2018-308-Minutes for Meeting May 31,2018 Recorded 7/24/2018BOARD OF
COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541) 388-6570
8:15 AM
Recorded in Deschutes County CJ2018-308
Nancy Blankenship, County Clerk
Commissioners' Journal 07/24/2018 7:20:16 AM
FOR RECORDING STAMP ONLY
BUDGET HEARING MINUTES
THURS SAY, May 31, 2018 ALLEN CONFERENCE ROOM
Present were Budget Committee Members Bruce Barrett, Mike Maier, and Bill Anderson, Commissioners
Tammy Baney and Anthony DeBone. Commissioner Henderson was present at 8:24 a.m. Also present
were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; Wayne Lovvry,
Finance Director and Loni Burk, Budget Analyst; and Sharon Keith, Board Executive Assistant. Several
citizens and no representatives of the media were in attendance.
RECONVENE: Chair Barrett reconvened the budget hearing at 8:16 a.m.
SUPPORT SE VICES:
FACiUT MS: Facilities Department Staff Lee Randall and Jessica Campbell presented the
proposed budget.
Mr. Randall reported on projects including improvements to the Clerk's lobby, roof and
flooring replacements. There were 950 work orders in total for 2017. The Deschutes
County campus properties have doubled in square footage since 2004. Highlights for this
year are to improve flexibility and responding to growth with a shift of focus of work
performance and capacity to manage work which may need to additional FTE. Custodial
FTE have been reduced from 11 to 9 and are currently contracting out for custodial
services. The department requests a few vehicles including one custodial van. 70% of the
department's workers compensation claims have been due to loading and unloading
equipment which leads to the request of the custodial van.
BUDGET HEARING
MAY 31, 2018 PAGE 1 OF 8
Mr, Randall explained there has been a minimal increase to internal service fund charges.
Mr. Maier congratulated Mr. Randall for the beautiful work on the campus grounds. Mr.
Randall reported over the past few years the trees have been thinned on the campus park.
The park is checked daily and they work with James Lewis, Property Management and the
Sheriff's Office to respond to any issues with campers. Discussion held on the possibility of
using summer internships and Mr. Randall would be interested in that concept especially
for seasonal landscaping. Mr, Randall reviewed the internal fund charges for services to
the County departments,
NFOR ATI N TECHNOLOGY: Kevin Furlong, IT Operations Manager presented the
proposed Information Technology budget.
Challenges coming forward for the department is a new phone system as well as adoption
of new processes and cyber security. Mr, Furlong explained the process of emails traveling
through the County and the server and firewall system. The department is due for a third
party security assessment, The various systems within the County and privacy policy.
LEGAL: David Doyle, Legal Counsel presented the proposed budget for the Legal
Department,
Staffing levels have remained the same for 13 or 14 years and the volume of vvork has
grown 5% each year. Next year Mr. Doyle expects he will need to request another
attorney. Mr. Doyle has a full case load and the assistant attorneys are involved in a lot of
triage cases. In addition to the County departments, legal services are provided to the
service districts as well, Legal fees charged to departments are on a percentage basis,
Commissioner DeBone inquired on the case management software. Mr. Doyle noted all of
the files are now in the electronic case management files which has proved very efficient to
the department. Commissioner DeBone inquired on public records log. The public records
log was created by the Legal department and is accessible on the County's website and the
departments send in statistics annually. The department is working on plans to remodel to
ensure confidentiality,
RECESS: At the time of 9:20 a.m., a short recess was taken and was reconvened at 9:27
a.m.
BUDGET HEARING
MAY 31, 2018 PAGE 2 OF 8
DESCHUTES CIUNTY 9-1-1 SERVICE DISTRICT: 9-1-1 Operations staff present were
Interim Director Sara Crosswhite, Training Manager Megan Craig, Operations Manager
Chris Perry, Administrative Supervisor Kim Morse and Technical Systems Manager Rick
Silbaugh.
Ms. Crosswhite reviewed the strategic plan. Ms. Crosswhite explained the model call
receiving order, The department only has two vacancies now and the hiring process was
changed to bring in a better culture to improve staff morale and bring in the right people
for the positions. Three additional call -taking consoles were added. Commissioner
DeBone wants the user group to know vve advocate a high service level. Ms. Crosswhite
provided history and status of the radio project. Commissioner Henderson stated in
November 2016 it was decided to not go forward with the tower at jackpine and wondered
how that decision was made, Mr. Maier asked why we would be concerned so much with
what happened in the past and stop dwelling on that and wants us to go forward. Mr.
Barrett noted the importance of clarity for the public, Commissioner DeBone inquired on
the Overturf temporary site. Ms. Crosswhite noted a review of the site vvill be done for 30
days and if it is working well it will be transferred to a permanent site, The capital projects
include the radio system, a new CAD system, and a staff vehicle replacement.
Commissioner Baney made motion to approve the Deschutes County 9-1-1Service District
operating budget of $16,198,013 and set tax rate at $.3618 per $1,000 of assessed
valuation. Motion was supported by Mike Maier, Motion Carried unanimously.
Commissioner Baney made motion to approve Deschutes County 9-1-1 Service District
Equipment Reserve budget of $2,687,000. Motion was supported by Bill Anderson, Motion
Carried unanimously.
Chair Barrett closed this portion of the budget hearing.
JUSTICE COU
T: Present from Justice Court was judge Chuck Fadely and Jodi Stacey.
A summary of business and revenue trends was reviewed byjudge Fadely, The new offices
are located in the Redmond City Hall. Citations provide a good revenue source.
Commissioner Baney inquired if there are enough staff. Ms. Stacey noted the level of
projects in the department and the work load is at capacity. There is a pro -tern that assists
with the case load once per month. Judge Fadely feels staffing help is needed and would
be a future request. Commissioners Baney and DeBone asked to not hold off with the
request even if it is mid -year. The challenges with case files is due to a lack of storage. All
archive files are in the process of being converted into electronic files. The budget includes
BUDGET HEARING MAY 31, 2018
PAGE 3 OF 8
a request for extra help for that project. Commissioner DeBone advocates for asking for
resources and complete the project.
RECESS: At the time of 10:29 a.m., a recess was taken and was reconvened at 10:45 a,m.
Note: One member of the media was present during this discussion,
SHERIFF'S OFFICE: Sheriff Shane Nelson and Sheriff's Office staff presented the proposed
budget for the Sheriffs Office,
The proposed budget presented a 4.7% increase over last year. Total staff in the
department is at 232,51 FTE. Personnel requests will include one deputy sheriff for
marijuana enforcement and one field law enforcement technician. Sheriff Nelson spoke on
public safety for the community and the assurance of livability. Sheriff Nelson noted the
great partnership with Wayne Lowry on preparing the budget. The proposed property tax
rate is shows a request for an $ ,08 increase for Countywide Law Enforcement District 1
and a $ ,06 reduction for Rural Law Enforcement District 2. Staffing of the department was
reviewed including the growth and concerns to be addressed in Deschutes County. The
accomplishments over the past year include installation of ten HVAC units, collaborations
for the solar eclipse event, replacement of sally port doors outside of jail booking, and the
exterior painting of the Sheriff's Office and jail, Sheriff Nelson noted the challenges for
fiscal 2019 include the reduction in state funding, the increase in the tax rate for district 1,
marijuana enforcement, staffing, and the request of $25,000 for suicide prevention hotline.
The position to cover marijuana enforcement will be funded through the marijuana taxes.
The department has hired a new full time lawyer and is keeping the previous lawyer (that
retired) on staff due to the heavy amounts of issues. Staff training has been increased.
The Sheriff is requesting to consider the addition of $25,000 in the budget for a teen
suicide prevention hotline. Additional funding has also been secured from a high intensity
drug trafficking board and the City of Bend, County Administrator Anderson noted
currently there is a suicide hotline as a part of the Health Services Crisis Team.
Commissioner Baney noted this new hotline is a peer to peer hotline having teens on the
calls. Outreach will be done with the schools. Commissioner Baney noted this engages
youth to be aware in their own population.
Mr. Lowry reviewed the operating budget of the Sheriff's Office comparing fiscal year 2018
to 2019. Sheriff Nelson reported on major issues ahead include legislation, technology and
BUDGET HEARING
MAY 31, 2018 PAGE 4 OF 8
storage of data, and recruitment. Correction Services challenges ahead will be for staffing,
inmate vulnerability, medical and mental health. Discussion held on the jail if there is a
need for expansion. Commissioner Henderson inquired on the Stepping -Up Initiative and
the Sheriff's Office has been doing that vvork for years. Mr. Maier requests a commitment
to look to the future and start saving money in case there is a need for a jail expansion. In
the Detectives Division, the challenges will be the availability of lab resources, the need for
a new detective for marijuana enforcement, and increasing population and visitors. The
activity seen by Search and Rescue Operations proves Deschutes County has the second
highest level of requested response in the state, In the Patrol and Training Division, the
challenges will continue to be technology, training, and staffing levels. To cover staffing
shortages and in patrol there are currently eight contingent job offers.
Chair Barrett noted the Countywide Law Enforcement District and the Rural Law
Enforcement District presentation will continue at 2:00 p,m, on Friday, June 1,
RECESS: At the time of 12:20 pm., a short recess was taken and reconvened at 12:37 p,m,
CAPTAL MP
VEMENT PROGRAM:
F C1LMES: Deputy County Administrator Erik Kropp and Lee Randall presented the
General Capital Reserve Fund,
This fund is used to accumulate County resources for capital investments related to the
Board of County Commissioner goals and objectives and the General County Projects Fund
which provides resources for higher -cost facilities maintenance items and for improving
and remodeling County buildings. Mr. Kropp spoke on the Public Safety Campus plans and
the Courthouse expansion. The courthouse expansion includes growth for a new judge.
Commissioner Baney noted the state court administrator is aware of the challenges in
Deschutes County. Mike Maier presented the concept of moving the judges to another
building as an option if it is too expensive to expand.
Mr. Kropp reported on an option being considered the the Deschutes Services Building
parking lots including removing rocks at the dedicated campus park to expand the parking
lot. Commissioner Baney noted it is important to respect the fact that Worrell Wayside
Park was dedicated to a certain individual. Commissioner Henderson suggested looking
into the expansion of parking to the locked vehicle lot as an option. Mr. Randall noted
issues with camping in the park and trying to make it more user friendly for visitors too.
Commissioner Henderson noted moving the rocks from the park area would be expensive.
Mr. Maier like the idea with getting a remote parking lot and provide shuttle service for
BUDGET HEARING
MAY 31, 2018 PAGE 5 OF 8
employees. Mr. Maier inquired how many non -county employees park on the Wall Street
lot and inquired if we are subsidizing parking spaces for other businesses, Mr, Randall
commented on parking permits.
Mr, Randall reviewed projects completed and carried over. The roof replacements for
Adult Parole and Probation, Annex downtown clinic and Community Development
Department were completed. Exterior paint on the Deschutes Services Building is a priority
for this year. Projecting out HVAC and roof replacement needs.
ROAD: Road Director Chris Doty, County Engineer Cody Smith, and Fleet 8, Equipment
Manager Randy McCulley presented the Capital Improvement Plan for the Road
Department.
Mr, Smith reported safety audits and traffic investigations are done to identify needed
projects. The four primary programs are transportation, pavement preservation, traffic
safety, and bridge constructions. Mr. Smith reviewed the fiscal year 20'19 projects including
intersection improvements. The pavement preservation, traffic safety, bridge construction,
and transportation system projects were reviewed. Mr. McCulley reviewed the requested
replacement equipment for fiscal year 2019,
COMM MTV DEVELOPMENT DEPARTMENT: Community Development Department staf
Nick Lelack, Director and Sherri Pinner Management Analyst presented the proposed
budget.
Mr, Lelack gave an overview of the department's structure, The staff provide services in
four locations: Bend, Redmond, La Pine and Sisters, A lobby remodel will begin within the
next few weeks. I -pads are located at each of the counters for customers to rate service,
Challenges include the goal to maintain high customer service with appropriate staffing
levels and increased levels of workloads. There has been a steady growth in applications
processed since the year 2010. Mr, Maier inquired on services and revenues that had been
received when the Environmental Health department was under Community Development
and commented possibly that division should be placed back under the Community
Development Department rather than Health Services. Statistics of building activities were
reviewed, Seven staff were added in fiscal year 2018. This year they are requesting three
more staff.
The proposed budget shows anticipated permit volume increase of 8% across all divisions.
Proposed fee increases span from 2% to 9%. Long Range Planning request is $141,078
through a general fund request. Right now, the department has 6 or 7 months in reserve
BUDGET HEARING
MAY 31, 2018 PAGE 6 OF 8
and the target is to have 12 months. The Board wants to look at fees more in depth prior
to approving an increase. There is support for the general fund request for the long-range
planning. Fee increases requested include 2% for building safety, 4,5% for environmental
soils, .21 to .23% of building valuation for code enforcement, and 9% fee increase for
planning. Chair Barrett commented on the volume over the past years but the fees haven't
been increased at the same time and notes the importance of matching fees with actual
cost.
One public comment from audience member Stan Terrell was received regarding the
question of need for increased staffing when the same level of permits are being
processed. Mr. Lelack and Ms, Pinner noted there is an 8% increase in volume and there is
anticipation of growth.
RECESS: At the time of 2:50 p.m., a recess was taken and reconvened at 3:01 p.m.
HEALTH SERVWES: Business Manager James Wood revievved a listing of Health Services by
county in Oregon.
Deputy Director Hilary Saraceno reviewed the services that are unique to Deschutes
County Public Health Services, By merging programs and staff there was a loss of 1.7 FTE
in Communicable Disease staffing and the department requests those positions with the
proposed budget. Tvvo new grants have been awarded to address concerns this program
serves, The budget submitted didn't reflect the 2 FTEs requested for the Reproductive
Health Clinic. Ms. Saraceno reported the Public Health reserves have been exhausted. For
the Public Health proposed budget, they request 1.10 FTE, Reproductive Health 2.0 FTE,
Emergency response a one-time ask of $288,000, and VVIC 1.0 FTE.
Deputy Director DeAnn Carr reviewed the services that are provided by Behavioral Health.
Ms. Carr spoke of plans the County Stabilization Center with the proposed budget covering
services for nine hours per day and 5 days per week, County Administrator Anderson
noted the decision on the location of the crisis/stabilization center still needs to be
determined. The community partner piece with confirmed commitments needs to be final
before presenting a 24-hour 7 day per week center, The proposed budget for Behavioral
Health include a 1.0 FTE peer support specialist, case manager .5 FTE, occupational
therapist .5 FTE, and administrative support technician .5 FTE.
Deputy Director Dave Inbody spoke on the facility square footage of Health Services as it
has changed since the year 2011. The department currently has 335 employees. Mr,
BUDGET HEARING
MAY 31, 2018 PAGE -7 OF 8
lnbody reviewed the department's vacancies. The projection for vacancies in this year's
budget is 2% in Public Health and 6% in Behavioral Health.
Mr. Maier spoke on the suicide hotline concept in the Sheriff's Office. If the stabilization
center would happen that service would go there but at this time the service proposed
through the Sheriff's Office and Health are separate. Behavioral Health has been working
with the Sheriffs Office for that service.
Commissioner Henderson commented the proposed budget is a 26% increase. Ms,
Saraceno noted the biggest expense is personnel. Discussion held on the proposed
request for $400,000 for the reserve fund. Options were to be provided to Wayne Lowry
on the Health Services asks for the budget. Dr, Conway noted one of the highest priorities
for the department are the stabilization center and reinstating the reproductive health and
communicable disease programs.
ECESS: At the time of 5:30 p.m. Chair Barrett called a recess and the Budget Hearings will
reconvene at 9:00 a.m. on Friday, June 1.
DATED this it Day of 2W 8 for the Deschutes County Board of
Commissioners.
4,4
ECORDING SECRETARY
BUDGET HEARING
ANTHO Y DE*ONE, CH
q"\N
NDERSON, VCE CHAIR
TAMMY BANEY. PMMSS
NER
MAY 31, 2018 PAGE 8 OF 8
BUDGET COMMITTEE AGENDA
Thursday, May 31st, 2018
Program
Budget
Tab/Page
8:15 AM • Reconvene the Deschutes County budget meeting
Support Services
• Introductions
• Budget Discussion
8:15 - 8:30 AM • Facilities (Fund 620) 6 / 192
8:30 - 8:45 AM • Information Technology (Fund 660) 6 / 209
8:45 - 9:00 AM • Legal (Fund 640) 6 / 213
9:00 - 10:00 AM
10:00 - 10:30 AM
Public Safety
Deschutes County 9-1-1 Service District (Funds 705-7101
• Open public meeting and introductions
• Budget discussion
• Public comment
• Motions to:
• 1) Approve Deschutes County 9-1-1 Service District
operating budget of $16,198,013 and set tax rate at
$.3618 per $1,000 of assessed valuation (Fund 705-707)
• 2) Approve Deschutes County 9-1-1 Service District
Eauipment Reserve budget of $2,687,000 (Fund 710)
• Motions to be seconded
• Budget Committee votes
• Close budget meeting
Iustice Court (Fund 220)
• Introductions
• Budget Discussion
10:30 - 10:45 AM Break
Page 1
7/218
3/101
10:45 - 12:15 PM
BUDGET COMMITTEE AGENDA
Thursday, May 31st, 2018
Sheriff's Office (Three Districts)
(1) Sheriff's Office (Funds 240-256)
(2) Countywide Law Enforcement District
(District 1) (Fund 701), and
(3) Rural Law Enforcement District (District 2)
(Fund 702)
• Open public meeting for Countywide Law Enforcement
District (District 1)
• Open public meeting for Rural Law Enforcement
District (District 2)
•
Introductions
•
• Budget discussion;
• Public comment
At conclusion of presentation, continue
Countywide Law Enforcement District meeting to
Friday, June 1st, at 2:00 p.m.
• At conclusion of presentation, continue Rural Law
Enforcement District meeting to Friday, June 1st, at 10
2:00 p.m.
12:15 - 1:15 PM Capital Improvement Program (Lunch Discussion)
1:15 - 2:15 PM
Direct Services
Community Development (Funds 290-303)
• Introductions
• Budget Discussion; Special Requests 14 / 359-362
2:15 - 2:30 PM Break
2:30 - 5:30 PM Health Services (2nd of 2 sessions)
Continue the Deschutes County budget meeting to
Friday, June 1st at 9:00 am
Program
Budget
Tab/Page
3/104
4/131
Page 2
2018 Budget Hearing Sign -in Sheet
Thursday, May 31, 2018
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2018 Budget Hearing Sign -in Sheet
Thursday, May 31, 2018
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COUNTY COUNSEL Budget Presentation
May 31, 2018
1. Staffing & Workload
- since prior to 2005, office staffing has consisted of 4 attorneys and 2 support staff
- overall workload volume increases of at least 5% per year for each of the past 4 years
- increased workload being managed by (a) Doyle handling full caseload PLUS; and (b) all
attorneys providing more and more triage -level services
- approaching a point where even Doyle (the King of Triage) is becoming uncomfortable with
shallow dives into what are becoming more and more complex matters
- anticipate that next year at this time 1 will be requesting budget authority to hire another
attorney
2. Scope of Services
- full service legal advice and representation to all county departments (excepting bond work
due to ORS requirements, and workers compensation)
- provide General Counsel to DC 911, SRSD, and BBR PD
3. Budget Numbers
- budget increases attributable to impacts from class comp study and continuing adjustments
necessitated by successive inflated ending fund balances generated by not filling an open
attorney position for 18 months
LL/ —k Deschutes County 9-1-1
1 Primary Goals
Strategic Plan for 2018 — 2021
1.1 Improve the capability and reliability of the emergency back-up facility. (S&"pternb&r-2020)20217
2022)
• Explore partnering with regional public -safety agencies in the development of a regional
training center in the Redmond area.
1.2 Remain open to consolidation opportunities with other Public Safety Answering Points. (Ongoing)
2 Objectives — Line Operations
2.1 Staff a law enforcement data channel 12 hours per day. "(April 2018) (July 2019)
• Hire, train and deploy Telecommunicators for operational time periods when radio data
requests are forecast to be highest.
2.2 Improve the retention rate for new line employees. (Ongoing)
• Continually evaluate and improve the entire entry level hiring and training process.
3 Objectives—Technical Division
3.1 Raise the level of the division's engineering expertise and/or support. (Underway now.)
3.2 Add three consoles to the dispatch floor to improve the District's call taking capacity. (July 2019)
(May 2018)
3.3 Continue to develop radio system partnerships with other public agencies (Ongoing)
• Continue to use the Public Safety Radio Team and customer agency operational committees
to engage with the system's user agencies. (Ongoing)
• Obtain available grant :funding including supporting partner agency grant applications.
(Ongoing)
3.4 Complete the,CAD/RMS integration project. (October 2018) Completed
• • Refine the existing RMS agreement to verify funding allocations; required data entry
standards; user responsibilities; and system administration and security requirements.
3.5 Completion of Harris Radio Projectwith increased annual preventative maintenance (July 2018)
• Resviye Audio Leveling -(June 2018)
• Resolve Roaming Issues (August 2018)
• Review'and>.design permanent radio site for coverage on Bend's West side (October 2019)
3.6 Radio System Deployrrent'for Fire (Fall 2018)
3.7 Explore inclusion of other entities on the radio system (In Progress)
4 Objectives — Administrative Services
4.1 Develop a policy for capital and operational reserves. (March 2018) (Jan 2019)
4.2 Continually evaluate personnel to back-up existing roles and for succession planning. (Ongoing)
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Sheriff's Office
Budget Committee Meeting
May 31, 2018
FY 2019 Proposed Budget
Highlights
Operating Budget
Total Operating Budget FY 2019
Total Operating Budget FY 2018
1
42,964,921 4.7% Increase
41,027,669
Projected District Reserves at 6/30/19 13,154,860
(will be larger per April 30, 2018 Projection)
Total Staff FTE 232.51
Personnel changes from prior year budget
+ 1 Deputy Sheriff— Marijuana Enforcement— Funded by Marijuana Taxes
+ 1 Field Law Enforcement Technician — Rickard Ranch
Proposed Property Tax Rates per $1,000 AV
Tax District 1 (Max Rate $1.25)
Tax District 2 (Max Rate $1.55)
$1.10 (.08 increase)
$1.34 (.06 reduction)
Sheriff Nelson 2
Total FTE's Actual from FY 2012 to FY
2018, Projected through FY 2023
240.5
205 .. aa.+ ..
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
2 New Positions FY 2019 — Deputy Sheriff / Drug Enforcement & FLET
2 New Positions per Year FY 2020 through FY 2023
FY 2018 Major Accomplishments
Sheriff Nelson 3
• Installed 10 HVAC units (3rd year of 5 year plan)
• Successful collaborative efforts with public safety
partners for Solar Eclipse
• Replacement of sally port doors outside of Jail
Booking
• Painted exterior of Sheriff's Office and Jail
Sheriff Nelson 4
FY 2019 Challenges
• Reduction in State Funding, SB -1145
• Increase Tax Rate, District 1
• Marijuana
• Staffing
• Request $25,000 for Suicide Prevention
Hotline
Sheriff Nelson 5
Tax District Allocation by Division/Unit
Tax District 1— Countywide
(Fund 701)
2050 — Civil
3750 — Adult Jail
3850 — Court Security
3950 — Emergency Services
4050 — Special Services
4450 — Other Law Enforcement
Tax District 2 — Rural
(Fund 702)
3350 — Detectives
3450 — Patrol
3550 — Records
Split Between Districts
0150 — Sheriff's Services
2950 — Automotive/Communications
4350—Training
4550 — Crisis Center Sobering Station
9950 — Non -Departmental
Sheriff Nelson 6
Tax District Allocation by Division/Unit
0150
2050
2950
3350
3450
3550
3750
3850
3950
4050
4350
4450
4550
9950
Revenue
Countywide
Rural
Fund 255 (Other)
Total Revenue
Department
Sheriff's Services
Civil
Automotive
Detective
Patrol
Records
Jail
Court Security
Emergency Services
Special Services
Training
Other
Crisis/Sober Center
Non -Departmental
TD#1/TD#2
95%/5%
100%/0%
49%/51%
0%/100%
0%/100%
0%/100%
100%/0%
100%/0%
100%/0%
100%/0%
66%/34%
100%/0%
75%/25%
50%/50%
Total
Tax District # 1
Countywide
2,831,887
1,181,696
1,307,016
0
0
0
18,630,763
551,494
328,580
1,520,623
438,696
1,017,266
419,481
4,165
$28,231,667
Tax District # 2
Rural
162,031
0
1,337,770
1,975,378
10,003,952
881,182
0
0
0
0
228,950
0
139,827
4,164
$14,733,254
TOTAL
FY 19 Budget
2,993,918
1,181,696
2,644,786
1,975,378
10,003,952
881,182
18,630,763
551,494
328,580
1,520,623
667,646
1,017,266
559,308
8,329
$42,964,921
Sheriff Nelson 7
Sheriff's Office Operating Budget
Year to Year Summary Comparison
FY 2018
Revised
Budget
$22,525,228
$ 10,162,942
$ 7,328,585
$40,016,755
FY 2019
Proposed
Budget
Dollar
Change
$25,696,138
$10,313,598
$ 6,872,246
$42,881,982 $2,865,227
Percent
Change
7.16%
Expenses (Budget) $41,027,669 $42,964,921 $1,937,252 4.7%
Wayne Lowry 8
Ending Fund Balance Comparison:
Sheriff Recommended vs No Changes
(dollars in millions)
FY2019 Proposed FY2020 Preliminary FY2021 Preliminary FY2022 Preliminary FY2023 Preliminary
Budget Estimate Estimate Estimate Estimate
Tax District Tax District Tax District Tax District Tax District
Total #1 #2 Total #1 #2 Total #1 #2 Total #1 #2 Total #1 #2
Total Resources (excluding
Reserves) 42.7 27.9 14.8 44.7 29.2 15.5 46.5 30.5 16.0 50.3 33.7 16.6 51.9 34.8 17.1
Total Expenses 42.4 27.9 14.5 44.8 29.5 15.2 46.8 30.8 16.0 50.0 33.0 17.0 52.6 34.7 17.9
Net Change in EFB $ .3 0 .3 -.1 -.3 .2 -,2 -.3 .1 .2 .7 -.5 -.6 .2 -.8
Total Months EFB Sheriff
Recommended 5.1 3.7 8.7 4.9 3.4 8.5 4.6 3.1 8.3 4.3 3.0 7.5 3.9 3.0 6.4
Net Change in EFB $ with
no tax rate changes -1.0 -1.7 .7 -1.6 -2.3 .7 -1.8 -2.4 .6 -3.4 -3.5 .1 '-4.4 -4.1 -3.3
Total Months No Tax Rate
Changes 4.9 3.1 8.9 4.1 1.8 9.2 3.4 .7 9.4 2.2 -.9 9.1 .8 -2.6 8.5
Sheriff's Office
Major Issues in the Years Ahead
• Legislation
• Technology - Storage of Data
• Recruitment
Wayne Lowry 9
Sheriff Nelson 10
Corrections Captain Michael Shults
Major Issues in the Years Ahead
• Staffing
• Inmate Vulnerability
• Medical/Mental Health
Detective Captain Deron McMaster
Major Issues in the Years Ahead
• Availability of Lab Resources
• New Detective for Marijuana
• Increasing Population / Visitors
Captain Shults 11
Captain McMaster 12
Patrol Captain Paul Garrison
Major Issues in the Years Ahead
• Technology
• Training
• Staffing Levels
Questions/Comments
Captain Garrison 13
14
Date: May 18, 2018
To: Deschutes County Budget Committee
From: Erik Kropp, Deputy County Administrator
c4
Re: Capital Funds — Fund 070 (formerly Fund 142) and Fund 060 (formerly Fund 143)
Enclosed are updated reports for the following two capital funds:
General County Projects (Fund 070) — This fund provides resources for higher -cost facilities
maintenance items and for improving and remodeling County buildings. Revenue comes from an
approximately 3 -cent portion of the County's property tax levy and occasional General Fund
contributions.
General Capital Reserve (Fund 060) — This fund is used to accumulate County resources for capital
investments related to Board of county Commissioner goals and objectives. Most resources are
provided by the General Fund in those years when the General Fund's revenues exceed the General
Fund's expenditures (one-time resources). Such accumulation of resources could be used to fully or
partially fund future projects according to BOCC priorities.
300 N\/\I Wa.: Sr ee-i Bend. Cmcgor, 97703
.'°‘ (541) 388-6584 (4) eiik k-oop@descnutes .erg 610 vv\Ap,N.dscl utes.org
FY 2019
General Capital Reserve - Fund 060
(Formerly 143)
Purpose of the fund:
This fund is used to accumulate County resources for capital investments
related to Board of County Commissioner goals and objectives. Most
resources would be provided by the General Fund in those years when the
General Fund's revenues exceed the General Fund's expenditures (one-time
resources). Such accumulation of resources could be used to fully or partially
fund future projects according to BOCC priorities.
Resources
BNWC
Interest
Interfund
Transfers
Total
FY 2017 Actual
3,724,157
64,258
7,288,728
FY 2018 Budget
7,280,000
109,200
3,136,663
FY 2019 Proposed
10,533,391
200,000
3,158,024
10,525,863 13,891,415
List of Potential/Identified Projects - these projects have not yet received final
approval
Fund 060 Potential Projects Estimate for Budgeting Purposes
Public Safety Campus projects
Courthouse Expansion
Relocation of AJ Tucker Building
Courtroom remodels (4)
Underground Injection Control (UIC)
Deschutes Services Building Parking
Lot
Deschutes Services Building Parking
Garage
North County Campus
Future Jail Expansion
Total
TBD
$19,000,000
$400,000
$1,000,000
$2,100,000
$1,500,000
TBD
$6,000,000
TBD
$30,000,000
Note: the budget estimates above are very preliminary project estimated costs
and based on May 2017 construction costs. Project costs will be refined once a
project is approved. Also, project costs will need to be adjusted based on
construction cost inflation.
FY 2019
General County Projects - Fund 070
(Formerly Fund 142)
Purpose of the fund:
To provide resources for higher -cost facilities maintenance items and for
improving and remodeling County buildings. Revenue comes from an
approximately 3 -cent portion of the County's property tax levy and
occasional General Fund contributions.
As Phase I, BLRB Architects completed a long-term building maintenance needs
assessment for the following buildings (enclosed):
1. Adult P&P
2. Annex (DCDC: Deschutes County Downtown Clinic) - Health Services
3. Community Development
4. Courthouse (Gray)
5. Courthouse (Red)
6. Deschutes Services Building
7. Health Services
8. Historical Museum
9. Juvenile
10. Mike Maier Services Building
1 1. Warehouse - Facilities/IT
Phase II of the assessments includes the following facilities:
1. Antler Building - Redmond, Health Services
2. Becky Johnson Center (Redmond)
3. Breitenbush House - Health Service
4. OSP/9-1-1
5. OSU/Extension 4-H
6. Programs Building - Adult P&P
7. Recovery Center
8. Road Department
9. South County Services Building
10. Solid Waste - Administrative Building
11. Unger Building - Community Justice
12. Wall Street Services Building - Health Services, DOC, DOC Pharmacy
Note: the Phase II list above includes some facilities that are funded by a
department fund (such as the Sheriff's Office, Solid Waste, etc.) instead of Fund
142.
FY 2019 Fund 070 General County Projects (formerly Fund 142)
Capital Maintenance and Remodels
Antler
Exterior paint $ 25,000.00
Gutters/fascia repair $ 10,000.00
Roof replacement $ 60,000.00
Annex (DCDC)
(Roof replacement $ 145,000.00
Siding $ 40,000.00
Deschutes Service Building
Paint exterior steel $ 30,000.00
Paint/seal exterior walls $ 75,000.00
Sidewalk improvements (pedestrian safety) $ 50,000.00
HVAC
Antler $ 10,000.00
Control upgrades $ 75,000.00
Road air handler $ 75,000.00
Adult P &P roof top units $ 40,000.00
Mike Maier Services Building duct work $ 25,000.00
Mike Maier Services Building roof top units 1$ 30,000.00
Misc. $ 10,000.00
Various Buildings
Access control $ 90,000.00
ADA improvements $ 30,000.00
Building envelope maintenance (caulking, gutters, heat tape) $ 232,832.00
Elevator upgrades $ 70,000.00
Energy Trust of Oregon/Strategic Energy Management projects $ 45,000.00
Fire alarm/fire sprinkler major maintenance $ 20,000.00
Flooring $ 100,000.00
Minor remodels $ 30,000.00
Safety improvements $ 60,000.00
Seismic upgrades $ 10,000.00
Sidewalk maintenance/replacement $ 36,500.00
UIC Improvements
1Sediment traps, oil/water separators, drill hole decommissioning $ 50,000.00
Capital Maintenance Subtotal I $ 1,474,332.00
Remodels
CDD Lobby 1 $ 30,000.00
Courtroom Remodel and ADA Compliance $ 250,000.00
Mike Maier Services Building 1st Floor 1 $ 15,000.00
Warehouse $ 50,000.00
Remodel Subtotal I $ 345,000.00
Fund 070 Total $ 1,819,332.00
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LA PINE DISTRICT LOCAL ROADS
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Proposed Budget FY 2011 9
BUDGET COMMITTEE I MAY 31, 2018
C.x`, E S c0
Q
CDD v rview udget Themes
Accor plishrnents, Challenges & Emerging
Business & Financial Trends
Budget Highlights
Perf.rmance Measures
Summary
Qu stions
ssues
CDD Overview
13011-PING:SO trf
DIVISION : -
Commercial/Residential
Plan Review
and Inspections
'
91VOicit4
Current Planning
Long Range Planning
Information Services
ENI/IliciN11ilifITAL SOILS'
thvIsoN
Onsite
Program
00/1SfOfiT
Permit Technicians
Code Enforcement
CDD Mission Statement
Our m ssion is to facilitate orderly growth and development in the Deschutes County
community through coordinated programs of Land Use Planning, Environmental Soils, Building
Safety, Code Enforcement, Education and Service to the public.
Main Office
117 NW Lafayette Ave. Bend
1 Mon., Tues., Thurs., Fri, 8:00-5:00
1:1 Wed. 9:00-5:00
Redmond City Hall
437 SW 9th St., Suite 202
Tuesday 8:00-4:30
La Pine City Hall
16345 Sixth Street
Monday & Thursday 9:00-4:00
Sisters City Hall
520 East Cascade Ave
Tuesday & Friday
9:00-4:00
Budget Themes
2013-14 Beginning the Recovery
2014-15 Sustaining the Recovery
2015-16 A New Normal?
2016-17 A New Era financial stability, heightened
complexity, strengthened partnerships
2017-18 Efficiency & Sustainability
2018-19 Modest Growth, Complexity & Controversy
Accomplishments Snapshot
• Improved department operations through:
Technology: New accounting, human resources & timekeeping software; increased use of online
permitting services; enhanced parcel research capabilities.
CDD Lobby Remodel: Improve safety, customer service & efficiency.
Hours of operation in Sisters & La Pin.e: Doubled.
• 738 iPad Surveys Achieved overall average of 2.92 on scale of 1-3 (1=Poor, 2=Good, 3=Great)
• Code Enforcement: Coordinated with the inmate work crew to resolve solid waste cases,
created new anonymous marijuana complaint process.
• Building Safety: Continued cross training all staff to perform all 4 residential inspections.
• Environmental Soils: Coordinated with DEQ to determine South County protective on-site
septic systems & Bend to asses sites eligible for onsite wastewater treatment. co�
• Planning: Completed marijuana evaluation; processed text amendments - Lot of a'
Record, Flood Plain Combining Zone, Wildlife Area Combining Zone
Challen es
• Maintaining high customer service levels with appropriate staffing levels. Always operating
at the margin with staffing resources. Maximum efficiencies, no additional capacity.
• Processing complex, controversial, and matters of first impression land use applications
and appeals, all with record levels of public involvement.
• Processing record levels of code enforcement cases, including increasing levels of
frustration from parties on all sides. Lack of a verifiable violation.
• Preparing for workforce turnover (Building Safety & Coordinated Services) through
succession planning to ensure a continued and consistent level of high quality services.
® Continuously training new staff - requires dedicated "trainers" & 6-18 months for new staff
to learn regulatory complexities, and operate independently & efficiently
• Addressing community issues within state law = marijuana regulations, affordable housing,
�, rsco
non resource lands ��? G2
Emerging Issues
• Significantly increased empermitting & online services:
• Processing e -permits, email inquiries, update website, project updates, customizing
software, modernizing hardware & peripherals, improving processes and operations
• Dedicating staff resources for digital services = increased efficiencies
• Retaining, haring, training qualified staff to meet business demands
• Increased walk-in customers in La Pine, steady in Sisters, declining (very few) in Red r and
• Maintaining and enhancing a high quality of life with rapid growth, new types of
development and industries, and various perspectives on the future of the County
• Addressing a growing need for affordable housing
• Implementing State Legislative changes (i.e., rural ADUs?)
• Coordinating with the Road Dept., ODOT, and cities to improve transp*r>4.atien systems
• Reducing natural hazard risks, preparing for disaster resilience
\„..,31-s Co
Applications Processed Snapshot
1200
1000
800
600
400
200 -
0 1
2010 2011 2012 2013 2014 2015 2016 2017
New Houses by Month 2 05-2018
140
120
100
80
60
40
20
0 (_
1111,11
1111,111
II
1,111
111.1111
July- May 2018
L 00
W ' �
Total Single Family Home Permits
1,200
1,000
800
600
400
200
0
593
717
875
957
663
320
1
166
102 100 127
218
July - May 2018
393 438
308 II
576
516
o'? o0') 000 \ ow 0°)NC) NN �� N'')) \� N<9 \o �� ` cb
,10 o do ,10 o ,10 io o o do do o o o o o
oo1 o0)2 oo� o0' o0° ooh o0'6 o0°) o``o o`er o` d`� N<
o` ' d`o o`\
ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
2,500
2,000
1,500
Total Building Permits
Cb
ti
July -May 2018
QOM
0,
yeti ti 1
ti�
11
10
9
8
7
6
5
4
Revenue in lions)
/0.66
FY 1 1 FY 12
FY 11 - 17 Actual
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18
FY 18 - Year End Projection
FY 19
FY 19 - Proposed Budget
60
55
50
45
40
35
30
25
20
Staffing Levels
FY 11 FY12 FY13 FY14 FY15 FY 16 FY17 FY18 FY19
Full Time Equivalents FY 14 FY 15 FY 16 FY 17 FY 18 FY 19
Administration & Coordinated Services 12.00 12.40 12.10 14.85 17.00 18.00
Building Safety Division 9.20 10.25 11.05 13.05 15.00 17.00
Planning Division 7.75 9.25 10.55 13.55 16.00 16.00
Environmental Soils Division 1.05 2.10 2.30 3.55 4.00 5.00
Total Community Development FTE 30.00 34.00 36.00, 45.00 52.00 56.00
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
General Fund Supp
$1,344,985
5960”48/
5166,770 $141,078*
,,.....p9,03,,t),
-,------.',
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19
* Long Range Planning
c \ S coo
<
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Reserve Funds
$5,661,Zbb
$® SO SO
0 4
FY 12 FY 13 FY 14
FY 15 FY 16 FY 17 FY 18
FY 19
Resources
• FY 19 Proposed Budget = $10,657,000 (18% increase)
• Anticipated permit volume increase -- 8% across all divisions
• Proposed Fee Increases - 2% to 9%
• General Fund Request - $141,078 for Long Range Planning
• CLG Historical Grant $12,500 (continuation from FY 18)
Historical site inventory - Sisters
Propose Fee increases - Averages
Buildine Safety Division: 2.0% (Building Electrical) - Est. $80,736
Environmental Soils Division: 4.5% - Est. $33,714
Code Enforcement: Administrative Fee: 0.221% to 0.23% of building valuation - Est. $51,074
Planning:
9.0% - $99,574
o Advanced planning & free public information fee 0.25% to 0.28% of building valuation -
Est, Current Planning $73,872; Long Range: $64,800
New / modified fees:
System Development Charge Payment Plan - Admin Fee: $300
Hearings Officer Administrative Fee: $500
Non -Conforming Use Verification: $1,648
Non -Conforming Use Alteration (with prior verification): $1,648
Non -Conforming Use Verification (River/Wetland/Flood Plain): $3,050
Requirements
Increases in staffing & associated costs (i,e., equipment, training, in -directs)
• Hired 7 new staff in FY 17-18 (4 funded for partial year), fully funded in FY 18-19
• Proposed 4.0 new staff for FY 18-19 to meet business needs
® 1.0 Environmental Health Specialist II
• 1.0 Administrative Assistant
• 2.0 Building Safety Inspectors III
® Proposed 4 new vehicles
• 21 current vehicles fully utilized for Building, ES, CE; 2 vehicles for Planning; 1 Admin/CS
o 1 Admin/CS (satellite offices), 1 Environmental Soils (new staff), & 2 for Building (new staff)
• Reserve Fund increase $1,380,029
Fund 296 Groundwater Partnership
• Estimated Fund Balance - $76,312
• Transfer in From Fund 297 - Newberry Neighborhood $37,500
• Proposed expenditures:
• Septic system upgrade rebates: $76,312
• Rebate = $3,750; budgeted an estimated 20 rebates
• FY 18 transaction update:
• Funded 2 rebate requests - April & May 2018
• Neighborlmpact - Non -Conforming Loan Program
• Available: $89,163 - 10 loans outstanding; 3 loans repaid
Fund 297 Newberry Neighborhood
• Estimated Fund Balance - $102,034
• 4 undeveloped lots remain in Crescent Creek; Pahlisch planning for next phase(s)
• Proposed expenditures:
• Debt service on La Pine Sewer Bond: $54,937 (balance is $835K)
• Transfer to Fund 296 - Groundwater Partnership $37,500
• FY 18 transaction update:
• Received $95,052 in April 2018- SDC for Housing Works Apartment Complex
Safe Communities
• Achieve 85% voluntary compliance in Code Enforcement cases
Achieved 5 out of 10 months
• Resolve 75% of Code Enforcement cases within 12 months.
Achieved 9 out of 10 months
Healthy People
• Achieve compliance with the ATT operation and maintenance reporting requirements of 95%
Achieved
• Coordinate with cities regarding growth management.
Achieved & ngoing
Economic Vitality
• Coordinate with the City of Bend to implement the Bend Airport Master Plan.
ngoing.
• Coordinate with the City of Redmond to entitle a large lot industrial site.
Ongoing,
Service Delivery
• Achieve an average of 6 - 10 inspection stops per inspector, per day.
Achieved 6 out of 10 months.
• Achieve an average turnaround time on building plan reviews of 8 - 10 days.
Not Achieved
• Issue new onsite septic system permits within 15 days of receiving completed
application.
Achieved 9 out of 10 months.
• Issue all planning administrative decisions requiring prior notice within 45 days.
Achieved 7 out of 10 months,
• Issue all planning administrative decisions that do not require notice within 21 days.
Achieved 2 out of 10 months `x01[S coG
Revenue:
Summary
FY 19 Proposed 4 udget m $10,6570000 (18% increase)
Volume - All Divisions - 8% - est. $508,000
Fees - 2.0% - 9.0% - est, $404,000
General Fund Request - Long Range Planning - $141,078
Expenditure:
Requested 4.0 FTE:
1,0 Environmental Health Specialist 11
1.0 Administrative Assistant
2.0 Building Safety Specialist 111
4 vehicles -Administration, Environmental Soils and Building Safety (2)
Reserve Fund -increase $1,380,029, total $5,331,210
Thank you
`\V E S co
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Health Services County Comparison for Budget Cycle 2019
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County Health Rankings 2018
2018 County Health Rankings for the 36 Ranked Counties in Oregon
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Benton 2 1 Gilliam 26 7 Lane 12 12 Tillamook 18 8
Clackamas 3 3 Grant 6 23 Lincoln 34 29 Umatilla 15 32
Clatsop 23 11 Harney 28 18 Linn 20 19 Union 24 15
Columbia 10 16 Hood River 4 5 Malheur 27 35 Wallowa 17 13
Coos 30 34 Jackson 14 27 Marion 11 17 Wasco 13 14
Crook 25 30 Jefferson 36 36 Morrow 19 21 Washington 1 2
Curry 31 24 Josephine 33 31 Multnomah 8 6 Wheeler 22 25
Deschutes 5 4 Klamath 35 33 Polk 7 9 Yamhill 9 10
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Healt! Ra £l ins Road
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Rank 19-27
Rank 10-18
,-4
http://www.countyhealthrankings.org/sites/default/files/state/downloads/2018%20Health%20Outcomes%20-%20Oregon.png
Population Estimates for Oregon and Counties
Certified Certified
Population Population Population Percent
Estimate July Estimate Change Change
1, 2017 July 1, 2016 2016-17 2016-17
Oregon 4,141,100 4,076,350 64,750 1.6%
BAKER 16,750 16,510 240 1.5%
BENTON 92,575 91,320 1,255 1.4%
CLACKAMAS 413,000 404,980 8,020 2.0%
CLATSOP 38,820 38,225 595 1.6%
COLUMBIA 51,345 50,795 550 1.1%
COOS 63,310 63,190 120 0.2%
CROOK 22,105 21,580 525 2.4%
CURRY 22,805 22,600 205 0.9%
DESCHUTES 182,930 176,635 6,295 3.6%
DOUGLAS 111,180 110,395 785 0.7%
GILLIAM 1,995 1,980 15 0.8%
GRANT 7,415 7,410 5 0.1%
HARNEY 7,360 7,320 40 0.5%
HOOD RIVER 25,145 24,735 410 1.7%
JACKSON 216,900 213,765 3,135 1.5%
JEFFERSON 23,190 22,790 400 1.8%
JOSEPHINE 85,650 84,675 975 1.2%
KLAMATH 67,690 67,410 280 0.4%
LAKE 8,120 8,015 105 1.3%
LANE 370,600 365,940 4,660 1.3%
LINCOLN 47,960 47,735 225 0.5%
LINN 124,010 122,315 1,695 1.4%
MALHEUR 31,845 31,705 140 0.4%
MARION 339,200 333,950 5,250 1.6%
MORROW 11,890 11,745 145 1.2%
MULTNOMAH 803,000 790,670 12,330 1.6%
POLK 81,000 79,730 1,270 1.6%
SHERMAN 1,800 1,795 5 0.3%
TILLAMOOK 26,175 25,920 255 1.0%
UMATILLA 80,500 79,880 620 0.8%
UNION 26,900 26,745 155 0.6%
WALLOWA 7,195 7,140 55 0.8%
WASCO 27,100 26,700 400 1.5%
WASHINGTON 595,860 583,595 12,265 2.1%
WHEELER 1,480 1,465 15 1.0%
YAM H I LL 106,300 104,990 1,310 1.2%
Prepared by Charles Rynerson, Population Research Center
College of Urban and Public Affairs, Portland State University
December 15, 2017 www.pdx.edu/prc
Health Department: FY 2019 Proposed Budget
FY 2019 Proposed Budget
($M)
Other Funds
General Funds1
2019 Proposed Budget by Division ($M)
Clinical Services
Mental Health & Addictions
Health Officer & Public Health
Business & Director's Office
Corrections Health
Labels reflect Coun
General Fund amounts
Service and Operational Trends
Corrections Health Costs
Cost ($M)
$16.0
ail Beds
1,310
Primary Care and Dental
Clients (Cal. Yr)
$19.6
67,267
1,192
FY 15 FY 16 FY 17 FY 18 FY 19
Mental Health Medicaid
Enrollment
131,000
170,000
113,000
FY15 FY16 FY17 FY18 FY19
Department
Activities
County clinics as primary
care provider for 52,315
clients
Served 6,129 children with
mental health needs
Over 10,000 mental health
assessments in corrections
health
Ace, Responded to 5,560
communicable disease
reports
7,991 receiving addictions
prevention or treatment
services
66,327
13 14 15 16 17
Health Inspections2
16,408
12,155
FY 15 FY 16 FY 17 FY 18 FY 19
FY 2019 Reductions or
Reallocations
• County General Fund
reallocated from other divisions
to cover increasing Corrections
Health costs
• Providing OTO General Fund to
help transition:
• 2 Student Health Centers
• Immunization services
(increasing Medicaid
reimbursements)
• Accepting more Multnomah
Mental Health Medicaid clients,
increasing Behavioral Health
Care fund by $13 million
Clinic Insurance Rates
(% Insured)
Dental
Clinics
Primary
Care Clinics
83.8%
82.8%
FY 15 FY 16 FY 17 FY 18 FY 19
Department FTE
FY 15
FY 16
FY 17
FY 18
FY 19
FY 2019 New OTO o
Ongoing Funding
• Added one position in Medical
Examiner's office
• $750,000 OTO General Fund for
LEAD jail diversion program
• $144,000 OTO General Fund to
add 5 needle collection boxes
• $175,000 OTO General Fund for
Pacific Islander Community
Equity Study
1 Clinic Revenues are included in Other Funds.
2 Inspections include facilities such as restaurants, mobile restaurants, hotels/motels, RV parks,
camps, pools, water systems, and jails.
3 Icons made by Freepik from www.flaticon.com.
Health Department
•
fy2019 proposed budget
Diversity and
Equity
Budget by
Division
n
• Equity and inclusion is a core part of the Health Department's mission.
Our goal is to hire, retain and promote a diverse and talented workforce
so that we can better serve diverse communities impacted by health
disparities.
• This year the department prioritized equity by hiring an Equity and
Inclusion Manager. The position will help align equity efforts and create
a unified vision. The Equity and Inclusion Manager will implement the
equity goals articulated in our 2017-19 Strategic Framework, and leading
the effort to implement a departmental Workforce Equity Plan.
• Beyond implementing strategic goals, the Equity and Inclusion Manager
will also help foster a culture of safety, trust, and belonging. This will be
accomplished by creating opportunities for leadership and staff to engage
meaningfully.
• As our community becomes more diverse we are prioritizing services
that are culturally responsive. Numerous projects, grants, and programs
across the organization provide culturally specific, community -led services
and interventions.
Division
ame
Director's Office
Health Officer
Public Health
Integrated Clinical
Services
Business Operations &
Human Resources
Corrections Health
Mental Health and
Addiction Services
Total: Health
Department
FY 2019 General ether Funds
Fund
To
!Division Total FTE
Cost
$1,356,306
6,102,983
29,392,325
55,983,069
19, 226,174
19,590,664
20.207.555
$0 $1,356,306 5.00
2,316,986 8,419,969 37.50
29,891,417 59,283,742 300.43
60,041,310 116,024,379 608.98
0 19,226,174
0 19,590,664
89.482.854 109.690.409
101.85
108.75
263.59
151,859,076 $181,732,567 $333,591,643 1,426.10
1
www.muitco.us/budget • Health Department 4
OAR 333-014-0560
Describes the activities that Oregon law specifically requires a LPHA to perform:
1. Accepting reports of communicable diseases, outbreaks or epidemics and
investigating communicable disease, outbreaks, or epidemics
2. Issuing or petitioning for isolation and quarantine orders
3. Review of immunization records and issuing exclusion orders
4. Making immunizations available
5. Ensuring access to family planning and birth control services
6. Duties and activities related to enforcing the Indoor Clean Air Act, if delegated
7. Licensure of tourist accommodations, including hostels, picnic parks,
recreation parks and organizational camps, if delegated
8. Licensure of pools and spas, if delegated
9. Restaurant licensure, including commissaries, mobile units, vending
machines and bed and breakfasts, if delegated
10. Regulation of public water systems, if delegated
11. Enforcement of public health laws under ORS 431.150
12. The duties specified in ORS 431.413 (PH Modernization foundational
programs and capabilities)
Monitor
Sexually Transmitted Diseases
Deschutes County
Sexually Transmitted Diseases (STD) are increasing in Deschutes County.
»
In 2017, 751 STD cases (people who test positive for chlamydia, gonorrhea, or syphilis)
were reported to us compared to 546 cases in 2013, which is a 37.5% increase in five years.
Adolescents and young adults (15-24 year-olds) have the highest infection rates of STDs.
Each STD case requires extensive case investigation and partner notification
and treatment.
Deschutes County
chlamydia case counts,
ORPHEUS, 2013-2017.
Chlamydia cases peaked in
2017 with 675 cases.
Deschutes County
gonorrhea case counts,
ORPHEUS, 2013-2017.
Gonorrhea cases peaked in
2016 and 2017 with 65 cases.
Deschutes County
syphilis case counts,
ORPHEUS, 2013-2017.
Syphilis cases peaked in
2017 with 11 cases.
Why are
STDs
increasing in
Deschutes
County?
»
»
»
800
700
600 530
15 500
° 400
E300
200
100
0
Number of Cases
70
60
50
40
30
20
10
Number of cases
0
12
10
8
6
4
2
0
554
496
538
675
2013 2014 2015 2016 2017
12
2013
50
29
65
65
2014 2015 2016 2017
11
10
2013 2014 2015 2016 2017
Decreased condom use for a variety of reasons.
Dating apps. Sex is more readily available and more anonymous. This
has made the local public health job of partner notification and
treatment more difficult.
Improved case detection through increased testing by health care
providers.
Decreased funding and resources for STD services. Last year, the State
STD program transitioned disease investigations for syphilis and
complicated gonorrhea cases to local health departments without any
additional funding or staffing.
How has this increase in STDs affected our capacity to respond
As STD cases increase, our ability to complete an investigation within
seven days (OHA standard) has decreased.
Staffing levels have remained stagnant for many years as cases have
continued to increase.
Cases and partner notification have become more complex over time.
Longer investigations increase the potential for further disease spread
and outbreaks as well as possible complications from disease (e.g.,
intertitity, congenital syphilis).
Our local health care providers rely on public health to conduct partner
notification and ensure partners are being tested and treated.
Deschutes County
chlamydia case
completion time,
ORPHEUS, 2012-2017.
In 2017, 48% of
chlamydia cases were
complete within 7 days.
6% of chlamydia cases
took >31 days to
complete.
Deschutes County
gonorrhea case
completion time,
ORPHEUS, 2012-2017.
In 2017, 31% of gonorrhea
cases were complete
within 7 days. 30% of
gonorrhea cases took >31
days to complete.
Deschutes County
syphilis case
completion time,
ORPHEUS, 2012-2017.
In 2017, only 18% of
syphilis cases were
complete within 7 days.
45% of syphilis cases
took >31 days to
complete.
100
CO
• 80
r
60
E40
20
c
450
• 0
621
80.6 554
76.2
2012 2013 2014 2015 2016 2017
700
600 S
500 0
400 m
300 :.8
200
100 _E
v
0
—*—Percent of reports complete within 7 days Number of cases
80
a
60
CU
u 40
Q
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2 0
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v
71.4 66.7
80
65
65
2012 2013 2014 2015 2016 2017
0
—*—Percent of reports complete within 7 days Number of cases
> 60 50 50
43 50 II
• 40
a 33 30 28.6
d 30
E 20 18.2
0O
10 2 4 6 10 5 11
tiju 0
n_ 2012 2013 2014 2015 2016 2017
80
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20
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—.—Percent of reports complete within 7 days Number of cases
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Schedule: 2 Days/week in Redmond only
Schedule: 4 Days/week in both Redmond and Bend
Staffing: 3.0 FTE
Staffing: 8.0 FTE
Client Visits: -600 client encounters (projected)
Client Visits: 3,964 client encounters
Cost: $417K
# of Clients: 2,190 (unduplicated)
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Cost: $1.47M
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Services: Well Women, Family Planning, STD testing & treatment, Colposcopy
Client Visits: -3,000 client encounters (projected)
Cost: $717Kwith an est. additional $300K in revenue
Ask: Reinstate 2.0 FTE of the staff cut from Clinic
V)
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DCHS Prevention Program
The major causes of illness and death in the United States have shifted dramatically to chronic disease.
Chronic diseases account for 75% of US health care spending, or $1.5 trillion annually.' For every $1
invested in Prevention Programming, there is a return of $5.60 in health care savings." Population -
based prevention has a large role in improving the public's health and well-being.
Prevention saves money.
Prevention ensures effective solutions.
Prevention leverages community resources.
Prevention creates sustainable solutions.
Prevention engages kids in the work.
F
"Deschutes County Prevention makes good things happen. They are a trusted partner and
supporter of community outreach, training and program development."
"Prevention has given my organization access to community experts and guidance on best practice
for suicide response and prevention."
"Prevention has been key in coordinating area groups to reduce teen tobacco use."
"I oversee many programs at the district. I have to say that all of the supports that we have
received from the prevention team are value added to all programming in the school district."
"As one who lives with chronic health conditions, I have learned simple ways to make changes in my
life. I have found the tools I learned in the workshop have helped me remain active and avoid pain
medications. I am able to fully participate in activities with my family, friends and my community."
Wu S, Green A. Projection of Chronic Illness Prevalence and Cost Inflation. RAND Corporation, October 2000. Also, Centers for
Disease Control and Prevention. Chronic Disease Overview page. Available at: http://www.cdc.gov/nccdphp/overview.htm. Also,
Centers for Medicare and Medicaid services. Historical Overview of National Health Expenditures.
"Prevention for a Healthier America—Investments in Disease Prevention Report
Fiscal Year 2019
Promoting & Protecting the Health ,c,�
of Deschutes County
Budget Committee Presentation
May 31, 2018
Day 2',
LPHA Statutory Requirements OAR 333-014.0550
1) Communicable Disease (CD): Reportable diseases, outbreaks or epidemics
2) Isolation and quarantine orders
3) Review immunization records and issuing exclusion orders
4) Ensure access to immunizations
5) Ensure access to family planning (reproductive health=RH) and birth control service!
6) Enforce Indoor Clean Air Act (OHA delegation)
7-9) Environmental Health: Licensure & Inspections
7) Tourist accommodations, parks, hostels, camps
8) Pools and Spas
9) Restaurants, mobile food units, vending machines, 8&8
10) Regulation of public water systems, if delegated
11) Enforcement of public health laws
12) Duties specified in ORS 431.413 (Public Health Modernization)
What is "LPHA"?
i (Designated) Local Public Health Authority (LPHA)
Countygovernment - OAR333-014-0530
2) Local Public Health Agency (LPHA)
, Deschutes County Health Services -- Public Health Division
.7Local Public Health Administrator (LPHA)
Dr. George Conway- OAR333-014-0530
5/31/2018
Day 2: Public Health Focus Topics
Programs being reduced and/or impacted by budget decisions:
Communicable Disease and STDs
Clinical Services - Reproductive Health (-4.7 FTE) Good news, ask isn't$
PH Reserves ($288K)
WIC (1.0 FIE)
Nurse Family Support Services - No change
Prevention - Grant funded programs
Environmental Health - Why not self-sustaining
All in 30 minutes
Public Health Role & State Mandates
#1 & #2 = LPHAs have statutory responsibility to receive,
respond to & investigate reportable diseases, disease
outbreaks, or epidemics (OAR 333-014-0550)
All Oregon health care providers and laboratories are
required by law to report certain diseases and conditions to
local health departments (OAR 333-18-0000)
What are the Reportable Diseases? "Exhibit B"
Must report w/in 1 day or immediately (24/7 CD on-call)
1
Public Health's Unique Role in Health Care
UXiMiii444VM
CD -Epi Health Care
Program Provider
a:2111
1/-1
STDs on Rise in Deschutes County (#1)
37.5% increase in STD cases in the past five years
30% of Chlamydia and Gonorrhea cases were teens (2017)
82% were 29 years or younger (2017)
Each STD case requires extensive case
investigation, partner notification, testing and treatment
....pictures worth a thousand words
SYPHILIS
0.2..ese.c.11,5,01413case,...00416.1.32008...3017
5/31/2018
Gonorrhea
Geoperhinscala....01041.115.0.2C47.
Chlamydia
(HaltrUg 5.0,01.F131.4.17.
2
Chlamydia
Incidence rate per 100,000 population by age group, OPHAT, 2011-2015
Why the Increase in STDs?
Dating apps - sex is more anonymous. Harder to do partner
notification and treatment in order to stop the spread of
disease
• Increase in unprotected sex - false sense of security
Increase in population = increased need but no new funds
5/31/2018
STDs: Long Term Concerns
Drug resistance to the one remaining recommended
gonorrhea treatment option
An increase in syphilis has resulted in an increase in
congenital syphilis nationally and in Oregon
Serious health consequences include infertility, ectopic
pregnancy, mother to child transmission, stillbirth, and
increased risk for HIV
Can't keep up (H.O.) - increase in numbers of STDs outpacing
growth in staffing (.50 FTE, no increase in >10 years)
3:�'-���-`xn'w�1i•.�:`.38'�.,.,5<,»r!.,.,.�:�..:.�;�;':(:^,.t�. v':�'i`iiih;.v��°' "z.���:,.:�'="��s,4;��s.". ,`�'.R'�.`.".J-,:..,..,...�.,
Local Health Response
What PH is doing to address this PH crisis?
New Structure (implemented March 2018)
Centralized "like programs" and able to cross -train staff
Shifted FTE & resources for more capacity to do STD
investigations, partner follow-up, testing and treatment
Increased STD staff time from .50 FTE to 1.0 FTE - no new FTE
Not enough...have done what we can with what we have
ivn Cwtlior
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3
Communicable Disease Changes
Current Structure (FY18) - $1.3M
8.0 FTE , 8 Programs for all of County and some are for region
(CD, STD/HIV, IMM, TB, RW, NEX, EP, HIO, EPI) Red = regional program
As proposed and submitted (FY19)- $1.7M
9.15 FTE is not "new" FTE 1.14 FTE from Clinical Services
Merged programs and staff - staff came with existing responsibilities
Did increase FTE for STD Investigations - helps
Misleading because merging of programs hides loss of 1.7 FTE in CD
Increasing CD Resources
While new grants help address an emerging PH need, limited:
Regional grants with limitations on how funding is used
Funding not just for for Deschutes County
Limited target population (but still addresses a need)
Funds are for prevention & El, not investigation
Limited duration, "soft -fund" grants
Why does investment in STD investigation matter?
What does it take to do a disease/STD investigation? It depends
":«wFb>::+'.a'.i044Ir7e'o:Co,:.".+i:�"ro...,..i,,,r.' s;"ri'a7<_?aa aa7sS:,Y, ..:.,
How much time does it take...
...to do STD Investigations?
It depends
In 2017, based on # of cases, est. average of 3,638 hours
for all STD investigations or - 69 hours/week
Need -1.6 FTE
With new structure, now have 1.0 FTE for STD
investigation =.60 FTE short
5/31/2018
Increasing CD Resources
Awarded two new grants to address:
$500K Grant: To address disease outbreaks in long term
care facilities & child care centers with vulnerable
populations
$330K Grant: Prevention & early intervention for
individuals at high-risk of HIV and STD
CD & STD investigation Road Map
SIO Imeatgsbon process: Chlamy8n. Ga., rhea Syph.5 .Iev
Capacity Realities
• Inadequate FTE for STD investigations
• FY 2019 = 1.70 FTE cut from CD
• Can't bill for STD or CD investigations - #1
Increase in CDs & STDs = Increased staff time needed
• Increasing rate of STDs outpacing amount receive from state
y Currently covers .50 FTE (20 hours/week) for STD Investigation
4
5/31/2018
Option B: CD = Public Safety Issue Option : Benefit to community
Need in both CD & STD:
.60 FTE for STD Investigation
.1.10FTE inCD
Policy Option B Request "ask" — not all, but retain some:
CGF to support for STD & to reduce cuts to CD (not expand)
First time in > 10 years
Soecifically: 1.10 FTE Cost ($131.300)
.60 FTE PH Nurse ($95,550)
.50 FTE Bilingual Tech ($35,750)
Improved PH safety through:
More effective & timely response to STDs
Prevention of further spread and outbreaks
Better customer service to our clients
nate,
�1II' r- 1. 3UU Iw (SL ts+ continue 3cnd-a3c � ,.,r+;�n"
(ni``:'+ l4:il� i!;rre4COfi )III iY S)
Oux.,31 a:mnties d: unify R>dmnnd foil days/hueek,
Ly;ncn uaaiwn of lel 21+ to Commune U+, a,e.
ailed
Reproductive Health Clinical Services Reproductive Health Clinic Changes
Statutory Requirements #5 & #12
Well Women check-ups and exams
Family Planning and birth control
- STD testing and treatment
Special procedures (i.e. Colposcopy)
New State level RH Program Structure as of 1 April 2018
- HB 3391: RH Equity Act -"No wrong door"
New funding and billing structure for the provision of
RH clinical services
Medical Services Agreements (contracts) administered
by OHA now available to other providers
5
DCHS Reproductive Health Clinical Services
Current and Future Clinic Scenarios (Updated 5-24.18)
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Services W Iwomen.ramNPlan SSiOwnng° rea,menr, p, py
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nn,n,c
Option B - Benefit to the Community
w�..,,.,e.r.a.,o,.,.�:-...v._�.>..�.y.,,>.::a<..s..e.�.,..�..,n-�,..:x...��.�„�:a�..�.•a1�.,. �,.,.ur.,
Assures equitable access to preventive services for
most vulnerable citizens (40,#12)
Access to services in both Redmond & Bend
Co -located with other services
Promotes and protects the health of our citizens
Saves tax payers money by preventing more costly
health care when disease is not detected and progresses
we pay now or we pay more later
cs,>.a+.e•;...>e),,c�.;N,.s2.;'ii,,x"ettEr,,,YL'sr';aiArAZ'«rd.xx, °..
Public Health "Emergency” Reserves
Option C - As submitted - Cut all PH Reserves ($288K)
Have been spending down over past ten years, in FY2019 it is completely
wiped out - see "Exhibit A'
PH reserves intended Or PH. emergency er,potentigi catastrophic. event
(disease outbreak, fire, Cascadia, emerging health threat)
No reserve funds for "surge capacity" in an emergency
Recent examples
There are no traditional reserve funds for other unforeseen PH nee
5/31/2018
"Option B" - Reproductive Health Clinic
Current Model (FY18) -• $1.47M
- 4 days/week in both Bend & Redmond
8.0 FTE (2100 unduplicated clients served, 3,964 client encounters)
Budget as Submitted (Option C) - S4171(- Additional Layoffs (2.0 FTE)
2 days/week in Redmond only
3.0 FTE (-600 client encounters & includes "Navigator" position)
"Option B" Recommended Model - $717K w/est. $3001( additional revenue:
3 days/ week in both Bend & Redmond
• 5.0 FTE (-3,000 client encounters)
• Requires Adding back 2.0 FTE for RH clinic (no increase to funds)
4sA)4n*.n.>:::., 4,,:..4,4VignM4a.:;tdV-.,dara.»a"s-:
Public Health Reserves
Option 8 - Restore PH Reserves ($288K)
Benefits
• Will have resources needed to be able to respond more quickly and
effectively to public health emergencies
• To better align with financial best practices, need to have some
reserves for other unforeseen expenses
6
WIC Program
Option C - Cut 1.0 FTE (RD & Admin. Tech.) - Layoff
impact on the Community - barriers to accessing services
• Dietitians see some lower risk clients when serving high risk
• Families with multiple family members may have multiple
appointments in a month (transportation, absenteeism at work, etc.)
Option B - Cost to add back
• New information: $23,983 increase in FY18 WIC state grant
• Need $88,000 to keep position ($88K - $23,983 = $64,017 actual need)
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5/31/2018
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Int_Iwles tetnoval of !.0 i1 -!n
In ogtanvnant ti47fa (currently i!Iled)
fuultet reduruon 0) progranunaiic staff of 05(1 FTI.
Nurse Family Support Services
Distinct Clients & Visits by Month
7
Environmental Health
Why not self-sustaining? Not everything we do is paid for...
• What we respond to without direct funding:
• Lead, mold, blue green algae, animal bites
foodborne and waterborne outbreaks (i.e., E. coli, swimmers' itch,
norovirus)
• Air quality - Summer of 2017 fires
a- Solar Eclipse - Summer of 2017
FDA Voluntary National Retail Food Regulatory Program Standard:
"a staffing level of one FTE devoted to every 280-320 inspections"
Health Services staff currently perform 583 inspections per FTE
5/31/2018
Add hack 1.3 11111-. School 13,1sed 11343 Center
1,13 c1,13v...• p,000r03,1
Inc -ludo; roinovol of 1.0 EH in School flx,c.ci
I loalLh Centel s
111i01,c, reduc.uon 01 1.0 11 f[1. iii Prevonl.lon
:.,,,,,,Lvvx:v..mkoptwo(eaSa..a.t.AWAee,LIMVAWPWAS.
GonotAl
3ind Stthsidy co 0,AA mcoor,e,1
tIV3s=11,101a0,41,-0,141,..1415.1'&4V11k4141.11,11a1M11,141M1*;11,a-V1X011.1A.11q1:liVX,101.441,ne,,,„.,..,A.An:P.
Policy Questions
1) What level of service should EH provide and/or what is
county willing to support?
2) What level of CGF support should be provided for
Deschutes County Environmental Health Services?
3) Collecting data on fees for BoCC to compare our rates
with other OR counties and to provide recommendations
for fee structure. Is this something Budget Committee
wants to discuss today or bring to BoC work sessiorir•
8
Environmental Health Licenses
Total Licensed Facilities by Year
2013 2014 3015 2016 2012 2018
0636pool/ 1054 1092 1138 1166 1192 1242
lorigrns
Temporary 431 035 .6 001 405 400
restaurants
Childcare s4 63 66 73 e1 75
factlares
PurrkW.. 33 34 29 33 33 33
Systems
total 1632 168] 1739 1133 I]]] 1810
Food/Pool/Lodging Licenses by Year
Year 4610,0,es Change by Year
2013 1054 -----
2014 1092 +3.6%
2015 1138 +4.294
2016 1166 +2.5%
2017 1197 +2391
2018 1242 +3.896
pnnecte4
Total Increase. 11.8%
5/31/2018
What isn't in FY2019 PH Budget
• CD Nurse & FTE bi-lingual Tech = 1.10 FTE ($131,300)
Reproductive Health Clinic = 2.0 FTE (off set by new revenue)
Emergency Response Reserves = $288,000 (one time ask)
• WIC Clinic= 1.0 FTE ($64,017 - partial off set by new revenue)
Total Ask Option 8= 483,317 (doesn't cover all of what was lost)
Environmental Health Fees
• Proposing variable fee increases based on comparisons of
small, medium and large county rates for the following:
Full Service Restaurants
. Mobile Units
Traveler's accommodations
Recreational Parks (RV)
Pools
• All other Environmental Health Fees, 3%
• This will generate $58K in additional revenue to help sustain
Environmental Health staffing and education
9
Food Service Licenses
Add{tlonal Revenue: 418,161
County 015 see. (0%) 16-502.1ts (394) 511501.0.15%) 151 and over (6%)
Benton. 702 800 89/ 1092
Curry 750 850 950 950+6.15/seat
- -- - 924 .-.
964
880
815
827
797
598
09ich)0 o(P1009 6d)
Com•
Deschutes lances.)
Multnomah*
Jackson
Washington'
Marion'
/6¢
675 826
684 742
615 730
645 738
671 732
464 524
•Will be raising fees in FY 2019, data In table,0 current FY 20181¢8.
Traveler's Accommodations Licenses
840RInnel Revenue: $11,713
1-25 units 2650units
County (3%1 (30%)
Curry
419.496 586
Marion' 230-250 314
Multnomah. 330 335
Descfi iests/n00.3.1
Jackson 227 25f1
Washington' 211 211
Coos• 173-294 339
Benton. 371-390 449
Deschutes(curtent) 212 212
`Will he raising/nes in Fy 2019, date in table is current FY 2018 fee.
1035
986
975
935
916
664
5170 amts 76-100 umts
(70%) 9100%) 101+ units
664 836 836+7.15/unit
453 527 696
405 430 450+1/unit
3611 .424 ,t.',124'..:3/40h
273 296 320+1,80/amt
279 357 035+21amt
394 438 438+1.25/unit
507 546 546+4/unit
212 212 212
Pool Licenses
Addl6onai Revenue: $8,082
County 1st ono)15%1
Multnomah• 740
Cutty 683
Benton' 683
O0*3/01es4PtgJM0
Washington•
Deschutes (61/11801)
Cnnf•
Mason
Marlon. 393 250
'Wdi be raislagf0+. in FY2019, data in table iscwrent FY 2018 tee.
469
599
481
461
2nd pool (8%1 add l swots (12%)
740 260
426
519
373
360
281
373
426
519
373
247
281
373
250
Mobile Unit Licenses
Addltlonek Revenue:$ 12,054
County
Multnomah' 480 480 480 480
W10073490+' 544 544 599 656
Jackson 406 406 049 049
Curr1 378 378 378
peaiD01er,I0/0700449
Benton+ 293 293
Coos' 250 254
Deschutes (current) 228 254 318
Marron. 219 219 219
'Will he raising lees in 90 2019, data in table is current FY 2018 fee.
5/31/2018
Commissary Warehouse
Ctass1(1396) Class/1(15V Class III (15%) Class1Y920%) (6%1 (69:)
372
406
366
219
455
589
344
400
399
473
293
129
212
148
Recreational Park (RV) Licenses
6200,0ai Revenue: 93,412
1-25 units 26-50 units 5175 units 76-100amts
COuaty {5%) (15%) (20%) (30%) 108+amts
Multnomah. 650 665 675 690 700.1/umt
97a3,00• 230,250 314 453 627 696
Curry 419496 586 664 036 836+ 7.15/unit
Wasbmgton• 418 539 696 -- --- -
04sthut4s(p71(i5F4d)j -:.,. - ; 01. al( 494
Semon. 371.390 449 507
Coos• 324,348 989 431
Jackson 550 551 504
De:mutls(curren) 287 382 412
^Wdl be rmsingfees m FY 2019, data in table iscutreot two,/ 2018fee.
546
467
587
462
546+5/unit
509+ 1 35/unit
616+1.80/unit
462+1/004
;. .<,2 W:,.. , aya. ...... 94•' - 6^ ,6fe.16.ilus . f,•-;62.6s,,1:M682_.."`.`-<.:n"6.+f,_\
10
PUBLIC HEALTH Positions
Filled
Open
otions
Prevention Ps
Filled
Open
Environmental Health Positions
Filled
Open
Clinical Services & Youth Sexual Health Positions
Filled
Open
Communicable Disease (& HIV) Positions
Filled
Open
Women, Infants & Children (WIC) Positions
Filled
Open
Nurse Support Services (& PCC) Positions
Filled
Open
Public Health Administration Positions
(& Vital Records) Filled
Open
BEHAVIORAL HEALTH Positions
Filled
Open
Intensive Adult Services Positions
Filled
Open
Crisis Services Positions
Filled
Open
Outpatient Services (& Hubs) Positions
Filled
Open
Intensive Youth Services Positions
Filled
Open
Intellectual & Developmental Disabilities Positions
Filled
Open
Behavioral Health Administration Positions
Filled
Open
Medical Services Positions
Filled
Open
ADMINISTRATIVE SERVICES -Positions
Riled
Open
Administration Positions
Filled
Open
System Performance Positions
Filled
Open
Operations Positions
Filled
Open
Fiscal Services Positions
Jul -17 Aug -17 Sep -17 Oct -17 Nov -17
63.30. = 63.30
59.60 59.60.
3.70 =. 3.70
11.00 11.00
11.00 10.00
0.00 1.00
9.00 9.00
8.00 9.00
1.00 0.00
10.60 10.60
10.00 10.00
0.60 0.60
4.65 4.65
4.65 4.65
0.00 0.00
10.30 10.30
10.30 10.30
0.00 0.00
10.75 10.75
10.65 10.65
0.10 0.10
7.00 7.00
5.00 5.00
2.00 2.00
189.05 189.05
155.95 161.45
32.10 26.60
35.70 35.70
31.60 31.60
4.10 4.10
16.00 16.00
9.00 10.00
6.00 5.00
67.50 67.50
56.00 59.00
11.50 8.50
19.50 19.50
18.50 18.00
1.00 1.50
25.35 25.35
23.35 24.35
2.00 1.00
8.00 8.00
8.00 8.00
0.00 0.00
17.00 17.00
9.50 10.50
7.50 6.50
50.70 50.70
34.001
36.00
3.70 1.70
3.00 3.00
2.00 3.00
1.00 0.00
13.00 13.00
0.00 0.00
0.00 0.00
24.70 24.70
23.00 1 23.00
1.70 1.70
5.00 1 5.00
63.30 1 63.30 J 63.30
61.60 62.20 62.20
1.70 1.10 1.10
11.00 11.00
10.00 10.00
1.00 1.00
9.00 9.00
9.00 9.00
0.00 0.00
10.60 10.60
10.60 10.60
0.00 0.00
4.65 4.65
4.65 4.65
0.00 0.00
10.30 10.30
9.70 10.30
0.60 0.00
10.75 1 10.75
10.65 1 10.65
0.10 1 0.10
7.00 1 7.00
7.00 7.00
0.00 0.00
191.05 1191.05
163.35 172.35
26.70 17.70
35.70 35.70
32.70
3.00
16.00
10.00
5.00
67.50
59.00
8.50
19.50
18.00
1.50
27.35
24.35
3.00
8.00
8.00
0.00
17.00
11.30
5.70
50.70
36.00
1.70
3.00
3.00
0.00
13.00
0.00
0.00
24.70
23.00
1.70
5.00
35.70
0.00
16.00
11.00
4.00
67.50
62.00
5.50
19.50
18.00
1.50
27.35
25.35
2.00
8.00
8.00
0.00
17.00
12.30
4.70
50.70
34.50
3.20
3.00
3.00
0.00
13.00
0.00
0.00
24.70
21.50
3.20
5.00
11.00
10.00
1.00
9.00
9.00
0.00
10.60
10.60
0.00
4.65
4.65
0.00
10.30
10.30
0.00
10.75
10.65
0.10
7.00
7.00
0.00
191.05
171.85
18.20
35.70
35.70
0.00
16.00
11.00
4.00
67.50
63.00
4.50
19.50
16.00
3.50
27.35
25.85
1.50
8.00
8.00
0.00
17.00
12.30
4.70
50.70
37.50
0.20
3.00
3.00
0.00
13.00
0.00
0.00
24.70
24.50
0.20
5.00
Dec -17 Jan -18 Feb -18 Mar -18 Apr -18
63.30 66.70 66.70 69.70 69.70
61.20 61.10 61.10 64.00 63.60
2.10 I 5.60 5.60 5.70 6.10
11.00 11.00 11.00 11.00 11.00
9.00 1 9.00 9.00 8.00 8.00
2.00 2.00 2.00 3.00 3.00
9.00 9.00 9.00 9.00 9.00
9.00 9.00 9.00 9.00 9.00
0.00 0.00 0.00 0.00 0.00
10.60 10.40 10.40 6.80 7.20
10.60 10.40 10.40 6.20 6.20
0.00 0.00 0.00 0.60 1.00
4.65 8.25 8.25 11.85 11.45
4.65 4.65 4.65 9.75 9.35
0.00 3.60 3.60 2.10 2.10
10.30 10.30 10.30 10.30 10.30
10.30 10.30 10.30 10.30 10.30
0.00 0.00 0.00 0.00 0.00
10.75 10.75 10.75 10.75 10.75
10.65 10.75 10.75 10.75 10.75
0.10 0.00 0.00 0.00 0.00
7.00 7.00 7.00 10.00 10.00
7.00 7.00 7.00 10.00 10.00
0.00 0.00 0.00 0.00 0.00
191.05 191.05 191.05 191.05 191.05
173.85 170.35 169.85 169.85 169.85
16.20 20.70 21.20 21.20 21.20
35.70 35.70 35.70 35.70 35.70
35.70 33.70 32.70 32.70 31.70
0.00 2.00 3.00 3.00 4.00
16.00 16.00 16.00 16.00 16.00
11.00 10.00 10.00 10.00 12.00
4.00 6.00 1 6.00 6.00 4.00
67.50 67.50 1 67.50 67.50 67.50
65.00 64.50 1 65.00 64.00 65.00
2.50 3.00 1 2.50 3.50 2.50
19.50 19.50 1 19.50 19.50 19.50
16.00 17.00 17.00 18.00 18.00
3.50 2.50 2.50 1.50 1.50
27.35 27.35 27.35 27.35 1 27.35
25.85 24.85 24.85 24.85 23.85
1.50 2.50 2.50 2.50 3.50
8.00 8.00 8.00 8.00 8.00
8.00 8.00 8.00 8.00 8.00
0.00 0.00 0.00 0.00 0.00
17.00 17.00 17.00 17.00 17.00
12.30 12.30 12.30 12.30 11.30
4.70 4.70 4.70 4.70 5.70
50.70 s 51.70 51.70 48.70 48.70
36.50 35.50 35.50 32.50 32.50
1.20 3.20 3.20 3.20 3.20
3.00 3.00 3.00 3.00 3.00
3.00 3.00 3.00 3.00 3.00
0.00 0.00 0.00 0.00 0.00
13.00 13.00 13.00 13.00 13.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
24.70 24.70 24.70 24.70 24.70
23.50 22.50 22.50 1 22.50 22.50
1.20 2.20 2.20 1 2.20 2.20
5.00 5.00 5.00 1 5.00 5.00
Director's Office
Filled 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Open 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Positions 5.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00 3.00 3.00
Filled 4.00 5.00 5,00 5.00 5.00 5.00 5.00 5.00 2.00 2.00
Open 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1,00 1.00 . 1.00
Positions 303.05 303.05 305.05 305.05 305.05 305.05 309.45 309.45 309.45 309.45
Filled 249.55 257.05 260.95 269.05 271.55 271.55 266.95 266.45 266.35 265.95
Open 39.50 32.00 30.10 22.00 19.50 19.50 29.50 30.00 30.10 30.50
Public Health Nurse II
Behavioral Health Specialist II
Behavioral Health Specialist!
Psychiatrist
Nurse Practitioner
Patient Account Specialist 11 (CCBHC)
Behavioral Health Specialist II 107
Behavioral Health Specialist 11 108
Peer Support Specialist (CCBHC) 15
Psychiatrist (CCBHC) 4
Psychiatrist (CCBHC) 5
Psychiatrist (CCBHC) 6
Public Health Nurse II (CCBHC) 10 -BI-
Peer Support Specialist (CCBHC) 13
Administrative Support Technician (CCB 17
Peer Support Specialist 6
Management Analyst
'Behavioral Health Specialist II 17
Behavioral Health Specialist II 45
Developmental Disabilities Specialist 1 15
Peer Support Specialist 2 -BH
Peer Support Specialist (CCBHC) 14
Public Health Nurse II (CCBHC) 9 -BH
Division
7 -PH Public Health
16 Behavioral Health
5 Behavioral Health
3 Behavioral Health
2 -PH Public Health
Program
iealthy People & Familie
Crisis
Outpatient
Medical Team
iealthy People & Familie
3 administrative Service Operations
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Public Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Administrative Support Technician 18 -PI Public Health
Administrative Supervisor 4 -PH Public Health
Behavioral Health Program Manager 6 Behavioral Health
Behavioral Health Program Manager 7 Behavioral Health
Behavioral Health Specialist! (CCBHC) 43 Behavioral Health
Behavioral Health Specialist II 32 Behavioral Health
Behavioral Health Specialist II 3 -BH Behavioral Health
Behavioral Health Specialist II (CCBHC) 106 Behavioral Health
Peer Support Specialist (CCBHC) 12 Behavioral Health
Psychiatrist I 1 Behavioral Health
Administrative Support Technician (CCB 9
Peer Support Specialist
Behavioral Health Specialist 1 (CCBHC)
Behavioral Health Specialist II
Behavioral Health Specialist II
Behavioral Health Specialist 111
Environmental Health Specialist II
Community Health Specialist II
Community Health Specialist II
Human Resources Analyst
Public Health Nurse I 1
Secretary
Behavioral Health Specialist II
Community Health Specialist II
Administrative Support Technician 8
Behavioral Health Specialist II
Psychiatrist 2 1 Behavioral Health
WIC Certifier 2 Public Health
Administrative Support Technician Behavioral Health
Behavioral Health Specialist II 99
Supervisor, Behavioral Health 2
Behavioral Health Specialist II 9
Supervisor, Behavioral Health 4
Supervisor, Behavioral Health
Supervisor, Behavioral Health
Developmental Disabilities Specialist II
Administrative Support Technician
Behavioral Health Program Supervisor
Behavioral Health Program Supervisor
Behavioral Health Specialist 11
Administrative Support Technician
Developmental Disabilities Specialist!
Administrative Support Technician
Behavioral Health Specialist II 102 Behavioral Health Crisis
'Developmental Disabilities Specialist! I 8 Behavioral Health evelopmental Disabilitie
'Behavioral Health Specialist I 2 Behavioral Health I Intensive Youth Services
1 Program Development Specialist 1 Behavioral Health 1lntensive Youth Services
Behavioral Health Specialist 111 1 9 Behavioral Health !Intensive Youth Services
Behavioral Health Specialist II 1 8 -BH Behavioral Health I Intensive Youth Services
Community Health Specialist!! I 8 Public Health Community Health
Administrative Support Specialist 4 -BH administrative Service Operations
Administrative Support Technician 11 Behavioral Health Developmental Disabilitie
Behavioral Health Specialist 1 Outpatient
Crisis
Crisis
Hubs
Medical Team
Medical Team
Medical Team
Medical Team
Outpatient
Crisis
Adult Intensive Services
Administration
I Outpatient
Crisis
Team
Nurse Home Visiting
Crisis
Child & Family Outpatient
Medical Team
Clinical Services
Billing
Crisis
Crisis
South County
Medical Team
Medical Team
Medical Team
Medical Team
Child & Family Outpatient
Crisis
COAST 1.00
Administration 1,001
Adult Outpatient 1.00
Crisis 1.00
Jul -17 17 -Aug 17 -Sep
0.10 1 0.10 ( 0.10
0.10 0.10
0.50 0.50 1 0.
0.50 0.50 ) 0.50
0.60 0,60
0.70 0.70 0.70
1.00 1.00 1.00
1.00 1 1.00 1.00
1.00 1.00 1,00
1.00 1.00 1.00
1.00 1.00 1.00
1,00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 _ 1.00 1 1.00
1,00 1.00
1.00 j 1.00
1.00 1 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
17 -Oct
0.1.0
17 -Nov
17 -Dec
0.10 1 0.10
Jan -18
Feb -18
Mar -18
Apr -18
j)evelopmental Disabilitie Developmental Disabilities 1.00
Adult Intensive Services .ssertive Community Treatmeil 1.00
Hubs
Medical Team
Operations
Administration
Administration
Administration
Outpatient
Outpatient
North County
Medical Team
Front Office 1.00
Vital Records 1.00
Administration 1.00
Administration 1.00
Child & Family Outpatient 1.00
Child & Family Outpatient 1,00
Outpatient Access 1.00
Adult Intensive Services Community Support Services 1.00
Outpatient Adult Outpatient 1.00
Medical Team I Medical Team 1.00
-BH administrative Service Operations Front Office 1.00
10 Behavioral Health Crisis I Forensic Diversion 1.00
42 Behavioral Health Outpatient Adult Outpatient 1.00
27 Behavioral Health Hubs I North County 1.00
100 Behavioral HealthHubs I North County 1.00
13 Behavioral Health Adult Intensive Services lssertive Community Treatme 1.00
2 Public Health Community Health I Environmental Health 1.00
5 Director's Office Director's Office I Health Information 1.00
21 Public Health 1 1.00
1 bdministrative Service Administration I Administration 1.00
-BH I Behavioral Health I Medical Team I Medical Team 1.00
2 Behavioral Health Developmental Disabilitie) Support Services
EASA 1.00
50 Behavioral Health Intensive Youth Services
7 P Public Health Community Health I Prevention 1
-BH dministrative Service Operations 1 Front Office 1
36 I Behavioral Health Adult Intensive Services lssertive Community Treatment
Medical Team 1
-lealthy People & Familiel
)evelopmental Disabilitiel
Outpatient I
Hubs 1
Outpatient 1
Intensive Youth Services)
5 Behavioral Health Hubs 1
8 Behavioral Health Crisis 1
3 Behavioral Health )evelopmental Disabilitie)
17-B141dministrative Service Operations 1
1 Behavioral Health Crisis 1
2 Behavioral Health Intensive Youth Services)
63 Behavioral Health Hubs 1
5 -BH administrative Service Operations
12 Behavioral Health )evelopmental Disabilitie
Behavioral Health bevelopmental Disabilitie
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Occupational Therapist
Public Health Nurse II (EIO)
Administrative Support Technician (CCB
Administrative Support Specialist
Behavioral Health Specialist II
Behavioral Health Specialist II -Licensed 5
Behavioral Health Specialist II -Licensed 12
Intellectual & Developmental Disabilitie 11
Epidemiologist (PHM) 2
Community Health Specialist II (EIO) 22
Community Health Specialist II (PHM) 24
Community Health Specialist II (PHM) 23
Peer Support Specialist 4
Supervisor, Administrative
23 Behavioral Health
2 Behavioral Health
32 -PH Public Health
18 -B1 -I; Behavioral Health
7 Administrative Service
109 Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Director's Office
Public Health
Public Health
Public Health
Behavioral Health
2 Administrative Service
Intensive Youth Services
Community Health
Crisis
Operations
Crisis
Outpatient
Adult Intensive Services
evelopmental Disabilitie
Director's Office
Community Health
Community Health
Community Health
Intensive Youth Services
Operations
Medical Team
WIC
Support Services
Adult Outpatient
North County
Child & Family Outpatient
Wrap Around
South County
Crisis
Developmental Disabilities
Front Office
Crisis
Wrap Around
South County
Front Office
Developmental Disabilities
Support Services
Forensic Diversion
Developmental Disabilities
EASA
Administration
ASA/Young Adults in Transition
Wrap Around
Prevention
Front Office
Support Services
Adult Outpatient
EASA
Communicable Disease
Crisis
Front Office
Forensic Diversion
School Based Health Centers)
ssertive Community Treatment
Developmental Disabilities
Health Information
Communicable Disease
Communicable Disease
Communicable Disease
Young Adults In Transition
Front Office
0.50
1.00
1.00
1.00
0.50
1.00
1.00
1.00
0.20
0.60
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.
0.50
0.70
1.00
1.00
1.00
1.00
1,00
1.00
1.00
1.00
1.00
1.00
0.50
1.00
0.20
1.00
1.00
1.00
0.50
1,00
1.00
1.00
1.00
.00
0.50 I 0.50 0.50
0.50 I 0.50
0.20 II 0.20
1.00 1.00
1.00 j 1.00 j
1.00 1 1.00 1
1,00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
030 0,50
1.00 1.00
0.20 0.20
0.50 0.50
1.00
1.00 1.00
1.00 1.00
1.00
0,50 0.50
1.00 1.00
1.00 1.00
1.00 1.00
1.00 i 1.00
1,00
1.00
1.00
1.00
0.50 0.50
0.20
1.00
1.00
1.00
1.00
1.00
1.00
1,00
0.20
1.00
1.00
1.00
1.00
1.00
1.00
0.50 0.50 1
0.20
1.00
1.00
1.00
1.00
1.00
1.00
1.00 1.00 1.00
1.00
1.00
0.20
0.20
1.00
1.00
1.00
1.00
1.00
1.00
1.00
100 1.00 1.00
1.00
1.00
0.20
1.00
1.00
0.20
1.00
1.00
0.20
1.00 1.00
1.00 1.00 1.00 1.00
1,00 1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00 1.00
0.50 0.50 0.50 0.50
0.50 0.50 0.50 0.50
0.50 1 0.50 0.50 0.50
0.60 1 0.60 0.60 0.60
1.00 1 1.00 1.00 1.0D
1.00 1
1.00 i 1.00 1.00
1.00 ( 1.00 1.00
1.00 1 1.00
1.00 1 1.00
1.00 1 1.00 1.00
1.00 1 1.00
1.00 1 1.00 1 1.00 11.00
1.00
1.00 1 1.00
1.00 1 1.00 1 1.00
1.00
1.00 1
1
Administrative Support Technician (CCB 10 -BH
Behavioral Health Specialist II -Licensed 46
Public Health Nurse II (PHM) 33 -PI -
Public Health Nurse II 19 -PH
Nurse Practitioner 1
Behavioral Health Specialist II -Licensed 62
Community Health Specialist II 13
Peer Support Specialist 7
Community Health Specialist II 25
Administrative Support Technician (CCBI 17
Behavioral Health Specialist I 1 38
Occupational Therapist 3
Behavioral Health Specialist II (CCBHC) 104
Behavioral Health Specialist II -Licensed 101
Community Health Specialist I
Supervisor, Health Services
Manager, Public Health Program
Program Development Specialist
Public Health Nurse II
1
5 -PH
4
4
8-8H
dministrative Service Operations
Behavioral Health Adult Intensive Services
Public Health Community Health
Public Health iealthy People & Familie
Public Health lealthy People & Familie
Behavioral Health Outpatient
Public Health Community Health
Behavioral Health Adult Intensive Services
Public Health
administrative Service
Behavioral Health
Behavioral Health
Behavioral Health
Behavioral Health
Public Health
Director's Office
Public Health
Public Health
Behavioral Health
Community Health
Operations
Adult Intensive Services
Intensive Youth Services
Outpatient
Outpatient
lealthy People & Familie
Director's Office
.dvancement & Protectio
Early Learning
Medical Team 1
Front Office
Community Support Services
Communicable Disease
Communicable Disease
Clinical Services
Access
Prevention
COAST
Communicable Disease
Front Office
Community Support Services
Wrap Around
Adult Outpatient
Access
Clinical Services
Health Information
Administration
Early Learning
Medical Team
1.00
1.00
1,00
1 1.00
1.00 j 1.00
0.50 I 0.50
0.60 I 0.60
1,00 .1 1.00
1.00 1.00
1.00 1.00
Total FTE Jul -17 17 -Aug
Accounting Technician 2.00
Accounting Technician, Senior 2.00
Administrative Assistant 2.00
Administrative Support Specialist 13.00
Administrative Support Technician 16.15 1.00
Administrative Support Technician (CCBHC) 9.00 2.00
Behavioral Health Specialist 1 20.00 0.50
Behavioral Health Specialist I (CCBHC) 1 2.00 1 2.00
Behavioral Health Specialist!! 31.50 8.10
Behavioral Health Specialist II (CCBHC) 3.00 1.00
Behavioral Health Specialist II -Licensed 44.70
Behavioral Health Technician 1.00
Clinical Information Systems Administator 4.00
Coding & Data Analyst 1.00
Community Health Specialist! 8.20
Community Health Specialist!! 12.65 2.00
Community Health Specialist II (EIO) 1.00
Community Health Specialist 11 (PHM) 1.00
Contracting Specialist 1.00
Credentialing Specialist 1.00
Deputy Director 3.00 1
Director 1.00
Environmental Health Specialist 11 4.00 1.00
Environmental Health Specialist 111 2.00 1
Epidemiologist 1.00 1
Epidemiologist (PHM) 1 1.00 1
Executive Assistant 1 1.00 1
Human Resources Analyst 1.00 1 1.00
Intellectual & Developmental Disabilities Special 15.00 j 1.00
Intellectual & Developmental Disabilities Special 3.00 1
Management Analyst ( 4.00 1
Management Analyst, Senior 1 1.00
Manager, Behavioral Health 1 6.00 2.00
Manager, Business 1.00
Manager, Operations 1.00
Manager, Public Health ( 3.00
Manager, Quality & Performance 1 1.00
Medical Assistant 1.00
Medical Director 1 1.00
Medical Records Technician 1 2.00
Nurse Practitioner 1 1.80 0.60
Nurse Practitioner, Psychiatric 1 2.00
Occupational Therapist I 2.50
Patient Account Specialist 1 2.50
Patient Account Specialist II 1 1.00
Patient Account Specialist II (CCBHC) 1.20 0.70
Peer Support Specialist 10.00 3.00
Peer Support Specialist (CCBHC) 4.00 4.00
Program Development Specialist 0.00
Prevention Coordinator 1 1.00
Psychiatrist 1 1.50
Psychiatrist (CCBHC) 3.00
Public Health Nurse 1 (CCBHC) 1.00
Public Health Nurse 11 13.35
Public Health Nurse II (CCBHC) 2.00
Public Health Nurse 11 (EIO) 0.60
Public Health Nurse II (PHM) 1.00
Public Health Nurse 111 1.50
Quality Improvement Analyst 3.00
Registered Dietician 1.30
Registered Health Information technician 1.00
Supervisor, Administrative 3.00
Supervisor, Behavioral Health 10.00
Supervisor, Health Services 10.00
Supervisor, Intellectual & Developmental Disabi 2.00
309.45
1.50 1
3.00
1.00
0.10
2.00
2.00
1.00
0.50
m
7.60
1.00
1.00
1.00
2.00
0.60
0.70
2.00
4.00
1.50
3.00
0.10
2.00
1.00 .1 1.00
1.00
39.50 31.00
17 -Sep 17 -Oct 17 -Nov 17 -Dec Jan -18 Feb -18 Mar -18 Apr -18
2.00 2.50 0.50
1.00 2.00 1.00
8.00 5.00 7.00
0.00 0.00 0.00
1.00 1.00 1.00
0.60
1.00
1.00
1.00 1.00
1.00
0.70
2.00
3.00
0.70
3.00
0.10
2.00
4.00
31.10
0.70
2.00
1.00
1.00
1.00 1.00
0.50 0.50 0.50 0.50 1 0.50
1.00 1.00 2.00 2.00 1 3.00
6.00 6.00 5.50 5.50 4.50
0.00 0.00 0.00 0.00 0.00
1.00 1.00 1.00 1.00 1.00
2.00
1.00
2.00 3.00 3.00 3.00
2.00
1.00
2.00
1.00
2.00
2.00
1.00
1.00
1.00
2.00
3.00
1.00
3.40
1.00
1.00 1.00
1.00 2.00
1.00 1.00
0.60 0.60
0.50 0.50 0.50 1.50
0.20 0.20 0.20 1 0.20 0.20 0.20
3.00 3.00 3.00 1.00
2.00 2.00 1.00 1.00 1.00 1.00
1.00 1.00
0.70 1 0.70
3.00 3.00
0.10
1.00
0.70 0.70 0.70 0.70
3.00 3.00 3.00 3.00
0.10 0.10 0.50
1.00 1.00 1.00 1.00 1.00
0.60 0.60 0.60
1.00
3.00 ] 3.00 2.00
23.00
1.00 1.00 1.00
0.70
3.00 1
1.00 1
0.50 1
1.00 1
0.60
22.50 22.50 30.50 31.00 31.10 31.50