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2019-103-Minutes for Meeting January 29,2019 Recorded 3/27/2019
BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County Nancy Blankenship, County Clerk Commissioners' Journal CJ2019-103 03/27/2019 8:11:22 AM IIIIIIIIIIIIIIIIIIIIIIIIIuiii MINUTES OF THE PLANNING SESSION TUESDAY, January 29, 2019 The 2019 Planning Session of the Deschutes County Board of Commissioners was held in the Mt. Bachelor Conference Room in the Deschutes County Courthouse. Present were Commissioners Phil Henderson, Anthony DeBone, and Patti Adair. Also present were County Administrator Tom Anderson, Deputy County Administrator Erik Kropp, Public Information Officer Whitney Hale, Management Analyst Judith Ure, and Executive Assistant Sharon Keith. Others present were Internal Auditor David Givans and Julia Shumway of the Bend Bulletin. CALL TO ORDER: Chair Henderson called the meeting to order at 8:33 a.m. AGENDA: Fiscal 2020 Budget Preparation: Finance Director Wayne Lowry presented the five-year comparison summary of County reserve funds showing ending cash balances for each month and each year in response to a request from Commissioner Henderson. Mr. Lowry noted a Board finance policy that requires every fund has to maintain a contingency of 8.33% of annual expenditures and funds with property taxes is required to maintain 4 months. Commissioner BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 1 OF 10 Henderson opined the balances are showing a 33% increase in the general cash flow. Commissioner DeBone noted the County has been growing in the past 5 years and that the CAFR includes a graph showing the numbers over the past 10 years. Commissioner Adair commented on the level of tourist dollars to our County. Discussion on the reserves in the Road Capital Projects Fund included the request from ODOT for $5 million contribution toward the US 97 Bend North Corridor Project which would come from this fund. An expansion opportunity will be forthcoming for the Fair and Expo Center. One consideration for Fair and Expo would be regarding the capital maintenance fund and whether to add reserves for building replacement in the future. Commissioner Henderson is interested in decreasing our property tax rate again this year. Commissioner DeBone spoke on services and future capital needs and the hope to make sure we have reserves to meet future expansion with population growth of Deschutes County. Commissioner Adair feels another reduction in property taxes is acceptable as the residents deserve a break. Commissioner DeBone thanked staff for all of their work in the budget process. The 2020 budget calendar was reviewed. The proposed budget is delivered to the Budget Committee in May. Commissioner Henderson would like to see a change in department attendance at the budget meetings and to stick with attendance of the department heads and key people. Commissioner Henderson commented the public is welcome at our meetings but some staff may be better needed at their departments caring for the needs of the departments and he recommended the department heads could share information with their staff instead of having a mass number of staff attend the budget meetings. 2020 Goals and Objectives: Management Analyst Judith Ure and Public Information Officer Whitney Hale presented the draft 2020 Goals and Objectives. Goals and Objectives include measurements for safe communities, healthy people, economic vitality, and service delivery. Language for each measurement was considered for any edits. ADAIR: DEBONE: BOCC PLANNING SESSION Moved approval of the 2020 Goals and Objectives Second JANUARY 29, 2019 PAGE 2 OF 10 VOTE: ADAI R: Yes DEBONE: Yes HENDERSON: Chair votes yes. Motion Carried The Fiscal Year 2020 Anticipated Department Issues list was reviewed. Each County department submitted a list of challenges they see for the upcoming fiscal year. Under the District Attorney's Office, Commissioner Henderson requested number of case Toad verses staffing levels. Commissioner Adair inquired if Veteran Services could increase their services to be open 5 days per week and if Deschutes County could increase services for housing for veterans. RECESS: At the time of 10:36 a.m., the Board took at recess and reconvened at 10:47 a.m. Performance Measures: Management Analyst Judith Ure presented the performance measures for the 2019 budget cycle. Departments are currently preparing their measurements for the next year. Commissioner Henderson suggested the next performance measures be included on a Work Session agenda within the next few weeks. Commissioner DeBone recommends having quarterly reports during Work Sessions this year instead of during Business Meetings. The Board supported that format. Commissioner Priorities and Updates on Committee Work: Commissioner DeBone spoke about Committee assignments for the Board of Commissioners and requested to continue work with the Bend MPO and transit planning involved with those projects. The Regional Solutions Committee meets quarterly and the priority list comes from the Governors list. Commissioner DeBone spoke on work with the Historical Society. His committee assignments also include Central Oregon Visitors Association, Investment Advisory Committee BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 3 OF 10 and Local Public Safety Coordinating Council, and Project Wildfire. Commissioner DeBone relayed his priorities for the year including solid waste, transportation improvements, transit planning, forest management, legislative session, and water. Other interests include jobs and industry, managing growth, renewable energy, cap and trade, and stabilization center. Commissioner Adair is interested in increasing the services to our veterans, emergency preparedness, increasing evacuation routes, increasing awareness for defensible space, and transportation and safety concerns. She will be serving on Audit Committee, Hospital Facility Authority, COIC, EDCO, and East Cascades Workforce. Commissioner Henderson explained his goal as chair would be the efficiency of meeting structures. Commissioner Henderson would like a discussion on the schedule and would rather have Work Sessions prior to Business Meetings. He would also like a time structure for the agenda so we could inform departments when they should appear for the meeting rather than a misuse of their time. Commissioner Henderson would also like to get out in the County to reach more people. His other priorities are government efficiency, housing, fire prevention, 911 radio project, Harper Bridge, stabilization centers, and increase industry in the La Pine area. Commissioner Henderson feels we need to form a building advisory committee that would include members of the community as well as County staff. Commissioner DeBone would like to be more involved in learning more about Health Services. Regarding committee work he notes the importance of speaking on behalf of Deschutes County proper as well as on behalf of the other two Commissioners. Commissioner Updates during Work Sessions are important to keeping communications open. Commissioner Henderson expressed the importance of knowing ahead of time how long the meetings are going to run. Commissioner DeBone spoke on his priority of economic development in Bend and La Pine. Commissioner Adair would also like to see a new format for the meetings including times assigned for agendas items. Commissioner Henderson feels the meetings shouldn't happen on Monday to allow for more time for the Board to review items. Commissioner Henderson recommended land use items on a separate day. These BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 4 OF 10 ideas will be discussed at future meetings. Commissioner Henderson recommended a meeting with County Administrator Anderson and Executive Assistant Keith to review a new format for meetings including times assigned to agenda items. Additional Judge and Courthouse Expansion: Judge Ashby, Jeff Hall, and Lee Randall were present to review the need to expand the courthouse to accommodate the new judge. House Bill 2239 relates to an increase in the number of circuit court judges in certain judicial districts. Commissioner Henderson noted the Board is in the position to help lobby for this request and need during this legislative session. A case load study was done looking at how many judges are needed. The basis for the request for additional judges in Oregon looked at dependency caseloads. Law enforcement and the District Attorney's office has grown. Judge Ashby and Jeff Hall have met with legislators about Deschutes County's need for an additional trial judge. Outcomes can be improved with the new judge position. At the end of the last legislative session, Deschutes County did not make the cut. Commissioner DeBone recommended investing in the public safety system. Judge Ashby explained other items that would be beneficial would be to hire a release assistance officer, pre-trial release screening tools, as well as electronic monitoring. Jeff Hall presented a 2019-2021 Budget Request explaining the need for current funding. Commissioner Henderson requested a list of needs and priorities to present to the legislators. Commissioner DeBone suggested sending the list to both County Administrator Anderson and Management Analyst Ure. Commissioner Henderson requested a list of the members on the Ways and Means Committee so they could reach out to them during the BOCC's next AOC day. A draft letter to the Chair of the House Judiciary Committee for support of House Bill 2239 was presented for consideration. Commissioner Henderson suggested language on dependency levels. The letter will be placed in a final format and presented to the Board on Wednesday January 30. Building maintenance projects that are completed on a regular basis will be included in the talking points to show how Deschutes County sees the importance of maintaining the building in terms of safety and public needs requirements. BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 5 OF 10 Facilities Director Lee Randall presented information on the court house expansion plan. A new judge would be in place in January 2021 if approved. Mr. Randall reviewed the design plan within the current footprint. Judge Ashby also requested costs of options of relocating verses remodeling to provide the information when asked. The various uses and agencies involved with the services within the building were reviewed. Mr. Hall explained the need for updating three court rooms with ADA access as well as bench and staff needs. Mr. Randall also explained the need for structural needs and roof replacement that could be coordinated with remodel. Future Capital Needs: Deputy County Administrator Erik Kropp and Facilities Director Lee Randall presented on future capital needs. Mr. Randall reported since 2004, Deschutes County has doubled their square footage. Several potential projects that were identified by staff but not approved by the Board were also included in the discussion. Commissioner Henderson would like to see details including refined cost estimates before decisions are made. Commissioner Adair noted the proposed project list totaled $38 million but there is only $12 million in reserves. Commissioner Henderson mentioned a bond may be required or a request to the state for funding. Project / Issues Discussions: • Harper Bridge: Road Department Director Chris Doty presented an update. Commissioner Henderson noted this item is on the Work Session agenda for January 30. A design was created to address the safety issue with parking, traffic, and pedestrian and bicycle activity. Commissioner DeBone noted his support of this option and would be interested in having this completed prior to the upcoming season. Commissioner Henderson is concerned with cross traffic and feels it best to purchase additional land space. Rumble strips and speed zone signs have been installed to help with safety measures. Commissioner Adair is concerned about safety. Commissioner Henderson BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 6 OF 10 commented on the design providing safe parking areas in the Mt. Hood cross country ski areas. • Stabilization Center: Sheriff Shane Nelson and Health Services staff Dr. George Conway, Dave Inbody, and Holly Harris presented goals for the stabilization center which works with the Stepping -Up Initiative in collaboration with Health Services and Sheriff's Office. Services are focused on creating a place for individuals facing a mental health crisis. Health Services will run this center operationally and the Sheriff's Office is in full support of the project. Program Manager Holly Harris is taking the lead. Commissioner Henderson also thought this was going to include a sobering center. The crisis stabilization center would be a volunteer treatment service for individuals and the sobering center would be a secured facility. Sheriff Nelson explained the expense of having both facilities has caused the project to only include the crisis center at this time but hopes for the sobering station to be added in the future. Dr. Conway explained incarceration is not the right answer for mental illness. Two reasons to make this voluntary were to treat people as individuals and if desiring to provide definitive care you have to meet criteria of being a licensed facility. Dr. Conway noted an expansion in funding from partners would allow for the inclusion of the sobering center. Commissioner DeBone noted with partners that help fund this stabilization center, there could be a day they are not there and could be a tough conversation. Is this the right thing at the County level or is this for resources through a state concept for contract. Sheriff Nelson expressed concern of addressing mental health issues within our County. Commissioner Adair feels this facility should be open 24 hours per day. Dr. Conway feels there is enough support from the partners to achieve the necessary funding to open a 24 hour care facility by the completion of the crisis stabilization project. Commissioner Henderson commented on his desire to resolve the building space question and whether it will be housed in a building that is owned or leased. Commissioner Adair also agrees with Commissioner Henderson that site visits to stabilization centers throughout Oregon are necessary. Commissioner DeBone commented on the many issues that are involved with this project. BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 7 OF 10 The entire crisis team would move their offices to the stabilization center space. Currently the crisis team is housed at the Health Service Building on Courtney. • Marijuana Land Use Discussion: Community Development Director Nick Lelack presented an update. A draft overview of the marijuana program was presented that included highlights from 2014 through 2018. On another note, Mr. Lelack reported the hearing's officer approved the Tumalo retail application. Only one application has been received since the new regulations have been in place. Commissioner Henderson explained we are on standby now in terms of the legislature. Discussion held on pending system development charges legislation and an update should be coming from our lobbyist. Commissioner Adair inquired how many operations have applied for marijuana production and then came back to increase their allowable grow square footage. Commissioner Henderson inquired if Deschutes County is going to have to consider tasting room events. Commissioner DeBone commented discussions could be held once we see a list of the proposed bills. The Board would also like an update on the medical marijuana grows within the County. County Administrator Anderson would invite the Sheriff's Office and Code Enforcement to a Work Session for that update. Regarding the appeal of the marijuana regulations, Mr. Lelack had heard this may not be until the spring. The Board also expressed interest in a report from Health Services regarding the use of OHA tax funding. Commissioner Adair inquired whether Clear Alliance has done a presentation to the Board as they have done presentations in the schools. Liz Dickson, attorney was present in the audience she commented Bill Tye who was deeply involved in opposing marijuana passed away in January. • 9-1-1 Issues / Future Planning: Sara Crosswhite and William Mullins presented the strategic plan for 2018-2011. Commissioner Adair inquired whether there was a need for an additional tower in the Redmond area. Mr. Mullins explained the whole coverage area should be looked at first to see where the needs of any additional towers would be beneficial. Commissioner BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 8 OF 10 Henderson stated the Board wants to be an advocate to ensure the coverage levels are acceptable. Mr. Mullins feels the system needs to be modeled with actual data. Commissioner Henderson would be interested in looking at the coverage map showing errors. Commissioner Henderson feels there should be meetings with the Board and 9-1-1 Operations that are separate from the User Board meetings. Commissioner Adair is concerned about the predicted Cascadia event and the need for a backup communications system. Commissioner DeBone inquired on the department's issues and concerns they see for the upcoming fiscal year. Mr. Mullins spoke on maintenance issues. Commissioner Henderson would like to see that data prior to hearing the issues at a User Board meeting. Commissioner DeBone also asked about recruitment for the department and making sure we have a pool of staff. Ms. Crosswhite reported three people were just hired. The annual department reception is February 8 at Aspen Hall. Commissioner DeBone commented on the audio stream that is available to the public and suggested the dispatchers on the floor should slow down and speak more clearly. The fire department will be connected to the radio system on April 1. La Pine Fire has voiced they are not interested in being connected to the system and prefers to be on a separate system. Commissioner DeBone offered to talk with the department. OTHER ITEMS: Commissioner Henderson commented on the stabilization center and now finding through the discussions today that it is not going to include the sober center. There still continues to be confusion on the building this will be housed in. Mr. Anderson reported Property Manager Lewis continues to look for a lease option and Facilities Director Randall continues to work with an architect looking into costs for a building design. Once those options are available to consider, the Board can decide which option fits the need of the facility. The question remains if a leased space would work for the service. A community investment would be required to fund the sobering center. Commissioners Adair and Henderson feel St. Charles should partner on this BOCC PLANNING SESSION JANUARY 29, 2019 PAGE 9 OF 10 facility. The Board feels there is a better understanding today about the specific scenarios of the individuals that will benefit from this service. ADJOURN: There being no further business, the meeting was adjourned at 4:16 p.m. DATED this Day of Commissioners. ATTEST: "--------7-019 for the Deschutes County Board of AA RECO NG SECRET4 BOCC PLANNING SESSION /o, PHILIP G. NDERSON, CHAIR PATTI ADAIR, VICE CHAIR ANTHONY DEBONE, COMMISSIONER JANUARY 29, 2019 PAGE 10 OF 10 Board of County Commissioners' Planning Session January 29, 2019 Mt. Bachelor Conference Room, Deschutes County Courthouse Time Topic 8:30 - 9:30 a.m. FY2020 Budget Preparation 9:30 - 10 a.m. 2020 Goals & Objectives 10 - 10:15 a.m. Break 10:15 11:30 p.m. Commissioner Priorities Updates on Committee Work 11:30 - 1 p.m. Working Lunch - Additional Judge and Courthouse Expansion 1 - 1:45 p.m. Future Capital Needs 1:45 - 4 p.m. Department Staff Wayne Lowry Judith Ure, Whitney Hale Judge Ashby Jeff Hall Lee Randall Lee Randall Project/ Issue Discussions: • 1:45 p.m. - Harper Bridge Chris Doty • 2:15 p.m. - Stabilization Center Dr. Conway • 2:45 p.m. - Break • 3 p.m. - Marijuana Land Use Nick Lelack • 3:30 p.m. - 9-1-1 Issues / Future Sara Crosswhite Planning AA SS L&) (A3 Board of County Commissioners' Planning Session January 29, 2019 Mt. Bachelor Conference Room, Deschutes County Courthouse Time Topic 8:30 - 9:30 a.m. FY2020 Budget Preparation 9:30 - 10 a.m. 2020 Goals & Objectives 10 - 10:15 a.m. Break Commissioner Priorities 10:15 11:30 p.m. Updates on Committee Work 11:30 - 1 p.m. Working Lunch - Additional Judge and Courthouse Expansion 1 - 1:45 p.m. Future Capital Needs 1:45 - 4 p.m. Department Staff Wayne Lowry Judith Ure, Whitney Hale Judge Ashby Jeff Hall Lee Randall Lee Randall Project/ Issue Discussions: • 1:45 p.m. - Harper Bridge Chris Doty • 2:15 p.m. - Stabilization Center Dr. Conway • 2:45 p.m. - Break • 3 p.m. - Marijuana Land Use Nick Lelack • 3:30 p.m. - 9-1-1 Issues / Future Sara Crosswhite Planning 1 Deschutes County, Oregon Five Year Comparison Summary of County Reserve Funds W N 0 0. 0 0. .ieneral Fund Operations 3ealth Benefits Fund - Self Insurance Replace and maintain courtroom technology Replace and upgrade taxation and clerk systems To Fund IOSS/MUNIS Project Countywide IT Systems Replacement and Upgrade To Fund current 9-1-1 system projects Land purchases and payment of debt obligations County facility upgrades and major maintenance Capital reserve for future facility needs/BOCC priorities Service stabilization during economic fluctuations Building Permit program reserve for economic stability CDD Facility improvement reserve fund CDD Electrical Program Reserve 1 Replacement of Road facilities and equipment 11To fund 5 year Road CIP Plan O1 Landfill Cell cap construction & run off and gas mgmt I Knott 30 year ongoing monitoring and maintenance Reserve for future construction of additional cells 11 Replacement of equipment used in the Solid Waste process '1Major maintenance and replacement of Fair and Expo facility )`Reserve for building expansion )1To offset significant PERS employer rate increases Projection 1 FY 2019 _ LID O W 00 O .-1 _ N N Q1 0 m 111 _ N t00 .-1 _ 0 CO1 N .--1 .-i 242,000 526,231 2,683,1151 n 0 r N d' N 0 V1 t0 0 ti 001 01 u'1 m N ci e^-i 01 N M 0 CO d' co M 0 1 .. 3,762,372 '"1 tD m O 0 ti 0 220,000 CO 01 00 01 L/1 0 u1 V N m 00 m N 0 .41 00 co .-1 M 00 4,569,00 0 Ni 0 0 .--1 00 M. N 01 N N m co N — 00 00 01 CO a) N 00 0 m .--i v O n N .0-i 81 96,732,72: FY2018 11,946,5431 0 .-1 M V7 0 Lr N 0 0 O .Mi 01 0 0101 m 001 N 0 .--I m .-1 m N to 00 01 •'1 '-i M 000 N 4,914,939 01 N 0 u1 03 0 14 .-1 00 CO N 01 00 .-i N 0 O O 01 111 0 N 0 N co 00 d' CO 2,647,372 O 1.n 00 in N M .i .-1 N 0 c-I O 00 0 CO' m .-1 M N 01 m l0 .-/ d' 111 M V M 111 N N N N 00 O 00 01 0- N 0 N N' d' CO co d 0 01 00 M V 01 O1 00 r 01 n 71 417,861 01 648,75C 01 01 .-i V LI) N t0 V1 N to O 01 N N N 0 0 .-1 111 N 01 � 01 .4 11 83,504,55 FY 2017 1 n m r; .-i 0 O 14,502,6221 15,382,578 161,0041 118,064 751,6281 860,897 945,738 437,697 709,123 3,394,0781 0 Irl 01 01 co 01 O `1'1 O 927,7431 7,288,7281 9,231,7801 2,059,464 Li-)O 0 0 .-i 40 0 0- 0 3,139,805 977,743 00 0 1 N 00 N 8,801,681 N .-1 ..- LID N M 786,547 2,320,26 _ 398,83 n LID N n .-I t0 O 0 4 533,71( 01 01 oo 01 .cci -1 01 t0 ln0 t0 n NUl 01 001 n 4,573,0141 7,228,310 O � 40 .- 94 1,104,2 3,724,157 ul 4 CO N d0' 40 04 1 347,047 1 50,221 o 1 1,737,549 400 N O .-I' O t0 N O .-I m 00 N 00 d' .-i n N d0' UU1 N 00 ti oo co coO co 0 111 Vl V d 61 462,26 m Ono 01 O n t0 m CO FY 2016 j M m N0 .-I .-1 FY 2015 1 9,871,908 14,207,523 129,648 ,y 00) 40 0 .-1 000 001 10,231,015 to .-1 to .--i 01 rI .-1 a-i 00 O1 oo ' .-i 1,377,085 1,647,475 .-i d' V1 m v c d m 1-1O 40 0 oa .-i too 0 0 t0 a 0 S N n 00 O N 00 0 0 CO 01 0 .No CO 14 0— 111 a U1 11 2,442,595 0 1-1 0 R 01 )1 408,86 too N O1 a N o 31 55,546,52: FY 2014 8,485,753 12,461,082 to 01, 01 n 0 un ,r 0 0kr) 0 c�m 00 10,152,1621 N N U1 s -4 2,264,335 1,786,065 639,754 d ..-i 400 V 0 0 0 0 0 01 .-i 0 0 N .-1 m 0 0 0 0 t0 o0 0 N o0 .�-1 ut 00 0 00 410,48E ^ 01 ui M co NR .'4 446 ip to 0 d 0) N zv .5eneral Fund Operating Fund -lealth Benefits Fund Technoloev Reserves 1 ) a) 0) 0) L cu ' ' 'C a U Assessment/Tax/Clerk Reserve Finance/HR Proiect Reserve N 0) N 0_ 9-1-1 System Reserve Total Technology Reserves 1 General Reserves Proiect Development and Debt Resel General County Projects General Capital Reserve Total General Reserves Department Reserves ,CDD Reserve 1CDD Building Program Reserve CDD Facilities Reserve 1CDD Electrical Program Reserve 1 Total CDD Reserves Road Building and Equipment Reser Road Capital Projects 1 Total Road Capital Reserves Solid Waste - Landfill Closure !Solid Waste - Landfill Postclosure Solid Waste - Capital Projects Solid Waste - Equipment Reserve Total Solid Waste Reserves ' Fair and Expo Center Capital Resery .Extension 4H Capital Reserve PERS Reserve O E- N Z ggM400 g`" 0 C00 0 0 N� 0 00 00 mm m 0 to co 0 M d .-1 .-I 0 N 4-1 40 M c r1 .--1 0 tO D n .m-I xt c LL .moi .-i ..-1 f~/1 04 0 440 0 n d0' .-1 .4V .-1 1--1 0 .-10 M 0000 M M m 0 M mt0 M V '-i -+.-i 0 N 0 M d' 01'0 t0 0 n r t0 .-I N N 40 40 Deschutes County Investment Portfolio Balance January 2014 thru December 2018 2014 149,504,973 153,204,486 143,301,392 141,761,884 143,369,405 130,902,257 125,464,461 122,358,407 121,219,021 156,022,877 164,377,741 157,736,610 January February March April May June July August September October November December 2015 154,607,798 160,442,462 149,553,800 147,698,699 147,783,937 137,429,478 132,217,382 127,835,735 123,453,594 156,046,865 170,142,787 170,882,443 2016 2017 2018 165,568,100 174,686,323 185,902,797 170,333,199 177,537,828 187,813,151 159, 092, 544 170,043, 590 175,950,160 156,827,375 164,292,861 173,186,165 167,759,810 165,400,885 175,301,334 148,120,092 155,131,530 165,439,733 146,498,586 148,467,735 163,431,416 140,708,935 142,396,876 161,927,735 136,601,264 136,613,171 160,071,929 143,951,122 172,028,412 195,761,952 185,353,443 192,990,032 223,149,760 179,824,885 189,145,135 213,429,344 Portfolio balance at the end of each month for the past five years. Crisis Stabilization Center Only Financial Projections Estimated Capital Expenses Total Health Services Sheriff's Office Needed Building Construction (facility only) $1,512,500 $942,500 $570,000 $0 Furniture & Security Equipment $268,300 $268,300 $0 $0 Other Capital Expenses $300,000 $300,000 $0 $0 TOTAL ESTIMATED CAPITAL EXPENSE $2,080,800 $1,510,800 $570,000 $0 Five -Year Operational Budget Estimate Five -Year Operational Funding by Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Personnel Services $1,897,504 $1,982,892 $2,072,122 $2,165,367 $2,262,809 Contracted Security $0 $273,006 $285,291 $298,129 $311,545 Materials & Services $661,461 $674,690 $688,184 $701,948 $715,987 Facility Operational Expenses $0 $25,000 $25,500 $26,010 $26,530 TOTAL $2,558,965 $2,955,588 $3,071,097 $3,191,454 $3,316,871 Five -Year Operational Funding by Source Total Crisis Stabilization Center & Sobering Station (24/7) Financial Projections Estimated Capital Expenses Total Health Services Sheriff's Office Needed Building Construction (facility only) FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Health Services $2,485,965 $2,581,297 $2,680,588 $2,784,010 $2,891,742 Sheriff's Office $73,000 $374,291 $390,509 $407,445 $425,129 Unmet Need $0 $0 $0 $0 $0 TOTAL $2,558,965 $2,955,588 $3,071,097 $3,191,455 $3,316,871 Total Crisis Stabilization Center & Sobering Station (24/7) Financial Projections Estimated Capital Expenses Total Health Services Sheriff's Office Needed Building Construction (facility only) $2,081,123 $1,521,123 $570,000 $0 Furniture & Security Equipment $268,300 $268,300 $0 $0 Other Capital Expenses $300,000 $310,000 $0 $0 TOTAL ESTIMATED CAPITAL EXPENSE $2,649,423 $2,099,423 $570,000 I $0 Five -Year Operational Budget Estimate Five -Year Operational Funding by Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Personnel Services $0 $3,753,811 $3,922,733 $4,099,256 $4,283,723 Contracted Security $0 $546,012 $570,584 $596,260 $623,092 Materials & Services $0 $1,035,116 $1,055,819 $1,076,935 $1,098,474 Facility Operational Expenses $0 $35,000 $35,700 $36,414 $37,142 TOTAL $0 $5,369,939 $5,584,836 $5,808,865 $6,042,430 Five -Year Operational Funding by Source Total FTE; FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Health Services _ $0 $2,581,297 $2,680,588 $2,784,010 $2,891,742 Sheriff's Office $0 $1,130,102 $1,180,956 $1,234,099 $1,289,633 Unmet Need $0 $1,658,540 $1,723,292 $1,790,756 $1,861,055 TOTAL $0 $5,369,939 $5,584,836 $5,808,865 $6,042,430 Total FTE; N N N O 00 l;eaa IeUH 6lOZI8 / :Peluud Fiscal Year 2020 STAFF BUDGET CALENDAR Deschutes County FY 2019 Goals and Objectives Mission Statement: Enhancing the lives of citizens by delivering quality services in a cost- effective manner. Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. • Provide safe and secure communities through coordinated public safety services. • Reduce crime and recidivism through prevention, intervention, supervision and enforcement. • Collaborate with partners to prepare for and respond to emergencies and disasters. Healthy People: Enhance and protect the health and well-being of communities and their residents. • Support and advance the health and safety of Deschutes County's residents. • Promote well-being through behavioral health and community support programs. • Help to sustain natural resources in balance with other community needs. Economic Vitality: Promote policies and actions that sustain and stimulate economic vitality. • Support affordable housing options through availability of lands and appropriate regulation. • Administer land use policies that promote livability and sustainability. • Maintain a safe, efficient and economically sustainable transportation system. • Partner with organizations and manage County assets to attract business development, tourism, and recreation. Service Delivery: Provide solution -oriented service that is cost-effective and efficient. • Ensure quality service delivery through the use of innovative technology and systems. • Support and promote Deschutes County Customer Service "Every Time" standards. • Promote community participation and engagement with County government. • Preserve and enhance capital assets and strengthen fiscal security. • Provide collaborative internal support for County operations. --�ommented []U11: Needs to be defined and/or revised. FY2020 Anticipated Department Issues 9-1-1 Service District: • Successful deployment of newly adopted Radio System Enhancement plan: System functionality baseline; Published User Agreements; Overturf Butte radio site completion; and user defined radio system enhancements (system functionality enhancements, in -building coverage, roaming profiles, subscriber replacement planning, and backup system enhancements). • Deployment of new Computer Aided Dispatch (CAD) system that meets the expectations of '14 user agencies that spans across law enforcement and Fire/EMS service. • Continuing to evolve and refine recruiting and training practices for a dynamically changing and shrinking workforce pool. Administrative Services • Implementing public safety improvements at the Harper Bridge site • Examining alternatives for Medical Examiner service delivery • Internal Audit o Assessing and addressing cybersecurity threats. Clerk's Office • Monitoring, responding and implementing legislation affecting elections and recording. • Identifying program and service modifications to address growth and workforce readiness, including business continuity and succession planning, allowing continued focus on customer service. • Capitalizing on Records Center buildout by leveraging past activity data to increase box accession and file retrieval efficiencies. • Collaborating with county, state and federal partners to enhance security awareness, practices and protocols. Community Development: • Responding to increasing growth and development by: ■ Maintaining high customer service levels with appropriate staffing levels; and ■ Addressing affordable and workforce housing needs. • Accurately designating agricultural and non-resource/rural lands. • Considering and potentially implementing new state laws pertaining to: ■ Rural ADUs; ■ Marijuana; and ■ Fire resilient building and land use codes/standards. • Managing conflict stemming from: ■ Land use appeals and LUBA remands; ■ Processing matters of first impression land use applications on challenging properties; and • Increasingly complex and contentious code enforcement cases. Community Justice Department Challenges FY 2020 • In FY 2019 adult misdemeanor offenders, specifically chronic DUII offenders, will be unsupervised and unmonitored presenting a risk to community. There will be need and call to expand adult parole and probation supervision to include chronic misdemeanor DUlls. • In 2019 the juvenile division continues to implement and measure fidelity to the evidence -based practices previously implemented. Ensuring high levels of fidelity requires unaltered focus to quality assurance, feedback and coaching for those who deliver the service from supervisors and managers. • In 2019 the department will seek additional, meaningful and effective interventions for juvenile offenders with substance abuse problems. The juvenile division will participate in a study of cognitive -based interventions, those that teach offenders to identify and alter risky thinking and behavior, by staff familiar with the specific dynamics of criminal offenders, especially those with substance abuse problems. This prescribed approach to applying specific cognitive -based interventions promises to be an effective, less expensive, and sustainable way to reduce offending for both juvenile and adult offenders with substance abuse problems, less than clinical addiction. District Attorney Department Challenges Staffing Level Insufficient to Satisfy Deschutes County's "Every Time Standards" • Number of cases involving digital evidence, with insufficient time to review the digital evidence, results in being underprepared for cases involving digital evidence. • Number of cases involving financial loss to victims of crime coupled with insufficient staffing to address restitution issues results in victims of crimes involving financial loss being poorly served. • Increase in complex case (e.g. homicides/complex sex abuse), plus high turnover of deputy district attorneys, results in difficulty staffing these cases with experienced attorneys. • Large case numbers keep Trial Assistants doing more data entry than true case work. • Lack of time for supervisors to create standardization of processes. The consequences of this are: everyone does things differently, coverage of caseloads is difficult, and expectations for each employee are different. • Lack of time for supervisors to plan, supervise, evaluate, and implement programs to reduce crime and increase community safety. • Victims Assistance Program responded to the challenge of too few staff members by creating a volunteer program. The learning curve for volunteers proved to be challenging. The time investment to review and supervise their work outweighed the benefit of having someone present to do the work. Skill Development • No advancement/promotion available. • No skills training for trial assistants offered locally. • Inadequate time for comprehensive training. Improving Information Technology Interface with Law Enforcement Agencies to Improve Workflow Efficiency Transition to Paperless Files. • Will require technology upgrade and training for all staff on how to use computers in the courtroom. Improving Data Entry to Ensure Accurate Reports Are Generated Helping Court Improve Docket Management • Too many trials are scheduled at the same time. For each trial scheduled, evidence is ordered, subpoenas are sent, and trial prep is completed. Many of these trials are then postponed because of crowded dockets, which results in wasted resources. • Cases take too long to resolve. This results in hardships to victims of crime and witnesses. It also can result in unjust outcomes due to witnesses becoming unavailable. The primary reason for this is the court is understaffed. Facilities • Completing Facility Master Plans for the Public Safety Campus. • Addressing office space and parking needs of County Departments as a result of growth • Increased capital maintenance. The square footage of County Buildings has doubled since 2004. The age of over half of County facilities (by square footage) falls into the 12-20 year range resulting in a significant increase in capital maintenance projects such as roof and HVAC unit replacements. Fair & Expo • Expansion/enhancements to the conference centers. With our business growing, new hotel properties planned it is critical we upgrade our facilities to meet the demands. We hired an architect and reviewed our action plan. We should have plans with actual costs back by mid. - February. Finance Department • Developing strategies to respond to increasing PERS costs over the next several years • Maximizing the features of MUNIS Financials and Payroll/HR to reap further efficiencies and reporting capabilities. • Consolidating the collection and administration of both property taxes and the lodging tax into the tax unit. • Developing funding strategies for upcoming potential capital projects including the public safety campus, courthouse expansion, Solid Waste facilities, North County Campus and other major projects. Health Services • Public Health Modernization - The State of Oregon is modifying the current method of payment to counties. This will be developed during the 2019 legislative session. One component is a greater emphasis on county contributions in determining funds provided by the state. • CCO 2.0 - The state contracts with Coordinated Care Organizations expire at the end of 2019. During 2019, the state will be selecting CCOs. This could result in a new contract with PacfiicSource or another organization. The county will need to negotiate a new contract with the CCO for 2020. • Crisis Stabilization Center - Ensuring the programs building remodel is completed in an expedited manner. • Long term space planning -With Deschutes County projected to add 40,000 new residents in the next 10 years, staffing requirements are anticipated to increase as well. Staff is at capacity in current facilities, which includes rental spaces. The department is seeking guidance from the BOCC regarding how best to be prepared to meet capacity requirements in the future. Human Resources • Onboarding for Department Head vacancies in Fair & Expo Department, 9-1-1 Service District, and Finance Department. • Wrap up transition to new HR/Payroll system, Munis; including the migration of historical data from our legacy systems into the new system. • Complete Pay Equity Analysis for work of comparable character to address Oregon's Pay Equity. • Begin assessment of HR Policies. This will be a multi -phased project to include a comprehensive review of existing policies as well as benchmarking policy structure and content against leading organizations. Natural Resources • Implementing grant funded fuels reduction and defensible space work in the greater La Pine basin in coordination with HOA's, road districts, the City of La Pine and other partners. • Updating the Greater Sisters and Greater La Pine Community Wildfire Protection Plans • Facilitating or participating in development of a community response and outreach plan for smoke from prescribed fire in order to become eligible for an exemption from certain requirements of the newly adopted smoke management plan Property Management: • Addressing office space needs due to departmental growth and public demand for services by reviewing non -County leases in County owned buildings, and other measures such as purchasing/leasing/constructing new building space. • Completing the last steps in the land exchange with the Department of State Lands (DSL) for the fairground expansion property, including adjusting the Redmond Urban Growth Boundary (UGB) for County owned property to facilitate the DSL/County land exchange. • Consideration of next steps for the County lease of the Becky Johnson Center in Redmond to the Deschutes Children's Foundation - the lease expires March 31, 2020. • Facilitating highest and best re -use of the former Redmond Rod and Gun Club site, including a possible land sale/trade/donation to/with the City of Redmond/Redmond Airport. Road Department: • Terrebonne Refinement Plan: The ODOT refinement plan is nearing completion and a recommendation will be forwarded for Board consideration within the next few months. The Project Management Team has significant work to do to gain property owner and business support for the recommended couplet option. Additionally, both project options (5 -lane and couplet) have cost estimates that exceed the budget; the County may be asked to contribute funds to the Project. • Tumalo Refinement Plan: Similar to Terrebonne, an existing process is underway to refine options and select a preferred option for improvement at the intersection of US 20/OB Riley - Cook Avenue in Tumalo. Deschutes County has budgeted $7.5M in construction funding for the project, with anticipation of an ODOT match that is not yet committed. The BOCC will be asked for a recommendation of a preferred option. • Jurisdictional transfer of roads within the La Pine city limits to the City of La Pine: Recent turnover in staff and city council has stalled momentum in the efforts to develop a plan for transfer. New staff and council members need to be engaged to identify a proposal for transfer. • Transportation Planning: The Road Department is working on a Transportation Safety Action Plan (TSAP) and gearing up for a Transportation System Plan update to identify system needs for the next 20 years. Solid Waste • Addressing the relationship between County and Cities as we move to implement the Solid Waste Management Plan. (plan adoption, MOU's, IGA's) • Ensuring continued capacity to accept waste at Knott Landfill by construction of the next cell in the landfill (Cell 8) • Addressing the need to improve Negus Transfer Station, which is struggling to accommodate increased usage due to growth. • Beginning the process for establishing disposal capacity for the County to replace Knott Landfill by 2029. Veterans' Services: • With the new remodel and along with established expanded state funding develop a veteran's supervised and secure self-service computer Ebenefits workspace. • Expand outreach services and presentations, to the extent possible, ensuring more veterans and family members receive their Federal VA, State, and local benefits. • Continue work with other local veteran's organizations to ensure a continuity of service and referrals between service providers. To: Board of Commissioners From: Judith Ure, Management Analyst Date: January 23, 2019 Subject: Board Goals and Objectives with Performance Measures Last week, Whitney Hale and I met with each of you to review the Board's 2018-19 goals and objectives and solicit input for potential revisions to be made for the 2019-20 fiscal year. During those meetings, Commissioners Henderson and Adair expressed an interest in seeing how departmental performance measures are currently organized in relation to the goals and objectives. Attached, you will find an updated version of the matrix that appears in the current budget. The document states the Board's goals and objectives, then outlines all of the measures as they were developed by departments for the 2018-19 fiscal year. Please let me know if you have any questions about the depaltnient measures as they are stated. If needed, further discussion can take place during the Board's planning session scheduled on January 29. c: Tom Anderson Erik Kropp Whitney Hale Sharon Keith The Board of County Commissioners establishes goals and objectives annually to guide department operations. Departments develop performance measures that align with the priorities established by the Board and monitor and report progress accordingly. These measures are listed below in relation to each individual goal and objective. Additional information regarding the performance measures can be found in the departmental sections of the budget document. 4, t-ct the comun ty t ordVnated sere ees. nr ugh p/ann ng, prep edn ss and delivery of Cart Measure Department Meet the 9-1-1 call answering standard established by the National Emergency Number Association by answering all 9-1-1 calls within 10 seconds 90% of the time during the average busiest hour. 9-1-1 Service District For all high priority calls, obtain and input location and call nature within 30 seconds from the time the call was answered 9-1-1 Service District Achieve 85% voluntary compliance in code enforcement cases. Community Development Resolve 75% of code enforcement cases within 12 months. Community Development Identify and work with criminal justice and substance abuse partners to provide effective treatment for supervised medium and high risk offenders. Community Justice Participate in Local Public Safety Coordinating Council (LPSCC), Central Oregon Law Enforcement Services (COLES), Multiple Disciplinary Teams (MDTS) and other public safety organizations. District Attorney's Office Rate of collection on fines. Justice Court Respond to 37,000 patrol calls for service. Sheriffs Office Initiate 42,000 patrol calls for service. Sheriff's Office u and e c ic_il• , pe H'CL;:C:',:MrEnTd0111C. Measure Department No more than 10% of low-risk youth referred for first-time alcohol and other drug violation recidivate within one year of initial referral. Community Justice 65% of supervised adult offenders have up to date criminogenic risk assessments that drive case plans. Community Justice Implement Goldilocks drug recidivism reduction program, which has a goal of reducing recidivism by 20 percent after one year. District Attorney's Office Driving under the influence of intoxicants trial conviction rate. District Attorney's Office Average elapsed time to final disposition (in days) for adult misdemeanor cases District Attorney's Office Report semi-annually on forensic diversion program including number of clients served and recidivism rates. Health Services 0111J-, #3 s>> 1.. ) H .<2,.4;:- t with [partners s i prepare far a i _,' trespo,. Measure Department Maintain or increase public participation in Fire Free events as measured by yard debris collected. County Forester Improve the structural resilience of County buildings through facility assessments and targeted improvements to seismic restraints and system features. Facilities Continue working with law enforcement and community partners on the Emergency Operations Plan (EOP) and Memorandum of Understanding (MOU) with the Federal Emergency Management Agency (FEMA). Fair & Expo Provide comprehensive, real time legal advice, support and direction to county departments engaged in emergency management operations Legal Participate in multi -agency coordination activities (meetings, plans and trainings). Sheriffs Office Enhance and protect the health all w &lwb Ing of cR mun t es and their residents. Measure Department Achieve 85% voluntary compliance in code enforcement cases. Community Development Reduce outbreaks and spread of disease by completing 95% of communicable disease investigations within 10 days, as defined by the Oregon Health Authority. Health Services Reduce outbreaks and foodborne illness by inspecting a minimum of 95% of licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state requirements. Health Services 90% of the pregnant women in Central Oregon receive prenatal care beginning in their first trimester Health Services Continue to focus on safe access to County facilities and services through Facilities inspection, repair, and replacement of sidewalks and related infrastructure. ,gh behavioral heafth and con,,,, Measure Department Support sheriff and behavioral health with implementation of crisis receiving center program. District Attorney's Office DCHS will provide or offer to provide service to 97% of individuals discharging from a psychiatric hospital within 7 days of their discharge. Health Services Behavioral Health's Oregon Health Plan clients will be seen within state timelines as specified in the following categories: 1) Emergent/Urgent: Within 24-48 hours and 2) Routine: Within 2 weeks. Health Services Measure Department Maintain or increase the number of communities participating in the Firewise USATM Program. County Forester Coordinate with cities for growth management. Community Development Increase in tons of recyclables collected by solid waste service providers. Solid Waste Promote policies nd potions that sustain and stimulate economic vitality. aC raprliate Measure Department Work with non-profit agencies to increase the supply of affordable housing. Administration Continue to identify asset or foreclosure properties that may be appropriate for housing and/or social services and assist the developer in bringing projects to fruition. Administration Seek opportunities to partner with other jurisdictions to stimulate affordable housing projects. Administration L. Measure Department Coordinate with the City of Bend to implement the Bend Airport Master Plan. Community Development Coordinate with City of Redmond to entitle large lot industrial site. Community Development Staff is engaged in conversations with the City of Bend regarding Regional Problem Solving. Community Development Tustath transpr- Measure Department State and federal funds secured on behalf of local public transit providers from Oregon Department of Transportation (ODOT) and Federal Transit Agency (FTA) for the purpose of providing transportation services to seniors and people with disabilities. Administration Sustain the Pavement Condition Index at 81. Road Department Achieve 96% of roads rated good or better (Pavement Condition Index above 70). Road Department PCI Sustainability Ratio at 100%. (Reports the ratio of pavement maintenance investment divided by systems needs per the Pavement Management Program.) Road Department Measure Department Contribute to economic stability and growth through the number of jobs committed with economic development loans. Administration Achieve $40 million in economic impact generated from Fair and Expo events and facilities. This measure utilizes economic multipliers established by Travel Oregon and updated with Travel Industries of America travel index. Fair & Expo Have more than 261,000 visitors attend this year's Fair. Fair & Expo Provides ,iu` i®nmrient d service that is cist-effective and efficient r1< Measure Department Complete the Computer Aided Dispatch system replacement project. 9-1-1 Service District Complete the digital trunked radio system replacement project. 9-1-1 Service District Remain open to agreements with other government agencies interested in receiving service from the new radio system. 9-1-1 Service District Accounts managed per FTE compared to other Oregon counties. Assessor's Office Written approval by the Department of Revenue for the Assessor's Certified Ratio Study. Assessor's Office Percentage of tax statements mailed by October 25. Assessor's Office Written certification from the Department of Revenue approving the County Assessment Function Assistance (CAFFA) program. Assessor's Office 10 -day or fewer wait time for an appointment at the Veterans' Service Office, Administration Compares recording staff FTE to the number of pages recorded Clerk's Office Compares election staff FTE to voter registration Clerk's Office Create an interactive and visual display platform ("dashboard") in partnership with IT that extracts and analyzes database inputs, outputs and outcomes central to changing offender behavior and reducing recidivism. Community justice Complete the HR/Payroll software implementation by January, 2019. Finance / Tax Complete the implementation of room tax automation by June 30, 2019. Finance / Tax Partner with stakeholders to complete migration of new HR system. Percent complete: 60%. Human Resources Increase department capacity by achieving 100% electronic case file creation/maintenance. Legal Measure Department Analyze customer requests for information (web data, phone calls and front counter interaction) and implement solutions to better connect residents to County services. Administration Percentage of customers rating levels of service as very good to excellent Clerk's Office Election personnel cost comparison per 1,000 ballots tallied for countywide elections Clerk's Office Achieve 6-10 inspection stops per day. Community Development Achieve an average turnaround time on building plan reviews of 8-10 days. Community Development Issue land use administrative decisions with notice within 45 days and without notice within 21 days of completed application. Community Development Issue onsite septic system permits within 15 days of complete application. Community Development Achieve 90 percent customer satisfaction (or greater). Fair & Expo #.-. i! et ve a t C .pas5a s sacuEfitv Measure Department Maintain Risk reserve at the 80% confidence level of adequacy, based on actuarial study. Administration Cost per account managed compared to other Oregon counties. Assessor's Office Administrative expenses as a percentage of taxes imposed compared to other Oregon counties. Assessor's Office Provide further development and implementation of the facility asset management and replacement plan. Facilities Work closely with Property & Facilities to develop a long-term replacement program for Fair and Expo facilities. Fair & Expo Increase business with use of TRT funding and development of overall strategic marketing plan. Fair &Expo Manage health insurance claim cost per employee. Maintain claims increase at or below market trend. Human Resources Provide a maintenance treatment or resurface 14.0% of the County's road pavement asset. Road Department Replace 10 existing HVAC units in the older section of the jail. Sheriffs Office kintei.1e fa ifl Measure Department Achieve 95% rating of overall quality of internal audit reports as compared to national average for association of local government auditors. Administration Number of workplace accidents that require days away from work, restricted, or transferred workers per 100 employees (DART Rate). Administration Provide Civil Commitment legal representation to Behavioral Health and provide administrative oversight of the Medical Examiner program. District Attorney's Office Partner with County department stakeholders to further develop, refine, and implement a facilities master plan for the Public Safety Campus. Facilities Provide trainings on HR policies/procedures and leadership program. Percentage of supervisors and managers completing the program. Human Resources Complete phase II of Classification and Compensation project. Percent of job descriptions completed. Human Resources Develop a plan for implementing a County information security program. Present the plan to department heads, the Board of Commissioners, and the Budget Information Technology Committee for approval. Implementation to begin fiscal 2020. Upgrade up to fifty percent up to fifty percent of the county phone system. Remainder to be completed in fiscal 2020. Information Technology Complete the implementation of the Human Resources and Payroll portions of the financial systems software update. Information Technology Oregon Judicial Department (pesc14utes) 2019-21 Budget Reques ®0, rik ® `e9" 'f @ `'°' cis"w With CURRENT funding:00- • the public must wait for phone and public counter assistance; • many courts have eliminated important programs, like treatment courts and family law facilitation, that help people navigate the court system or move forward with their lives; - 4rouwdbrea(el,v g f 14411.0 cot..rt prograim, el.cwt.%wated • some courts cannot offer all services throughout the business day; • business disputes must wait for docket time that is not already taken by statutorily mandated court matters. - c., .L tr%als doww5O° 2012 VS. 2017 OJD has lost 12.5% of its staff over the last 10 years OJD STAFF RESOURCES SINCE 2007-09 Effectively 215.5 FTE (12.5%) fewer positi©n. in 2017-19 than in 2007-09 1750 1700 • 1650 us • 1600 1550 O 1500 1450 1400 2007- 2009- ' 2011 09 11 13 TE 1717.5 1617.4 ▪ 461-18.Y-C� Effective FTE Based on 6.5% 2013- 2015- 2017- 15 17 19 1555.3 1502 1529.3 1531.6 See next page What Does a Healthy Court System Mean to Oregon? Funding the Chief Justice's Recommended budget would: • Prevent further decline in court services o Fill 80 staff positions currently held vacant due to budget reductions o Maintain 19 staff in treatment courts statewide • Provide timely justice - stustb cowclu.des weed ts otdditt owal,3udges o 14 new judicial positions to meet time standards for kids in foster care o 78 new staff positions to achieve access objectives (phones answered, counters open eight +41-1 t hours per day; judgments entered within 72 hours; arrest warrants recalled within 24 hours) =YES !! • Provide safe and secure courthouses (mostly bond funded) o Open the new Multnomah County Courthouse and begin construction for new, safe , E,sy Gou.rtHou-9 courthouses in Lane, Clackamas, Benton, and Linn Counties 4- ‘g tLawwL .pescy,utes weed * 1ne�P o Maintain minimum security standards in every courthouse eX'pawsLowe v� o Provide seismic protections and system upgrades for century -old Supreme Court Building • Support recruitment and retention of high-quality lawyers to the bench o Making judicial salaries competitive with other senior lawyers in Oregon (see chart below) ■ Oregon circuit judges are 46th in the country for cost -adjusted salary o Ensure future income equity by linking Oregon judge compensation to a percentage of the salary received by U.S. District Court judges Healthy justice systems ensure an attractive path to the bench $170,000 $160,000 $150,000 $140,000 $130,000 $120,000 $110,000 $100,000 cvoutes .41 04,500 C,0 J t 1-6 Otegon z- Sr_ Asst. AG arc C twit t Jud Federal t4 Fed Circuit I,. davit ricii Sr. Pub Def. Courthouse Expansion Address: Area: Building(s): 1 100 NW Bond Street Bend, Oregon 97703 38,000 SF Original Building - 1977 PROJECT DESCRIPTION Deschutes County Fund 143 - Potential Future Capital Projects GENERAL CAPITAL RESERVE - FUND 143 In 2014, Deschutes County completed the initial programming phase to determine the types of space and square footage that would be required to meet the needs of the Circuit Court through 2035. The programming resulted in a proposed expansion of approximately 38,0000 square feet: a main floor of 9,000 square feet, two upper floors of 10,000 square feet, and a basement of 9,000 square feet. The expansion plan includes two complete courtroom sets, space for two additional courtroom sets, secure parking in the basement, and space for court programs and staff. The Courthouse Expansion would require the use of the property adjacent to the existing courthouse. The property is zoned PF, Public Facilities, and the proposed use would be an outright permitted use. No land use other than a standard site plan would be required. Preliminary space needs assessment has been completed. Complete design and construction documents, permitting, and award of a construction contract would be required prior to proceeding with construction. The preconstruction process would take approximately twelve to eighteen months to complete. The project may require the disassembly, relocation and re- construction of the AJ Tucker Building (aka: Stone Building), which is on the local historical register. PROJECT TIMING HB 2065 includes new judge positions, including a judge position for the Eleventh Judicial District, Deschutes County. If HB 2065 is approved, the election of the judges would be in 2018 and the successful candidates assuming the duties of the new office would occur in January 2019. If HB 2065 passes and the bill includes adding a judge position for the Deschutes County Circuit Court, Deschutes County should immediately begin design and construction of the Courthouse addition. POSSIBLE FUNDING SOURCES Fund 143, contribution from the State of Oregon, Transient Room Tax (TRT), voter approved tax levy for General Obligation Bonds (GO Bonds), Full Faith and Credit Bonds, County General Fund, County land sale proceeds, contribution from partner agencies Deschutes County Potential Capital Projects GENERAL CAPITAL RESERVE — FUND 143 PROJECT BUDGET ESTIMATE Jefferson County's Courthouse cost $14.1 million for a 30,800 square foot building - $458/square foot. The Courthouse was constructed in 2015. Estimated Square Footage Estimated cost per square foot Estimated Cost 38,000 $480 - $520 $18 - $20 million ADDITIONAL IMAGES 2 Cvi LLeve' evu 2 1'-0" ? l0! F GnG. ,,INTExax+curn.,E� - {j S.s if iiiiilll GIJ }� I 4 tv;F s3 v SuPPORT <ttSG 93 sF 05 Cvi LLeve' evu 2 1'-0" ? l0! F GnG. ,,INTExax+curn.,E� - Representative Jennifer Williamson, Chair House Judiciary Committee Oregon State Legislature Salem, Oregon BOAR LI, January 29, 2019 RE: HB 2239 - Increasing the number of Circuit Court Judges in certain Judicial Districts Chair Williamson and Members of the Committee: The Deschutes County Board of Commissioners strongly urges you to pass HB 2239 out of Committee. Like many Circuit Courts in our state, Deschutes County Circuit Court is severely hampered by a lack of necessary judge and staff positions. Deschutes County has been the fastest-growing county in Oregon for the past decade, but the number of Circuit Court judges provided to the 11 t" Judicial District has not kept pace with this growth. In fact, the population of Deschutes County has increased 45 percent since the last judge was added in 2003 (57,000 residents ago). As you may know, the Deschutes County Circuit Court is one of the most under -resourced courts in the state in terms of both judges and staff. The 2015 Oregon Circuit Court Judicial Officer Workload Assessment Study estimated that the Deschutes County Circuit Court needs 2.6 additional judges and 10.9 additional staff. Should the legislature add an additional Judge to the 11th Judicial District, the Court would designate that Judge as a trial judge with several effects: First, it would support the following efforts undertaken by the Court to improve outcomes and meet time standards in juvenile dependency cases by allowing the court to: • Ensure that a single judge hears all dependency matters, which would provide consistency for the families involved in these cases; • Serve as a pilot site for the Differentiated Case Management project that is intended to reduce the number of children who are in care for longer than two years; 1300 NW Wall Street Bend, Oregon 97703 t (541) 388-6571 @ board@deschutes .org @ www.deschutes.org and, ■ Establish a daily set time for shelter care hearings as part of the Oregon judicial Department's efforts related to the budget note in HB 5006. Second, it would increase the amount of judge time available to hear contested shelter care hearings and termination trials. Finally, the addition of another trial judge would reduce the time to trial in criminal cases, which are currently being set out six months. In Deschutes County, this is increasingly creating a risk to public safety as cases, primarily DUII's, approach statutory deadlines for trial and are in danger of being dismissed. The Commission appreciates your efforts to work with the Judicial Branch and support safe families and communities for our children. We strongly support HB 2239 and hope the state will recognize the growing and immediate need we have for a judge and judicial staff in Deschutes County. Please feel free to contact us if you would like additional information. Sincerely, The Deschutes County Board of Commissioners Phil Henderson, Chair Patti Adair, Vice -Chair Anthony DeBone, Commissioner Cc: Rep. Mike McLane Rep. Cheri Helt Rep. Jack Zika Rep. Daniel Bonham Sen. Tim Knopp Sen. Dennis Linthicum Sen. Cliff Bentz Hon. Martha Walters, Chief justice Ms. Nancy Cozine, State Court Administrator Judges of the 11th Judicial District BOCC Planning Session Future Capital Needs Discussion January 29, 2019 General County Projects - Fund 070 (formerly 142) 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 (formerly 143) 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. • FY 2019 projection: $ 11,637,517. The list below of potential/identified projects includes projects identified by staff, but not approved by the BOCC. Fund 060 Potential Projects Estimate for Budgeting Purposes Public Safety Campus projects (near term: P&P/Work Center remodel and expansion, community service shop, parking, Stabilization Center) $ 7,000,000 OSU Extension/4H building loan $1,000,000 Courthouse Expansion $19,000,000 Relocation of AJ Tucker Building $400,000 Courtroom remodels (4) $1,000,000 Underground Injection Control (UIC) $2,100,000 Deschutes Services Building Parking Lot $1,500,000 Deschutes Services Building Parking Garage TBD North County Campus $6,000,000 Future Jail Expansion TBD Total $ 38,000,000 Note: the budget estimates above are very preliminary project estimated costs and based on May 2017 construction costs (except for the Public Safety Campus projects). Project costs will be refined once a project is approved. Also, project costs will need to be adjusted based on construction cost inflation. TO: The Deschutes County Board of Commissioners FROM: Road Department / Administration DATE: January 30, 2019 SUBJECT: Harper Bridge Update BACKGROUND South County's Harper Bridge boat launch is (and has been for years) a popular destination for locals and visitors to access and float the Deschutes River. Its popularity, combined with a lack of established parking, has caused traffic congestion and parking issues on Spring River Road and has sparked concern over pedestrian safety, degradation of the river bank and trespassing on nearby private property. In June, staff presented the Board with a history of the Harper Bridge site and outlined five potential options for Board consideration. The five options included: • Maintaining the status quo, including seasonal reduced speed limit adjustments, radar feedback signage and rumble strips. • Restricting parking at the site by utilizing signage and barriers on Spring River Road and leaving a small loading zone. (Estimated to cost $10,000). • Restricting parking on Spring River Road, improving loading zone areas (paved) at the northeast and southeast corners of the bridge, and pursuing the feasibility of a shuttle that would run from a nearby parking lot to the bridge. (Estimated to cost $50,000). • Pursuing a lease agreement with the Sunriver Owners Association or Crosswater to build a parking lot near the bridge. • Widening Spring River Road to accommodate 50 parallel parking spaces along Spring River Road. (Estimated to cost $210,000). At the conclusion of the June meeting, the Board requested that staff solicit additional feedback from key stakeholders and that staff bring back additional information on the proposed parking concept. In August, staff presented an overview of stakeholder feedback as well as additional details on the proposed parking concept. The proposed parking concept (1 A) calls for the widening of Spring River Road to accommodate improved parallel parking, which would create more space for cars to park without occupying the adjacent bike and travel lanes. The proposed concept would also provide an additional buffer for pedestrians and cyclists. The estimated project budget for Option 1 A is $210,000. Since the August 15 work session, staff has also developed a second, alternative option for the Board's consideration (1 B) in which the Road Department would widen and improve the existing gravel shoulder and clear roadside vegetation. This would create a more comfortable environment for rural roadside parking without an improved paved surface. The estimated project budget for Option 1B is $110,000. At the conclusion of the August 15 work session, commissioners asked staff to work with Commissioner Henderson to investigate alternative options and gather background information on those options from key stakeholders, including neighboring property owners. STAKEHOLDER FEEDBACK Commissioner Henderson and County Administrator Tom Anderson met with a variety of stakeholders, including: Sunriver Owners Association (SROA) - Bob Nelson (President) and Hugh Palcic (General Manager) We discussed the history of conversations between the county and SROA on the scope of the problem, along with potential solutions involving launch facilities. More recently, SROA has constructed its own marina, and has partnered with Sunriver Resort on the transport of floaters from the marina to the Harper Bridge area (dropping off within Sunriver and not on Spring River Rd), and from the Circle 7 takeout back to the marina. SROA therefore believes it has addressed the needs of its owners with respect to river amenities. Due to the impact on neighboring properties, they do not appear to be particularly amenable to the concept of leasing common area land to the county for the construction of a launch facility off of Spring River Rd. They did describe an ongoing concern however with respect to floaters exiting the river and illegally trespassing on privately owned land. This has been an ongoing problem for their owners. They indicated that if the county could help address that issue, they would be more willing to consider the idea of a land lease at Harper Bridge. The only practical way of the county providing help may be to work with the Forest Service on improving access on the west side of the river, thereby decreasing the need for floaters to trespass on the east side. In response to a request for review, SROA added the following text: SROA has long been acutely aware of the safety issues related to this area as well as the growing concerns regarding degradation, traffic, and trespassing on private land. These conditions were exacerbated by the apparent land use failure surrounding the upholding of land use conditions of approval for the initial Crosswater development. Such condition required the dedication of land specifically for a public boat launch area by the Crosswater developer. These concerns were further compounded by the unilateral closure of a former public river access site at Sunriver Resort's Marina. More recently, SROA has constructed its own boat launch facility, and has coordinated with Sunriver Resort on the transport of floaters from the marina to the Harper Bridge area (dropping off within Sunriver and not on Spring River Rd), and from the Circle 7 takeout back to the marina. SROA therefore believes it has removed the majority of its members and guests from the Spring River roadside parking/safety equation, alleviating some of the congestion within that area. Due to the adverse impact on neighboring properties and the fact that previous Spring River roadside vehicle counts conducted by SROA have determined a parking demand (not including boat trailers) at more than two times the capacity of any previously proposed footprint for a potential lease area on SROA commons, SROA is not particularly amenable to the concept of leasing common area land to the county for the construction of a launch facility off of Spring River Road. In addition, SROA has described an ongoing concern with respect to floaters exiting the river and trespassing onto/over privately -owned land within Sunriver miles downstream from Harper Bridge. This has been an ongoing problem for SROA owners, law enforcement and SROA staff. They have indicated that if the county could help address that issue, they could be more willing to consider the idea of a land lease at Harper Bridge. Deschutes National Forest - John Allen and Kevin Larkin John and Kevin were engaged in speaking to the county about the problem. They acknowledged however that the Deschutes River in that area is designated a Wild & Scenic River under federal law, meaning that there are limitations on the number and scope of improved access points on the river. They indicated that that the limit had already been reached, which precludes any new access points on federal land, and limitations on what may be done to expand existing access points. This includes the Besson launch area, which is one of the few alternatives in the area to Harper Bridge. They were skeptical that any improvements could be done at Cardinal Bridge, which is downstream of Besson and serves as an emergency egress road for Sunriver. They said it would likely take at least five years to update the Wild & Scenic River Plan for that area of the Deschutes. They said that they would consider the matter further however, and would visit various formal and informal access points along the river in their research. Sunriver Resort - Tom O'Shea Mr. O'Shea is keenly aware of the public safety issues at Harper Bridge, and is genuinely interested in helping with a solution. He has discussed in the past the possibility of Sunriver Resort contributing financially to a public launch facility. He acknowledged however the limitations with respect to available land for such a facility. He suggested several other sources of information on the history of Harper Bridge usage, as noted below. • Rob McGowen, Sunriver Resort Recreation Director (Anderson only) - Rob confirmed that the river is a 'hot commodity' these days. He believes at least part of the increase in floaters in recent years is the recent prohibition of alcohol on the popular float near the Old Mill District in Bend. He confirmed that the limited public access points for the general public between Harper Bridge and Circle 7 has contributed to the trespassing problems. The limited public access (beyond resort guests and home owners) has pushed more people to Harper Bridge. • Robert Bennington - Bennington Properties (Anderson only) - Bennington Properties is one of the largest vacation rental companies in the area. Robert is aware of the public safety issues at Harper Bridge and is interested in a solution. He believes that Harper Bridge is an important amenity for his clients and guests. Although he is open to discussing all options, at this time Mr. Bennington believes making Harpers Bridge a drop off only and developing off-site parking and shuttle service, with regular enforcement to prevent illegal parking, is the best short term solution. Mr. Bennington would like to see a long term solution developed that addresses increasing river traffic with a high capacity public river entry and public river exit in the Sunriver area. Staff also contacted local rental shops that rent tubes to floaters: • Staff at Sunriver ToyHouse Toys rents inflatables, life vests, kayaks, canoes and SUPs for use on the river. They estimate that 50% of their business comes from locals and 50% comes from visitors who are staying at Sunriver. They will trailer inflatables to customers' put in locations but do not conduct transactions at Harper Bridge or other sites. They estimate that their trailer is at the Harper Bridge site 6-8 times per day during the summer. ToyHouse Toys staff was aware of the parking proposal that was presented to the BOCC earlier this year. They provided feedback that it would be more efficient to do angle in parking (which would fit more cars). • Staff at Tumalo Creek said their tube rentals in Sunriver are minimal (they only had six tubes available for rent at their Sunriver location this past summer) and that they aren't involved with the Harper Bridge site. PARKING ENFORCEMENT Enforcement of Loading Zone Only and No Parking designations associated with several alternatives at Harper Bridge will be critical. Harper Bridge is within the jurisdiction of the Deschutes County Sheriffs Office, and adjacent to the Sunriver Special Service District (Sunriver Police). Sheriff Shane Nelson has indicated that his office will work with County Administration to make any new restrictions function as intended. The Sheriff's Office is compliance driven, so a range of deputy actions may be used to obtain compliance, ranging from education to warnings to citations as a last resort. The Sunriver Service District (Debbie Baker, Administrator) indicated that they are willing to have discussions with the County regarding assistance with parking enforcement, but she indicated that SSD would likely require some kind of compensation for their work. There would also have to be a legal mechanism to allow them to work outside of their jurisdiction. Baker said it is important the Board understand that when activity at the bridge is heavy, so is the activity down river within the boundaries of Sunriver. Sunriver's population can increase by 25,000 due to visitors in the summer months, which puts a strain on SSD's resources. Police officers frequently deal with trespassers and parking problems associated with floaters. She says the district wants to be good partners addressing the problem but realistic in its ability to address violations outside of our jurisdiction with existing resources during peak months. NEXT STEPS Staff is bringing this summary of follow-up discussions and a summary of the initially proposed options back for further Board direction and discussion. Staff seeks Board direction on the following options: • Move forward with proposed parking/safety options. This could include adoption of the initially proposed option (1 A) or adoption of a second option (1 B). • Move forward with loading zone improvements only, and prohibit parking elsewhere* • Prohibit all parking/loading at the site* • Defer a decision on the issue for further consideration / research • Other *Neither of these options would prohibit pedestrian access to the river. ADDITIONAL CONSIDERATIONS In addition to the options presented above, staff could also pursue the following options to help mitigate the public safety issues at Harper Bridge: • Develop materials to enhance public education about access points, such as a website, materials for property rental companies and local businesses. • Spearhead an effort for temporary staff to monitor parking during busy summer weekends. Spring River Rd\thug\CD-180112-PPDD.dvig rue May 22, 2018 - 8:54om DonL S.. \Land Projects\180112 Des 1 2 1 3 1 4 1 5 1 6 COPYRIGHT 2018 A B C • ROPOSED SAWCUT 4' DELINEATE BIKE LANES OFF EXISTING INTERIOR WITH DIFFERENT PROTECT EXISTIN BIKE LANE STRIPE COLOR SURFACING, TREE IN PLACE TYPICAL ESCHUTES COUNTY FIRE NSTALL 8" WIDE ACCESS AND GATE NSTALL BIKE WHITE STRIPE, TYP STENCIL (BS), TYP 'OW • EMOVE EXISTING SIGN HV/A, Inc. :4,a xauu+. ,1ZZ_ s NC ...w.v ALL RIGHTSmRESERVED A 080' .e.... . 60' LOADING ZONE 20' 20) PARKING SPACES X E - 6 tP NO PARKING (5)PARKING SPACES —% . 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I I I f I I I 4155 c 4150 , : , : , , , , , 10+00 10+50 11+00 11+50 12+00 12+50 13+00 13+50 14+00 14+50 15+00 15+50 16+00 16+50 17+00 17+50 18+00 18+50 19+00 19+50 20+00 20+50 21+00 21+50 22+00 22+50 23+00 a e a v 4- v c c 4 4-- 4- ;4 v c v a 4 a < a 4 a o qg v - a - a o 4 ry a a a - a m a - a 4 a a a a 7,4 o 4 c v 4 LEGEND SPRING RIVER RD PROFILE, STA 10+00 TO 23+00 TAX LOT LINE LOCATION) ASSESSOR'S (APPROXIMATE SCALE' HORIZONTAL 1" =50' / VERTICAL 1" = 5' 00 OVERHEAD POWER UCP UNDERGROUND POWER 00-- COMMON TRENCH- TV,PHONE.POWER GAS --- UNDERGROUND GAS LINE .51 UNDERGROUND SEWER LINE Ps UNDERGROUND SEWER FORCE MAIN ROPOSED AGG SHOULDER, 0 UNDERGROUND STORM DRAIN DISTANCE BETWEEN ROW 70* UNDERGROUND TELEPHONE LINE VARIES FROM 0' MIN - 5' MAX TV - UNDERGROUND CABLE TV LINE • ROPOSED EP w-- UNDERGROUND WATER LINE Ga GRADE BREAK XPENCE -WIRE PARKING NOTES: R_vi510u5 ---0 FENCE - CHAIN LINK ROW ROW - DESIGNED BY -o FENCE -WOOD SLOPE ROW WIDTH VARIES 24' . 25 PARKING SPACES EACH SLOPE ASPHALT PAVING EASEMENT 8' SIDE OF ROAD EASEMENT 1 TO CL ( L• CONCRETE ROAD 16'2 Z---+v� 1. 3 16'3 08+05 BY: DWL 1'SHOULDER 15. ROADWAY WIDENING EXISTING ROADWAY EXISTING ROADWAY 15' 1'SHOULDER CHECKED 8, MPD ❑. CATCH BASIN ROADWAY WIDENING "T1g , t 5' 0 LIGHT ' E GUY POLE/ANCHOR \ ,_OY v n. LAWCUT ,_� _ ,� A/< �' 7 ..` 1' SAWCUT .r ,., .,. .; tP�.T.r f 2_y% .n,-r „�,,,T, 1 Ix —TRAVEL LANE 11' / CCNTCRLINC RO POSEDB SCALE: AS SHOWN FILE: CD-180112-PPOO.dwg -0- UTILITY POLE �% _. _ __ _ 2 I WHITE STRIPE, TYPICAL \> D DAM 2018.04.06 ® ELECTRIC TRANSFORMER & CONC. PAD ,1 _ 11' TRAVEL LANE-- O ELECTRIC SERVICE O CABLE ERVICEIRISER 0 1 EXISTING ROADWAY, 1X TELEPHONE RISER 3" LEVEL II 1/2" DENSE DEPTH OF AC AND AGG. 3" LEVEL II 1(2" DENSE 5' I f 8U. -._ TELEPHONE seer C2.0 OT TELEPHONE MANHOLE GRADED ASPHALT GRADED ASPHALT I-8[3' 3. ROPOSED EP BASE ARE UNKNOWN -,-- 8" COMPACTED AGG. BASE AGG. BASE ROAD SIGN 8" COMPACTED i''II t.--II 6 MAILBOX T J 6; '£, 24' -,` --1620-- CONTOUR LINE, 1' INTERVAL ROADWAY WIDENING TYPICAL SECTION LODGEPOLE PINE TREE. SIZE NOTED SCALE 1"=5' f OW �ROPOSEDAGG SHOULDER, DISTANCE BETWEEN ROW TREE TO BE REMOVED ROADWAY WIDENING DETAIL VARIES (0' MIN - 0.75' MAX) SCALE: 1 "=5' IMO 180112 1 1 2 1 3 1 4 I 5 1 6 Current Concept: Enhanced Parallel Parking 7'r1*WitiifSilUltttltitttIMNINISMIOSSOIN411Slif Widen road within existing ROW SLOPE EASEMENT 1' SHOULDER 15 ROADWAY WIDENING 40, asa.' —.ditstanyfur 3" LEVEL II 112" DENSE GRADED ASPHALT 8" COMPACTED AGG. BASE 15' SAWCUT EXISTING ROAD AY ROW WIDTH VARIES ROAD 15'1 EXISTING ROADWAY VAP 7.4 15' ROADWAY 'WIDENING 1.1 OW 1 SLOPE EASEMENT 1' SHOULDER EXISTING ROADWAY, DEPTH OF AC AND AGG, BASE ARE UNKNOWN ROADWAY WIDENING TYPICAL SECTION 311 LEVEL II 112" DENSE GRADED ASPHALT 8" COMPAC ttD AGG, BASE Current Concept: Enhanced Parallel Parking kLilitoZeWtlLviKK.;EifmfVfnlrWattlWMMInaaMaMk, goZNMZNlttUitif•TaICSMtatOWIINlr ..ftellitnigatINVONTIMMIStiaoLk$AZIONNSZEtaltifieMINVantaitentealVig Buffered bike lanes with excess pavement width to provide space for car doors, walking, etc. PROPOSED EP 24' "4 --TRAVEL LANE 11' f GENT-EEFINi& 11' TRAVEL LANE--0,- PARKING NOTES: • 25 PARKING SPACES EACH SIDE OF ROAD PROPOSED 8" / WHITE STRIPE. TYPICAL ROW ROADWAY WIDENING DETAIL -PROPOSED EP N ----PROPOSED AGG SHOULDER, DISTANCE BETWEEN ROW VARIES (0' MIN - 0.78' MAX) SCALE: 1".=.5' A ksk,41.5. 1/28/2019 Deschutes County Stabilization Center Project Holly Harris — Program Manager, Health Services A national initiative to reduce the number of people with mental illness who end up in jail Association of Counties asking jurisdictions to action in their communities on this issue. Provides a framework for addressing the issue which can include: equential Intercept Mapping ata Tracking iversion 1 1/28/2019 Project Overview: The Deschutes County Stabilization Center (DCSC) is a collaborative effort between Deschutes County Health Services (DCHS) and the Deschutes County Sheriff's Office (DCSO). Goals: • To reduce the number of individuals with Serious Mental Illness who end up in the criminal justice system • To reduce the number of individuals going to the Emergency Department (ED) for mental health crisis. • To provide a place for Law Enforcement (LE) to quickly bring someone in a mental health crisis so LE can get back to their duties. • To help people experiencing a mental health crisis stabilize in their community and become connected to resources so they engage in mental health treatment and regain a better quality of life. Project Activities To -date: • Site Visits - Project Team Reps have paid visits to several other sites including locations in Oregon, Washington, San Francisco and Kansas City in an effort to collect ideas and best practices. • Permits & Site Selection - We have identified a site and have begun the RFP process to hire an architect. • Floor Plan - In partnership with Facilities, we have developed a floor plan which will be further modified once an architect is hired. • Staffing — A staffing model has been outlined and FTE needs determined. • Business Plan —A business plan has been developed to be utilized in our efforts to educate partners and explore potential funding options. Capital requirements have recently been met. 2 1/28/2019 is oA A xti IIL l� ,Iu 11 bra rev 3 d...,. C _rI,. MI . STAFF DECK - r i p`ry 55 , C_ F�9 1,1 1 1 .r _1°.� �� .�,.ill c 'llII WGni :1•_ 1:-.') 1 CR o 1I - - -C,. _ -__ >.°.y.J ...w,.a..� CR CR I °.w II u ..� G.� I I x.n I ,:q- LJ CR CR LJ u p� 3 1/28/2019 Projections Stats for DCSC • Estimated 367 people per year could be diverted from the ED to a stabilization center, or approximately 1 person per day. • Estimated 692 individuals per year, or approximately 2 persons a day will be appropriate to divert from the ED for 23 -hour respite, with some more appropriate for sobering • Estimated 110 individuals per year diverted from jail • Estimated additional 3,592 total individuals served by Crisis programs annually or approximately 10 people per day, based on annual projections for the DCSC Total estimate is that DCSC will serve 4,761 individuals or approximately 10 to 13 individuals per day (24/7). 4 1/28/2019 Timeline & Next Steps In the interim, the clinical project group will be working on the programming aspects of the project as outlined below: VReview of the site visits VDCSC philosophy ✓Policy & procedures / standard operating procedures (sops) for the facility VSafety & security needs and protocols for the facility Gantt Chart Timeline Deschutes County Stabilization Center ety Campus Master pian Development Site Selection & Approval Civil Design Archuechtural Contract and Schematic Design Archltechttnal Budget and Po milting Bre4Onntrucuon Construction Infrastmgme Setup 1 Furniture, Fixtures & Equipment Occupy Spate Solt Open 4/11/2018 4/11/2019.•'. 10/24/20181 12/5/20181 12/21/20181 4/25/2019 12/31/2018 3/20/2019 3/21/2019! 8/7/2019.: 2/28/2019; 8/7/2019' 8/8/2019 12/25/2019 12/20/20191 12/31/2019 12/25:120191 12/30/2019 12/30/2019; 12/30/2019, Timeline Is dependent upon the following qualifications: 1.) Board of County Commissioner approval of the Stabilization Center project and 2.) City of Bend permit approval and the estimated permit review durations C I Rel _ 1f9ty MasW l8 9 098eloyxne 8 i1 849918 9,118 099I8. tan 19 4 (19 M 19 ('919 lan 1) Atc 8 f8,1, 7 u..a.t 0999 A te:h:9x 1 t a+W C9.en ,g F(atc.^;a:uc�-: Ccnsa:,ru;, 8 809779199 09`7(9 9(18) Soft 0199 ..._ stmctc�i 99iup 1 ec,ry ociatcd<:ontracts zahv 5 1/28/2019 1. Mental Health/Safety Concern 2. Crisis Walk -In 1. Need detox 14 -day diversion 12. Discharge for treatment 3. Needs further service but not acute enough for hospital 4. Discharge from Sageview or ER Decompensate 2. Goes into crisis/need stabilized 3. Engagement prior to discharge 1. POH due to MH or Safety 2. Cite & release crime; voluntary without cite 3. Charged with crime Jail 1. Discharge & need MH t/a diversion services 2. Discharge for Treatment 1. Acute enough to need MH/Med H 2. Needs longer than 23Hrs detox 3. Connect for ongoing treatment 4.Violent becomes non-violent. Was picked up on crime 5. Existing treatment relationship, low mod need. 1. Safety concern/AH to hospital 2. Detox needed; Need longer respite than 23Hrs 1. Danger to self or others. 2. Safety concerns 6 DESCHUTES COUNTY MARIJUANA PROGRAM OVERVIEW 2014 Deschutes County voted in support of Ballot Measure 91 with 51.6 percent vote. However, rural/unincorporated county residents voted 54.6 percent against Ballot Measure 91. 2015-2016 The County developed TPM (time, place, and manner) regulations per HB 3400 to encourage then - medical marijuana grow sites to convert to the recreational program to mitigate adverse impacts (odor, lighting, etc.), and to allow this emerging industry in the County. The TPM regulations also addressed the County's unique rural land use patterns, zoning, small parcels, lack of vegetation (natural buffers), and more. The County created a Marijuana Advisory Committee consisting of marijuana growers and representatives, rural residents, and others to help develop TPM regulations. During this process, the County temporarily prohibited (opted out) of allowing the six categories of state licensed or registered marijuana businesses in the unincorporated area. 2016 The Board of County Commissioners (Board) adopted the TPM regulations, rescinded the opt -out ordinance, and agreed to evaluate the new program after one year. The regulations were not appealed to LUBA. At the time, Deschutes County was the easternmost county in Oregon to opt in to the recreational marijuana program. After the initial TPM regulations were implemented, a marijuana grower brought a declaratory judgment action in circuit court. That case was voluntarily dismissed by the grower because the TPM regulations are land use regulations, and thereby not within the circuit court's jurisdiction to review. Later, aggrieved neighbors also appealed the approval of a marijuana production greenhouse to LUBA. LUBA affirmed Deschutes County's interpretation and application of the TPM regulations in that case. 2017-2018 The County conducted and completed an evaluation of its marijuana program in the spring of 2018. The evaluation encompassed data analyses, outreach to public agencies (OLCC, OWRD, ODA, OHA, and the Deschutes County Sheriff and Code Enforcement), industry and rural resident focus groups, an online survey, and public hearings. 2018 At the end of the evaluation period, the Board initiated amendments to the County's marijuana land use regulations, including conducting public hearings. The Board adopted the amendments in November 2018, which are currently under appeal to LUBA. Overview of Amended Deschutes County Time, Place, Manner (TPM) Regulations • Clarified requirements for odor/noise mitigation • Increased requirements for water usage documentation • Increased annual reporting requirements/inspections • Increased public notifications to nearby neighbors • Increased time to appeal decisions • Increased separation distances and added additional categories • 11 pending Additional changes apply to the MUA-10 Zone, Setback Distances, Lighting Recreational Marijuana Applications: September 2016 - January 2019 • 49 production approvals (19 OLCC-licensed) • 7 processing approvals • 3 wholesaling approvals • 2 retail approvals (a third approval is pending) • 7 denials • 11 withdrawals • 11 pending For more information: www.deschutes.org/marijuana Deschutes County 9-1-1 Radio System Enhancement Plan 1 Primary Goals 1.1 Establish a logical and trackable plan to lead toward the holistic long-term enhancement of radio system operation for users of the Deschutes County 911 Radio System. 1.2 Generate quantifiable improvements of system operation and user acceptance. 1.3 Develop a roadmap to further enhance operations and technologies. 2 Actions 2.1 Develop Current System Baseline — 01/31/2019 2.1.1 Conduct Digital Audio Quality (DAQ) validation drive test 2.1.1.1 City of Bend — 10/3-10/4 2.1.1.2 County -Wide —10/10-10/12 2.1.2 Conduct Bit Error Rate (BER) measurement drive test 2.1.2.1 County -Wide —12/17-12/21 2.1.3 Capture PTT Activity & Measure System Reliability 2.2 Publish System Baseline and Peripheral Policy — 02/28/2019 2.2.1 Compare Harris contract and referenced materials i.e. proposal to Baseline 2.2.2 Compare proposed coverage vs actual 2.2.3 Produce System Baseline Package 2.2.4 Produce User/Service Level Agreements 2.3 Quantify operational performance of subscriber fleet — Ongoing 2.3.1 Implement Over -The -Air Diagnostix tools 2.3.2 Cross -Reference radio performance with trouble tickets 2.3.3 Develop a subscriber alignment plan for fleet 2.4 Cutover Fire fleet to P25 — 04/01/2019 2.4.1 Install P25 radios in fleet 2.4.2 Develop Dispatch operation plans for Fire 2.4.3 Conduct user training 2.5 Complete Overturf Build -Out — 06/01/2019 2.5.1 Conduct Public Awareness Notification 2.5.2 Finalize Site Plans 2.5.3 File for permanent FCC licensing 2.6 Develop Ideal System Landscape — 06/01/2019 2.6.1 Interview Agency Leadership for desired state feature/function 2.6.2 Publish Public Safety "best practice" white paper 2.6.3 Develop a benefit to cost analysis of desired state 2.7 Publish Future System Expansion Plan — 06/30/2019 2.7.1 Develop RFP/RFQ 2.7.2 Develop Maintenance plan for system and subscribers 2.7.3 Initiate Site Acquisition process 2.7.4 Initiate FCC Licensing process w. w2 Deschutes County 9-1-1 oil Strategic Plan for 2018 — 2021 1 Primary Goals 1.1 Improve the capability and reliability of the emergency back-up facility. (2020-2021) • Explore collaborating 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. (July 2019) • Hire, train and deploy telecommunicators for when 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. (In Progress) 3.2 Add three consoles to the dispatch floor to improve the District's call taking capacity. Complete 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) Complete • Refine the existing RMS agreement to verify funding allocations; required data entry standards; user responsibilities; and system administration and security requirements. 3.5 Complete Overturf Butte Permanent Site (July 2019) 4 Objectives — Administrative Services 4.1 Develop a policy for capital and operational reserves. (April 2019) 4.2 Continually evaluate personnel to back-up existing roles and for succession planning. (Ongoing) William Mullins 0' 0 00 0 ro • u E 0 tfj QJ @a�9 u C v 0 7 41 N C N 3 E co o Q, O et t▪ i • V H \i' G1 4n c LL 0 4; H N W a 0 E O M V C 0 0 N N