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2019-302-Minutes for Meeting May 28,2019 Recorded 7/12/2019-�Eso� Recorded in Deschutes County �� BOARD OF Nancy Blankenship, County Clerk �"J201 9-302 ` Commissioners' Journal 07/12/2019 4:30:30 PM COMMISSIONERS �TEse III 1300 NW Wall Street, Bend, Oregon 2019-302 (541 ) 3 88-6 570 FOR RECORDING STAMP ONLY 9:00 AM TUESDAY, May 28, 2019 ALLEN CONFERENCE ROOM Present were Budget Committee Members Bill Anderson, Mike Maier, and Bruce Barrett. Commissioners Phil Henderson, Patti Adair, and Anthony DeBone. Also present were Wayne Lowry, Finance Director; Andrea Perkins, Budget Analyst; Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; and Sharon Keith, Board Executive Assistant. Several staff and identified representatives of the media were in attendance. This meeting was audio recorded. CALL TO ORDER: Chair Barrett called the meeting to order at 9:02 a.m. Election of Chair: A unanimous vote reelected Bruce Barrett as chair. Approval of Minutes: Commissioner DeBone moved approval of the Budget Meeting Minutes of April 23, 2019 and May 14, 2019 as presented. Commissioner Adair supported. The motion was approved unanimously. Chair Barrett opened the public meeting. County Administrator Tom Anderson presented the fiscal year 2020 County Goal and Objectives and reported there were not many changes made to the goals and objectives at this year's BOCC Planning Session. BOCC MEETING MAY 28, 2019 PAGE 1 OF 3 Finance Director Wayne Lowry presented the fiscal year 2020 Proposed Budget Notes on Financial Issues. Mr. Lowry reported on PERS Costs and Reserves and the impact to departments. The Deschutes County room tax distribution and operating appropriations was reviewed. County Administrator Tom Anderson presented the Deschutes County department significant issues. RECESS: A recess was taken at 10:43 a.m. and the meeting was reconvened at 10:54 a.m. Economic Development of Central Oregon: EDCO members Roger Lee and Jon Stark presented the regional update. A copy of the presentation is attached to the record. The recruitment for a Sunriver La Pine director is in process. Mr. Lee reviewed the proposed budget. Central Oregon Visitors Association: Julia Theissen, Executive Director and Board Members of COVA presented the update including tourism and economic impacts to Central Oregon. A copy of the presentation is attached to the record. The proposed budget was reviewed. County Assessor's Office: County Assessor Scot Langton presented the proposed budget for the County Assessor's Office. Mr. Langton spoke on the appraisal process. Based on the calendar year and the fiscal year difference, the needs of the Assessor's Office are typically assessed in the fall. County Clerk's Office: County Clerk Nancy Blankenship, Recording Supervisor)eff Sageser, and Elections Supervisor Stephen Dennison presented. Clerk Blankenship reported on the FTE history of the department. Passport applications have increased. The department proposes upgrades to computers and servers. RECESS: A recess was taken at the time of 2:27 p.m. and the meeting was reconvened at 2:38 p.m. BOCC MEETING MAY 28, 2019 PAGE 2 OF 3 Health Services: Health Services staff presented the proposed budget and the department's strategic goals and requested staff increases. A total of 5.8 FTE was proposed by the department along with an increase of 3% for environmental health fees. Schedule: The committee discussed changing the schedule for the week to include the General Fund and PERS discussion that had to be moved to an agenda on another day during the week. The Board would like to leave early on Friday to attend the funeral for Medal of Honor Recipient Bob Maxwell. RECESS: The meeting was recessed at 5:04 p.m, and will be continued at 9:00 a.m. on Wednesday May 29, 2019. DATED this Day o 2019 for the Deschutes County Board of Commissioners. HILI e�ENDERSON, CHAIR o ATI ADAIR, VICE CHAIR munik t `r i 1 €0 i \,=411411t ✓ . F `...} ,-: S.t .3 a BOCC MEETING MAY 28, 2019 PAGE 3 OF 3 BUDGET COMMITTEE AGENDA TUESDAY, MAY 28TH, 2019 • Elect Chair 9:00 am • Approve minutes from Health Services Meetings 9:15 AM -10:30 AM Deschutes County Budget Proposal 10:30 AM -10:45 AM • Open public meeting • Deschutes County Budget Proposal BREAK 10:45 AM — 11:15 AM j Economic Development of Central Oregon (EDCO) 11:15 AM — 12:00 PM I • COVA 12:00 PM- 12:30 PM LUNCH 12:30 PM — 1:15 PM I County Assessor's Office (Program Budget Tab 4/Page 114) 1:15 PM — 2:00 PM 2:00 PM — 2:30 PM 2:30 PM — 2:45 PM 2:45 PM — 5:00 PM Introductions Budget discussion County Clerk (Program Budget Tab 4/Page 120) • Introductions • Budget discussion • Capital Request (Program Budget Tab 8) General Fund and PERS (Program Budget Tab 2/Page 82) • Introductions • Budget discussion BREAK HEALTH SERVICES (Program Budget Tab 5/Page160) • Introductions • Budget discussion • Special Requests (Program Budget Tab 14/Page 320 CONTINUE THE DESCHUTES COUNTY BUDGET MEETING TO WEDNESDAY, MAY 29 AT 9:00 AM Page 1 v 0 N �A R � C tA F � � s _ WD bo a m FY 2020 Budget Hearings Deschutes County Budget Committee Significant Issues I. Introduction —Tom Anderson 11. FY 20 County Goals & Objectives —Tom Anderson & Board of Commissioners III. Review of FY 2020 Proposed Budget Document and Highlighted Budgetary Issues — Wayne Lowry IV. Departmental Issues • Health Services o Requested General Fund Support - $6,078,223 same as last year o Long Term Sustainability o Staffing — Special Requests o Crisis Stabilization/Sobering Station Status • Fair & Expo Center o Long Term Facility Plan o General Fund Support o New Center Director • County Clerk o Recording Revenue decline • Solid Waste o Solid Waste Management Plan o Capital Construction/Reserves o Cell 8 construction adjustment • Road Department o Capital Projects (FY 19 & long term) o SRS and PILT Funds • Community Development o Development/Permit Trends o Revenue Increase — Long Range Planning o Modest Fee Increase • Community Justice o Juvenile General Fund Support - $5,961,465 (increase of $130,450) o APP General Fund Support - $285,189 • Justice Court o Overall Finances/General Fund Support - Breakeven • Natural Resources o Central Oregon Cohesive Strategy Initiative/Coordinator • District Attorney o General Fund Support - $6,892,210 (decrease of $103,152) o New positions —See special requests • Medical Examiner o Requested Increases o Comparative Analysis • 9-1-1 o Technology Projects o No change to levy rate • Sheriff's Office o County -Wide and Rural District tax rates recommended changes o Crisis Stabilization/Sober Station o Additional Deputy related to Marijuana enforcement o Other special requests for additional positions • BOCC/Admin o BOCC General Fund Allocation - $272,044 o Audio Equipment Upgrade $30,000 • Finance o New Director o Room Tax Software Implementation • Information Technology o Phone System o Security • Legal o Additional Position Requested • Facilities o Capital Needs/Major Maintenance Plan o Courthouse Expansion Planning • Extension/41-1 o Facility Expansion Project underway o Loan for up to $1,000,000 from County over 20 years V. Fund Issues • Transient Lodging Tax Funds o Fair and Expo Reserve (30% of F&E 1% tax) o Deschutes County Sheriff ($3,151,787 year 4) o Unspent Funds at 6/30/20 — Estimated $3,685,502 • Health Benefits Trust Fund o Fund Balance o FY 2020 5% decrease proposed to Department Rates • PERS Reserve Fund o FY 2020 draw down $3,250,000 o FY 2020 Additional $2,000,000 contribution GF o Long Term Plan • Economic Development Fund o Business Loan Program/Balance Status • Video Lottery Fund o Revenue o Review BOCC Allocation Deschutes County Budget FY 2020 Proposed Budget Notes on Financial Issues General Assumptions: COLA —1.6% all groups, July 1, 2019 Health Insurance cost to Departments — 5% decrease from $1,615/mo to $1,534/mo. Employee contribution unchanged at $90/mo or $1,080/yr. Property Value increase — Countywide 5.5%, Rural 5.5%, BBR 3.0%, S/R 3.0% Property Tax Levies — Proposed Levies shown in Budget Message, page 4 Financial Policies — Section 12 page 270-275 Adopted by the Board on December 15, 2014. Policy section 1(f) is the policy on working capital balances for operating funds. The Finance Director can waive the application of the policy by considering other revenues and by looking at related reserve funds. Page 10, Budget Message indicates 6 funds were waived from this requirement including road, extension, sheriff, county fair, F&E and solid waste. General Fund Property Taxes Total revenues are estimated at $35,958,140 (page 82). The largest is property taxes of $29,474,840 at 82.0%. Higher than FY 2019 budget by $1,732,955. See page 276 of the program budget for tax rates and values of all County funds and service districts. Note tax rates are included in motions to adopt on Friday. General fund tax rate is proposed at $1.2183 per $1,000 with 1.18 going to the GF and .0383 to fund 070 for Facility Maintenance. Beginning and Ending Working Capital (page 66) Beginning balance budgeted at $11,090,000. Estimated with latest projections $11,020,311. Policy level for Ending Balance is 4 months of FY 2020 taxes or $9,682,280. Proposed budget includes $10,181,748. Transfers (beginning on page 50) Total General fund "transfers out" is $19,369,551, an increase of $965,870 over FY 2019. The largest change is the transfer to Extension 4H to fund their expansion project in the form of a loan. Changes include: Justice Court - $30,000 Community Justice -1uv + $130,450 General Capital Reserve - $214,642 Victims Assistance - $50,198 Sheriff + $35,995 BOCC + $42,194 Dog License Fund + $75,874 Extension 4H + $1,000,000 Other Funds - $23,803 Net Change + $965,870 Marijuana Taxes (part of Intergovernmental revenue on page 46) Estimated at $400,000 for FY 2020. No restrictions on use of revenue so it's in the general fund. $139,127 transfer to the Sheriff's office to fund a deputy for the second year to deal with Marijuana enforcement. CDD also receives a transfer of $150,000 of these funds for Marijuana related impacts. An additional amount of Marijuana taxes are included in a special request from the Health Department in the amount of $114,968 for a prevention specialist for La Pine and Sisters. Use of PERS Reserve fund 135 - $3,250,000. The County plans to draw down the PERS reserve FY 2020 by $3,250,000. The following table shows the current projection of drawdowns on the PERS reserve through FY 2024 totaling $20,000,000. Using these projections, the fund would have a balance at the end of FY 2024 of an estimated $2,800,000 assuming a certain level of future GF contributions. The general fund contribution to the PERS reserve included in the FY 2020 proposed budget is $2,000,000. PERS employer rates are set on a two year cycle and are expected to increase significantly every even numbered year for the next three cycles. FY 2018 FY 2019'' FY 2020 1,FY 2021 f FY 2022 FY 2023 FY 2024 1,050,000 500,000 3,250,000 2,500,000 5,100,000 4,300,000 3,300,000 Contribution to General Capital Reserves fund 060 - $1,902,267 (page 50) Fund 060 is a capital reserve. Resources held by this fund will be used for future County projects that are aligned with the goals of the BOCC. $6,500,000 is programmed to be transferred from this fund to the General CIP Fund for public safety campus phase one improvements. This includes the Crisis/Stabilization Center. Debt Service — (Tab 9) The County's bond rating from Moody's Investors Service was upgraded in April from Aa2 to Aa1. This was related to a refinance of series 2008 and series 2009 outstanding bonds and resulted in a savings of about $100,000 per year for the next nine years. Total Debt Service on page 66 $5,715,122. Capital Improvements/Equipment — (Tab 8) Improvements $29,742,723, equipment $4,442.839 and CSD's $2,736,411 for total of $36,921,973. This represents about double the amounts appropriated last year with improvements being the largest change. PERS (rates on page 7 — budget message) We expect rates to increase substantially in FY 2020 and continue to increase significantly over the next several biennium. See rates charged to departments after application of the PERS reserve for each employee type in the Budget Message on page 7. PILT and SRS Payment in Lieu of taxes and Forest Receipts/Secure Rural Schools. PILT funds are budgeted at total of $2,277,000. With the Road fund at $1,510,450, Natural Resources at $266,550 and the general fund at $500,000. PILT is normally received in mid-June and allocated to our funds in July. SRS was renewed for two years. The County expects to receive a total of $1,320,477 for FY 2020 with $915,000 going to Roads, $100,477 to natural resources and $305,000 to the county school fund to be distributed to school districts. Room Tax Funds 160 and 170 - page 197-198 in program budget. Combined rate of 8% is estimated to produce revenue of $7,670,000 for FY 2020. This is a 5.6% increase over FY 2019 budget of $7,260,000 and a 5.0% increase over our FY 2019 projection of $7,305,000. Fund 160 is old 6% and not as old 1%. Fund 170 is new 1% for the Fairgrounds. See Chart Handout showing proposed distributions. Fair and Expo — Page 135-140 program budget. Reserve fund is appropriated at $1,662,775 in anticipation of potential improvements coming out of the work that was done over the last two years to identify enhancements that will expand events at the Fair and Expo Center. in addition, the RV Park now has its own reserve fund funded from excess revenue from the Park. It is funded with a transfer of $502,000 from RV revenues in FY 2020 and then transfers each year of an estimated $100,000 into the future from RV Park fees. Solid Waste Page 154-159 program budget. Reserve contribution for FY 2020 $2,963,827. See also capital section, tab 8, page 224 for capital construction and equipment items. Capital improvements include Cell 8 construction in FY 2020 and Negus Transfer station improvements in FY 2021. Public Safety Campus Improvement Page 75 of Program Budget. This fund has been established in FY 2020 to account for the Public Safety Campus Improvements discussed by the BOCC in FY 2019. This includes the improvements related to the Crisis/Stabilization Center. Funds were transferred from the general capital reserve fund 060 and from the Health Department (Crisis Center Funding) to provide the resources for these projects. Total appropriation in proposed budget of $7,597,350 and includes crisis center capital funding of $1,097,350. I I N m I N p � I I IM N N G I N p N I ! N I 1 I N i I ! o N N III ( r ( I N � N I I i p I I N II IN ' I > WN t 00 C) S® I II 1 N p U N j ( 00 V w r N o I r `fin/ I ;. V I ; ; 5 YO iuj 3 , d I I c ( I 0 p N c Q I V i i I r -i " I I i o I I I I I I I M �C I 0 p O O 0 0 0 0 0 p p p p p p p p 0 0 0 0 0 0 0 0 p p p p p p p p p p p p p p p p OM O O to m N _._.__-------- _____ ___. __________.---__ _________-------- __-_-.-..._-___.__.___._.____-_...- Deschutes i tri i FY 2020 Proposed t County Original 7% 6% - Fund 160 1% - Fund 160 $5,752,500 $958,750 Fund 160 Reserve BWC $2,300,000 Total Estimate to COVA $2,064,221 Proposed 5/16/1.9 Fair and Expo Center 1% New 1% Fund 170 Fund 170 Reserve $958,750 BWC $ Deschutes County, Oregon Operating Budget FY 2020 Proposed REQUIREMENTS Personnel Salaries Benefits Life/Disability Health/Dental FICA/Medicare PERS Unemployment Workers Compensation Total Benefits Total Personnel Materials and Services Debt Service ')ital Outlay dnsfers Out Contingency Unapp/Reserve for Future Total Requirements LESS ADJUSTMENTS Inter Fund Transactions Transfers Out Retiree Health Insurance Interfund PERS LED#1 and #2 Transfers 911 payments to DS Internal Charges Interfund Grants Total Inter Fund Transactions Contingency/Unappropriated Contingency Unapp/Reserve for Future Total Adjustments 'ERATING APPROPRIATIONS Deschutes County and County Service Districts OPERATING APPROPRIATIONS County Funds Service Districts 320,282 Total FY 2020 FY 2020 5,500,976 FY 2020 Proposed Proposed 889,246 Proposed $ 771006,937 $ 5,149,696 $ 82,156,633 300,899 19,383 320,282 17,682,151 1,012,825 18,694,976 5,500,976 339,083 5,840,059 18,487,512 889,246 19,376,758 276,372 16,806 293,178 1,254,533 35,536 1,290,069 43,502,443 21312,879 45,815,322 120,509,380 7,462,575 127,971,955 91,609,393 42,192,657 133,802,051 5,715,122 - 5,715,122 34,185,561 2,736,411 361921,972 53,580,966 2,794,460 56,375,42- 76,174,430 17,448,472 93,622,9. 44,244,569 3,088,115 47,332,684 426,019,422 75,722,691 501,742,113 53,580,966 2,794,460 56,375,426 546,227 - 546,227 1,290,658 - 1,290,658 38,087,739 - 38,087,739 319,462 - 319,462 35,027,827 - 35,027,827 450,400 - 450,400 129,303,279 2,794,460 132,097,739 76,174,430 17,448,472 93,622,902 44,244,569 3,088,115 47,332,684 249,722,278 23,331,048 273,053,326 $ 176,297,144 $ 52,391,643 $ 228,688,787 MOVE START EDCOGROW EDCO remains a unique operational model in Oregon and the Pacific Northwest with both regional and local operations. We are being asked more frequently to share how this model works with other parts of the country and world. JNRI GROCERY y 9 QUICKSILVER St.rCharlesOUTLET ,ii, CONTRACTING COMPANY LEGEND �ar�aiv� Yriarl�f F p �Vs cob, PERSONALIZED ... N� L I f f N PERSONALIZED *AORIZONS, LkA100 ETABOLIC SU 11 t_12 F 0013 '�Qaf ,M A bMStechnologies Z A M P SOLAR cce CYPRESSCREEK -11 _ HILLS�BORO AERO TENSILITY � � Newal ACADEMY sp nw I Full Circle Reprocessing s A, SAD IAN IF %0q! TR AGENICS Region -wide Business Development 3 -Year Results jobs and payroll goals would have been easily exceeded had our clients been able to fill all open positions — today, roughly 1,500 "hard -to -fill" traded -sector jobs, 500 in tech alone. One administrative center is looking for 150 employees. Companies Jabs Investrne t payroll 2016-18 CY 105 2,000 $485 M $87 M GOALS 2016-18 CY 100 1,668 $847.2 M $64.0 M Actual jobs and payroll goals would have been easily exceeded had our clients been able to fill all open positions — today, roughly 1,500 "hard -to -fill" traded -sector jobs, 500 in tech alone. One administrative center is looking for 150 employees. Development Longer-term Results & Pending Projects BUSINESS DEVELOPMENT GOALS & RESULTS OVER THE PAST THREE PLANNING PERIODS ED CO MOVE ART GROW Running Totals n" TABLE 2 1 Components of the Best -Performing Cities Index Component Weight Job growth (1=2012) 0.143 Job growth (1=2016) 0.143 Wage and salary growth (1=2011) 0.143 Wage and salary growth (1=2015) 0.143 Short-term job growth (Aug 17 -Aug 18) 0.143 _. . _ High-tech GDP growth (1=2012) 0.071 High-tech GDP growth (1=2016) 0.071 High-tech GDP location quotient (2017) 0.071 Number of high-tech industries with GDP LQ>1 (2017) 0.071 • 1 Bend -Redmond, OR Bend -Redmond, OR 2 St. George, UT St. George, UT 3 Gainesville, GA Gainesville, GA 4 Elkhart -Goshen, IN San Rafael, CA 5 Coeur d'Alene, ID Wenatchee, WA 6 San Rafael, CA Elkhart -Goshen, IN 7 Medford, OR Yuba City, CA 8 Athens -Clark Co., GA Bellingham, WA 9 Albany, OR Columbus, IN 10 Logan, UT Auburn -Opelika, AL Bend -Redmond, OR College Station -Bryan, TX San Rafael, CA St. George, UT Logan, UT Auburn -Opelika, AL Columbus, IN Grants Pass, OR Napa, CA Gainesville, GA Fargo, ND -MM Bismarck, ND Ames, IA Janesville -Beloit, WI Odessa, TX The Villages, FL Columbus, IN Bend -Redmond, OR Logan, UT Auburn -Opelika, AL INDUSTRY DIVERSIFICATION ® 19 companies go 1591jobs i'*. 89 companies 1,674jobs j r 28 companies 579 jobs 21 companies I,035jobs 48 companies p ® 2,456 jobs 39 companies 887 jobs 4% 60 companies 666 jobs 48 companies 529 jobs 34 companies 'o° 359 jobs 85 companies `` 1,753 jobs zr M I m M M x v n r -r 0 O tr N QJ rr .-r S M M 7 a. O —h N O N W SETTING THE TABLE FOR ECONOMIC DEVEOPMENT Emerging labor force 00 I unprepared for work M (600 internships for ! 6,000 students) Future power supply limitations Some cities have water, sewer capacity for industrial projects 25 daily flights to 7 inti. airports SALE 2,500 acres industrial ! 26 m sf office i 5.9 m sf industrial i i q Local & regional transportation issues i r Underbuilding I E� not meeting demand Work -Ready Talent ED GP c a E CL 0 Q) (LI a sr w O C Cz w a O1 C .N m V) m 3' ou s m a� fn 0 M n O z O 3 n� C7 fD (D O .O 3 ro 0 a rt rt rt ZC rt C C C a rt rt L C N C N Full Plan at a Glance Goals, Objectives & Actions The blueprint for EDCO's work over the next three years is summarized here. Execution details are outlined in the last section of the plan. 11 Fnr!rT Mir MIMI 11111,07111! 11 1 A P 1 \ E CITY OF SISTERS EFXiYA/YAFYYM a t BYN aIMBEFI C I I busInessl ore, I { n Ea,t C.ascad CS WORKS to ro r -f r4 S ro obi v ro 1 m O 0 3 C7 ro ro 0 v 3 ro FY 2018-19 2019-20 PROGRAM BUDGETS FY 2019-2020 Budget YTD 2018-19 Actual 2017-18 Actual 2016-17 Actual; BUDGET FY19-20 % of Income Jul 1-Jun 30 Jul 1 - Mar 31 (75% FY) Regional Bend REDI Jeff Co PEDCO Sisters SLED YCC TOTAL FY18-19 Government & Public Entities City of Bend 105,000 70,000 66.7% 124,750 118,959= 18,000 93,000 - - - - - - 111,000 105.7% City of La Pine 32,500 22,500 69.2% 32,500 30,000 2,500 - - - - - 45,000 - 47,500 146.2% City of Madras - - 0.0% - - - - - - - - - - - City of Metolius - - 0.0% - - - - - - - - - - - City of Prineville - - 0.0% - - - - - - - - - - - City of Redmond (via REDI) 20,500 15,375 75.0% 20,000 20,000 22,000 - - - - - - - 22,000 107.3% City of Sisters 69,500 45,000 64.7% 67,500 67,500 7,500 - - - - 58,000 - - 65,500 94.2% COCC 7,500 - 0.0% 7,500 7,500 7,500 - - - - - - - 7,500 100.0% OSU Cascades 7,500 7,500 100.0% 7,500 7,500: 7,500 - - - - - - - 7,500 100.0% Crook County - - 0.0% - - - - - - - - - - - Deschutes County 225,000 186,244 82.8% 220,000 217,200' 159,000 10,000 15,000 - - 35,000 35,000 - 254,000 112.9% Jefferson County 88,000 66,000 75.0% 84,000 80,000? - - - 90,000 - - - - 90,000 102.3% Better Together/East Cascades Works 75,000 71,167 94.9% 61,000 0' - - - - - - - 75,000 75,000 100.0% Grants 42,000 42,000 100.0% 0 59,333' 37,000 - - - - - - - 37,000 88.1% Other Public Income 5,000 - 0.0% 12,500 7,500 - - - - - - - 7,500 150.0% Total Gov't & Public Entities 677,500 525,786 77.6% 624,750 620,492 268,500 103,000 15,000 90,000 - 93,000 80,000 75,000 724,500 106.9% Private Sector Technology Assoc. of Oregon (TAO) - 16,250 Oregon Bioscience Association - 10,832 Oregon Outdoor Alliance (OOA) 5,000 7,500 150.0% 0 0 - - - - - - - - - 0.0% Prineville/Crook Co Chamber 84,000 63,000 75.0% 84,000 54,000% - - - - 92,000 - - - 92,000 109.5% REDI 141,777 100,022 70.5% 129,641 103,815r -- 156,500 - - - - - 156,500 110.4% HiDEC Membership Income - - -300 8,400'' - - - - - - - - Platinum Member ($7,500) 120,000 52,500 43.8% 83,750 76,250: 105,000 - - - - - - - 105,000 87.5% Gold Member ($2,500) 35,000 17,500 50.0% 20,000 20,000 30,000 - - - - - - - 30,000 85.7% Titanium Member ($1,500) 10,500 6,000 57.1% 6,000 7,500' 10,500 - - - - - - - 10,500 100.0% Silver Member ($750) 35,000 14,250 40.7% 20,250 20,250 35,000 - - - - - - - 35,000 100.0% Bronze Member ($350) 45,000 41,600 92.4% 40,825 34,200', 50,000 - - - - - - - 50,000 111.1% Individual Member ($250) 17,250 18,500 107.2% 14,700 10,100' 23,000 - - - - - - - 23,000 133.3% Financial Member ($1,250) 12,500 8,750 70.0% 11,250 12,500 12,500 - - - - - - - 12,500 100.0% Total Private Sector 506,027 329,622 65.1% 437,198 347,015# 266,000 - 156,500 - 92,000 - - - 514,500 101.7% In-Kind Contributions Marketing In-Kind 15,000 11,250 75.0% 15;000 6,278 ' 15,000 - - - - - - - 15,000 100.0% Client Development In-Kind 500 - 0.0% - 500 - - - - - - - 500 100.0% Misc. In-Kind 22,000 12,750 58.0% 15;000 - 16,000 - - 6,000 - - - - 22,000 100.0% Total In-Kind Conributions 37,500 24,000 64.0% 30,000 6,27& 31,500 - - 6,000 - - - - 37,500 100.0% Event Sales & Sponsorship Pub Talks 70,000 60,008 85.7% 74,566 67,322 73,000 - - - - - - - 73,000 104.3% HiDEC Events - 0 4,977' - - - - - - - - Bend Venture Conference 195,000 183,446 94.1% 185,155 192,963 189,000 - - - - - - - 189,000 96.9% Annual Luncheon 70,000 79,047 112.9% 68,141 48,875" 75,000 - - - - - - - 75,000 107.1% Civil War Auction - - 109,510 102,762: - - Other Events 10,900 13,026 119.5% 9,535 6,859 7,000 500 - 4,000 - 2,000 7,000 500 21,000 192.7% Total Event Sales-Sponsorship 345,900 335,527 97.0% 446,907 423,758! 344,000 500 - 4,000 - 2,000 7,000 500 358,000 103.5% Other Income HiDEC Management Fees - 0 10,800? - - - - - - - - - Interest Income 700 721 103.0% 1,453 446; 4,000 - - - - - - - 4,000 571.4% Sublease Income 16,000 2,976 18.6% 23,669 29,400 16,000 - - - - - - - 16,000 100.0% Misc. Income 5,000 4,396 87.9% 12,715 54,965, 7,000 - - - - - - - 7,000 140.0% Total Other Income 21,700 8,093 37.3% 37,837 95,611' 27,000 - - - - - - - 27,000 124.4% Total Private, In-kind, Other 911,127 697,242 76.5% 951,942 872,662 668,500 500 156,500 10,000 92,000 2,000 7,000 500 937,000 102.8% Total Operating Income $ 1,588,627 $ 1,223,028 77.0% $1,576,692 $1,493,154 $ 937,000 $ 103,500 $ 171,500 $ 100,000 $ 92,000 $ 95,000 $ 87,000 $ 75,500 $ 1,661,500 104.6% CAPITAL EXPENDITURES BUDGET FY 2018-19 FY 2019-20 FY19-20 as % 2019-20 PROGRAM BUDGETS FY 2018-19 2018-19 Actual 2017-18 FY 2019-20 FYI 9-20 % of BUDGET Budget YTD 2018-19 Actual 2017-18 Actual 2016-17 Actual' Actual Reg Office Bend REDI Jeff Co PEDCO Sisters SLED RDM - YCC BUDGET FY18-19 Expense Jul 1 -Jun 30 Jul 1 -Mar 31 (75% FY) Reg Office Bend REDI Jeff Co PEDCO Sisters SLED YCC Total 5,100 1,700 Salaries & Related Expenses 70.8% Furniture/Phone 500 180 40.0% 0: 500 - - - - - - - 500 100.0% Capital Outlay - Other 1,000 400 40.0% 0' 1,000 - Employee Benefits 109,209 36,387 33.3% 117,723 64,070 62,116 4,170 16,379 10,385 8,375 10,205 7,313 10,205 129,148 118.3% Professional Development 10,250 4,910 47.9% 10,577 5,647' 3,000 1,300 1,000 1,200 1,400 1,000 1,500 600 11,000 107.3% Payroll Taxes 72,228 49,844 69.0% 68,380 62,241 37,321 4,504 9,508 4,536 4,536 4,608 4,720 4,512 74,245 102.8% Salaries & Wages 900,662 637,337 70.8% 883,181 759,504' 495,710 69,500 118,850 63,000 59,000 60,000 59,000 60,000 985,060 109.4% Total Salaries & Benefits 1,092,349 728,478 66.7% 1,079,861 891,462' 598,147 79,474 145,737 79,121 73,311 75,813 72,533 75,317 1,199,453 109.8% Contract Services Legal/Acct. Fees 8,500 7,694 90.5% 8,441 7,877! 8,500 - - - - - - - 8,500 100.0% Contracted Services 5,000 2,897 57.9% 22,071 3,953 4,000 - - - - - - - 4,000 80.0% HiDEC Management Expense - 0 22,566 - - - - - - - - - Local Offices Support & Admin. 28,500 21,375 75.0% 27,500 ;25,000 - 6,000 5,000 5,000 6,000 6,000 5,000 - 33,000 115.8% Shared Costs Charged Programs (28,500) (21,375) 75.0% (27,500) (25,000)! (33,000) (33,000) 115.8% Total Contract Services 13,500 10,591 78.5% 30,512 34,396': (20,500) 6,000 5,000 5,000 6,000 6,000 5,000 - 12,500 92.6% Facility & Equipment Expenses Telecommunications 27,950 20,536 73.5% 15,066 13,484 19,000 1,000 750 1,000 1,000 1,200 1,000 750 25,700 91.9% Rent, Utilities, CAM Charges 78,775 51,418 65.3% 66,404 ;62,148! 67,12.7 4,160 - 6,000 4,400 - - - 81,687 103.7% Database/Internet 30,025 18,436 61.4% 37,517 25,044 19,000 1,400 1,763 1,100 1,100 1,100 1,100 500 27,063 90.1% Total Facility & Equipment 136,750 90,390 66.1% 118,987 100,676 105,127 6,560 2,513 8,100 6,500 2,300 2,100 1,250 134,450 98.3% Office & Administration Expense Bad Debt Expense 14,500 8,330 57A% 11,190 22,359; 12,000 - - - - - - - 12,000 82.8% Marketing & Advertising 36,500 11,936 32.7% 23,167 14,655 19,736 2,000 5,000 1,000 1,000 1,500 517 - 30,753 84.3% Insurance 4,500 3,122 69.4% 3,296 4,564: 4,500 - - - - - - - 4,500 100.0% Mkt. Research/Client Dev./Lead Gen. 44,590 14,682 32.9% 40,027 13,145 12,354 3,076 10,000 1,579 1,000 2,187 1,500 - 31,696 71.1% Merchant Banking Charges 4,500 2,327 511% 4,104 4,516 3,800 - - - - - - - 3,800 84.4% Membership Dues 5,500 4,122 74.9% 5,659 3,785 5,500 - - - - - - - 5,500 100.0% Office Supplies/Expenses 12,339 8,703 70.5% 15,764 9,119 8,936 300 500 500 300 400 300 500 11,736 95.1% Postage 750 261 34.8% 598 266. 400 50 50 - 50 50 50 - 650 86.7% Public Relations 500 500 100.0% 366 596 - - - - - - - - - 0.0% Publications 1,650 35 2.1% 424 251 - 300 200 - - 250 500 - 1,250 75.8% Total Office & Administration 125,329 54,018 43.1% 104,595 73,25& 67,226 5,726 15,750 3,079 2,350 4,387 2,867 500 101,885 81.3% Travel & Meeting Expenses Trade Shows 16,570 3,888 23.5% 14,385 7,4564 4,500 3,500 1,000 1,200 1,839 3,000 500 - 15,539 93.8% Board Mtgs &Training 6,000 6,856 114.3% 2,903 4,$19+ 4,000 - - - - - - - 4,000 66.7% Travel 26,050 11,276 43.3% 22,400 14,629' 9,000 1,990 1,500 2,000 2,000 2,500 2,000 1,500 22,490 86.3% Total Travel & Meeting Exp. 48,620 22,020 45.3% 39,688 26,904! 17,500 5,490 2,500 3,200 3,839 5,500 2,500 1,500 42,029 86.4% Event Production Expenses Pub Talks 30,000 25,305 84.4% 40,738 40,598' 32,000 - - - - - - - 32,000 106.7% HiDEC - 0 1,488 - - - - - - - - - Bend Venture Conference 100,000 79,367 79.4% 90,194 85,674' 88,000 - - - - - - - 88,000 88.0% Annual Luncheon 43,000 47,257 109.9% 40,384 30,568' 45,000 - - - - - - - 45,000 104.7% Civil War Auction - - 83,,851 75,530; - - - - - - - - - Other Events 7,650 7,519 98.3% 6,721 3,925; 4,500 250 - 1,500 - 1,000 2,000 - 9,250 120.9% Total Event Production Exp. 180,650 159,448 88.3% 261,888 237,783 169,500 250 - 1,500 - 1,000 2,000 - 174,250 96.5% Total Budget/Expense $ 1,597,198 $ 1,064,945 66.7% 1,635,531 1,364,477 $ 937,000 $ 103,500 $ 171,500 $ 100,000 $ 92,000 $ 95,000 $ 87,000 $ 78,567 $ 1,664,567 104.2% Net Income $ (8,571) $ 158,083 10.3% -58,839 1281677 $ - $ - $ - $ - $ - $ - $ - $ (3,067) $ (3,067) CAPITAL EXPENDITURES BUDGET FY 2019-20 FY19-20 as % FY 2018-19 2018-19 Actual 2017-18 2016-17 BUDGET of FY18-19 Jul 1 -Jun 30 Jul -Mar (75 %FY) Actual Actual Reg Office Bend REDI Jeff Co PEDCO Sisters SLED RDM - YCC TOTAL Capital Outlay Computer Equipment 12,000 999 8.3% 8,278 0' 5,100 1,700 1,700 - - 8,500 70.8% Furniture/Phone 500 180 40.0% 0: 500 - - - - - - - 500 100.0% Capital Outlay - Other 1,000 400 40.0% 0' 1,000 - - - - - - - 1,000 100.0% Total Capital Outlay $ 13,500 $ 1,579 11.7% 8,278 0 $ 6,600 $ 1,700 $ - $ - $ 1,700 $ - $ - $ - $ 10,000 74.1% m a 0 0 0 MKIM 00% % of > 0 5- 0 0 -P�. 0 CD CD CD CD M (n (D CD 0- CD 0 00 - 0 w c-0 CD 3 CD (2 . 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Of 7 regions designated by the State, 2 regions have membership models that are free and inclusive of all tourism business partners. Travel Portland - 100% All Inclusive Free Membership Model (850+ partners) Pay to Play Advertising Educational events Mt. Hood / Gorge — 100% All Inclusive Free Membership Model Pay to Play Advertising COVAMembership Survey Survey sent to 400 members, 50 respondents OREGO ' explorers welcome Key Findings Question: Are you in favor of a pay to play model with specific benefits vs paying by business category YES 73.4% NO: 26.5% UNDECIDED: 1% Question: If you are not currently a member, what is the key reason? "I was, but decided I was not getting much value from my membership. No visiting speakers, no exchange of resources among members, etc." "Not sure what the value would be to business" "COVA is marketing for my competition and not supporting my property" "We feel underrepresented and not sure the membership would provide additional benefit" COVA4Membership Survey Question: Are local networking and education events important to you? YES 60%, NO 28% Grant Writing Diversity, Equity and Inclusion Working with International Receptives Guest Services Networking Product Development Social Media, Email Marketing, Content COVA Membership . "In favor of a model that includes all that central Oregon has to offer a visitor, however a business could pay for additional exposure. The priority of service enhanced for the tourist." "COVA is too focused on Bend and Sunriver" "Visit Central Oregon should promote tourism... VCO should encourage all businesses to participate and help with tourists. A broad base is needed." THEMES CO VA should be more inclusive CO VA to offer additional benefits and networking to members They don't see the value in membership structure COVA Membership Revenue Membership Revenue YOY $116,552.00 $117,265.50 ldi� $115,677.50 $107,042.50 $107,425.00 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 YTD COVA Membership FY18 19 Model M $3,000 Ski Resort $3,000 $600 Convent10&Performing Arks Ctr. $1,500 $300 Golf Course 187hole' $1,000 9�hale $500 $300 RetaiUShoppirig C.enter,. $500 Museums $500 COVA Partnership Proposal Tiered Partnership Model PROS Removes bias toward promoting members over non-members making us inclusive and transparent. Allows us to focus on the needs of visitors as well as member businesses. Industry trend to an inclusive model offers transparency Provide higher value to membership and promote community involvement and position VCO as an inclusive leader. CONS Loss of Revenue Transition Time COVA Partnership New Model Basic website business listing on VisitCentralOregon.com with direct links to your website and social media channels. (Registration Required) -' Event calendar listings -tourism related I Industry E -Newsletter Future Networking & Education Events Program (additional fees may apply) "What's New" release distributed at tradeshows, media missions and activations Research and Reports and Visitor Statistics Business listing in Official Central Oregon Visitor Guide (115,000 distribution) Ad purchase opportunities in Official Central Oregon Visitor Guide (Must reside in Deschutes, Crook, Jefferson or South Wasco counties) Pop Up display opportunities at select networking event (space limited) Members -Only Portal (coming late fall 2019) Brochure displayed and referrals in VCO regional visitor center. You provide 4wx9h brochure/rack card. (VCO welcomes over 22K walk-ins annually) Packages/specials on VisitCentralOregon.com and visitor center digital kiosk State of the Industry partner pricing for corporate tables w/signage Relevant Video* displayed in the regional visitor center (you provide 1 high quality video, shared with regional content) Digital and Marketing purchase opportunities on website, social media and print. Video Loop Placement - your professional video on a video loop on a dedicated kiosk in the VCO welcome center.* (your provided video. Shared with partners) I ouTube Channel video* on VisitCentral0regon.com (your provided video) Facebook Live Video Shoot*- 1 video shoot during contract year. (Prescheduled) '. Invitation to host and welcome amenity opportunities for VIP's, sports activations, media as selected with VCO's marketing, community outreach strategy and client requests. (At your cost) Space limited # Travel Takeover Tuesday on Visit Central Oregon Instagram account, featuring your product/experience, in a series of posts curated by you or VCO upon request.* Single day takeovers will be announced in advance to our followers to encourage viewership and will be limited to a max of 6 posts. Marketing Co -Op Partners -The cost of Partnership is included FY 19-20 Revenue Projection • COPPER (Free) x 130+ partners $ FREE • BRONZE ($300) x 145 partners $42,500 • SILVER ($600) x 21 partners $11,400 • GOLD ($1,200) x 5 partners $ 6,000 • PLATINUM ($3,000) x 6 partners $18,000* TOTAL PROJECTED $77,900 *NEW.• FY20 Marketing Co -Op Signed Contracts Include All Platinum Benefits & Dues FY19 20 Revised Budget Revenue Deschutes County TRT $1,947,273 $2,064,221 Marketing Co-ops $135,000 $115,000 Partner Dues $115,000 $77,900 RCTP $732,000 $776,300 Visitor Center $3,000 $3,000 Credit Card $3,500 $3,500 TOTAL REVENUE $2.935M $3.04M FY19-20 Revised Budget Expenses Marketing $1,483,200 $1,480,300 Partnerships $11,500 $45,821 Operating $127,000 $130,500 Personnel $594,068 $607,000 RCTP $732,000 $776,300 TOTAL EXPENSE $2.9M $3.04M m COVA Vision and Mission COVA Vision A vibrant quality of life for all Central Oregonians through enduring and diversified tourism. 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MEN O O O O O O O O O O O O O O O O O O O O O o /'1 rD n (D to N � V ( /�• l7 \ L11 NMI VM O N n � T Ul n T rI� N O T =5 N N m � rD N v o 0 � � O = V \ 00 5/28/2019 Fund Structure Successes FY 2020 Proposed Budget Trends and Projections Special Requests ES 1 5/28/2019 Fund Structure Health Services Fund 1 (Fund 274} ReserveFur7ds Behavioral Public Behavioral Health Health HC`i'Ith 1 E c E +d.'I L -J iC.r}.. # j Public: C) 'I3 SRpc seYvell I !Y Health 3 Reserves ., VE (Fun'. 2110) (Fund 251) Acus Gare Administrative IiiVe . f Services 4e�iYve:� i (Fund 275) Is 2 Health Services Strategic Goals Promote Health and Prevent Disease Assure Needed Health and Human Services Acquire and Use Resources Effectively Evaluate and Improve Agency Processes and Performance Develop Workforce and Enhance Positive Org, Culture Promote Health and Prevent Disease Assure Needed Health and Human Services Acquire and Use Resources Effectively Evaluate and Improve Agency Processes and Performance Develop Workforce and Enhance Positive Org, Culture Mission: To promote and protect the health and safety of our community. M First decline of gonorrhea cases in six years. E I 5/28/2019 91 1 -1 !131 T '7 - Promote Health and Prevent Disease Assure Needed Health and Human Services Acquire and Use Resources Effectively Evaluate and Improve Agency Processes and Performance Develop Workforce and Enhance Positive Org, Culture Kept health clinic open in Bend and Redmond. M Health Services Strategic Goals Promote Health and Prevent Disease Assure Needed Health and Human services Acquire and Use Resources Effectively FvAltiatp ind lmnrn\/p AcTpnr-\/ Processes and Performance Develop Workforce and Enhance Positive Org. Culture Successful jail Diversion service model transitioned to ongoing funding® CES 5/28/2019 M Health Services Strategic Goaks; Promote Health and Prevent Disease Assure Needed Health and Human Services Promote Health and Prevent Disease Assure Needed Health and Human Services Acquire and Use Resources Effectively Evaluate and Improve Agency Processes and Performance Develop Workforce and Enhance Positive Org. Culture Data analytics evaluated CCBHC prospective payments, resulting in rate increase (impact: $800K+). Resignations in first year of employment reduced by 66% after instituting Welcome Week. 5/28/2019 6 5/28/2019 Deschutes County Health Services Operating Fund Health Services Department '— Fund 274 N %of %of % RESOURCES FY 2019 Revised Budget FY 2020 Proposed Budget $ Variance Change Beginning Working Capital S 7202,714 15% S 9.881.563 20% S 2.678.849 37% Government Grams 1, Payments32,299012 6690 30,811,7,355 G 1 fo (1,487,217) -5`a Charges for Services 1.784,003 4% 2,028,645 4% 244,642 14% Miscellanous 666,782 1% 671.900 1% 5118 1% Interfund Payment 614,245 1% 331.355 1% (282,.890) -46% Interfund Grants General Fund Suhsidy 368.412 6.078223 1% 12% 3-8400 6,078,223 1% 12% (12) - 0% 0% Total Resources S 42013.391 100% $ 50,171,881 100% S 1,158,490 2% REQUIREMENTS Personnel S 31.802:065 65% $ 32.132.748 64% $ 330,683 I11o,Materials & Services 9,967,434 20% 10282.676 20% 315,24200 Capital Outlay 384,000 1% 345.000 1% (320} Transfers Out 3,009,553 6% 3,212,795 6% 203,242 7% Contingency 3.850,339 8% 4.198,662 8% 348,323 Total Requirements 5 49.013.391 100% $ 5Q 171,881 10096 $ 1,158,490 (tS N so 45 40 35 30 25 20 15 10 5 7, 107 10111111�� M1111111111111111q� IMIIIIIIWi, z" �10,7 17 re 11- wl , t Beginning Working Capital $ 9.9 M Revenue 40.3 M Expense(46.0 MI Ending Working Capital $ 4.2 M 10 -year Revenue 0"g.. (FY) 2010 2011 2012 2013 2.014 2..015 2016 2017 2018 =General Fund Other Gov't Payments Capitation CCBFJC —Expenses as Proposed 2019\ 2020 5/28/2019 M 5/28/2019 10 -year Ending Working Capital (FY) 20 18 16 14 12. 10 g 6 k 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019. 2020 Public Health Operations 0 Public Health Reserves Z Behavioral Health Operations ® Behavioral Health Reserves M 10 -year Revenue vs. Expense (FY) 50 o 45 40' 35 ` ow {� 30 z �"'•�. ,u�.�w � ' � � `� r� �'�� Vii.,,: 25 r 20, 15 10 5 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019.. 2020 4 5 r,OG General Fund Other Gov't Payments 20oiCapitation CCBHC —Expenses as Proposed x 1"o. m.rt.� 4 10 -year Ending Working Capital (FY) 20 18 16 14 12. 10 g 6 k 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019. 2020 Public Health Operations 0 Public Health Reserves Z Behavioral Health Operations ® Behavioral Health Reserves M Deschutes County Health Services Behavioral Health Division Portion of Total GF Subsidy Request 38% Deschutes County Health Services � 4�, Public Health Division Portion of Total GF Subsidy Request 62% FY 2019 % of FY 2020 % of % RESOURCES RESOURCES Revised Budget Proposed Budget $ Variance Change Beginning Working Capital Beginning Working Capital $ 3976,398 12% 5,883.114 17% $ 1:906,716 48% 3% Federal Grants & Payments 489.757 1% 1 3 2% 150,476 31% 3,985,785 State Grants R Payments 12.034.661 36% 11,516 138 33% (5 -19b 3% OHP Capitation 8,652.200 26% 11,569.756 33% 2,917.55 34 1. CCBHC 4,522,792 14% 1,660.626 5% 2862,166 -63% -28% Charges for Services 402.403 1% 627,780 2% 225,377 56% 241.412 Other Revenue 412,987 1% 412 900 1% (87) 0% 32% OHP Capitation from Reserves - 0% - 0% - $ 11.553782 100% Intertund Transfer Crisis 326,245 1% 331,355 1% 5,110 2% General Fund Crime Prevention 122000 0% 127,000 0% - 0% -3% General Fund Subsidy 2.282-708 7% 2.282.70 7% - 0% Capital Outlay Total Resources $ 33227.151 100% S 35.050.610 100% $ 1,821,159 5% 2074,366 REQUIREMENTS 2.311,173 20% 236.807 11% Transfers Out - 0% Personnel $ 19272.838 58% 5 19769,845 56% $ 497,007 3% 231,115 Materials & Services 6.267.014 19% 6.599,617 19% 332.603 5% Capital Outlay 379..000 1% 340 000 1% (39,000) -10% Department Overhead 6260621 19% 6,978,412 20% 727,791 12% Transfers Out - 0% - 0% - - "o eS CO Contingency 1057.678 3% 1.362.736 4% 305.058 29% o '< Total Requirements $ 33227.151 10046 $ 35-050.610 100% $ 1,823,459 5% Deschutes County Health Services � 4�, Public Health Division Portion of Total GF Subsidy Request 62% Total Requirements $ 11.944.386 100% 11.553,782 100% $ (390,604) -3% 0 5/28/2019 9 FY 2019 % of FY 2020 % of RESOURCES Revised Budget Proposed Budget $Variance Beginning Working Capital $ 583.802 546C::j]2Z=> 12% $ 753.815 129% Federal Grants & Payments 382,000 3% 382.000 3% 0% State Grants & Payments 4.638385 39% 3,985,785 34% (6°3,000) -14% Local Grants 523,477 4% 331,600 3% (191.877) -37% Charges for Services 1.381.600 12% 1.400,865 12% 1% Other Revenue 109.795 1% 79.000 1% (30.795) -28% InterfundTransfer from Reserves 288,000 - 040 (288,000) 100% Intedund Transfer Prevention 241.412 2% 241.400 2% 0% General Fund Subsidy 3,795:515 32% 3.795.515 33% - 0% Total Resources $ 11,944.386 106% $ 11.553782 100% $ (390.604) -3% REQUIREMENTS Personnel $ 7.462.095 62% $ 7.221435 63% $ (240.660) -3% Materials & Services 1..923.694 16% 1.790.059 15% (133,635) -7% Capital Outlay - 0% - 0% - - Department Overhead 2074,366 17% 2.311,173 20% 236.807 11% Transfers Out - 0% - 0% - - Contingency 484.231 4% 231,115 2% (253,116) 52% Total Requirements $ 11.944.386 100% 11.553,782 100% $ (390,604) -3% 0 5/28/2019 9 Total Resources S12,166841 REQUIREMENTS Portion of Total GF Subsidy Request 0% % of Deschutes County Health Services { Administrative Division % Budget Proposed Budget FY 2019 42% RESOURCES Revised 21 % Beginning worKhtg Capital S 2,642,514 1% Federal Grants & Payments 68,904 12,612) CCBHC 986.436 670365 Local Grants - -32% Charges for Services - 0% Other Revenue 144.000 0% Admin Overhead Payments 8.324.987 - General Fund Subsidy - Total Resources S12,166841 REQUIREMENTS Portion of Total GF Subsidy Request 0% % of FY 2020 % of % Budget Proposed Budget $ Variance Change 42% 22% 2,660,832 21 % $ 18.318 1% 1% ti , 92 0% 12,612) -18% 8% 670365 5/ (316.071) -32% 0% - 0% Department Overhead - 0% - o% - - 1% 180.000 1% 36.000 25% 68% 9.289.585 72% 964.598 12% 0% - 0% - - 100% S12-857.074 100% S 690,233 6% Total Requirements 512.166,841 100%12857.074 100% S 690 233 6% FY 20 Proposed Staffing kTa .'ii a . 305-95 4 -100-9 Loss of 7.05 FTE limited - duration CO 10 Personnel S 5.067,132 42% S 5,141,468 40%$ 74.336 1% Materials & Services 1.776,726 15% 1.893,000 1596 116,27 7% Capital Outlay 5.000 0% 5.000 0% - 0% Department Overhead - 0% - 0% - - Transfers Out 3.009,553 2n% 3,212.795 25% 203.242 7% Contingency 2.308,430 19% 2,604 311 20% 296.381 13% Total Requirements 512.166,841 100%12857.074 100% S 690 233 6% FY 20 Proposed Staffing kTa .'ii a . 305-95 4 -100-9 Loss of 7.05 FTE limited - duration CO 10 ft � � ' mw awo Loss of 7.05 FTE limited - duration Add 2.0 FTE limited -duration grant -funded positions (red) (FY1 9) (FY20) 305.95 4 306.7 Loss of 7.05 FTE limited - duration Add 2.0 FTE limited -duration grant -funded positions (red) Retain 5.0 FTE and add 0.8 FTE (green) L S ® -1,0 Community Health Specialist 11 ® -1,0 Epidemiologist ® -1.0 Public Health Nurse 11 ® -1,0 Accounting Technician ® -1.0 Quality Improvement Analyst • +1.0 Behavioral Health Supervisor • +1.0 Peer Support Specialist +0.8 Management Analyst is 5/28/2019 11 Loss of 7.05 FTE limited - duration Add 2.0 FTE limited -duration grant -funded positions (red) Retain 5.0 FTE and add 0.8 FTE (green) Add 3.0 FTE ',Pd' vv) F71 P", N"! III MEW 0 -.1.0 Community Health Specialist 11 0 -1.0 Epidemiologist . -1.0 Public Health Nurse 11 0 -1,0 Accounting Technician ® -1.0 Quality Improvement Analyst 0 +1.0 Behavioral Health Supervisor 0 +1.0 Peer Support Specialist 0 +0.8 Management Analyst A, 5/28/2019 IVA SR (A)m, rkbs ae Abuse Prevention ets j"peIkssa Year Grade 6 Grade 8 + Grade?1 General Fund as a Percent of Revenue (excluding BWC) -Revenue (excl BWC) • • • • • CGF as 96 of revenue (excl. BWC) 60,000,000 164b 6h 50,000,000 1496 40,000,000 12% 10% 30,000,000 89b 20,000,000 6% 496 10,000,000 2% 09b 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Zc5 E$ 5/28/2019 491 Lega!icicn of hAarijuarra 6., C t '. S•.: E1. 13.2 _2 21, Year Grade 6 Grade 8 + Grade?1 General Fund as a Percent of Revenue (excluding BWC) -Revenue (excl BWC) • • • • • CGF as 96 of revenue (excl. BWC) 60,000,000 164b 6h 50,000,000 1496 40,000,000 12% 10% 30,000,000 89b 20,000,000 6% 496 10,000,000 2% 09b 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Zc5 E$ 5/28/2019 491 Crisis (Forensic Diversion) Supervisor Institutionalization in the United States (per 100,000 adults) —TOW R,11. Nl— Rate WmM Hospital Rate I Retain 1® FTE for Fiscal Services 'S 5/28/2019 14 `2015 3,155 r `� �%445124 2016 1,200 $22060 2017 683 ' � $101,620 2018 1,244 $229,460 Three-month funding extension , NEEO� Awsidn� deterrnination on state fundin� ~ |��PA[T�[ontinueprevendon� �nvesd�adonsdurin�dnneo[uncertainty ~ E� �ru�rarn s�abi|ig/oraUow�or trans/Lion ° A��OUNT�$62'5OO ~ FUND|NGSOUR�E�Genera|Funds 5/28/2019 �^| SR (H)@. a@. _ .vxona Health Rate Increk. ,z.. 16 • EH inspector FTE Facilities inspected 10 2100 9 .® 2000 v y 8 1900 LL 7 1800 v o 6 - 700 aa)i 5 -.a--�- cL 4 1600 6 CZ 3 1500 2 w E 2 1400 c 1 1300 m 0 o 1200 ~ 2013 2014 2015 2016 2017 2018 2019 Calendar Year 16 Referrals outpace staffing levels 300 250 200 .. ........ 150 -0 E 100 50 0 2015 2016 2017 2018 % of population in selected Deschutes County communities aged 5+ that speak a language other than English at home: Bend Sisters 7% 8% La Pine Redmond 4% 10% ACS 5 -year estimates, 2016 5/28/2019 Hire 1.0 FTE to increase linguistically appropriate access to clients A NI "-,k" zl,I ND I C MA 500 450 400 350 300 250 200 iso 100 50 433 386 5/28/2019 ,01 in 334 289 18,., zoo 157 62 75 23 30 1 0 M 1 le le le le ell, IPN'� le'o §O ,LOQ le 1�10 lop e e 5/28/2019 ,01 in 5/28/2019 Health Services Department FY 2020 Proposed Budget - Department Scenarios ..Opw Policy Matrix No Add'1 General Fvnd_j ftEllUESTED-Curren) SerMze levels ENHANCED ..P---,— — - -- - ------------------------- — ---------- ------ ----- . ...... Intensive Adult TTEes BequeStRd dD.59 RE 4249 5.1 Serves FTEVAda— 2,80 GF$,WdyRequeAed 492,312 Ebd6FS00s',dj : 250,2" Variance 250.293. _j - H . E , �-Requested . - — M FTE -- Requested ..... - -- - -- - ---- 20,00 --- aa 5.2 Cri- I-- MW,f— GF Subsidy Requested 731,752 GFS WdyReqted 281,752 V.n— AS PP9PO�EDA. I Gen I . ....... _j ........... Outpatient I—PI, FTE.".4ed 71A5 GFSUW4YP*q—Wd MW I' 1,G 171-11-n 1 1--, --d 1.1d`t S--, Summary - FY20 Requested -�U 'M lJti 0 ... . ... . ......... 19 Summary - FY20 Enhance � \ubscancexbusePrevenUon 1G� 1|4'9�B 8 GranrVVri,e��ana�er ODO 9|'5D3 [ [risis�upcnxsor D Accounc|n�Techn1c|an � UDO 1DU �ua|i�|mpmvemen�Ana|ys� F l-monthPH Modemizetion 1Dn 200 H En�mnHea|:h Feos 85� VD0 Ta� Fmm�Km� Fmm��Ah114,968 | |nmrprecer 1OO N8\ FaciUtyUb|�zaUon TOTAL 000 B� 124ffO41 Summary - FY20 Enhance � \ubscancexbusePrevenUon 1G� 1|4'9�B 8 GranrVVri,e��ana�er ODO 9|'5D3 [ [risis�upcnxsor D Accounc|n�Techn1c|an � UDO 1DU �ua|i�|mpmvemen�Ana|ys� F l-monthPH Modemizetion 1Dn 200 H En�mnHea|:h Feos 85� VD0 G SupponedEmp|oyment ZO0 | |nmrprecer 1OO N8\ FaciUtyUb|�zaUon TOTAL 000 B� 71.324 99'GO4 �3'5OO 114,9�� ZG�'711 25Cli293 8h744 Z4,447 �99,S�7 � 5/28/2019 20 Summary - FY20 Enhanced E s 5/28/2019 21 5.1 1 Intensive Adult Services 5.2 Crisis Services 5.3I Outpatient Complex Care Health Services Department FY 2020 Proposed Budget - Department Scenarios Policy Matrix AS PROPOSED - No Add'I General Fund Summary: No changes from FY 2019. AS PROPOSED - No Add'I General Fund Summary: Convert 1.0 FTE limited -duration Superviorto regular. AS PROPOSED - No Add'I General Fund Summary: Eliminate 1.0 FTE Administrative Support Specialist from FY 2019 due to end of CCBHC Demonstration Grant funding. Approve addition of 2.0 FTE corresponding to PIPBHC and Opioid Targeted Response grants. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. Convert 1.0 FTE limited -duration Supervisor to regular. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. ENHANCED - Improved Service Levels Summary: Expand Supported Employment services to Redmond and La Pine and enhance Bend location in order to meet demand. ENHANCED - Improved Service Levels Summary: No changes from Proposed Budget. ENHANCED - Improved Service Levels Summary: No changes from Proposed Budget. * Indicates Special Request submitted. 05/23/2019 v.12 Pagel of5 5.4 Intensive Youth Services Intellectual & 5.5 Developmental Disabilities Behavioral Health 5.6 Administration & Pass- thru Behavioral Health Summary AS PROPOSED - No Add'I General Fund Summary: Reduce contracted services for support groups in community from FY 2019 levels. AS PROPOSED - No Add'I General Fund Summary: No changes from FY 2019. Grant funding is determined through Workload Model and finalized in legislatively approved budget; expected in July 2019. AS PROPOSED - No Add'I General Fund Summary: No changes from FY 2019. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels ENHANCED - Improved Service Levels Summary: No changes from Proposed Budget. ENHANCED - Improved Service Levels Summary: No changes from Requested Budget. ENHANCED - Improved Service Levels * Indicates Special Request submitted. 05/23/2019 v.12 Page 2of5 5.7 Prevention 5,8 Environmental Health 5.9 Clinical Services AS PROPOSED - No Add'I General Fund Summary: Eliminate 1.0 CHS due to loss of grant. (This adds to the 1.0 FTE loss in Prev. FY19.) Eliminate 1.0 Community Health Specialist II, which is requested to be repurposed from Public Health Modernization for substance abuse prevention activities in La Pine & Sisters. Impact: County will not be able to provide needed youth substance abuse prevention efforts in La Pine or Sisters. AS PROPOSED - No Add'I General Fund FTE _ . 8.90 Alternate GIF Subsidy 269,422 Summary: With no additional General Funds, DCHS will eliminate 0.50 FTE Env. Health Specialist II. Impact: Delayed inspections, reduced education and increased risk for disease outbreaks and illness. (NOTE: FTE is not removed in Proposed Budget, so is not noted for removal here. Expenses are offset with vacancy savings; FTE awaiting fee determination.) I I AS PROPOSED - No Add'I General Fund Summary: Staffing includes support for three -provider model (1 -MD and 2 NPs). Potential impacts due to unknowns in Federal -level Title X funding; determination anticipated May 2019. REQUESTED - Current Service Levels Summary: Reprioritize 1.0 FTE Community Health Specialist II to provide substance youth abuse prevention in La Pine and Sisters, with emphasis on preventing and reducing use of marijuana. Funding: Marijuana Tax Revenue. Target: estimated 1,600 youth aged 10-20 years. Eliminate limited -duration 1.0 Community Health Specialist I due to loss of grant funding. REQUESTED Current Service Levels Summary: General Fund subsidy limits fee increase to 3%. Request retains 0.50 FTE with additional General Funds. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. ENHANCED - Improved Service Levels Summary: No changes from Requested Budget. ENHANCED - Improved Service Levels Summary: Maintain service level and increase fees by 8.5%, maintains no increase from FY 2019 General Fund request due to revenue offset. ENHANCED - Improved Service Levels Summary: No changes from Proposed Budget. * Indicates Special Request submitted. 05/23/2019 v.12 Page 3 of Communicable Disease 5.1 & Emergency Preparedness 5.11 Women, Infant, & Children (WIC) 5.12 1 Family Support Services 5.13 Public Health Administration Public Health Summary AS PROPOSED - No Add') General Fund Summary: Loss of 2.0 FTE for disease and outbreak prevention and response efforts for elderly and young children. AS PROPOSED - No Add'I General Fund Summary: No changes from FY 2019. AS PROPOSED - No Add'I General Fund Summary: Reallocation of FTE from FY 2019. AS PROPOSED - No Add'I General Fund REQUESTED - Current Service Levels Summary: Request three-month extension for 2.0 FTE for Public Health Modernization; awaiting state funding determination. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels ENHANCED - Improved Service Levels Summary: No changes from Requested Budget. ENHANCED - Improved Service Levels Summary: No changes from Proposed Budget. ENHANCED - Improved Service Levels Summary: No changes from Proposed Budget. * Indicates Special Request submitted. 05/23/2019 v.12 Page 4of5 AS PROPOSED - No Add'I General Fund 5.14 Department Administration Summary: Eliminate 2.0 FTE and forego 0.8 FTE Grant Writer. No changes to General Fund. AS PROPOSED - No Add'I General Fund 5.15 Department Infrastructure Summary: Increase of $200,000 to internal service fees. Department Infrastructure funded indirectly through intrafund payments. AS PROPOSED - No Add'I General Fund Administrative Summary AS PROPOSED - No Add'I General Fund Department Summary REQUESTED - Current Service Levels Summary: Retain limited -duration 1.0 Accounting Technician and 1.0 Quality Improvement Analyst. Request to add 0.8 FTE Grant Writer/Manager to seek alternate funding sources (FTE is not in FY19; no additional funding needed in FY 2020; funded through contingency.) REQUESTED - Current Service Levels Summary: No changes from Proposed Budget. REQUESTED - Current Service Levels ENHANCED - Improved Service Levels Summary: Add 1.0 FTE from Requested for Interpreter to provide translation and interpretation services for community services. Services in support of Medicaid clients could be billed at $30 per hour, which could partially fund this position. ENHANCED - Improved Service Levels Summary: No changes from Proposed Budget. ENHANCED - Improved Service Levels * Indicates Special Request submitted. 05/23/2019 v.12 Page 5 of Deschutes County Fees Compared to Other Counties Food Service Licenses* County 0-15 seats 16-50 seats 51-150 seats 151 and over Benton 724 824 925 1126 calendar 2019 Coos 702 859 1007 1076 effective Oct '18 Deschutes (8.5%) 757 829 993 1123 Curry 750 850 950 950 + 6.15/seat effective 2018 Deschutes t3%) 719 787 942 1066'; Multnomah 675 800 895 1070 calendar 2019 Deschutes (current) 698 764 915 1035 Washington 711 777 842 974 FY 18 -19 Jackson 645 738 827 935 effective 2018 Marion 488 552 629 699 effective Jan 1,'19 *Other counties may be raising fees in 2020, data in table is current fee posted. Mobile Unit Licenses* County Class 1 Class II Class III Class IV Multnomah 525 525 525 640 Washington 573 573 631 692 Jackson 406 406 549 549 Curry 378 378 378 823 Deschutes (8.5%) 259 303 397 476 Deschutes 0%) 246 287 377 4522 Benton 302 302 302 332 Coos 260 260 373 422 Deschutes (current) 239 279 366 439 Marion 230 230 230 230 *Other counties may be raising fees in 2020, data in table is current fee posted. Traveler's Accommodations Licenses* County 1-25 units 26-50 units 51-75 units 76-100 units 101+ units Curry 419-496 586 664 836 836+ 7.15/unit Marion 242-263 330 477 660 733 Benton 382-402 462 523 563 563+6/unit Multnomah 345 355 425 455 475 + 1/unit Coos 180-306 353 410 456 456 + 1.50/unit Deschutes (8.5%) 253 276 299 322 322 + 3/unit Washington 240 240 273 348 426 + 2/unit Deschutes (3°i) 240 262 284 306 3061+ 3/unit; Jackson 227 250 273 296 320 + 1.80/unit Deschutes (current) 233 254 276 297 297 + 3/unit *Other counties may be raising fees in 2020, data in table is current fee posted. Pool Licenses* County 1st pool 2nd pool add'[ pools Multnomah 810 810 285 Benton 704 535 535 Deschutes (8.5%) 702 469 419 Curry 683 426 426 Deschutes (3%) 666 445 398; Deschutes (current) 647 432 386 Washington 500 396 396 Coos 495 296 296 Jackson 461 373 373 Marion 403 263 263 *Other counties may be raising fees in 2020, data in table is current fee posted.