Loading...
2020-51-Minutes for Meeting December 12,2019 Recorded 2/11/2020(541 ) 388-6570 Recorded in Deschutes County CJ2020-51 Nancy Blankenship, County Clerk Comm! ssioners'Journal 02/11/2020 2:49:29 PM o`'�O up$ C06y� 2020-51 .x� FOR RECORDING STAMP ONLY 9:00 AM Thursday, December 12, 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 Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; Greg Munn, Chief Financial Offer; Andrea Perkins, Budget Analyst; and Sharon Keith, Board Executive Assistant. Several staff were in attendance. This meeting wos audio recorded. CALL TO ORDER: Chair Barrett called the meeting to order at 9:04 a.m. Opening Comments: County Administrator Anderson gave an overview of the year and what to expect with the upcoming budget cycle. Commissioner Henderson welcomed everyone today and commented on the healthy fund balance and he is still in favor of reducing taxes. Commissioner Adair presented the priorities of having a new psychiatrist on the Health Services staff and a new circuit court judge. Commissioner DeBone spoke on the process of requesting grant funding and on capital needs to add capacity to Deschutes County proving the need for the tax rate. Budget Committee Re -appointment: County Administrator Anderson and Commissioner Henderson spoke on citizen members of the Budget Committees BOCC BUDGET MEETING DECEMBER 12, 2019 PAGE 1 OF 4 and Mike Maier has agreed to a reappointment of three -years as his current term ends December 31, 2019. Budgetary Direction: Chief Financial Officer Greg Munn presented the Deschutes County Finance Update. A copy of the presentation is attached to the record. Regarding the property tax discussion, conversation was held on the City of Bend's Urban Renewal presentation at the BOCC Meeting on Monday, December 9, 2019. County Administrator Anderson will share the presentation with the Budget Committee. BREAK: At the time of 10:16 a.m. a recess was taken and the meeting was reconvened at 10:25 a.m. A new budget calendar for the upcoming year was presented. Mr. Munn presented the Budget Assumptions for the upcoming fiscal year of 2020/2021 and a PERS update explaining investment options to consider. To make PERS rate changes to go into effect over the next year, the decision needs to be made by December 31, 2019. Discussion held on the various options, the consensus was to consider Option 1 presented to use existing reserves. BREAK: At the time of 11:40 a.m. a recess was taken and the meeting was reconvened at 11:50 a.m. Health Services Update: Dr. George Conway and Cheryl Smallman of Health Services presented the update from the Health Services department. A copy of the presentation is attached to the record. FTE requests will include a quality improvement analyst and language access services/interpreter. The Budget Committee requested further information on the requirements of the interpreter services. The Budget Committee requested a comparison on the actuals and requested along with impact. Health Services would like to continue with the two extra budget Meetings on the Budget Committee calendar. Commissioner Henderson recommended one presentation. The Budget Committee agreed that both meetings will remain on the budget calendar but the need for the second meeting will be determined after the initial presentation. BOCC BUDGET MEETING DECEMBER 12, 2019 PAGE 2 OF 4 At the time of 12:15 p.m., Commissioner Adair excused herself for another scheduled meeting. BREAK.• at the time of 12:38 p.m. a recess was taken and the meeting was reconvened at 12:46 p.m. District Attorney Update: District Attorney John Hummel and Chief Deputy District Attorney Mary Anderson presented and spoke on service reductions and impacts to the department. Cases continue to increase and the department is experiencing shortages of space for staff. DA Hummel reported on the trial assistant services and office support responsibilities. DA Hummel spoke on the inability to provide adequate victims services to the community. Ms. Anderson spoke on the services provided by the deputy district attorneys and work load. DA Hummel requested a partnership to have a consultant review the department to determine best practices for staffing for the District Attorney's Office. County Administrator Anderson suggested requesting estimates for a consultant and a possible use of contingency for the service. The Budget Committee supported proceeding with the search for consultant services as soon as possible. Commissioner DeBone offered assistance in the process. Commissioner Henderson expressed support of the BOCC for a new judge. At the time of 1:16 p.m., Commissioner DeBone excused himself for another scheduled appointment and was present again at 1:28 p.m. County Administrator Anderson noted the labor contract for the DA's office expires this year and hopes for an early start on conversations. Departmental Budget Issues: County Administrator Anderson reported on budget issues for the departments. A copy of the department list is attached to the record. Items highlighted were the future of Knott Landfill, the Fair & Expo proposed expansion, and the Crisis Stabilization Center. Commissioner DeBone reported the winter weather homeless shelter was to be provided for this winter season only and will not be provided past the spring. Commissioner Henderson recommends a non-profit organization provide this type of service for the homeless. BOCC BUDGET MEETING DECEMBER 12, 2019 PAGE 3 OF 4 ADJOURNMENT: Being no further items to come before the Budget Committee, the meeting was adjourned at 1:38 p.m. DATED this Day of 20 0 for the Deschutes County Board of Commissioners. e TTI ADAIR, CHAIR ANTHONY BO. E VICE CHAIR TTE e ' S P ILIP H+ERSON, COMMISSIONER RDING SECRET BOCC BUDGET MEETING DECEMBER 12, 2019 PAGE 4 OF 4 Deschutes County Budget Committee Update December 12, 2019 - 9:00 am —1:00 pm Agenda Opening Comments Tom Anderson Budgetary Direction Board of County Commissioners Budget Committee Re -appointment Board of County Commissioners County Finance Update FY 20 Greg Munn • Assessed Value and Property Taxes • Development Activity • Room Tax • Forest/PILT • Marijuana • Health Benefits Fund Budget Assumptions for FY 21 Greg Munn • Assessed Value — Countywide • Cost of Living Allowance • PERS Rates • Health Insurance Rates • Other Assumptions • Budget Calendar PERS Update Greg Munn • PERS Funding Strategy • SB 1049 Update • PERS Rates & Forecast Break Departmental Budget Issues Tom Anderson • FY 20 status • FY 21 anticipated • Presentation Format • CIP Format Health Services Update George Conway/Staff District Attorney Update John Hummel Other Items E o { o o Q' o o l o o� o o `c o' o o$ 0o1 a o;' a, of c� c o i a. o o� o o! a o 0 0 0 0 0 0 0 0 0 o; o 0 o o o 0 0 o 0 0 0 0, ° m X, o fK of 62 w m wr w m! E E E m I L C{ C C .0 G CI C C C.0 C C% C C ! C) G oci a{ v a s m v. a a1 v a v:.a v a" a a1 v �I v ! a ate¢ Q.n a s Q;a Q a:a�Q a Q¢ p ©gyp iri_ Q a I j 3f 3 T.x 2 Y'XIY Y a a .atY D IYW ,Yw i YWLIW0Y -W�LD(�� o 0�Q ��� `,e zz , I 1 aQT aaT i�dqx aQz`'aai cxxt dd d Q4Fd�d.d `s � 3.LD F"F- `F^ 1- . I- F-, � I-;F-(H t-. il9awl is ww w w w5 Q p� m,ro !j m m am, m m N � m'm � �, Q a}Q a• Q Iw I �n in T rr.Q c- 4 i x z �T Q. la j Q did di ', dF Y , di dJ o2f! dJ dS v : y dS , dS df df .-. Y T ' Y '_ ; Y F- 1- 1 _ F' F- �f- F- I 1-- F' r%? E' ,iai-a;b a� - YID Y1� �m' v a wpm a v`v o I no m d ro ro ro i m m t m m m m m { ! oo ` 1 uu nu bD ao on l7 C9 1b m a:a 1- a: v a a a m' �aa�a a :a l9 'S {l7 3I17 a S T n- T S(S S S °- 2`S S Yi a a s u Q d' �- b O - v a a a7 7 . C.,7 7 3 a s I- 1--.;� � 0', . pa m Ci to pap � p J p O Q : Q p : p � p C1 Q �F- I- i- (- : F- F^ r _ Q � Q 1 Q � Q � � m _ u. �� ya PP,. E v I { 0 I no o o -0 Y 4 f c a zw Y., ,�".`, `a..•o a '3s°?= ; !��-o o.! '$�IE`.2� ! ro` c coQum m I O II.I fi E .a ; >° g a a .I o 3 vv1v vie I( „c;v� a31°r�"°� a o c c. a `r m� C cia� i m m c a m c! a v a p a c c c a a a o a a a a w m 7 E a � no ao no;ao on�.a�no �) !�+�mk�. 7{ 7 ^a v b b b b b c L c t� a N:u 0 7. E, EIE7�T o !b E 5e m tiler�a a° vi'a v m7 a a 0 c w N v c m o o > a �. $. -nu N r v u ;.E 1 m `w -O UI i C a a a 7 a c C C' c C 7 d0) ! C 7. -6 N. = a C la C a pp:v G .a- C C E C C C m .,'. ° m C a s v y C• u.: >, T T��. m O O O O '. �n ro I m -m i (a 'D ( v u C.t a m O° O O O. d o iw-,`�-.a > c a u o 0o O ,,yn,,.>b:. vS. I� �� a a E c m e ° clm ^ a +a a ; #^ +�uy v u�v ala aly a`va;E va £1a m{b a a+ o aja;c€�0 Q >> '> (> > a O bfO O C v ai v vi v a ai v' y �' ovo 0 a: 0 0"a� E 7 E c a 7 7 m v v{ a a t,E i s o v a a b i o a+ o a a. v a a a_ 0 m a m c a v a a o m ao uo on on-- 3 ; �`.cb b b ?� j=..a1?>,j ai ° .m on { c L ,e �7.a�° b• "� O nao'n�aoKs,� v c .� CS c..� m ro' ro m m m m( �n M;in vi. in ao a m) a`>,1b g(b E a; ° a ,E 3 3 v u m. � N LjL L?a�a' o8jdi .6 c a a m a a 7 N a x'E o o t;_'-m gnu m on-o..a 1 € m; �>✓ �r`� 0 �E y 'a J L O E Yj° E aaw mi+mil m;(�. ° c 2i 313'C a a�n a1 FI C� a i a1 v a m fp V u V u' c ! v ° E E , v a a i v a -OO a` w I v a '�- ! �"_... o I o. o y.; .n o c ° ao .1-2 E E,E Ea ° ° a aia gg+ja o 'O O10 u lu u1� c � on 0 E E E w 0�.0 v, E :E.1 E°c! o. b4 a7 ,b E.L 7 7 a a:a m o `w. a aiv m w w �, ;� v v�b(v ac^o ci o.n a u_ c .n on u o nti no qp 7 7 s nn no• no co on m a i nu o m m I ro o p p u b b' b 'O O" O' a b 'O 1 b b' b in -o b $ — a a a Vl 7 7 O Lbw m '� � LA m 1 �^ m. m mom m a p (] � O p Z m m! m mom gy m' m w a vai i s w p w p p p m a EnEm N0E ` °EE Ea oa mo °ooio 8a ,o c aao o a cL a z z, oNoo oa z �i cnsvi`in O � n� v v oo oM o� ov'm .. 4 o °oo cfixt ZIOO gaE O i '^ -�. ,c7 -0 c b( T T m m a I `t�i ,•' m. i,; >, I m m -o° a b N a{ a m a j v a O N a 7 b O a' a 'O �, ro m m a Al 1 m b C C. C i C 7 pp 7 Cj vt .'O 'O ' C V�. b i a � o o �a �v y m io ooim oI L .n .Q >, N N( r N M O M t0 N O. m 1 ttl • h E E E E L m C' L C(L L L C G i��N M' D O h •00 0 I N m p p. N N(N NIN N a aJa a m.ro, m 7 ` 1 a a ! V u vv 7 ;• 7 7 i t •- .- >> T� 7.i T� >. T) T� T� as a N. C:C C'Q.� rod" m m N{N m,m rotrla a€tt d. q,Fa a a. ap. am m'm}ro mm m!m m;m cC O I.p p p Aim �tti �t�. � � �'i �i� ��Q Q QfQ Q.Q�Q Q Q•� KIQ,¢ Q� � �. � �•.�I�i�t� '� 12/11/2019 4 Li County Financial Update FY 20 12/11/2019 5.7% average since 2014 5.5% FY 20 budgeted rate 12/11/2019 Deschutes County Tax Levies Authorized > FY20 Est. Levy Rate Levy Rate Revenue Countywide Levies County Permanent Rate 1.28 1.22 29,459,002 County Library 0.55 0.55 13,145,996 Countywide Law Enforcement 1.25 1.08 25,813,040 County Extension/4H 0.02 0.02 539,291 9-1-1 0.43 0.36 8,648,786 Total Countywide Levies 3.53 3.23 77,606,115 Additional Levies Rural Law Enforcement —Sheriff 1.55 1.34 10,571,155 SunriverService District —Police and Fire 3.45 3.31 4,862,718 Black Butte Ranch Service District —Police 1.05 1.05 678,911 Black Butte Ranch SD Local Option —Police 0.55 0.55 355,654 Total Additional Levies 6.60 6.25 16,468,439 g"? average sincz: 2017 9 9,000,W0 mom Building 50'/ 8,000,000 ocxmx Planning 4BY. 7,OW,WO Electrical Environmental: change. 2PYo S,OW,WO }�, � � IPYo 4,000,000 y '. °� 0% >x 3,0W,000 .10% 2,000,000 -„ -20% 1,0W,000 -'10% -40% 8 8 8 8 8 8 8 8 8 8"8 8 8 8 8 8 8 8 8 0 N N N N NN N N NN N N N N.n N N N N 9,000,000 25% 8,0W,000 20% 7,000.000 15% 0'000'000 10% 5,000,000 5% 4,000,000 0% 31000,000 -S% MWo Room Tax Collections -%$. Change from PY ®Tax Rate 12/11/2019 alum U 6.4% increase expected in FY 21 Ell 1 ES (- R 12/11/2019 ■IIIIIIIqI 9 Change in the AV Rate 9.0% 8.01Y 7 .0% 4.0% 3.0% 2.0% LOY. 0.0% _. _____._ _____..__ -70da 2007 2008 2009 2010 2011 2 2 2 113 .20114 20152016 2017 2018 2019 2020 -2.0% 2 5% 2.0% 1.5Y 1R% 0.5?; 0.0% 12 Month Average CPI Jan Feb Mar Apr May Jun A Aug Sip Oct 12/11/2019 No change in state rat - 2ncl year of biennial rates I Considering option to invest in - account with PERS W00111W fill" k :� •. State rate 22.3% 22.3% IAP 6.0% 6.0% Debt service 1.7% 1.5% Reserves -4.0% Side account/El F rate credit -2.6% Total 25.9% Z:. Other Assumptions for FY 21 Health premiums t® departments M Property Tax Rates - no change from FY 20 11 Interest Earnings - % 0 LJ Labor o, expiring 6.30.20 (911 r AA General Fund Depts & Transfers - similar to FY 20 to maintain CSL (roll • only) Internal Service Funds - similar 4FY 20, no significant a •anticipated • r M 12/11/2019 9 12/11/2019 Projected PERS Rates ".Mll 30 0'0 2 0. (P/, .P._ 10.Olxl. 0.0"0 IM Projected PERS Costs 60,000,000 50,000,000 40,000,000 30,OOD,000 20,000,000 10,000,000 2017-2019 2019w2021 2021-2023 2023-2025 2025-2027 2027-2029 2029-2031 2031-2033 2033-2035 2035-2037 + PERS UAL Debt Service Net PERS Costs m 12/11/2019 Option ® use existing $15 M in 60,000,000 reserves 50,000,000 $2M/year <o,00R,oOo from CF Earns 30,000,000 2.25% 20,000,000 pool rate 10,000,000 Flexible/ surgical (10,000,0001 2017-2019 2019 2021 20 23 2023�2025 2025-2027 2027-2029 2029-2031 2031�2033 2033-2035 2035-2037 (20,000,000) -PERS MM UAL Debt Service Reserves Current PERS cost "(LS C M 12/11/2019 $15M + 25% = $19.2M J Est 2% per year rate credit over20 years $38M return A 0 flexibility At risk I Iry 11 1� IIIIII III 11,11i"! � I Im I ;IPII liq IIIIIIImI IF 11 111 -- ........ .. . . . . ....... ---- --- - -- --- ........ .. . . . . . . . ............. Invest Reserves and 25% EIF Match in Side Account 10,0',V 10"KA),01y, 40 -00,010-) ... .. . ... 10"Ooo'c'. 000) i'l 7 2019 2019 2021 XV1 XV3 20,2005 10)5 2W7 20P7 20?91 2029 2031 )OR) 2,13, 7T33 20,15 20?5 )0;7 — ill RS MEM UAt DO)l S,-, ME= N,t Pt 56, 1111, I w 12/11/2019 Option 3: invest + smoothing Invest reserves +25% Balance future add'I dept charges & credits to smooth rates Eliminate 2029-35 cost bump Cost stability J Yearto year predictab ility Self funds - no add'I GF$ Invest+ Match + Rate Smoothing 110A10,0c)-) 01111''.. ............ A)'WD'(YK1 )011-2019 2019.1)02i )WI-2023 20)3 2025 20,i',, 20// 202/ 2022029 2031 �0312,M 20,"2J3ti i 2031 (FM "),I, �Ippipy�gi pipw pill 1111 Invest+ Match + Rate Smoothing UtC00,000 0A) 41' ME MW '0' 1"W" 1023 I(Vl 20) t "023)0211 A)") 20)1 "W9 '02') 2031 2031 )it M)03 2035 )ML, A) W i)ent Iel,ill, I01,Ailotilt K16 (­t­( o""'t N IES in im 12/11/2019 Application approved for $4,991,132 U County deposit to achieve max match = $20 million Max contribution create ! 'rate creditover 1' years U State incentive funds exhausted jurisdictions on i Deposit by 12.31.19 to affect 07.01.20 rates Sources of County Fund2 PERS Reserve 1a a� WIN 12d]%O]g d Current ««©© <fv<appropriation does not includ > transfer of reserve \?2dS I � . . �, . . . : :� .z< ,,,, <rvtf #<T2ft ±Syf¥2+ ¥fl 2,c f« ether 0 o 20?1 then budget supplemental a2 public hearing required Ll If rate offset to star §<\#2/then no budget cti+d needed this fiscal year (will include traseer in F\20-2budget) 15 12/11 /2019 Ij Status quo - Rely on PERS collar to smooth rates • hope forbetter Continue• use reserve funds to directly offset rate increases on • basis * Invest reserves with % match in OPERF with creditannual rate on d against future PERS rate increases * Invest reserves with ' match and employ costssmoothing to maximize return and stabilize future, • county departments in 12/11/2019 rem [ dvil ex i �ah��and |�scesareamurdzed as a ieve| perceni [ d b h i i i nbenehtpa o 2021-2023 Estimated Uncollared Base Pension Employer Contribution Rates Normal Cost UAL To tal OPSRP for over $30,000 (as indexed) Contributions on Rehired Retired Members— (0.00%) (0.80%) (0.80%) flu 12/11/2019 U If 21-23 rates were based on advisory rates [2 U[mtesvvou|dincreasebeuween26and47parcen}a�epoincs [� 2O18resu�{�=O4896onassumedraieo!7ZO9� L� NJudes SB 1O48 assumpdons inc|udinA the |�P redirect J. ActuaH21-23 rates will be based on 12.31.19 performance [� RaLe o� recurn chrou�h Ucicber = 1O75Y6 0 |fcondnues.vviUhe|pd�hay2O18re�urnsb�|ovvassumpt|on IN 12/11/2019 FY 2019-20 BUDGET COMMITTEE MID -YEAR REPORT Department Budget Issues • Health Services o Stabilization Center Status o Pacific Source (CCO) Contract o General Fund Subsidy o LT Sustainability o LT Space Needs • Solid Waste o Strategic Plan Implementation • Sheriff's Office o Work Center Remodel • Road Department o CIP Projects • District Attorney o Labor Contract Expiring • Fair & Expo Center o Land Deal status o Potential capital improvements • Community Development o Development Trends • Community Justice o Parole & Probation Building Expansion • BOCC/Administrative Services o Internal Audit Staffing o Additional Forestry FTE • Human Resources o Pay Equity • Legal o New Attorney/ISF Costs No Significant Issues ➢ County Assessor's Office ➢ Facilities ➢ Finance ➢ Justice Court ➢ Information Technology ➢ Veterans ➢ Medical Examiner ➢ 911 ➢ County Clerk's Office 12/11/2019 12/11/2019 2 12/11/2019 Ls 3 12/11/2019 11111 IIIIIIIq Where was Health Services as of June 20192 i V aCtUal $10.6 million UNI '1'—[ $1.2 million $4.6 million (gross estimate) Regional: +$52,000 Local: +$130,000 M M )I LS Public Health 1 L S 10 12/11/2019 Behavioral Health Z�, Uci hk-'[ 1: No finalized State IGA for Behavioral Health or Public Health rrII 5 12/11/2019 Nrtw- I zzuzs���-. r BOEMIUMM A 3MM=, 1 Quality Improvement Analyst (Limited Duration FTE) Language Access Services ($40,000) ILS 0 12/11/2019 What funding is still unknown that may influence FY21? When might we know? After Adopted Budget. When might we know? Unknown. When might we know? After Adopted Budget. When mightwe know? By Formal Budget Meetings. ILS 7 12/11/2019 What funding is still unknown that may influence FY21? i. vl r i: I'l AIIJ t When might we know? Budget Committee Decision. uum:i When might we know? Unknown. What information is most useful to make policy decisions? 1:1 12/11/2019 Deschutes County Health Services December 12, 2019 Deschutes County Health Services - CCBHC Funding Overview As part of the Protecting Access to Medicare Act, Certified Community Behavioral Health Clinics (CCBHCs) were established to expand Americans' access to mental health and addiction care in community -based settings. CCBHCs are required to provide nine types of services along with meeting reporting, governance, staffing, and care coordination stipulations. Below outlines those funding sources, timeframes, and payment methods received by Deschutes County in efforts to meet the community need for integrated care. CCBHC Demonstration • Timeframe: 4/1/17 — 3/30/19, which then extended thru 6/30/19 • Source: State (Federal dollars to the state, which are then matched by state funds) • Amount: $14.8 million • Payment Modality: Payment per service (a.k.a. Prospective Payment System or PPS) • Status: Extended through "CCBHC Continuation" CCBHC Continuation (also referred to as "demonstration year 3") • Timeframe: 9/1/19 — 2/28/20 • Source: State (Federal dollars to the state, which are then matched through a reduction in DCHS Behavioral Health State IGA service element funds --estimated at $760,7961. • Amount: $4.6 million (OHA estimate, net $3.8 million) • Payment Modality: Payment per service • Status: Unknown after 2/28/20. Federal legislation currently under consideration.. CCBHC Expansion Grant • Timeframe: 9/30/18-9/29/20 • Source: Federal competitive grant through the Department of Health and Human Services • Amount: $3.4 million • Payment Modality: Reimbursement for specified expenses (i.e., traditional grant) • Status: In progress. Continued funding after 9/20/20 under discussion at Federal Ieve1.2 Use of CCBHC Demonstration funds provided: • Expansion of key personnel to: o Enhance multidisciplinary teams serving high risk individuals and improving coordination with primary care. o Enhance service areas in which there was a shortage of staff to meet needs (i.e. older adults, La Pine and Main Clinic Outpatient). o Add infrastructure for supporting grant functions in fiscal, data analytics, and admin support to teams. • Reduction of FY 2020 County General Funds by $548,000 • An estimated $6 million of the funds placed in Behavioral Health Reserve Funds by June 30, 2020 for use in future years' statutory obligation. 1 PPS revenue and corresponding Service Element reductions based on average of 9 quarters of PPS revenue and related match. 2 The same legislation will determine continued funding for CCBHC Continuation and the CBHC Expansion Grant. December 12, 2019 CCBHC Services Over Time by Grant OCCBHC-Continuatien 0CCBHC- Dom onstration 'CCBHC- Expansion 3000 7243 6531 6734 ,r7i108 `-i` 6715 .r5 7114 6724 6545 �`'903 7441 7330 7548 d"` :. ; 43 6492'�'354 ��'`_....� 613 6064 �.......� r s0oa 5574 `30 6903 �------ � 5975 { 6309 6281 ""�` j 6402 5518 6029 5830 5411 5157 5268 moo ta00 0 264 198 234 250 185 272 345 328 292 252 314 284 251 0 Q 4 F dy Or s1 0 es a d 1 A F 9 s, H ,o` ` E t d y A " y S` H a tR tp° r` 5 ° ds saP' �eaPo` '0 �s� g M e4• SP r` .A'` .P ace°` o° 9 t4`a d° 5 Q >' oa"� aPo` °�arF`. '!°M1 M1°� 'P� 1yM1oyP^SF �, aby�a yP' 2a° �04 10 VP°a 100 'P� 10° 'Y°`P$SFa`M1Q Oo`�°d�e'�g0°`` �9`b ry0��1°� 1�°' Y°� t''P 9SF61o° CCBHC Clients Over Time by Grant OCCBHC- Continuation (s CCBHC-Demonstration CCBHC-Expansion 1500 2106 2068 2114 2130 2196 2078 2089 2159 2132 >_000 1956 2017 1938 2037 1941 2022 0 2015 1991 2022 78211833 176418491896 1 { 4 1888116/ i 1698 160516291652 y k; U^ "�" 150o 1000 500�'73 64 '65 5 '�03 1 30a04 144 }� '( 129 15711551133 Wo'P�St°yP�) Z°� oy PQ6`"� gyR''a4 `moo°1°aPN ti°q5t° yH°P �Q $o f's`a F��` ips�°d°tN'``�5o9�°Po`m �ao� 1°' v 10 2 v°• to a t° Ss ,� Veterans Enrolled in Services by Month and Veterans Seen by Month ® Veterans Enrolled in Services by Month • Veterans Served by Month 150 133 136 137 120 122 120 126 125 127 126 126 124 113 113 116 114 10 �� foo 79 85 104 106 104 103 12 100 111 100 94 70 73 86 95 89 96 96 86 52 5p 56 60 62 71 73 50 41 41 45 49 45 56 58 58 40 38 43 41 42 52 44 47 53 0 'l 1 '1 '1 '1 y ° 0 0 0 ° 0 6 ° 9 .1,° •l,° .y° 2° . 'L° 'L° •L aM1° 1° •l,° y° Oy° .1,° .�° y° y° •y° y° a.�° a.�° •1° ti° •1,° y ti •�° °y. „a, ea, x A• y �9• s" yfi• d's• e• °A' tV• A• y y pQa P ac, 5` P 9 � c � .Qa`o�d�°° O¢` .° .50°V fo a° � a�� PQ �° lace )J P 9 y doyen O�c� ` � c a J° �Sc�` PP tAo 5Jc°. Q Estimated Cumulative CCBHC Revenue by Month CCBHC Continuation CCBHC Expansion 0 CCBHC Original $16,000,000 $14,779,124.94 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000 000 4,600,G .00 $4,000,000 $3,406,778.00 $2,000,000 $o Jul 2017 Jan 2018 Jul 2018 Jan 2019 Jul 2019 Jan 2020 Jul 2020 The approval and on -boarding of five new FTE positions, coupled with targeted service reductions, has significantly improved office operations. We are better able to enforce the law, hold offenders accountable, protect the innocent, and ensure victims of crime are made whole. That having been said, the number of cases referred to our office continues to increase at a rate that outpaces the staffing increases we have received. This results in our office providing the public with a level of public service that is less than ideal. Looking at the budget numbers through November, we are spending at a rate above previous years. 41.92% into our fiscal year we have spent 41.5% of our overall budget. To attempt to keep up with the increased workload we are spending more than usual in our time management, extra help/temp help and facilities lines. a. Personnel Although the additions to our FTE's has alleviated some of our extra help/temp help needs, we are still relying on temporary help in order to sustain workload. We employ a part-time, temporary deputy district attorney to assist with processing intake. This position also steps in to provide coverage for attorneys who are out on sick, family, or vacation leave. Other positions that fund from this line item are law student Interns and the staff to run our Clean Slate program. Currently, we are depending on one full-time file/scanning clerk and a part-time temporary employee to solely work on public records requests who is funded out of our Temp Help Admin budget. In the beginning of this fiscal year, we also had a temporary trial assistant that was stepping in for coverage, who has since left, but the position is still needed. Another noteworthy budget impact is in our Time Management line item. One of our lead Deputy District Attorneys retired this year, which pushed our budget percentage to 114.8% (due to paying out her accrued time management leave). July - November 75.6% Temp Help Admin 112.3% 31.7% MMMMMMMMM 55.3% Extra Help (Temp Employee) 66.1% =r 25 V. 114.8% Time Management 45.4% MEMMP42.0% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% 140.0% FY 20 E FY 19 0FY 18 b. Facilities We have outgrown our physical space which has negatively impacted our work. A project to transition away from paper files will free up room in file storage rooms, but renovation costs for these primitive spaces are too high to move forward with. We put office cubicles in our conference room which solved one problem and created the problem of a lack of meeting space (we no longer have room for all staff meetings). We undertook a building project to bring our space into compliance with the ADA law which cost $15,000 out of the Building and Ground R & M budget line. July - November Building and Ground R & M 17.30% 0% 0% 50% 100% 150% 200% 250% FY 20 EFY19 EFY18 II. Administrative Operations a. Trial Assistants The primary function of trial assistants (TAs) is to provide administrative support for their assigned Deputy District Attorney. The office operates most efficiently with one trial assistant assigned to one deputy district attorney. As a result of on -boarding the two additional trial assistants approved by the Board of County Commissioners we were able to reduce to three the number of TAs providing support to two deputy district attorneys. An added benefit of reducing the number of TAs providing support to two deputy district attorneys is that it better allows the TA team to perform effectively when TAs are on vacation or absent for an extended period such as during parental leave (because with additional TAs who provide support to one deputy district attorney we have additional TAs who can temporarily provide support to two deputy district attorneys). Preparing files for cases that are scheduled in court the following day is a job task that the two additional TA positions has greatly impacted. Preparing cases for court the next day is referred to as preparing "Docket." The court does not post the docket for the following day until late: often after 4:00. This requires TAs to work from .5 to 1.5 hours of overtime on the days they are scheduled to cover docket. Having more TAs on staff results in each TA having to work less docket days, which is a benefit for their childcare and other life out of work obligations. 2 The two additional TAs improved the customer service we provide the public, raised moral, helped start to alleviate burnout (we have had zero turnover in the TA department in the last six months), and has allowed our staff to be more comfortable taking the TML allotted by the County. Currently, we have three Trial Assistants supporting 2 DDA's. These three positions are not available to cover any additional tasks or special projects that need to be done. This hinders our productivity and efficiency (an example is our warrant cabinet being in desperate need of attention with no available TAs to address it). Our intake specialist was gone for a weeks' vacation which caused a ripple effect of supplemental police reports not being entered into our case management program in a timely fashion. Since three trial assistants are sometimes off at one time, we have to find coverage for up to six deputy district attorneys on a given day. Trial assistants average a caseload of 99 cases (one of our trial assistants who covers two attorneys carries a caseload of 138 cases) so coverage during absences is a significant burden. While the moral is better with the two additional positions, this department continues to struggle to process the workload with the quality customer service our community deserves. b. Front Desk We made the difficult decision to close the front desk to the public one hour per day (in addition to the one hour it is closed during lunch). We made this decision because with the front desk closed one hour per day we can deploy our receptionist to complete daily administrative tasks that used to be performed by TAs (processing mail, processing quick set hearings, processing probation violation notices), freeing them up to better perform the tasks that require their skills and experience. c. Team Leads The implementation of TA team leads has been a success. With leads, the management team is able to more effectively disperse information to staff and the leads are able to see that the information is understood. The TA leads and our administrative supervisor, Kara Palacio, have finished the first draft of an administrative office manual. Without the lead positions this task would not be completed to this level. d. Office Manager This new position approved by the Board of County Commissioners has allowed the management team to focus more on their managerial duties (budgeting, mentoring, supervising, quality control, and training). This position has taken on supervision of two departments; NovaTime for all departments; accounts payable, accounts receivable, building maintenance, vehicle maintenance, and coverage for the administrative supervisor while she is out on family leave. III. Victims' Assistance Program a. General Overview The Victims Assistance Program is comprised of a Program Manager and seven full time advocates. Grant funding pays for the Program Manager and four Victim Advocates. The Victims Assistance Program is mandated to provide information and services to all victims of crime (both juvenile and adult). 3 b. Update from BOCC Funding No additional general fund money was granted for Victims Assistance during the previous budget process. Original request was for two victims' advocates (one funded by the general fund and one would be pursued via grant monies). The grant funding was applied for and received effective October 1, 2019. This funding has provided one additional victim advocate FTE. Due to budget realities: Address Confidentiality is no longer being offered by Victims Assistance Advocates. Victim/Survivors are now directed to Saving Grace or Department of Justice for program assistance. Victim Impact Panel is no longer facilitated by Victims Assistance. This has resulted in some time savings, but our coordinator is still receiving requests for certificates, duplicate receipts and declarations. While some services were cut and one FTE was added through grant funding, the Victims Assistance Program is still experiencing an inability to fully meet the service needs of victims of crime. c. Service Delivery The volume of work referred to the Victims Assistance Program remains at a consistent pace to numbers provided in the workload analysis. Each week, approximately 100 additional victims are referred to the Victims Assistance Program for service provision. Approximately 325 victims receive services from our program each week. We are unable to sustain our statutory work requirements with this volume of work. Even with the high demand of workload, the Victims Assistance Program continues to provide service that meets the County's Every Time Standards. From surveys collected 7/1-9/31/2019 from victims whose case had recently closed: 100% of victims agree or strongly agree that the Victims Assistance Program provided them with services that helped them make informed decisions about their situation 100% of victims agree or strongly agree that as a result of the information they received, they better understood their rights as a victim of crime 94% of victims agree or strongly agree that the information given to them by the Victims Assistance Program helped them better understand the criminal justice system as it relates to their case. (The remaining 6% had no opinion) IV. Deputy District Attorney Operations a. Implemented Team Leads One of the recurring themes from the one-on-one attorney interviews conducted for the staffing analysis was the need for DDA team leads to provide support/feedback to the DDAs, enhance communication to the DDAs, ensure prosecution consistency, and organize relevant training for the DDAs. The Chief Deputy DAs did not have the capacity to meet these needs for all of the DDAs due to their job responsibilities and high employee to supervisor ratios. 4 The implementation of team leads has produced positive results, including: 1) providing time for Chief Deputies to focus on other obligations and opportunities such as grants; 2) providing professional advancement opportunities for attorneys; 3) promoting teamwork with the victims' advocates and trial assistant teams; and 4) working towards creating meaningful metrics for each team. b. Changed scheduling process for DDAs With the large work load handled by each DDA, it became challenging for DDAs to find time to complete necessary tasks with the uncertainty of not knowing in advance when they would be assigned to cover court hearings. The new DDA team leads worked with the DDAs to suggest solutions to address this issue while ensuring coverage for the average 20 appearances made each day in adult and juvenile court hearings and grand jury. The team leads then met with the Chief Deputy DAs and a new docket scheduling process was implemented. The process provides more opportunity for the DDAs to plan for complex work that takes more focused work time without the interruption of court appearances. The new scheduling process is receiving positive reviews from the DDAs and continues to be refined. c. Continue to seek out and implement alternative programs, specialty court options, and other criminal justice reforms The implementation of the team leads allowed the management team to devote more time to working with community partners to seek training and grants to address pretrial incarceration, mental health diversion from the criminal justice system and exploring other alternatives to prosecution that promote community safety and justice. DCDA has successfully partnered with other county departments, the court and law enforcement in an effort to seek grant funding for these types of program. DCDA partnered with the Deschutes County Sheriff's Office and Deschutes County Parole and Probation, with input and support from the Deschutes County Circuit Court, to seek supplemental grant funds from the Oregon Criminal Justice Commission. Deschutes County was successful and received supplemental funding. An example of our work to efficiently reduce crime is our Early Disposition Program. It is designed to provide swift and certain resolution of low level criminal offenses without keeping a person involved in the criminal justice system. The program works well because the cases are moved quickly through the court system with three court appearances or less and the person charge may earn a dismissal, violation treatment or a lower level criminal conviction if they pay restitution and/or complete community work service. FY 18 FY 19 Actual EDP's Filed 0 Projected EDP's Filed 5 d. Successful prosecution of homicide trials Deschutes County had eleven homicide prosecutions pending at the time of the budget hearing. Homicide prosecutions require significant staff resource allocation creating additional work for people in the office that had to take on additional work even if they were not assigned to a homicide case. Despite the workload, the number of homicide prosecutions, and the number of months each case took to prepare and prosecute, DCDA had positive outcomes in all of the cases that have been resolved (several are still pending). The part- time coverage DDA and the extra -help line item were an integral part of the ability to provide coverage while the assigned attorneys, trial assistants and victims' assistants focused on the homicide prosecutions. e. The workload is too much and unsustainable. We continue to experience a significant increase in cases referred to DCDA for review. In FY18 we were understaffed to handle the current volume at that time and now with the increase in FY19 we are more significantly understaffed. FY 20 Projected FY 19 2000 4000 6000 8000 10000 12000 14000 Projected Cases Referred on, Actual Cases Refered The DDAs still report caseloads that exceed capacity, insufficient time to adequately prepare for trial, complete intake, review evidence, and to do proactive work for cases. Given the need, many attorneys regularly work extra hours simply to maintain the bare minimum service level for Deschutes County residents, crime victims and defendants. Because our victims' advocates department is understaffed, there are a limited number of cases they are able to take, and due to the lack of administrative help, advocates and supervisors are not always available to provide assistances when DDAs need it. The result is delay in victim contact, delay in court cases and delay in restitution issues being resolved. A reasonable victims' advocate caseload and administrative assistance for tasks that don't require a trained advocate would positively impact the work of the entire office and the work of the deputy district attorneys. 0 f. The increase in Public Record Requests (PRR) have taxed our temporary help line and resulted in an increased number of hours devoted to PRR by a Chief Deputy District Attorney. 400 400 300 107 200 FA 100 DOES FY 18 FY 19 Actual PRR Requests g. Amount of evidence is overwhelming. Electronic evidence, especially as agencies move to body cameras, has impacted the amount of evidence that is submitted, reviewed, discovered and processed by the DDAs and TAs. Each of our homicide trials were significantly impacted by the amount of time it took to review, process, discover and then prepare the electronic evidence for use in trial. We have leaned heavily on our IT department and the Sheriff's Office, but both have made it clear that our demands exceed their capacity. h. Lack of court resources is creating a backlog. The understaffing of the Deschutes County Circuit Court is also creating additional work for DCDA because we have access to fewer trial days. The result is a backlog in cases and an increase in case age. V. Conclusion and Request The approval last year of additional staff by the budget committee and Board of County Commissioners, coupled with the targeted service reductions implemented by our office, resulted in significant improvements in our operations. That having been said, we experience on a daily basis an inability to perform our jobs as well as we know we can, nor as well as our community deserves. Because of this we ask for your help: Please work with us to determine what changes need to be made to enable us to provide the residents and visitors of Deschutes County with customer service we can be proud of. During the next round of budget hearings we can request an FTE increase at a level we believe is necessary to address the workload we face, but this is pointless unless you agree that we require the FTE increase we suggest. Another option is to seek the assistance of a consultant to conduct an analysis of the operations of our office with an eye toward identifying process improvements, the implementation of best practices, and staffing level adjustments (if necessary). The latter is the preferred option and we ask that you work with us to select a consultant to perform this analysis. Thank you for your consideration. 7