klamath County 6. LifeWorks Northwest — private non-profit in Multnomah and Washington counties 7. Mid -Columbia Center for Living — private non-profit; designated CMHP for Hood, Wasco, and Sherman Counties 8. Options for Southern Oregon — private non-profit; designated CMHP for Josephine County 9. PeaceHealth — private non-profit in Multnomah County 10. Symmetry Care, Inc. — private non-profit; designated CMHP for Harney County 11. Wallowa Valley Center for Wellness — private non-profit in Multnomah County 12. Yamhill County Health & Human Services — county run; designated CMHP for Yamhill County Is the budget roughly 2.9 million for one year or two years? Roughly 2.8 million for one year/each 12 months (5.6 million total for two years). H:\My Documents \ ADMINISTRATION \Board of County Commissioners\BoCC Agenda Requests \GCMG Implementation Status Report 05.22.2017\CCBHC Follow Up Quid A 06.14.2017\Response Document 6-847.docx CCBHC Additional Staff Requirements Through a needs assessment, developed as part of the CCBHC review process, it was determined that in order for Deschutes County Health Services to meet the requirements of a CCBHC, 29 additional employees are needed. The following is a breakdown of the necessary positions: Clinical Positions (16) • 3 Psychiatrists/Psychiatric Mental Health Nurse Practitioners —These positions will enable increased outpatient services to be provided, including the expansion of child psychiatry services. o These positions will likely be filled through our contract with Iris Telehealth due to the national shortage in Licensed Medical Practitioners. The services are delivered via secure videoconference, and we contract with Iris Telehealth for a number of hours for a specified period of time. • 3 Public Health Nurse IIs —These positions will support increased outpatient and medication related services o Still recruiting. • 3 Behavioral Health Specialist Is —These positions will provide expanded outpatient services, including services for veterans and older adults o Two of the three have been hired. The older adult team clinician is still being recruited — requires a specific type of licensure which increases the duration of the recruitment. • 2 Behavioral Health Specialist Is —These positions will provide expanded outpatient services and supports o In the interview process for both positions. • 4 Peer Support Specialists — These positions will provide additional outpatient services and supports o Will be recruited this summer. These positions are required for all CCBHC certified sites. We have had discussions with the State regarding holding off on the recruitment until summer in hopes that the County's Classification and Compensation Study would be concluded and the State accepted our proposed alternate timeline. • 1 Quality Improvement Specialist —This position will support quality improvement efforts and ensure compliance to CCBHC clinical requirements o Interviews completed, offer made to internal applicant. BOCC Handout: Staffing Requirements 12-28-2016 Updated: 6-8-2017 Operational Positions (7) • 1 Management Analyst — This position will address CCBHC reporting requirements o Position filled by internal applicant. • 1 Administrative Analyst — This position will address increased electronic health record needs o Position filled by internal applicant. • 1 Administrative Assistant — This position will address client referrals and assist will OHP registration o Position filled. • 1 Patient Account Specialist 11 — This position will provide insurance -related expertise providing guidance and support to clients and staff, most notably for commercial insurance o Position filled by internal applicant. • 1 Patient Account Specialist 11 — This position will address increased billing obligations associated with CCBHC o Current part time employee increased from 0.50 FTE to 0.80 FTE instead of hiring additional staff. • 1 Senior Accounting Technician — This position will addressed increased fiscal requirement due to CCBHC o Position filled by internal applicant. • 1 Health Services Administrative Specialist I —This position will enable front office coverage during non-traditional hours o Position posted but not yet filled. Administrative Positions (6) • 6 Senior Secretaries — These positions will provide support to clinical staff and programs across five (5) sites in order to meet CCBHC requirements (e.g., tracking documentation/evaluation deadlines, data collection, generating program and staff specific reports, etc.) o Five out of six hired. The sixth position is designated for the Crisis team/Stabilization Center. BOCC Handout: Staffing Requirements 12-28-2016 Updated: 6-8-2017 Visits by Procedure Number of Bi 8 0 Clients by Payer Clients by Age CCBHC Overview Distinct Clients r--- r— (N4 N Client Visits Clients by Payer Ti 0 VA Payers Self Pay Medicare Medicaid Veteran Insurance Breakout 5 12 26 There were 45 veterans who received service in April or May of 2017; 58% of mese veterans had Medicaid. Deschutes County Stabilization Center Service Data MCAT Data 2014 ___Phone__Interventions 1,541 Face -to -Face Interventions 856 Jail 134 St. Charles Medical System Bend Redmond Community Sage View Prineville Clinic Other Law Enforcement Referrals Bend PD Redmond PD Sheriff's Office 411 261 150 64 152 51 62 ................................... 2015 2,212 2016 2,641 867 Other Crisis Services 23 369 305 33 31 Crisis Contacts Crisis Walk -Ins (face-to-face), a vg 60 min Crisis Calls, avg 25 min Protocall (third party crisis calls, ), avg 10 min 101 374 175 199 128 164 2 68 31 608 �.�.. 375 86 147 664 38 263 145 118 155 119 0 _.... 60 26 731 534 88 109 2016 4,154 594 743 175 209 2,850 "_ f ....__-3,675 The Forensic Diversion team has served 29 individuals since October 2016. Over the past two years they have accumulated 106 arrests between them. Since engaging with the Forensic Diversion Program, there have only been 4 re -arrests among these 29 people. 1 Mass incarceration: The Whole Pie, Wagner, P & Rabuy, B [2015] www.prisonpolicy.org 2American College of Emergency Physicians. (2016). Physician poll on psychiatric emergencies. 3 Emergency Department Diversion, a collaborative community health integration project with outcomes that demonstrate the Triple Aim. Final Project Report: June 2010 -June 2011 (1/3) 9:00 AM 9:00 - 9:30 AM 9:30 - 10:00 AM 10:00 - 5:00 PM BUDGET COMMITTEE AGENDA Friday, June 9th, 2017 Deschutes County • Reconvene the Deschutes County budget meeting Service Partner Central Oregon Visitors Association (COVA) • General Fund (Fund 001-00 and 001-45) Discussion items 1) District Attorney - FTE requests 2) CDD - FTE addition; fees 3) Sheriff - jail population 4) Health Benefits Fund 5) Medical Examiner - special request 6) Health Services - CCBHC; new lease 7) Extension/4-H - building 8) Crisis Stabilization Center 9) All other Special Requests 10) TRT (?) 6/178 BUDGET APPROVALS Deschutes County (Budget Committee -Commissioners, Bruce Barrett, Mike Maier, Jimm Burton) • 1) Motion to approve Deschutes County budget of $358,509,076 adjusted for approved changes and set the tax rate at $1.2783 per $1,000 of assessed valuation Motion to be seconded • Budget Committee votes • Close County budget meeting Countywide Law Enforcement District (District 1) (Budget Committee -Commissioners, Bruce Barrett, Mike Maier, Jimm Burton) • Reconvene the budget meeting of the Countywide Law Enforcement CSD • 1) Motion to approve Countywide Law Enforcement County Service Distict budget of $27,598,228 and set the tax rate at $1.0200 per $1,000 of assessed valuation (Fund 701) • Motions to be seconded • Budget Committee votes • Close Countywide Law Enforcement District budget meeting Page 1 BUDGET COMMITTEE AGENDA Friday, June 9th, 2017 Rural Law Enforcement District (District 2) (Budget Committee -Commissioners, Bruce Barrett, Mike Maier, Jimm Burton) • Reconvene the budget meeting of the Rural Law Enforcement CSD • 1) Motion to approve Rural Law Enforcement County Service Distict budget of $16,202,942 and set the tax rate at $L4000 per $1,000 of assessed valuation (Fund 702) • Motions to be seconded • Budget Committee votes • Close Rural Law Enforcement District budget meeting Page 2 NAME (please print) DESCHUTES COUNTY BUDGET HEARINGS Organization 1 z co .4a NJ 0 NA ....1