2018-306-Minutes for Meeting May 29,2018 Recorded 7/24/2018BOARD OF
COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541) 388-6570
9:00 AM
Recorded in Deschutes County
Nancy Blankenship, County Clerk
CommissionersJournal 07/24/2018 7:19:55 AM
CJ2018-306
12111111111111111111111111111111
FOR RECORDING STAMP ONLY
BUDGET HEARING MINUTES
TUESDAY, MAY 29, 2018 ALLEN CONFERENCE ROOM
Present were Budget Committee Members Bruce Barrett, Mike Maier, and Bill Anderson, Commissioners
Tammy Baney, Phil Henderson and Anthony DeBone. Also present were Tom Anderson, County
Administrator; Erik Kropp, Deputy County Administrator; Wayne Lowry, Finance Director and Loni Burk,
Budget Analyst; and Sharon Keith, Board Executive Assistant. Several citizens and no representatives of
the media were in attendance.
EL cti n of Chr: Mike Maier made motion to appoint Bruce Barrett as Committee
Chair, Motion was supported by Commissioner Baney, Motion Carried
unanimously.
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the Dcembr 2017 Wing:
Commissioner Baney moved approval of the December 19, 2017 Budget
Committee meeting minutes. Motion was supported by Commissioner DeBone,
Discussion: Commissioner Henderson feels the discussion on the class and
compensation study should include his input that he had a lack of understanding.
Mike Maier commented he didn't have any revisions but has a question where in
the last paragraph he requested information on the sober station plan and he
doesn't recall ever receiving that, Commissioner Henderson noted the information
he received on the sober station, Mr. Maier inquired on the funding for the
program. Commissioner Henderson commented that he has the same questions.
BUDGET HEARING
MAY 29, 2018 PAGE 1 OF 10
Commissioner DeBone noted a discussion does need to be had on the crisis and
sober station,
Commissioner Henderson proposed an amendment that during union negotiations
he was not aware of the impact of the classification and compensation study.
With Commissioner Henderson's amendment, motion to approve the December 19,
2017 meeting minutes were approved by Commissioner Henderson and supported
by Mike Maier, Motion Carried unanimously.
Black utte arch C.unty Service District: Black Butte Ranch County Service
District members present: Chief Kelly, Rosemary Norton and Nora Ellison,
Chief Kelley spoke on this year's budget noting health expenses continue to rise
with a 16% increase this year. Discussion held on reviewing coverage under the
Deschutes County plan, County Administrator Anderson and Chief Kelley could
review employee benefits,
Commissioner DeBone asked for statements as a consumer of the radio system
services, The district was set up for the radio system through a grant and the
installation it went smooth, The roll out of the system has been difficult and wasn't
the most optimal way to roll it out but there were issues with the old system. It has
been difficult to hear the transmissions. Also when asking a technical question the
response doesn't come across well, Chair Barrett noted the concerns of two issues
with one of coverage and one of training and asked Chief Kelly if he saw those as
concerns as well. The coverage with the new tower slould help.
Question raised on the building and paying rent and if there were any thoughts in
the future about a permanent building. The corporation is still paying off the loan
and there is a tax break for leasing it,
Motion: Commissioner Baney made motion to approve budget of $2,217,527 and
set tax rate at $1.0499 per $1,000 of assessed valuation, Motion supported by
Commissioner Henderson, Motion Carried unanimously,
BUDGET HEARING
MAY 29, 2018 PAGE 2 OF 10
Commissioner Baney made motion to set the local option operating tax rate at
$.5500 per $1,000 of assessed valuation, Motion supported by Rosemary Norton,
Motion Carried unanimously.
Chair Barrett closed the Black Butte Ranch Service District budget meeting.
Su river S rvice District: Sunriver Service District members present were Mark
Johnson, Jim Wilson, and Debbie Baker.
The district reviewed the budget with Mr. Lowry and in April the Sunriver Service
District board approved the budget that is presented today. The current year they
are ahead of budget. 83% of the budget expense is for personnel costs. There are
two new chiefs are coming in and are still in negotiations. The district has been at
the same staff level for 10 years and PERS and health insurance costs are rising.
The leased building space for the fire department is in is not adecuate for female
employees. There is discussion of combining the police and fire into one building
which will be an issue very soon, Commissioner Henderson asked for the training
center update and they hope to be complete by the end of June. ODOT presented
the project with a supply of free crushed rock.
Commissioner Henderson inquired on fire risks in Sunriver, Ms. Baker stated there
is cooperation with Project Wildfire, the Forest Service, and homeowners
associations, Commissioner DeBone commented on the partnerships with the
homeowners association regarding fuels reduction. The evacuation plan through
the service district vvas updated.
County Administrator Anderson inquired on the training center project if there is a
revised estimate given the supply of free rock from ODOT. The project should
come in lower than anticipated. Commissioner DeBone asked to insert a statement
in the budget on the permanent rate and the history of the date voted on and
publishing the projection on the rate,
Chair Barrett suggested moving money into the budget under a separate fund for a
future building. Mr. Anderson noted a revised management agreement will come
before the Board in June,
BUDGET HEARING
MAY 29, 2018 PAGE 3 OF 10
Motion: Commissioner DeBone moved approval of Sunriver Service District
operating budget of $9,772,461 and set tax rate at $3,3100 per $1,000 of assessed
valuation. Motion supported by jim Wilson, Motion Carried unanimously.
Commissioner DeBone moved approval of Sunriver Service District Reserve bucget
of $1,006,537. Motion supported by Mark Johnson. Motion Carried unanimously.
Chari Barrett closed the Sunriver Service Budget District budget meeting.
Deschut s C unty Extension and 4H S r ce District: Deschutes County
Extension and 4H Service District members oresent were Candi Bothum, Judy
Hackett, and Holy Lyons.
Changes to the budget include a proposal to include another 1/2 time front office
staff to share between OSU extension and 4H service, This will be a contract
employee. The big focus this year is the building and the projection to creak
ground is September. Bid documents are getting ready to be sent out by mid-july
and due back mid-August.
Motion: Commissioner Baney moved approval of the Deschutes County Extension
and 4H Service District operating budget of $723,177 and set tax rate at $,0224 per
$1,000 of assessed valuation, Motion supported by Holly Lyons, Motion Carried
unanimously
Commissioner Baney moved approval of Deschutes County Extension and 4H
Service District Reserve budget of $1,638,400, Motion supported by Commissioner
Henderson, Motion Carried unanimously,
Chair Barrett closed the Deschutes County Extension and 4H Service District budget
meeting.
BUDGET HEARING
MAY 29, 2018 PAGE 4 OF 10
RECESS: At the time of 10:05 a.m., a short recess was taken and the hearing was
reconvened at 10:31 a,m.
Chair Barrett op ned the D schut s Canty Budget Propos L County
Administrator Anderson reviewed the Goals and Objectives and highlighted
budgetary issues, Solid Waste Operations are in the process of defining a strategic
plan for the future, The Fair and Expo are working with a consultant for facility
plans. The Health Services department has steep labor costs so there has been
time added in this week's budget schedule to understand the various components
of the department, Commissioner Henderson wonders if there would really be cuts
in positions when vacancies are listed.
County Administrator Anderson noted the facility needs plan has been updated and
discussions will be held on tax rates as well. The budget is based on tne Goals and
Objectives as adjusted at the annual Board retreat, Commissioner Henderson
wondered why there are reduced number of measurements compared to last year.
Commissioner DeBone explained this is a revolving measure and reporting system
so this is just a chapter in the budget document. The Board asks the departments
to define measurements. Commissioner Baney explained the departments outline
what they should be measuring and monitoring in terms of the ability of the
department to perform their responsibilities. Commissioner Henderson wonders
why the Board isn't involved in the process of setting performance measures or
why the departments aren't receiving guidance from Administration,
Finance Director Wayne Lowry spoke on t'e oudget documents and explained the
various sections and the relation to tne operating budget, Mr, Lowry reviewed
notes on financial issues for the 2019 proposed budget, Deschutes County
financial policies were reviewed, The requirement of every fund in the County is to
maintain one month's expenses in reserve to meet cash flovv. Mr, Lowry reviewed
the sections of the general fund including property taxes, beginning & ending
working capital, transfers, marijuana taxes, use of PERS reserve fund, contribution
to general caoital reserves, debt service, capital improvements & equipment, PERS,
Road fund, PILT and SRS, room tax funds, fair and expo, solid waste, and crisis
center & sober center.
BUDGET HEARING
MAY 29, 2018 PAGE 5 OF 10
Regarding the crisis center and sober center funds for the operation, funding was
dedicated by WEBCO. In Health Services and Sheriff's Office budget presentation
there are funds available for that project. Need to get through that discussion on
the health side to see if it is appropriate to move forward until having the
commitments from the other service partners. If the commitments would happen
we would have the appropriations.
RECESS: A recess was taken at 12:06 porn. and was reconvened at 12:26 p.m.
County Administrator Anderson reviewed the departmental issues, Health Services
department will provide part 1 of their presentation today and part 2 is scheduled
for Thursday. There are several scenarios to consider for their budget. A third
budget binder reviews all of the portions of the services provided by Health
Services. The CCO contract reduces their budget by 14 positions and those
positions would be absorbed within the department. The crisis center will be
reviewed, The certified community behavioral health clinic is the federal grant that
is set to expire 3/4 of the fiscal year and the program funding is an unknown. If the
funding isn't extended then decisions need to be made related to the budget.
Finally the law library money is eligible to be used for mediation services and Health
Services has asked if they could use the benefits of that money again next year,
County Administrator Anderson commented on the possible Fair and Expo
expansion and funding possibilities. The County Assessor is seeking one additional
appraiser position. The Solid Waste presentation will include capital construction
reserves and the long-term study being reviewed by the Solid Waste Advisory
Committee for the future of Knott Landfill, The recycling industry will also be
reviewed, Solid Waste is also requesting one new position and proposing to
eliminate the transfer to Road department for heavy hauler trucks due to a new
funding source. For the Road department, pr000sing two new positions for project
management. Community Development Department has added positions to keep
service standards where they need to be. The builders association requests the
County puts in more funding in long-range planning. Community justice proposes
more positions. justice Court citation numbers have gone up. A new Central
Oregon cohesive strategy position is being developed as a shared program with five
counties and the Forest Service. The District Attorney's Office is asking for an
BUDGET HEARING
MAY 29, 2018 PAGE 6 OF 10
additional position in the victim's assistance division and to expand the
management analyst position, Veterans Services has recuested a new vehicle to
provide services, 911 Operations will provide an update for the radio system and
there is a capital budget for computer aided dispatch and additional power for the
radio system. Sheriff's Office is requesting a deputy related to marijuana
enforcement, There are no changes in BOCC/Admin. Human Resources did do the
class and compensation study. Phase 2 of the new payroll system and finance
Munis system are underway. There is a room tax software. A few new vehicles
lave been requested for Information Technology, Plans for an office remodel for
Legal. COVA Executive Director Alana Hughson is retiring.
Commissioner Baney inquired on the County's fleet inventory and if any of the
requests could be packfilled by the current inventory of vehicles, Road Department
has created a new policy for the needs of each department and offers advice
regarding fleet levels,
SERVICE PA
TNE
S:
Econimc ive1op ent C n ra Oreg n: EDCO presentation Roger Lee and
Becky Johnson presented.
Commissioner DeBone mentioned his position on EDCO proves no gain for
involvement for the County but his involvement is as a steward or advocate for
community employn-ient, Mr, Lee gave a presentation on the 201 6-201 8 Strategic
Plan. (copies of the presentations are attached to the record), Ms. Johnson spoke
on the connection vvith OSU Cascades for the partnership with the Central Oregon
Youth Career Connect program,
The 201 7 - 2018 requests were reviewed as well as the Economic Development
Fund tracking worksheet for companies in Bend, Redmond, and Sisters, Projects
currently in process for the community were shown, Mr. Lee will send a copy of the
balance sheet to the budget committee per a request from Chair Barrett,
BUDGET HEARING
MAY 29, 2018 PAGE 7 OF 10
Centr 1 Oregon Visit rs Assixiation: COVA members Alana Hughson, Dana
11)
Whitelaw, Tom O'Shea, and Dan Despotopulos presented.
A copy of the presentation is included in the record, The destination marketing line
item shows the opportunity to reach new and extended areas of marketing. An
outside ad agency is used due to the amount of staff required to accomplish all of
the digital marketing. Ms, Hughson is retiring and COVA is in the position of
searching for a new Chief Executive Officer. Goal is to increase overnight stays in
Central Oregon. The current campaign includes geo-targeting through tracking
research, Content development is new to communicate through a trailhead
magazine. Travel Oregon allows COVA to reach a wider audience and video content
reaches out to audiences for eat, play, and stay options for their destination
partners. International marketing is an investment through resources received
through Travel Oregon. A grant fund has been implemented to allow partners to
apply for funds, The Board thanked Alana for all that she has done for COVA.
RECESS: A short recess was taken at 2:42 pm. and was reconvened at 2:50 pm.
H aith Services: Health Services department staff present were Hilary Saracen°,
DeAnn Carr, Dave Inbody George Conway and _James Wood,
Dr, Conway gave a reca of the budget book and explained there are 300
employees in the department working in Public Health and Behavioral Health
services. Dr, Conway explained the services that would De provided through the
crisis center and the certified community behavioral health clinic, _James Wood
outlined the proposed budget. Mr. Wood reviewed tle funding streams and the
fund structure. Revenue vs expense was reviewed from the years 2009 to current,
Ms, Carr noted the process of reimbursements through the Oregon Healti Plan for
services provided. Dr. Convvay spoke on behavioral health services and contracts
for funding. Approximately 86% of the current revenues are subject to federal and
state legislation, regional solutions, or the economy.
Mr. Wood noted staff to pe reduced in fiscal year 2019 is equivalent to 13.80 FTE
but explained staff had left knowing there were going to be cuts in staffing.
BUDGET HEARING
MAY 29, 2018 PAGE 8 OF 10
Commissioner Henderson expressed concern when Mr, Woods commented there
were going to be cuts in the department when the Board has never directed that,
Dr. Conway stated the department asked staff to review services to see where cuts
could be found and that word got out very quickly. Commissioner Henderson
noted there were choices made last year that have put the Health Department in
this situation. Dr, Conway spoke on the staffing and Commissioner Henderson
noted the impacts of costs of personnel and the class and comp study and feels
some of this was predictable, Commissioner Baney explained the class and comp
study is beneficial to services provided and this department provides services to the
community. Mr. Anderson inquired on the on-going vacancies and is it implied in
the reductions of staff would still leave the department at 16 open position. Dave
lnbody explained approximately 40 to 50 people leave every year and this year they
have already seen 30 staff leave. Dr, Conway noted the level of turnover is unusual
for a regular government agency but not with lean services. Mr. Wood reviewed
a few different options as outlined in the policy matrix that would not find the
department facing any layoffs.
Dr. Conway spoke on the services provided to the community. Commissioner
DeBone asked about the definition of shift of demand. Mr. Wood explained it is
staff taken from one program to another. Commissioner DeBone doesn't have a
way to calibrate where the needs are appropriate. Commissioner Baney noted the
Board is responsible and mandated by law to provide certain levels of care to the
community.
Mr. Wood asks the Board to let him know about areas they want them to review in
more detail on Thursday. Mike Maier inquired why the penevolent organizations
are under Health and not under CDD anymore.
Hilary Saracen° reported on the services of Public Health and the challenges seen
due to increased population, limited duration grants, changes in clinic utilization
and billing structures and reviewed the budget from 2009 to present. Staffing has
remained relatively flat over those 10 years. They have had reduction in FTEs. The
clinic has been moved downtown and services added. Also reassigning staff to fill
vacancies. She reviewed the separate division budget areas including prevention,
environmental health, emergency repose, clinical services, communicable diseases,
and Women Infant Children programs.
DeAnn Carr reviewed the highlights of the Behavioral Health program. Ms. Carr
reviewed the funding and service structure, Mike Maier asked about the
BUDGET HEARING
MAY 29, 2018 PAGE 9 OF 10
department summary. The department is stretching funding by working with the
CCO to update payment methodology maximizing performance, service delivery
structure, state level advocacy, and pursuing grants. There are opportunities that
may be presented in more detail and will speak more on the stabilization center
and certified community behavioral health clinic,
Dave Inbody spoke on administrative services and reviewer the data analytics and
impact of improving efficiencies by time savings through process automation and
oroductivity enhancements and saving money and increasing revenues, Staffing
challenges were reviewed and the comparison between space in the facilities and
current staffing. At a point to work with facilities and property management to
develop a long term facility plan for the next 10 - 20 years to provide services.
The budget committee will give feedjack to Loni Burk on what services and
programs the department should present on Thursday.
RECESS: At the time of 5:00 p.m°, the Budget Hearing recessed until Wednesday,
May 30.
DATED this ff Day of ir
Comm,ssioners.
ATTEST:
RECOR6ING SECRETARY
BUDGET HEARING
2018 for the Deschutes County Board of
PHILIP G.
NDERSON, VICE CHAIR
TAMMY BANEY,
MAY 29, 2018
ISSIONER
PAGE 100F 10
9:00 AM
BUDGET COMMITTEE AGENDA
Tuesday, May 29th, 2018
• Elect Chair
• Approve minutes from the December 2017 meeting
Program
Budget
Tab/Page
9:00 - 9:15 AM
9:15 - 9:45 AM
Black Butte Ranch Service District
• Open public meeting and introductions
• Budget discussion
• Public Comment
• Motions to:
1) Approve budget of $2,217,527 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
•
• Open public meeting and introductions
• Budget discussion
• Public comment
Motions to:
1) Approve Sunriver Service District operating budget of
$9,772,461 and set tax rate at $3.3100 per $1,000 of
assessed valuation
2) Approve Sunriver Service District Reserve budget of
$1,006,537
• Motions to be seconded
• Budget Committee votes
• Close budget meeting
Deschutes County Extension and 4-H Service District
(Funds 720 & 721)
9:45 - 10:15 AM
Sunriver Service District
• Open public meeting and introductions
• Budget discussion
• Public comment
7/223
Page 1
Deschutes
County
Extension and
4-H Service
District (Cont'd)
BUDGET COMMITTEE AGENDA
Tuesday, May 29th. 2018
• Motions to:
1) Approve Deschutes County Extension & 4-H Service District
operating budget of $723,177 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 $1,638,400 (Fund 721)
• Motions to be seconded
• Budget Committee votes
• Close budget meeting
10:15 - 10:30 AM
10:30AM - 1:OOPM
Break
Deschutes County Budget Proposal/Lunch
• Open public meeting
• Deschutes County Budget Proposal
Service Partner
1:00 - 1:45 PM Economic Development of Central Oregon (EDCO)
1:45 - 2:30 PM COVA
2:30 - 2:45 PM Break
2:45 - 4:45 PM Health Services (1St of 2 sessions)
• Introductions
• Budget discussion
Continue the Deschutes County budget meeting to
Wednesday, May 30th , at 9:00 AM
Program
Budget
Tab/Page
5 /164
Page 2
2018 Budget Hearing Sign -in Sheet
Tuesday, May 29, 2018
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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.orR
MINUTES OF BUDGET COMMITTEE MEETING
DESCHUTES COUNTY BOARD OF COMMISSIONERS
Tuesday, December 19, 2017
Allen Conference Room - Administration Building - 1300 NW Wall St., Bend
Present were Commissioners Tammy Baney, Phil Henderson and Anthony DeBone. Also present
were Budget Committee Members Mike Maier, Bill Anderson, and Bruce Barrett; Tom
Anderson, County Administrator; Erik Kropp, Deputy County Administrator; Wayne Lowry,
Finance Director and Loni Burk; and Sharon Ross, Board Executive Secretary. No
representatives of the media were in attendance.
CALL TO ORDER: Chair Bruce Barrett called the meeting to order at 1:33 p.m.
Welcome to Bill Anderson, newest member of the Budget Committee. Introductions were made.
County Administrator Anderson noted this is a mid -year budget meeting to review
recommendations made during the budget hearings and prepare for the upcoming budget season
and form the initial assumptions.
Wayne Lowry, Finance Director presented the Financial Update and Treasurer's Report. The
Treasurer's Report is also posted on the Deschutes County website showing the county's
investment portfolio. Mr. Lowry reviewed the department schedule of financial operating data
report as of November 30, 2017. Discussion held on overtime in departments and staffing
Minutes of Budget Committee Meeting December 19, 2017 Page 1 of 3
coverages. Mr. Lowry gave the Budget Committee Update including assessed values and
property taxes. The Sheriff's Office is without a business manager at the moment and Mr.
Lowry has been assisting with budget plans. The intention of 911 service district is not to raise
a levy and if needing it would be near a penny. Discussion held on the Development Revenues
showing trends from the year 2001 to 2018. Community Development Department has a draft
policy proposing 9 months — 18 months for reserves for proposed use to cushion permits still in
process and cost of service. Room tax revenue figures were reviewed from the years 1999 to
2018. Federal forest receipts (payment in lieu of tax) PILT were reviewed from the years 2008
to 2018 the funding was used for general fund, Road and forestry programs. Deschutes County
was a largest recipient of PILT funding in the state. County Health Benefits Trust includes the
pharmacy, health risk assessment, and on-site clinic.
Mr. Lowry reviewed the status of the Finance/Human Resources software project. Deschutes
County went live July 1 this year on all of the financials. Mr. Lowry explained the process of the
new financial systems for vouchers and payments. The Human Resources and Payroll will move
from paper time sheets to an electronic system. The process began in October and is running the
paper time sheets and electronic system parallel until the system is working smoothly. This
phase has been delayed until possibly October 2018.
The 2018/2019 Budget Assumptions were reviewed including general fund transfers, general
fund department, cost of living adjustments, union contracts, health premiums to departments,
and assessed value increase. Internal Service Funds Allocations for fiscal year 2019 will see no
significant changes, other than a possible new payroll position in Finance.
PERS Employer rates for fiscal year 2018. A strategy is being considered to lower rising PERS
rates charges to departments. The estimated rate increases were projected for the next seven
years. PERS costs and contributions discussion was held. Mr. Lowry mentioned the possible
option of pension bonds or cash contributions to PERS allowing for potential higher earnings by
PERS. Pension bonds are taxable. This concept would provide relief to departments.
A ten minute recess was taken at 3:33 p.m.
Classification and Compensation Update: Kathleen Hinman, Human Resources Director
presented. The study was completed on 1,091 employees and impacted 682 employees in the
non -represented and AFSCME groups. Work was done with the steering committee, consulting
group, and the Board. Implementation of the plan will move each affected employee to a new
pay system without loss of pay effective January 1, 2018. If we wouldn't have implemented the
5% increase and would have done nothing with the plan, then in 2019 there may be a 2.5%
increase and 2020 there would be a 5% increase. Discussion on private sector and unable to
compare with our positions. Out of benchmark positions 44 met market average, 18 that were
above and 14 that were below. 5% above market is relation to the salaries. The article in the
paper doesn't explain the goal of the study. The study was to analyze the structure of
classification and job descriptions. Chair Barrett expresses the need to get that goal out to the
public to clarify the needs of the study as the article was unclear. Commissioner DeBone noted
this study took a while and advocates for the continuity of the organization and suggests in the
Minutes of Budget Committee Meeting
December 19, 2017 Page 2 of 3
future let's try to get ahead of this. Possibly there needs to be a system to keep track. Job
descriptions will need routine review. Commissioner Henderson noted the importance of the
Budget Committee to know this and raising salaries seems to be a question and would hope for
more creativity for hiring. During union negotiations, there was an understanding of the study.
County Administrator Anderson reviewed the Department Budget Issues for fiscal year 2017-
2018. Unique issues for the following departments were reviewed: Sheriff's Office, District
Attorney's Office, County Clerk's Office, Veteran's Services, Health Services, Solid Waste, Fair
& Expo, Road Department, and Community Development.
Other areas reported on were OSU Extension requesting a business loan for a new building and
Mr. Kropp reported on the loan request; Cohesive Strategy Coordinator position request from
Senior Advisor Joe Stutler proposed to be shared with five counties and not have Deschutes
County as sole source; and Marijuana Tax Proceeds from the state based on number of
authorized marijuana production facilities which will need to be discussed.
The budget hearing will be held following Memorial Day for four days. Each department will
come in for presentations. To prepare for the discussions, Mr. Maier requested information on
the Sober Station plans. Commissioner Baney asks for staffing projections and how to manage
PERS. Commissioner Henderson requests information on road improvement projects and if
there are opportunities for improvement without state funding. Chair Barrett inquired on the
Solid Waste management plan and concerns of the future of the landfill.
Commissioner DeBone presented Bill Anderson with his appointment letter.
ADJOURN: There being no further discussion, the meeting was adjourned at 4:52 p.m.
DATED this ,,?•2 Day o
County Board of Commissioners.
ATTEST:
R girding Sec etary
20L&for the Deschutes
Anthony DeBone, Vice Chair, 2017
Philip G. He ii son, ommissioner
Minutes of Budget Committee Meeting December 19, 2017 Page 3 of 3
FY 2019 Budget Hearings
Deschutes County Budget Committee
Significant Issues
I. Introduction —Tom Anderson
II. FY 19 County Goals & Objectives — Tom Anderson & Board of Commissioners
111. Review of FY 2019 Proposed Budget Document and Highlighted Budgetary Issues — Wayne
Lowry
IV. Departmental lssues
• Health Services
o General Fund Support - $5,880,949 ($1,296,756 greater than FY 2018)
o Health Care funding/CCO Contract
o Staff Reduction
o Crisis Stabilization/Sobering Station Status — Sheriff's Department
o CCBHC Future
o OHA Marijuana revenue
o Mediation funds from Law Library allocation
• Fair & Expo Center
o Long Term Facility Plan/CSL & SFA
o General Fund Support
o TRT Distribution
• County Assessor
o New position — Appraiser II
• County Clerk
o Revenue decline
• Solid Waste
o Capital Construction/Reserves
o Long Term Study/SWAC
o New position — Maintenance Specialist
o Road Transfer
• Road Department
o Additional State Funding for Transportation
o SRS and PILT Funds
o New Positions — Engineering Assistant/Design Engineer
o Capital Projects (FY 19 & long term)
• Community Development
o Revenue Increase — Activity and Fees
o General Fund Support/COBA Request
o New positions — 2 Inspectors, EH Specialist, Admin Assistant
• Community Justice
o Juvenile General Fund Support - $5,888,939 (increase of $291,296 FY 2018)
o Juvenile Detention Facility Lease —J Bar J
o New positions—Juvenile Detention, 2.0 Comm Justice Specialists
o APP General Fund Support - $285,189 (reduction of $166,000)
o APP 1145 Split phase in complete in FY 2019
• Justice Court
o Overall Finances/General Fund Support - $30,000 (decrease of $40,000)
• Natural Resources
o PILT/SRS/Title I11
o Central Oregon Cohesive Strategy Initiative/Coordinator
• District Attorney
o General Fund Support - $6,947,516 (increase of $433,192)
o New position — Victim's Assistance Customer Service Clerk
o Expand Mgmt Analyst by .35 FTE
o System Changeout/Conversion
• Medical Examiner
o No changes
• Veterans Services
o New Staff Vehicle
• 9-1-1
o Interim Director
o Public Safety Communications System
o No change to levy rate
• Sheriff's Office
o Deputy related to Marijuana production enforcement
o County -Wide and Rural District tax rates recommended changes
o Crisis Stabilization/Sober Station
• BOCC/Admin
o BOCC General Fund Allocation - $229,850
• Human Resources
o Class and Compensation Study
o HR Software Implementation
• Finance
o Finance/HR System
o Room Tax Software Implementation
• Information Technology
o New Vehicles
• Legal
o Office Remodel
• Property
o Potential Property Purchase/Sales
• Facilities
o Capital Needs/Major Maintenance Plan
o General Projects
o New Vehicles
• Sunriver Service District
o Funding Request $200,000 rolled over from FY 2018
• Extension/4H
o Facility Expansion Project underway
o Loan for up to $1,000,000 from County over 20 years
• EDCO
o Funding — No Change
• COVA
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)
• Health Benefits Trust Fund
o Fund Balance
o FY 2019 no Increase proposed to Department Rates
o TPA Change
• PERS Reserve Fund
o FY 2019 draw down $500,000
o FY 2019 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 2019 Proposed Budget
Notes on Financial Issues
General Assumptions:
COLA — 2.1% all groups, July 1, 2018
Health Insurance cost to Departments — 0% Increase $1,615/mo or $19,384/yr
Employee contribution unchanged at $90/mo or $1,080/yr.
Property Value increase — Countywide 5.5%, Rural 5.6%, BBR 3.0%, S/R 3.0%
Property Tax Levies — Proposed Levies shown in Budget Message, page 3
Collection rate — 95%
Financial Policies — Section 12 page 283-288
Adopted by the Board on December 15, 2014. Policy section 1(f) is the policy on working capital
balances for operating funds. The Finance Director can waive the application of the policy by
considering other revenues and by looking at related reserve funds. Page 9, 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 $34,713,070 (page 84). The largest is property taxes of $28,006,747 at
80.7%. Higher than FY 2018 budget by $1,198,309. See page 289 of the 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 proposed at $1.2483 per $1,000 with 1.21 going to the GF and .0383 to fund 070
for Facility Maintenance.
Beginning and Ending Working Capital (page 67)
Beginning balance budgeted at $10,890,000. Estimated with latest projections $11,356,253. Policy level
for Ending Balance is 4 months of FY 2019 taxes or $9,335,582. Proposed budget includes $9,350,000.
Transfers (beginning on page 52)
Total General fund "transfers out" is $19,146,524, an increase of $1,687,822 over FY 2018. Changes
include:
Justice Court
Community Justice
General Capital Reserve
Health Services
Sheriff
BOCC
Community Development
Parole and Probation
Other Funds
Net Change
$40,000
$291,296
$21,361
$1,296,756
$103,132
$7,862
$141,078
$166,000
$32,337
$1,687,822
Marijuana Taxes (part of Intergovernmental revenue on page 84) Estimated at $308,000 for FY 2019.
No restrictions on use of revenue so it's in the general fund. $103,132 transfer to the Sheriff's office to
fund a new deputy to deal with Marijuana enforcement. An additional amount of Marijuana taxes are
included in the Health Department in the amount of $150,000 from a share of state taxes from OHA.
Use of PERS Reserve fund 135 - $500,000. The County plans to draw down the PERS reserve FY 2019 by
$500,000. The following table shows the current projection of drawdowns on the PERS reserve through
FY 2024 totaling $19,640,000. Using these projections, the fund would have a balance at the end of FY
2024 of an estimated $2,200,000 assuming a certain level of future GF contributions. PERS employer
rates are set on a two year cycle and are expected to increase significantly every even numbered year
for the next three cycles.
`FY2018
1 1,050,000
FY 2019
500,000
FY 2020 1 FY 2021 .1 FY 2022 1 FY 2023 1 FY 2024
2,890,000 1 2,300,000 1 4,980,000 1 4,350,000 ( 3,570,000 1
Contribution to General Capital Reserves fund 060 - $3,158,024 (page 52) Fund 060 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)
Debt Service — (Tab 9)
Total Debt Service on page 67 $5,762,537. The final year of the Fair Grounds bond was FY 2017. Series
2005 matured in FY 2018. Bonds were originally issued in 1998 to pay for the Becky Johnson Facility,
Health Services Courtney Building and the Adult care Facility. Annual debt service was $570,000.
Capital Improvements/Equipment — (Tab 8 page 229)
Improvements $12,860,083 and equipment $4,615,840 for total of $17,475,923.
PERS (rates on page 6 — budget message}
We expect rates to stay the same in FY 2019 and continue to increase significantly over the next few
years. See rates for each employee type in the Budget Message on page 6.
Road Fund — See page 145 in program budget. Capital piece split into capital improvement fund #465 in
FY 2017 with operations continuing in fund 325. FY 2019, large overlay projects/pavement preservation
moved to fund 465.
PILT and SRS
Payment in Lieu of taxes and Secure Rural Schools. PILT budgeted at total of $2,661,889. With the Road
fund at $1,900,000, Natural Resources at $261,889 and the general fund at $500,000. PILT should be
received in mid-June. SRS was renewed for two years. The County received Forest receipts in March of
$513,076 and a retro SRS payment for 2017 in May of an additional $761,172 for a total of $1,274,248
for FY 2018 and expects $1,760,000 from this source in FY 2019. If received, a portion of this will be
forwarded on to schools in the County.
Room Tax Funds 160 and 170 - pages 111-113 and 116-118 line item. Also page 203 in program budget.
Combined rate of 8% is estimated to produce revenue of $7,260,000 for FY 2019. This is an 8.0%
increase over FY 2018 budget of $6,720,000 and a 4.2% increase over our FY 2018 projection of
$6,900,000. 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. Reserve fund is appropriated at $437,000
with an additional $1,158,883 in reserve for future projects. Previous years were on a reimbursement
basis. Starting in FY 2019, TRT is a revenue to Fair funds like any other.
Solid Waste (page 297-313 line item) 154-159 program budget. Reserve contribution for FY 2019
$4,637,994. See also capital section, tab 8, page 233 for capital construction and equipment items.
Crisis Center/Sober Center — Although budgeted to be constructed in FY 2018, the project has not yet
gotten underway. The capital budget of $1,150,000 is located in the project development and debt
reserve fund #090 as part of the $2,377,180 building appropriation. The Health Department has an
estimated $3,353,904 in their existing budget for crisis services, part of which would be used to provide
services to clients in the crisis center. The Sheriff has $559,308 in their budget for security and other
costs.
County Original 7%
Fair and Expo Center 1%
REQUIREMENTS
Personnel
Salaries
Benefits
Life/Disability
Health/Dental
FICA/Medicare
PERS
Unemployment
Workers Compensation
Total Benefits
Total Personnel
Materials and Services
Debt Service
Capital Outlay
Transfers Out
Contingency
Unapp/Reserve for Future
Total Requirements
LESS ADJUSTMENTS
Inter Fund Transactions
Transfers Out
Retiree Health Insurance
Interfund PERS
LED#1 and #2 Transfers
911 payments to DS
Internal Charges
Interfund Grants
Total Inter Fund Transactions
Contingency/Unappropriated
Contingency
Unapp/Reserve for Future
Total Adjustments
OPERATING APPROPRIATIONS
County Funds
FY 2019
Proposed
Service Districts
FY 2019
Proposed
$ 73,687,413 $
314,009
19,218,546
5,531,462
15,392,132
278,096
1,247,279
41,981,524
115,668,937
86,819,942
5,762,537
17,475,923
41,697,864
73,872,395
44,443,689
385,741,287
41,697,864
1,225,000
1,234,309
36,692,675
34,169,470
445,912
115,465,230
73,872,395
44,443,689
233,781,314
$ 151,959,973 $
Total
FY 2019
Proposed
Deschutes County and County Service Districts
OPERATING APPROPRIATIONS
County Funds
FY 2018
Adopted
Service Districts
FY 2018
Adopted
5,094,063 $ 78,781,476 $ 67,301,707 $
20,361
1,163,045
366,931
953,092
16,815
32,000
2,552,244
7,646,307
40,624,805
3,930,400
60,000
16,145, 621
2,687,000
71,094,133
334,370
20,381,591
5,898,393
16,345,224
294,911
1,279,279
44,533,768
123,315,244
127,444,747
5,762,537
21,406,323
41,757,864
90,018,016
47,130,689
456,835,420
60,000 41,757,864
1,225,000
1,234,309
36,692,675
336,188 336,188
34,169,470
445,912
396,188 115,861,418
16,145,621
2,687,000
19,228,809
90,018,016
47,130,689
253,010,123
51,865,324 $ 203,825,297
315,680
18,926,450
5,156,205
14,724,814
334,730
1,241,718
40,699,597
108,001,304
94,170,486
6,278,373
14,715,535
34,968,400
65,559,439
32,475,609
356,169,146
34,968,400
1,176,803
1,171,538
33,699,084
35,503,123
1,427,482
107,946,430
65,559,439
32,475,609
205,981,478
$ 150 187 668 $
Total
FY 2018
Adopted
County Funds
Change
Service Districts
Change
4,650,746 $ 71,952,453 $ 6,385,706 $
20,156
1,169,257
341,569
836,393
20,798
3 2, 000
2,420,173
7,070,919
37,254,360
2,771,500
1,819,863
15,051,642
2,433,863
66,402,147
335,836
20,095,707
5,497,774
15,561,207
355,528
1,273,718
43,119,770
115,072,223
131,424,846
6,278,373
17,487,035
36,788,263
80, 611, 081
34,909,472
422,571,293
(1,671)
292,096
375,257
667,318
(56,634)
5,561
1,281,927
7,667,633
(7,350,544)
(515,836)
2,760,388
6,729,464
8,312,956
11, 968,080
29,572,141
1,819,863 36,788,263 6,729,464
1,176,803 48,197
1,171,538 62,771
33,699,084 2,993,591
397,639 397,639
35,503,123 (1,333,653)
1,427,482 (981,570)
2,217,502 110,163,932 7,518,800
15, 051, 642
2,433,863
19,703,007
80,611,081
34,909,472
225,684,485
46 699 140 $ 196 886 808
8,312,956
11,968,080
27,799,836
1,772,305 $
Total
Change
443,317 $ 6,829,023
205
(6,212)
25,362
116,699
(3,983)
132,071
575,388
3,370,445
1,158,900
(1,759,863)
1,093,979
253,137
4,691,986
(1,759,863)
(1,466)
285,884
400,619
784,017
(60, 617)
5,561
1,413,998
8,243,021
(3,980,099)
(515,836)
3,919,288
4,969,601
9,406,935
12,221,217
34,264,127
4,969,601
48,197
62,771
2,993,591
(61,451)
(1,333,653)
(981,570)
5,697,486
1,093,979 9,406,935
253,137 12,221,217
(474,198) 27,325,638
County
Change %
Districts
Change %
Total
Change %
9.49% 9.53% 9.49%
-0.53%
1.54%
7.28%
4.53%
-16.92%
0.45%
3.15%
7.10%
-7.81%
-8.22%
18.76%
19.24%
12.68%
36.85%
8.30%
19.24%
4.10%
5.36%
8.88%
-3.76%
-68.76%
6.97%
12.68%
36.85%
13.50%
1.02%
-0.53%
7.43%
13.95%
-19.15%
0.00%
5.46%
8.14%
9.05%
41.81%
-96.70%
7.27%
10.40%
7.07%
-96.70%
-15.45%
-82.13%
7.27%
10.40%
-2.41%
-0.44%
1.42%
7.29%
5.04%
-17.05%
0.44%
3.28%
7.16%
-3.03%
-8.22%
22.41%
13.51%
11.67%
35.01%
8.11%
13.51%
4.10%
5.36%
8.88%
-15.45%
-3.76%
-68.76%
5.17%
11.67%
35.01%
12.11%
5,166,184 $ 6,938,489 1.18% 11.06% 3.52%
FY 2017-18 2018-19 PROGRAM BUDGETS FY 2018-19 FY18-19% of
Budget YTD 2017-18 Actual 2015-16 Actual 2015-16 Actual BUDGET FY17-18
Expense Jul 1 -Jun 30 Jul 1 -Apr 30 (83.3 %FY) Reg Office Bend REDI Jeff Co PEDCO Sisters SLED RDM -YCC Total
Salaries & Related Expenses
Employee Benefits 111,475 101,519 91.1% 64,070 74,118 53,200 3,300 13,670 8,893 4,600 8,740 7,895 8,661 108,959 97.7%
Professional Development 10,350 8,852 85.5% 5,647 13,191 4,000 1,300 1,000 1,100 500 1,000 750 600 10,250 99.0%
Payroll Taxes 75,037 60,724 80.9% 62,241 62,856 37,500 5,280 8,623 4,957 2,750 4,721 3,360 4,587 71,778 95.7%
Salaries & Wages 939,935 732,796 78.0% 759,504 749,292 467,985 66,000 107,684 61,960 34,000 58,900 42,500 57,333 896,362 95.4%
Total Salaries & Benefits 1,136,797 903,891 79.5% 891,462 899,457 562,685 75,880 130,977 76,910 41,850 73,361 54,505 71,181 1,087,349 95.7%
Contract Services
Legal/Acct. Fees 5,000 7,978 159.6% 7,877 13,142 8,500 - 8,500 170.0%
Contracted Services 5,000 18,193 363.9% 3,953 5,175 5,000 - 5,000 100.0%
HiDEC Management Expense - 22,566 9,600 - - - - 0.0%
Local Offices Support & Admin. 26,000 18,333 70.5% 25,000 22,000 - 6,000 5,000 5,000 7,500 5,000 28,500 109.6%
Shared Costs Charged Programs (25,000) (18,333) 73.3% (25,000) (22,000) (28,500) (28,500)
Total Contract Services 11,000 26,171 237.9% 34,396 27,917 (15,000) 6,000 5,000 5,000 7,500 5,000 13,500 122.7%
Facility & Equipment Expenses
Telecommunications 13,500 11,145 82.6% 13,484 11,089 20,000 1,000 1,500 900 1,350 1,200 1,000 1,000 27,950 207.0%
Rent, Utilities, CAM Charges 70,000 55,349 79.1% 62,148 59,801 64,575 4,000 - 6,000 4,200 - 78,775 112.5%
Database/Internet 39,300 20,332 51.7% 25,044 19,307 22,500 1,400 1,500 1,100 1,100 1,100 825 500 30,025 76.4%
Total Facility & Equipment 122,800 86,826 70.7% 100,676 90,197 107,075 6,400 3,000 8,000 6,650 2,300 1,825 1,500 136,750 111.4%
Office & Administration Expense
Bad Debt Expense 14,500 8,500 58.6% 22,359 10,650 14,500 - - - - - 14,500 100.0%
Marketing & Advertising 68,000 15,485 22.8% 14,655 19,361 20,000 2,000 4,000 - 10,000 500 36,500 53.7%
Insurance 4,500 2,637 58.6% 4,564 4,125 4,500 - - - - - - - 4,500 100.0%
Mkt. Research/Client Dev./Lead Gen. 35,800 38,307 107.0% 13,145 11,389 19,500 2,500 6,100 890 13,500 1,100 1,000 44,590 124.6%
Merchant Banking Charges 4,500 3,197 71.0% 4,516 4,627 4,500 - - - - - - - 4,500 100.0%
Membership Dues 3,250 5,435 167.2% 3,785 2,875 5,500 - - - - - - - 5,500 169.2%
Office Supplies/Expenses 10,200 14,064 137.9% 9,119 11,685 10,000 300 300 300 300 339 300 500 12,339 121.0%
Postage 400 598 149.5% 266 158 500 50 50 - 50 50 50 - 750 187.5%
Public Relations 500 429 85.8% 596 377 500 - - - - 500 100.0%
Publications 1,900 424 22.3% 251 1,926 500 250 350 100 100 250 100 - 1,650 86.8%
Total Office & Administration 143,550 89,076 62.1% 73,256 67,173 80,000 5,100 10,800 1,290 23,950 2,239 1,450 500 125,329 87.3%
Travel & Meeting Expenses
Trade Shows 18,700 11,159 59.7% 7,456 6,749 5,500 4,770 1,000 1,300 2,000 1,500 500 - 16,570 88.6%
Board Mtgs & Training 7,000 886 12.7% 4,819 5,392 6,000 - - - - - 6,000 85.7%
Travel 30,050 16,533 55.0% • 14,629 21,807 11,500 2,100 1,000 1,800 2,350 2,500 1,800 3,000 26,050 86.7%
Total Travel & Meeting Exp. 55,750 28,578 51.3% 26,904 33,948 23,000 6,870 2,000 3,100 4,350 4,000 2,300 3,000 48,620 87.2%
Event Production Expenses
Pub Talks 25,000 28,697 114.8% 40,598 33,575 30,000 - 30,000 120.0%
HiDEC - 1,488 6,262 - - - - - -
Bend Venture Conference 68,500 89,223 130.3% 85,674 64,365 100,000 - 100,000 146.0%
Annual Luncheon 31,000 40,384 130.3% 30,568 25,820 43,000 - - - 43,000 138.7%
Civil War Auction 40,000 83,851 209.6% 75,530 0 - - - - - - - 0.0%
Other Events 7,925 5,413 68.3% 3,925 7,985 5,000 250 - 400 2,000 500 8,150 102.8%
Total Event Production Exp. 172,425 247,568 143.6% 237,783 138,007 178,000 250 400 2,000 500 181,150 105.1%
Total Budget/Expense $ 1,642,322 $ 1,382,110 84.2% 1,364,477 1,256,699 $ 935,760 $ 100,500 $ 151,777 $ 94,300 $ 84,300 $ 87,300 $ 62,080 $ 76,681 $ 1,592,698 97.0%
Net Income $ (53,255) $ 50,330 6.0% 128,677 85,599 $ (9,010) $ - $ - $ - $ - $ - $ (4,080) $ (1,181) $ (14,271)
CAPITAL EXPENDITURES BUDGET FY18-19 as
FY 2017-18 2017-18 Actual 2016-17 2015-16 FY 2018-19
BUDGET of FY17-18
Jul 1 -Jun 30 Jul -Mar (75 %FY) Actual Actual Reg Office Bend REDI Jeff Co PEDCO Sisters SLED RDM - YCC TOTAL
Capital Outlay
Computer Equipment 14,000 0.0% 16,978 8,000 2,000 2,000 12,000 85.7%
Furniture/Phone 500 0.0% 0 500 - - - - 500 100.0%
Capital Outlay - Other 1,000 0.0% 4,115 1,000 - - - - - - 1,000 100.0%
Total Capital Outlay $ 15,500 $ 0.0% 0 21,093 $ 9,500 $ 2,000 $ - $ 2,000 $ - $ - $ - $ - $ 13,500 87.1%
Economic Development for Central Oregon
2018-19 FISCAL YEAR BUDGET
FY 2017-18 2018-19 PROGRAM BUDGETS FY 2018-19
Budget YTD 2017-18 Actual 2016-17 Actual 2015-16 Actual BUDGET FY18-19 % of
Income Jul 1 -Jun 30 Jul 1 - Apr 30 (83.3% FY) Regional Bend REDI Jeff Co PEDCO Sisters SLED RDM YCC TOTAL FY17-18
Government & Public Entities
City of Bend 118,750 94,000 79.2% 118,959 95,500 15,000 90,000 - - 105,000 88.4%
City of La Pine 32,500 30,000 92.3% 30,000 27,500 2,500 - - - 30,000 32,500 100.0%
City of Madras - 0.0% - -
City of Metolius 0.0% - - -
City of Prineville - 0.0% - - -
City of Redmond (via REDI) 20,000 20,000 100.0% 20,000 20,000 20,500 - - - 20,500 102.5%
City of Sisters 69,500 67,500 97.1% 67,500 67,500 7,500 - - 62,000 69,500 100.0%
COCC 7,500 7,500 100 0% 7,500 7,500 7,500 - 7,500 100.0%
OSU Cascades 7,500 7,500 100.0% 7,500 7,500 7,500 - - - 7,500 100.0%
Crook County - - 0.0% - - - - - - - - -
Deschutes County 220,000 195,000 88.6% 217,200 212,200 150,000 10,000 10,000 25,000 25,000 - 220,000 100.0%
Jefferson County 84,000 84,000 100.0% 80,000 80,000 - 88,000 - - 88,000 104.8%
High Desert ESD / Better Together 60,000 60,000 100.0% 0 0 - - - 75,000 75,000 125.0%
Grants 15,000 22,750 151.7% 59,333 47,500 42,000 - - - 42,000 280.0%
Other Public Income 5,000 - 0.0% 12,500 5,000 - - - - - 5,000 100.0%
Total Gov't & Public Entities 639,750 588,250 91.9% 620,492 565,200 257,500 100,000 10,000 88,000 87,000 55,000 75,000 672,500 105.1%
Private Sector
TAO 21,700 0.0% 0 0 0 - - 0.0%
Oregon Outdoor Alliance (OOA) - 0 0 - -
Oregon Bioscience Association 21,700 0.0% 0 0 -
Venture Catalyst Sponsor 0 10,000 -
Prineville/Crook Co Chamber 84,000 84,000 100 0% 54,000 67,000 - - 84,000 84,000 100.0%
REDI 128,367 123,491 96.2% 103,815 100,000 141,777 - 141,777 110.4%
HiDEC Membership Income 8,400 11,200 - - - -
Platinum Member ($7,500) 120,000 61,250 51.0% 76,250 90,000 120,000 - 120,000 100.0%
Gold Member ($2,500) 35,000 17,500 50.0% 20,000 20,000 35,000 - 35,000 100.0%
Titanium Member ($1,500) 10,500 3,000 28.6% 7,500 4,500 10,500 - - 10,500 100.0%
Silver Member ($750) 35,000 17,250 49.3% 20,250 24,750 35,000 - - - 35,000 100.0%
Bronze Member ($250) 40,000 32,575 81.4% 34,200 36,025 45,000 - 45,000 112.5%
Individual Member($150) 14,250 13,950 97.9% 10,100 10,700 17,250 - - - - 17,250 121.1%
Financial Member ($1,250) 12,500 7,500 60.0% 12,500 12,500 12,500 - 12,500 100.0%
Total Private Sector 523,017 360,516 68.9% 347,015 376,675 275,250 141,777 84,000 501,027 95.8%
In -Kind Contributions
Marketing In -Kind 15,000 11,250 75.0% 6,278 15,000 15,000 - - - 15,000 100.0%
Client Development In -Kind 500 - 0.0% - - 500 - - - 500 100.0%
Misc. In -Kind 1,000 - 0.0% - 29,300 16,000 6,000 - - 22,000 2200.0%
Total In -Kind Conributions 16,500 11,250 68.2% 6,278 0 31,500 6,000 37,500 227.3%
Event Sales & Sponsorship
Pub Talks 60,000 63,978 106 6% 67,322 63,474 70,000 - - 70,000 116.7%
HiDEC Events 4,977 8,947 -
Bend Venture Conference 185,000 185,155 100.1% 192,963 143,457 195,000 - - - - 195,000 105.4%
Annual Luncheon 50,000 68,141 136.3% 48,875 48,411 70,000 - - - - 70,000 140.0%
Civil War Auction 80,000 109,510 136.9% 102,762 20,231 -
Other Events 7,600 9,175 120.7% 6,859 9,577 6,000 500 300 300 300 3,000 500 10,900 143.4%
Total Event Sales -Sponsorship 382,600 435,959 113.9% 423,758 294,097 341,000 500 300 300 300 3,000 500 345,900 90.4%
Other Income
HiDEC Management Fees - 10,800 9,600 - - - - - -
Interest Income 200 1,280 640.0% 446 97 500 - - - 500 250.0%
Sublease Income 24,000 22,697 94.6% 29,400 27,070 16,000 - - 16,000 66.7%
Misc. lncome 3,000 12,488 416.3% 54,965 69,559 5,000 5,000 166.7%
Total Other Income 27,200 36,465 134.1% 95,611 106,326 21,500 - - - - - 21,500 79.0%
Total Private, In-kind, Other 949,317 844,190 88.9% 872,662 777,098 669,250 500 141,777 6,300 84,300 300 3,000 500 905,927 95.4%
Total Operating Income $ 1,589,067 $ 1,432,440 90.1% $1,493,154 $1,342,298 $ 926,750 $ 100,500 $ 151,777 $ 94,300 $ 84,300 $ 87,300 $ 58,000 $ 75,500 $ 1,578,427 99.3%
pevelo'• inent for Central Orego
09,34401w. .cm!ifkr;
J1.1,P,t44: • • —
400,4_
Report and Update on the
Lites CoLinty Economic i)evelop ent FurIci (DC,EDF)
DCEDF Tracking -
LOANJOBS JOBS
COMPANY AMOUNT STATUS COMMITTED CREATED .
Kollective $50,000 Done 25 29
BNP
Agere Pharmaceutic,als $14,000 Done 7 30
Dent Instruments $12,000 Done 6 8
Geospatial Solutions $20,000 DEAD 10 2
GL Solutions $50,000 Done 39 26
GT Solutions (formerly Alchemy Solutions) $26,000 Done 13 0
Humm Kombucha $50,000 Done 25 73
Navis #2 $50000 Done 26 52
Navis #1 $50,000 Done 27 120
Paladin Data $32,000 Done 16 16
Vantage Clinical Solutions $10,000 Done 5 9
Zamp Solar $21,000 Done 21 52
i3D Manufacturing $24,000 Active 12
Sudara $34,000 Active 17
GraCe 510 -Lab $48,000 ACtiVe 24 10
Cascade Integration & Development $10,000 Active 5
Seran No Science $20,000 Active 10
Mazama Media $12,000 Active 6
ARCC $16,000 Active 8 8
(onotnk. Development ior Cen; al 0, ego n MOVE. STAR't GROW,
COMPANY
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BasX
DCEDF Tracking - Redmond
LOAN STATUS JOBS JOBS
AMOUNT COMMITTED CREATED
$50,000 Done 50 152
Central Oregon Trucking $50,000 Done 35 40
Consumer Cellular $50,000 Done 200 507
Medline ReNewal - MEDISISS $48,000 Done 24 77
Oregon Wild Harvest $50,000 Done 25 34
PCC Schlosser $50,000 Done 25 84
ADC - Nosier $40,000 Done 20 13
Composite Approach $16,000 Active 8 24
Medline Renewal $28,000 Active 28 30
Economic Development for Central Oregon
MOVE. START. GROW.
DCEDF Tracking - Sisters
COMPANY LOAN STATUS JOBS JOBS
AMOUNT COMMITTED CREATED
SISTERS
Energyneering $34,000 Done 17 18
Laird Superfoods $50,000 Active 50 30
Economic Development for Central Oregon
MOVE. START. GROW.
DCEDF Tracking - Totals
JOBS JOBS
COMMMUNITY LOANS COMMITTED CREATED
Bend $549,000 302 438
Redmond $382,000 443 977
Sisters $84,000 67 48
Sunriver/La Pine $0 0 0
TOTALS: $1,015,000 812 1,463
Incentive per job from DCEDF since
inception: $693.78
I-conomlc Development for Central Oregon
MOVE. START. GROW.
Examples of Projects - Move
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I-conomlc Development for Central Oregon
Examples of Projects
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Examples of Projects - Grow
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rs 20 $40,000
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RV Manufacturing Bend 15 $15,000
Apparel M $188,000
anufacturer
TOTALS 141
$112,000
Approximate Curre Fund Balance°.
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Regional Plan 2017-19
Regional Cooperative TABLE OF CONTENTS
Tourism Program
Research & writing:
Central Oregon Visitor Association
Organized by:
Central Oregon Visitors Association
For more regional information visit:
traveloregon.com/central-oregon
CENTRAL OREGON
17.1 SOMPIVER �^
visitoentralo re go n.com
nTRAVEL
OREGON
VISION
AWARENESS & IMPROVEMENT
04 Mission
04 RCTP Goals
PEOPLE
05 Organization
MEASUREMENT
06 Overall Success Measures
OPPORTUNITY
STATE OF TOURISM
08 Regional Tourism
09 Stakeholder Feedback
PLAN
BUDGET
11 Overall Budget
TACTICS
11 Overall Plan
12 Global Marketing
13 Destination Development
14 Global Sales
15 Industry Services
15 Other/Convention/Sports
16 Staffing & Other
MISSION
As the RDMO for Central Oregon, the Central Oregon
Visitors Association (COVA) vision for the region
is to level the seasonality of visitor demand; create
programs and opportunity to enhance tourism
development, as well as, protect our natural assets and
product sustainability. Most importantly, the Central
Oregon stakeholders remain a committed partnership
to work responsibly and creatively establish the region
as a year-round visitor destination.
COVA's mission is to generate overnight visitation to
support an enduring economy for the region. COVA's
destination marketing, promotion, sales, public relations
and destination development programs directly support
business diversification throughout the region, leading to
economic vitality and resource sustainability.
COVA further serves as the industry communications
and convening conduit for Travel Oregon programs
and coordinates industry -wide collaboration for all
community and industry partners in Central Oregon.
2017-19 RCTP PLAN // CENTRAL OREGQN
RCTP GOALS
Goal 1
Increase local marketing capacity with
destination marketing and sales programs
designed to level the seasonal fluctuation
of Central Oregon Tourism volume and
mitigate peak season impacts
Goal 2
Support rural tourism development and industry
partner innovation and collaboration
•
Global Marketing Goals
Build brand awareness and publicize the
visitor experiences that distinguish EO
as a unique and premier travel destination.
AWARENESS & IMPROVEMENT 04
ORGANIZATION • -- -
COVA has served as the RDMO for
Central Oregon since
1971
and is the longest -serving tourism marketing
organization in the region.
..
Mk
ma i Li i ii iia.
COVA is governed by an industry -elected
board of thirteen directors, who represent
both the geographic and product diversity
of the region.
0000
0000
0000
0000
COVA holds a minimum of two Central
Oregon stakeholders meetings annually,
as well as a State of the Industry education
and networking event.
Irigs
g.
500
Business Membership Base
Functioning as the industry voice for the
region, the COVA team actively engages with
our 500 -business membership base and
Destination Marketing Organization (DMO)
partners on a daily basis.
COVA has an operations staff of 7
and a regional visitor center staff of 2
Independent of the Regional Cooperative
Tourism Program (RCTP), COVA operates as
the RDMO with an annual budget of more than
$2.5 million;
directly leveraging and optimizing the RCTP
investment for the highest and best use of both
Deschutes County and statewide lodging taxes.
2017i9 RCTP PLAN // CENTRAL OREGON
PEOPLE 05
OVERALL SUCCESS MEASURES
MEASUREMENT
2017-19 RCTP PLAN // CENTRAL OREGON
COVAs 45 -page Strategic Plan, inclusive of highly
detailed program measurement, provides the roadmap for
regional destination marketing.
The RCTP initiatives defined by the stakeholders will
leverage COVA's regional plan, focusing on new areas
of development, with each RCTP initiative further
contributing to the overall industry balance and vitality.
Plan measurement is highly research -based and includes
data from multiple resources. We consider multiple
forms of measurement including: Travel Oregon's
Longwoods study and Smith Travel Reports, regional
airport enplanements, flight frequency and markets
served reports; as well as Travel Oregon and COVA visitor
stakeholder surveys.
In addition, COVA manages highly detailed website
analytics and conversion reports, social media analytics,
referral traffic to members, event activations, lodging
revenue reports, transient room tax reports, industry
surveys and private sector co-op investment in COVA's
leveraged marketing programs are all measured for
return on investment.
1 kr/
website analytics &
conversion reports
social media analytics
r
lodging revenue
reports
transientioorn
tax reports
�I
referral traffic to members industry surveys
\I /
tot
event activations
private sector co-op
investment
06
c
REGIONAL TOURISM
Central Oregon has seen an
increase in tourism for seven
consecutive years.
Welcoming more than 4.3 million overnight
visitors in 2015 (2015. Lonewoods).
The direct tourism spend from these
visitors to the region was more than $859
million dollars, with total economic impacts
exceeding $1 billion (Runvan).
While Central Oregon welcomes visitors
from all over the world, more than 70% of
our destination visitors originate from the
West Coast.
The San Francisco Bay Area, Seattle, Los
Angeles, Phoenix, and Oregon's I-5 corridor
contribute as primary source markets.
Due to outstanding product and seasonal
diversity, Central Oregon attracts visitors
from all walks of life including outdoor
adventure aspirationalists, working
professionals, multi generational families
and empty nesters. No matter where our
visitors come from, Central Oregon visitors
share a love for outdoor recreation and are
searching for unique authentic experiences.
Sitting at the crossroads of mountains, lakes,
rivers, high desert and canyon country,
Central Oregon is home to the Pacific
Northwest's largest ski area - Mt. Bachelor;
and the birthplace of modern sport climbing
- Smith Rock.
With world-class fly-fishing and cycling and
over two -dozen golf courses (three ranked in
the nation's "Top -100") as well as a vibrant
and eclectic dining, arts and culture scene;
there are unlimited enticements to visit
Central Oregon.
Central Oregon ranks amongst the fastest-
growing regions in the nation, in large part
due to the experiences provided to visitors ofvisitors originate from
who want to make the Central Oregon the West Coast
lifestyle permanent.
Overnight visiters in 2015
4.3 million
Direct tourism spend
$859 million
Total economic impact exceeding
$1 billion
Primary Source Markets:
San Francisco Bay Area
Seattle
Los Angeles
Phoenix
Oregon's 1-5 corridor
Over
70%
2017-19 RCTP PLAN // CENTRAL OREGON
08
STAKEHOLDER FEEDBACK
Stakeholder feedback was vitally important to showcase
how regional strengths, weaknesses and opportunities
can vary enormously between the diverse communities of
Central Oregon.
Urban areas are much more prone to feeling the
compression of over -visitation, while rural communities
seek to develop product and experiences to pull visitor
volume from highly compressed areas to under -visited
and developing assets nearby.
COVA understands the role of the RDMO is to help ensure
that all stakeholders are communicating and collaborating
in a shared, healthy regional vision.
Key themes that resonated amongst Central Oregon
stakeholders include:
1
Programs and messaging designed to increase
year-round demand, leveling the seasonal peaks
and valleys of visitor volume.
2 Maintain commercial air service levels and
support expanded air service development.
3 Develop product, human resources, technology
and marketing support for rural communities.
Convene and collaborate with regional partners
4 on destination development programs designed
to support regional trails, transportation
maintenance and infrastructure.
Incorporate sustainable messaging to ensure
that the resources we market to visitors are
5 protected and enhanced with management of
visitation to sensitive areas to retain high
quality visitor experiences.
STATE OF TOURISM
2017-19 RCTP PLAN //CENTRAL OREGON
09
DEPARTMENT/CATEGORY
Destination Development
Global Marketing
Program Administration
Global Sales
Other: Group/Meetings
Industry & Visitor Services
Total
OVERALL BUDGET
FY 17-18 BUDGET
$140,000.00
$82,841.00
$100,000.00
$107,500.00
$50,000.00
$6,000.00
$486,341.00
FY 18-19 BUDGET
$240,000.00
$145,562.00
$100,000.00
$70,000.00
$50,000.00
$10,000.00
$615,562.00
OVERALL PLAN
MARKETING 0'1 MEDIA FAM'S 8. ETORY PITCHES Stift 10;1
ARKETING 02 DIGITAL CONTENT DEVELOPMENT S.30,000
MARKETING 03 WEDSITE DEVELOPMENT S50,000
MARKETING 04 TORP $60.000
2017-19 RCTP PLAN // CENTRAL OREGON
BIENNIUM BUDGET
$380,000.00
$228,403.00
$200,000.00
$177,500.00
$100,000.00
$16,000.00
$1,101,903.00
% OF BUDGET
100%
DESTINATION DEV. 111 MATCHING GRAN I'S 07-00,000
Ye4..ArSige7-1,1",
DESTINATION DEV. 02 COMMERCIAL AIR SERVICE S i00.000
DESTINATION DEV.113 DESCH. TRAILS COLLABORATIVE: S10,000
03 OLOriAL SALES SHOWS! FAM'S 5[1,000
OTHER 01 GROUP
BUDGET
EVENT DEVELOPMENT S 5/0,000
SALES 91 MATCHING GRANTS 10210,000
137a:,z-ang.
SALES 12 I3RAND IISA MICROSITE: S17.500
INDUSTRY 8c, SERVICE
OgiSIFP2
“"V'S CONFERENCE GRANTS 310.000
11
GLOBAL MARKETING
2017-19 RC T P PLAN // CENTRAL OREGON
The RDMO will engage consumers and invite destination
visitation through multi -tiered, highly targeted
advertising, sales and public relations programs.
The strategy will leverage COVA's destination marketing
investment in out-of-state target markets, thereby
ensuring the highest and best use of industry resources.
Public relations is a cost-effective strategy to elevate
and complement COVAs destination marketing and
advertising strategies. FAM/research trips are a way for
travel writers to experience the destination and help tell
the unique stories of Central Oregon.
# 1 Media FAMs research trips
& story pitches
# 2 Digital content development
TACTICS
Website development will provide a vehicle to
disperse visitor inquiries to partners throughout the
region. Content development will be available for
DMO and industry partners to utilize for their
community websites seamlessly.
TACTICS
#3 Website
# 4 Travel Oregon Regional Pack (TORP)
12
DESTINATION DEVELOPMENT
2017-19 RCTP PLAN // CENTRAL OREGON
The RDMO and Central Oregon stakeholders have
placed destination development as a top priority for
regional investment resources. Destination development
strategies will provide the opportunity for both rural and
urban assets and attributes of the region to be supported
with resources from the RCTP.
The destination development vision is that the region will
support programs that will lead to product development
that is visionary, sustainable and responsibly focused
on resource enhancement and protection. These tactics
encompass both large-scale and small-scale projects, as
the need and priorities within the region are quite diverse
from community to community.
# 1 Destination development matching
grant program
# 2 Commercial air service development
& marketing fund
» Ensure that existing commercial air service to
the region is retained and that flight frequency and
additional non-stop routes and air carrier
relationships are developed
» Balance the seasonal influx of visitors and impacts
on `over -loved' natural attractions
» Facilitate and develop a community grant program
to provide development support for individual new
projects and community priorities
TACTICS
# 3 Deschutes Trails Collaborative (DTC)
TACTICS 11
2017-19 RCTP PLAN // CENTRAL OREGON
The Global Sales strategies will leverage the region -
wide partnerships established to support and
sustain the robust in -market and inbound FAM
opportunities presented by Travel Oregon.
The development of international awareness could
not be achieved for Central Oregon without the
leveraged opportunities provided by Travel Oregon's
Global Sales department.
# 1 IAGTO - NAC 2018
# 2 Domestic programs for international
global sales
Following multiple years of modest investment, Central
Oregon is seeing real growth in international relationships
and sales catalogs. This momentum must receive continued
attention and investment.
Our international visitors are known to stay longer and
spend more money while in our communities. In addition,
the international traveler is a key target for non -peak travel
and rural exploration and adventure.
TACTICS
# 3 Brand USA international microSite
TACTICS 14
2017-19 RC T P PLAN // CENTRAL OREGON
Central Oregon Stakeholders determined that opportunity
for industry networking, education and engagement is
important. A barrier for many stakeholders is the financial
commitment to attend and participate in the single most
important industry -networking event in the state; the
Oregon Governor's Conference on Tourism.
#1 Governor's conference: attendance,
sponsor & sxhibitor Support
INDUSTRY & VISITOR SERVICES
Central Oregon strongly believes that attendance and
industry engagement at the conference is a priority
that should be supported with a regional scholarship
program.
TACTICS -
Central Oregon's Group/Convention/Sports development
and sales initiatives will continue to develop awareness,
networking and face to face destination sales with
qualified Meeting Planners from across the US.
The US Group Sales and Convention markets is a key
opportunity for shoulder season development, as Meeting
Planners book far in advance and are motivated for non -
peak travel to achieve favorable rates.
# 1 Sales: group, convention, and/or sports
TACTICS
The Regional efforts will focus on group/convention
lead development in new markets to ensure the RDMO
is complementing and building the exposure for the
region; while being cognizant to avoiding the RDMO
competing in any way with the sales teams of our
regional private sector partners.
TACTICS
15
OVERALL SUCCESS MEASURES
Six of COVA's seven full time staff members invest
significant time and resources to support the Central
Oregon RCTP to ensure full integration of the RCTP
programs into the regional destination strategies.
Comprehensive time invested by the COVA team to
function as the RDMO in the appropriate convening
leadership capacity for the region equates to an
estimated 1.5 FTE positions. Positions engaged with
RCTP programs include:
VP
As co -lead for RCTP plan development and execution,
this role coordinates all external marketing programs to
ensure that RCTP resources are complemented and fully
leveraged by COVA's larger regional destination marketing
strategies. This includes project development, media
buying, research and execution of plan strategies. VP will
attend all RCTP, OTC and stakeholder meetings.
Industry Relations
Coordinates all Central Oregon stakeholder meetings
and communications keeping the funnel of information
flowing with industry partners at all levels. This includes
coordinating the Central Oregon Matching Grant program.
Duties also include attending all RCTP, OTC and ODMO
meetings and managing the overarching communications
pipeline from Travel Oregon to RDMO to DMO.
Additionally, this role executes and attends all Central
Oregon hosted FAM trips in collaboration with Travel
Oregon while coordinating and staffing global sales trade
shows identified within the RCTP plan.
Content & Communications Manager
This role staffs and coordinates all global marketing public
relations andc programs for RCTP strategies.
2017-19 RCTP PLAN // CENTRAL OREGON
Group 1 Convention 1 Sports
This role coordinates and staffs the RCTP group and event
effort. Responsibilities include staffing and coordinating
the Central Oregon Group /event advisory team and trade
shows identified in the RCTP strategies. The position also
oversees the Travel Oregon Regional Pack and Welcome
Center fulfillment responsibilities.
Additionally, this role provides administrative support for
the Central Oregon Matching Grant program and attends
all Central Oregon Stakeholder and OTC meetings.
EVP:
This role co -leads RCTP plan development and
strategies, Commercial Air Service initiatives and airline
headquarter meetings. EVP is responsible for staffing
and coordinating the Deschutes Trails collaborative
initiatives and program execution and attends all Central
Oregon stakeholder meetings and OTC meetings.
CEO
This is the lead position on the RCTP plan and strategic
visioning to ensure that RCTP resources are fully
leveraged with COVA's overarching destination messaging
and supported by the Central Oregon Stakeholders
engagement. CEO ensures that RCTP strategies are
staffed an implemented in accordance with RCTP plan
and attends all Central Oregon Stakeholder Meetings and
OTC meetings.
TACTICS
16
TravelOregon.com 319 SW Washington St. Suite 700 Portland, Oregon 97204 Industiy.TravelOregon.con
Fiscal Year 2019
BUDGET COMMITTEE 1 MAY 29, 2018
IMiateihiVrala
Day 1 Agenda & Objectives
Funding Streams
Fund Structure
Macro -Trending
FY 2019 Budgeting Process
Policy Matrix
(Alternate Solutions)
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• • • • • • • • • • 1
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General Fund Other Gov't Payments Capitation CCBHC —Expenses as Adjusted*
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3.7%
External Influences/Levers
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current revenu s ar
subject to these
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infiue c -es
Department Policy
County/Department Priorities
Impact of the Levers
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CJ
Funding Source Changes (Shifting)
this how we shod
bo siperating? Reactive Programmatic Changes (Service -level)
to fliluences?"
Personnel Changes (Pay & FTE)
Where did we land in Fiscal Year 2019?
Budgeted appropriation +$324,981 (+<1%) over FY2018 in Operations
Full-time Equivalent (FTE) staff reduced by 13,80 FTE (4.5%)
Reductions to some services provided
Where does our proposal leave us?
Fiscal Year 2019 " .41 d D
its
n" (Op
Beginning Working Capital
Current Revenue
Current Expense
Ending Working Capital (1/12th)
r
t nR)
$ 7.2 M
407 M
(4/L0 M)
$ 3.9 M
1[S
S
0
Where does our proposal leave us?
Fiscal Year 2019 "Boiled D* n" (Operating)
Beginning Working Capital $ 7.2 M
Current Revenue 40.7 M
Current Expense (44.0 M)
Ending Working Capital (1/12th) $ 19 M
Where does our proposal leave us?
Fisc Year 2019 "'Boil
d Dowr (
Beginning Working Capital
Current Revenue
Current Expense
Ending Working Capital (1/12th)
4).
perating).
$ 7.2 M
40.7 M
(44.0
$ 3.9 M
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2
3
4
5
Prevention
Environmental
Health
Clinical Services &
Youth Serua,
Health
Commumcab,e
V.sease
Women, Infant, &
Children (WIC)
Health Services Department
FY 2019 Budget - Department Scenanos
Poh Matr,
FOB Added Bck
Upgrade Cost
PARTIAL RESTORATION
FTE Added Bads
87,000 Upgrade Cost
Sumr,ac, Abe. bacF Saxed Health Ccalar
ataff rema,asn the a,090a. cb4ca
rri1=-"—
Upgrade Cost 120,000
Summar, Gerwrar rend p,s5es add ton, sib.,
Ic et reoate tee 1, fee roe -ease prOpOsed
Summery No changers from PrOpeSed Dodge
PARTIAL RESTORATION
FTE Added Back
Upgrade Cost 63,200
sam,s, fee memos. ate mote focused and
eruu,o...nes corn, a'Ins co,arab,
AS PROPOSED
FTE as Proposed 00
66 Subsidy Proposed 649.519
Sumo., Opt.° C ears for tee
rano,. of 10 fie for Ser. Baseel ate rent.,
Lae:Las to closer artgnexperksteras rote OrAgeted
rerenue POsrtOn eientrfreel IS <Wren:, tiCe01
AS PROPOSE°
FIE as Proposed 490
Gf Subsidy ProPosed 269.422
proposed, Opoon C ca 'or in
roCrease of 12errn Att norenmental Heal/11er. to
SuppOrt tnaa,ed pfclommate cot,
Downgrade Savings (95,000)
Sommers n adrIrtoon to changes from Opton C, 10
fit in substanceabuse ore tones, hos baren
for roduetton Postions ideneeed ate crime -ref ferer1
Downgrade Savings
frumma, ehanaes horn Ptopo. eaeg.
"""------"----j ILLE"'"8
1
O
C _I
—CURTNERRE
DUCTIONS
74ELIESEgbWET2.00 09864 6,4>c 4.90 ETE Removed
Unmade Cost 64,900 Upgrade Cost GF Subsidy Pr000sed 488 805 Downgrade Savings
Stmeree, loprOpOSed, Ostroff c La e foi a drendIN
Some, Added had Nast Pemilial-er S decrease to Came. SenveS put.. floe,.
aGrrs ettratree Speco 1st to a' ore tor Baird based a 'a., for Closca' atevotres in Pednrond 2f 'nett
sermoes Ito add.bernal COSI !Or Ore 4enere Smal SUMO. la MI repeornmed teCorrerrumcable
INSPAIE
SUMP., Pasta,' reale mg 0 ITE
Praaitroner ana / ot health Speroatst
Pepoontrzatron of 1 le ere to51-0 rood in
Commamraete Ortease renra,s
•-41171:71e'L.----tri-0-
Upgrade Cost 131.300
Summers additons 1.,[2.31.01,10plione
eitmorretatron 114171 for STD wore teem
C nrca' Seroces remons
RESTORED SERVICE LEVEL A
FIE /added 8406 1.00
Upgrade Cost 88,000
Somme, ...toe,' erranges room Opton
_J
'fiFZLEI?""91:'------1-1Tio"
Upgrade Cost 131.300
Sone -Ors Added Sea 0 5 fif lot program suppOrt
and 0 Fre fee Orert senesce 'M{11,4,1014 ...re
attentrearl for el-moo:on VI Orton C optron
nrod an inrolontare sepatatren
PARTIAL RESTORATION
FTE Added Back 1.00
Upgrade Cost 88,000
Summary 46. bac.. 1 0 tit for program support
Tea pOntron was dent,. for a imrnation rn °peon
C °peon a.od an Ino,iata,
AS PROPOSE°
asProposed 9.15
GF Subsidy Proposed 783245
San mar, prOposed, Opeon C 3`,0.$ for a
repoOrnitation of 1 la fif Soot C1/11Ce Str,t5 10f
STO not, Eves., atoll as tt. tar an om
rmmunitatons tor STD wart COrreAt, a4,00,‘
staff (10 fiat cbmtnalcd
/15 PROPOSED
FTE as Proposed 9.30
GB Subsidy Proposed 560.766
Summar, aas1.09.1ed,Option C ca' tor Inc
',nova 0' t 0 ITC aa closer al, procner met
restri programmatm re room Penton Av.,. cs
coreento erel
_J
Summate leo [Mega, frOm Propooetl eadet
CURTNER REDUCTIONS __J
Downgrade Savings (153,003)
Sammare In add,. lo Ole eborraes Opton C 160
re in STD eon' nn invite. for radottron
POSISNOIS .11,ed are eursent teed
MATHER REDUCTIONS
FIE Removed (0.50)
Downgrade Savings (44.0E0)
5,11, ad,tron to Ow changes ca Obbon C 0 50
41-E has taw idenviad for radaccal bobbon
Itlecrta,ed carnent, fi
_J
Prevention
, Option
Option B
OponC
I mnentpeevenm senices
IMaintain ,re,erponsevere,
INate owe; range of services, redueedeoFoehyfoe geont requirements
Anther reductions tokryservkesand grantfeepnent
Budget 53,381,345 $4)/1,175
FIT 11 CO SBM
ox 01 CS c0
ES Co
a
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0
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Public Health (PH) Challenges
Increased population = Increased need but funding has been flat
Limited duration grants ("soft" funds) versus sustainable $$$
High rates of CD & STDs straining system capacity & resources
Changes in RH clinic utilization, statute, & billing structure
Organizational Structure does not support PH Requirements
PH Modernization is a mandate, not an option - must change
,(_•1)&
What we are doing to stretch & enhance resources?
Reducing costs
Increasing revenue and pursuing grants
Service delivery structure changes to maximize
productivity, billing opportunities x staff time
Requesting increase in fees & CGF
What PH is doing to reduce costs?
Reductions in FTE
5.6 FTE reductions in PH - voluntary or necessary
Re -assigning staff to fill vacancies, address emerging needs
or public health mandates
Not recruiting for a couple of unfilled vacancies
Summary: PH Division Budget Areas
Prevention (16 sub -programs, 10 FTE)
Environmental Health (2sub-programs,9FTE)
Clinical Services & Youth Sexual Health (3sub-programs, 4.8 FTE)
Communicable Disease Program (8 sub -programs, 9 FTE)
WIC Program (1 sub -pro
gram serving 3,500 clients, 9.3 FTE)
Nurse 7amily Support Services ( 2 sub -pro
grams, 10.75 FTE)
Admin and Early Learning
PH (Emergency Response) Reserves �' °G
Day 2: Public Health Focus Topics
Pr gr ms being reduced an i pacte by budget decisi. ns:
Communicable Disease and STDs (not what it appears)
Reproductive Health & Clinical Services (-4.74 FTE (1.14 to CD))
PH Reserves ($288K)
WiC (1.0 FTE)
Behavioral Health Overview
Intellectual & Developmental Disabilities (I/DD), Mental Health,
Substance Use Disorder Services, and Mediation including:
72,250 Services to Deschutes Residents in 2017
Specialty Programs for Complex, Higher Risk Individuals
Case Management and Coordination of Care
Crisis and Civil Commitment Services
Support to Community Partners/Larger Systems
` `2
System Considerations
Oregon Performance Plan: New high-cost intensive service
requirements (e.g. Mobile Crisis, Intensive Services, etc.)
High demand for services exceeds capacity and resources
18% increase in Intellectual and Developmental Disabilities (I/DD)
staff caseloads due to growth in demand
Resources are not keeping up with increasing population
Funding & Service Structure Considerations
Oregon Health Authority Contract: 40 Service Element/Sub-Elements
"Grants" - each with its own requirements
CCO Contract: 50% of Service & Support Costs are not billable
Requires quick Access, capacity to absorb any level of demand/no waiting
list, 24/7 Crisis, full array of Outpatient and Specialty Services, Fidelity
Programs, System Supports, and System Performance Activities
I/DD: Increased demands from State paired with a loss of regional
funding. 50% or greater of Services/Support Costs are not billable
Requires quick access, no waiting list/absorb any level of demand, and
only one service can be billed each day.‘t,uS CS
Co0
Budget Realities
Behavioral Health Division budget short fall -$548,601
Primary challenge is the age old conundrum:
Maximizing Community Benefit
Things we are doing to stretch or enhance the funding:
Working with CCO to Update Payment Methodology
Maximize Performance
Service Delivery Structure
State Level Advocacy (HOCM H P)
Pursuing grants vS LS CUG
Day Two: Prioritizing Focus
Intellectual & Developmental Disabilities Program
Eligibility and Protective Services
Service Coordination
Stabilization Center
Certified Community Behavioral Health Clinic
Community Mental Health Program:
Crisis Program
Intensive Community Based Services
Specialty Outpatient Services
Medical Team
Mediation Services
Administrative Services
Administration - Staff & internal Services
infrastructure - Asset Management
Data Analytics What is it?
Data Analytics - impact
`��1S LS coG
p � i
Data Analytks - Future
Cha eng
gular position, one p*sition only fund d through rll 2019
Why Facility Utilization Plan is Important?
Facility Utilization Plan 2013-2018
Facility Utilization Plan 2013-2018
DCDC
Remodel (1)
WSSB
Remodel (2)
outh County,
Remodel (5)
Building
Purchased (4)
Initia aci Ity3
Plan
New Facility Utilization Plan
What is the agenda for Day 2?
Director Suggestions?
Committee Suggestions?
