2020-275-Minutes for Meeting May 26,2020 Recorded 8/4/2020TES
BOARD OF Recorded in Deschutes County
COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541) 388-6570
Nancy Blankenship, County Clerk
Commissioners' Journal
CJ2020-275
08/04/2020 7:37:30 AM
IIIIIIIIIIlIIIIlIlIIIlII mill
FOR RECORDING STAMP ONLY
9:00 AM TUESDAY, May 26, 202
BARNES & SAWYER ROOMS
VIRTUAL MEETING PLATFORM
Present were Budget Committee Members Bruce Barrett, Bill Anderson, and Mike Maier.
Commissioners Phil Henderson, Patti Adair, and Anthony DeBone. Also present were Tom Anderson,
County Administrator; Greg Munn, Chief Financial Officer; Andrea Perkins, Budget Analyst; Sharon Keith,
Board Executive Assistant; and Stefanie Crowe, videographer. Attendance was limited in response to
Governor's orders.
This meeting was audio and video recorded and can be accessed on the Public Meeting Portal at
www.deschutes.org.
CALL TO ORDER: Chair Bruce Barrett called the meeting to order at 9:00 a.m.
Election of Chair. Mike Maier nominated Bruce Barrett as chair, supported by Bill
Anderson. Motion Carried
Approval of Minutes of the April 18, 2020 Budget Meeting minutes. Mike Maier
moved approval, supported by Commissioner DeBone. Motion Carried
BOCC BUDGET MEETING
MAY 26, 2020 PAGE 1 OF 4
Nominate representative to the Investment Advisory Committee.
Commissioner DeBone reported on the responsibilities of the committee. County
Administrator Anderson reported on the establishment of the committee noting
the Budget Committee appoints one of its six members to serve on the Investment
Advisory Committee each year.
Mike Maier moved to reappoint Commissioner DeBone. Commissioner Henderson
and Bill Anderson expressed interest in attending the meetings.
Mike Maier withdrew his original motion and moved appointment of Commissioner
Henderson and was supported by Commissioner Adair. Motion Carried
Deschutes County Budget Proposal: County Administrator Anderson introduced
the process of the proposed budget along with priorities and objectives for the
upcoming fiscal year. The Committee reviewed department impacts resulting from
the COVID19 pandemic. Chief Financial Officer Greg Munn explained the format of
the budget documents and the schedule for the week.
BREAK: The meeting went into recess at the time of 10:37 a.m. and the meeting
reconvened at 10:52 a.m.
EDCO: Roger Lee, Jon Stark, and Erin Chaiet were present via Zoom conference call
and reported on the budget for Economic Development of Central Oregon.
(Presentation materials are attached to the record.) An increase in funding was
requested for the support of the Venture Catalyst Program, the program budget for
the Bend Area Director, and for regional operations.
COVA: Julia Thiesen presented a Central Oregon tourism industry report and the
COVID19 effects on the industry. (Presentation materials are attached to the record.)
Joey Hamilton (via Zoom conference call) presented a report on the regional
marketing strategy.
BOCC BUDGET MEETING
MAY 26, 2020 PAGE 2 OF 4
BREAK: The meeting went into recess at the time of 12:25 p.m. and the meeting
reconvened at 12:35 p.m.
Fair & Expo: Goeff Hinds, Fair and Expo Director presented the Fair and Expo
Center budget presentation and reported on the impacts of COVID19. (Presentation
materials are attached to the record.) Fair Board members Aaron Curtis and Steve
Curley were present via Zoom conference call and reported on long range planning
and capital maintenance projects. Options were reviewed to balance the current
year losses.
County Clerk: Nancy Blankenship (via Zoom conference call) and Jeff Sageser
presented the department's budget and of the impacts of COVID19. (Presentation
materials are attached to the record.) The proposed limited duration position based
on the need of pre-COVID19 increased passport applications has been placed on
hold.
BREAK: The meeting went into recess at the time of 1:53 p.m. and the meeting
reconvened at 2:06 p.m.
General Fund and PERS: County Administrator Anderson presented significant
issues of Deschutes County departments. Mr. Munn reported on the general fund
and PERS summary.
BREAK: The meeting went into recess at the time of 2:38 p.m. and the meeting
reconvened at 2:58 p.m. Bill Anderson excused himself at this time for another
scheduled meeting.
BOCC BUDGET MEETING
MAY 26, 2020 PAGE 3 OF 4
Health Services: Present via Zoom meeting were Health Services staff Dr. George
Conway, Cheryl Smallman, Janice Garceau, Hillary Saraceno, Nahad Sadr-Azodi, and
Chris Weiler. (Presentation materials are attached to the record.) FTE requests and
funding changes were in the department's proposed budget. Julianne Repman of
Bend La Pine Schools (via Zoom conference call) spoke on the partnerships with the
Deschutes County Health Services department.
RECESS: At the time of 5:17 p.m., the budget meeting went into recess to continue
the budget meeting to Wednesday, May 27, 2020 at 9:00 a.m.
DATED this P Day of
Commissioners.
ATTEST:
ING SECRETARY
2020 for the Deschutes County Board of
TTI ADAIR, CHAIR
ANTHONY DE ONE, VICE CHAIR
PHILIP G. HENDERSON, COMMISSIONER
BOCC BUDGET MEETING
MAY 26, 2020 PAGE 4 OF 4
Tuesday, ay 26th, 2020
9:00am
9:15am - 10:30am
Deschutes County Budget Meeting
• Elect Chair
• Approve minutes from 4/18 Health Services Meeting
• Nominate representative to the Investment Advisory
Committee
Deschutes County Budget Proposal
• Open Public Meeting
• Deschutes County Budget Proposal
10:30am -10:45am Break
10:45am -11:15am Economic Development of Central Oregon (EDCO)
11:15am -12:OOam COVA
12:OOpm -12:30pm Lunch
12:30pm -1:15pm Fair & Expo (Funds 615-619)
• Introductions
• Budget Discussion
• Special Request
1:15pm -2:00pm
2:00pm - 2:30pm
2:30pm - 2:45pm
2:45pm - 5:00pm
County Clerk
• Introductions
• Budge Discussion
General Fund and PERS (Funds 001, 135)
• Introductions
• Budget Discussion
Break
Health Services (Funds 270, 274, 276)
• Introductions
• Budget Discussion
• Special Requests
CONTINUE THE DESCHUTES COUNTY BUDGET MEETING TO WEDNESDAY, MAY 27TH, 2020
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Deschutes County Economic Development Investment Initiative
March 25, 2020
2020-21 Fiscal Year
Executive Summary
The impacts of the current COVID-19 pandemic are nearly impossible to predict and plan for from an
economic development perspective. Now more than ever, we need critical services to help businesses and
residents recover from this unprecedented decline in economic activity and employment.
For decades, Deschutes County has been a key partner in the work of economic development both through
its own operations and through contracting with EDCO for business development services and efforts to
improve the local business climate. There are three primary factors driving this ongoing investment by
Deschutes County from lottery funding allocated for economic development:
• As a private non-profit, our personnel and benefit overhead costs are lower than the County;
• EDCO leverages private sector funding to stretch limited public dollars further; and
• the organization has a proven track record of success, efficiency and effectiveness in fostering job
growth, industry diversification and the key elements that pave the way for both.
The following proposal is a revised and updated document that closely mirrors the program funded in the
current fiscal year by Deschutes County. The matrix and supporting narrative below represent a one-year
investment for comprehensive economic development services within Deschutes County, including the
operation of programs and offices in all incorporated cities within the County's political borders.
Program or Deschutes Deschutes
Community County County
FY2019-20 Funding for
Investment FY 2019-20
(current) (proposed)
Other
Public
Funding
(proposed)
Private Sector
Members & <
Other Earned
Revenue
(proposed)
Total FY2020-21
Program Budget
(inside Deschutes
County borders)
LOCAL ECONOMIC DEVELOPMENT CAPACITY
Sunriver-La Pine
$35,000
$35,000
$35,000
$18,000
$88,000
Sisters Country
$35,000
$35,000
$50,000
$10,000
$95,000
Redmond (REDI)
$15,000
$15,000
$124,000
$97,550
$236,550
Bend
$10,000
$15,000
$111,000
$75,000
$201,000
SUPPORTING ENTREPRENEURSHIP
Venture Catalyst
Program
& EARLY STAGE COMPANIES
$30,000
$60,000*
$252,760*
$150,000*
$462,760*
REGIONAL ECONOMIC DEVELOPMENT CAPACITY
EDCO Regional
Office
$129,000
$130,000
$54,500
$668,500
$853,000
TOTAL:
$254,000
$290,000
$09, 760
$1,019,050
$1,936,310
* increase contingent on federal Economic Development Administration's 2020 Venture Challenge grant (Scale)
Funding from Deschutes County
leverages more than $6 of outside
funding for every $1 spent by the county
in the form of private memberships, local
and federal government contributions
and earned revenue (primarily events) to
do economic development within its
borders. In this way, public dollars are
combined to achieve better results and
measurably improve the local, county
and regional economy. We believe this
partnership has been key to the current #1 rankings in the U.S. for economic performance and job creation
from The Milken Institute for the past four consecutive years (unprecedented) and consistently high
ranking with Forbes, Entrepreneur, and the Walton Family Foundation as places where jobs are being
created and sustained.
SMAL
CITY POUF
YEARS IN A
ROW
# 2 FIVE
YEAR JO
GROWTH
The most substantive changes for FY20-21 over FY19-20 is a $30,000 increase (double) for the Venture
Catalyst Program. This increase is contingent on a federal Economic Development Administration (EDA)
grant called 2020 Venture Challenge established to help foster entrepreneurship in the U.S. The specific
category within the broader Venture Challenge category is to help scale successful efforts, so we believe
our proposal to double capacity of the program should compete well nationally. The total three-year grant
request is $719,000, which must be matched at least one -for -one with other funding. Some current
expenditures for regional EDCO staff that support the Venture Catalyst program may be counted toward
that dollar for dollar match but we still need at least $100,000 annually in new capital to support the
expansion of the Venture Catalyst program. Business Oregon, other local government jurisdictions and
some of the state's largest private foundations will be targeted for the remaining match.
The grant proposal was submitted the third week of March (deadline of March 24) and we should know by
the second week of May if it is moving on to the next stage. Awards are expected sometime early fall,
which is obviously dependent on impacts from the COVID-19 pandemic.
A small increase ($5,000) is requested for the Bend local program to keep parity with Redmond's increase
last year. We have experienced regular turnover in that local director role (average is about 2.5 years) so
we are attempting, with the City of Bend's help, to increase the salary of that position to be more in line
with the workload required to assist the Bend area's 500+ traded -sector employers and also generate/field
business recruitment activity.
An even smaller increase of $1,000 is part of the proposal for the regional program to help, with other
sources, cover cost of living increases and other general higher program costs associated with rent, vendors
and third -part professional firms on which EDCO relies for critical services (IT, legal, accounting, etc.).
Strong Local Economic Development Capacity
The local -regional model forged by EDCO in Central Oregon over the past 15 years is relatively unique in the
Western U.S. It is the only such active effort for economic development in Oregon, and we believe a critical
contributor to why this region is economically outperforming all others in the nation. The combination of a
strong regional organization with equally capable economic development professional capacity at the local
level is producing results.
EDCO contracts to deliver comprehensive local economic development programs that are financially
underwritten by the communities and Deschutes County. Local directors are assisted by economic
development advisory boards comprised of business, government and non-profit leaders in the community.
In Sunriver-La Pine, that group is the SLED (Sunriver-La Pine Economic Development) Advisory Board, an
active, currently 11-member volunteer group comprised of city, county (currently represented by
Commissioner Phil Henderson) and local business leaders that meets monthly. In Sisters, an 11-member
Sisters Country Economic Development Advisory Board with a similar structure (the county is currently
represented by Commissioner Patti Adair) also has monthly meetings. Bend's efforts are overseen by an
official advisory board of the City Council called BEDAB (Bend Economic Development Advisory Board) that
EDCO launched nearly a dozen years ago. BEDAB currently has 10 members and 6 ex-officio members,
including the local director. Meanwhile, Redmond efforts are monitored by the REDI (Redmond Economic
Development, Inc.) Board of Directors (currently 23 members), a separate non-profit organization that
contracts with EDCO, that was established in 1988. Commissioner Henderson also serves on this board.
These local programs, with help from the regional organization, are producing results in the form of
completed business development projects, new capital investment for the property tax base, and new,
well -paying jobs.
Supporting Entrepreneurship & Early Stage Companies
Fostering entrepreneurship is an important component of the region's economic development strategy.
Deschutes County funding has been critical to allowing time to develop resources necessary to support the
promising young companies, which has grown to be a critical business development function within EDCO.
The two critical components for establishing Deschutes County as a premier place to start and grow new
companies are: 1) a robust mentoring network and 2) access to equity/growth capital.
Continued development of these key infrastructure assets will not happen without focused and sustained
effort. EDCO's funding priorities for the coming fiscal year are to continue support for important work
happening under the Venture Catalyst program. Overseeing this effort is our Venture Catalyst, Brian
Vierra, whose leadership continues to set the bar high for both the quality and variety of assets available to
young companies and entrepreneurs. On average, Brian meets with and coaches over 200 startups annually
and now has a portfolio of 105 promising, scalable
young companies with which he works regularly. We
do expect that number to drop as the economic
impacts COVID-19 are realized. These young
companies and startups are often the most vulnerable
to severe economic shocks.
ISI. NDVI NI UK
In
Revenue Generated:
.00,004
•, I $ 24,41 1,000
Capital Raised:
$12,031,800
Jobs
Created:
76
New Payroll Added:
$3,310,560
Angel
Investors
Engaged:
44
Companies Assisted
in Portfolio:
106
Events for
Entrepreneurs
Conducted or
Supported:
53
Mentors
Engaged:
292
addition to this work the Venture Catalyst is responsible for the planning and execution of the PubTalk
series of events (8-9 annually) and the Bend Venture Conference (BVC), an angel conference that connects
entrepreneurs looking for capital and equity investors. BVC already holds the title of the largest (and best!)
angel conference in the U.S., with more than $12 million in equity capital being deployed to dozens of
scalable startups over the past 6 years alone. 2020 will be its 17th consecutive year, assuming it is not
canceled due to COVID-19.
Regional Economic Development Capacity
Without a strong regional organization at the Bend office, local offices would enjoy little support for their
efforts to measurably improve the economy in their respective areas. The regional office provides support
in the areas of media relations and PR, marketing, event production, professional mentoring, professional
recruitment, incentive administration, website presence, lead generation, and financial management, and
audit services. The request to slightly increase this component is an attempt to keep up with rising costs
associated with this work. Additional funding from new memberships will be combined with Deschutes
County funding to ensure that the regional effort and team has the capacity and expertise to add value to
local offices.
EDCO's Strategic Plan
Historically, the basis of Deschutes County's
investment in outsourced economic
development services with EDCO has been the
organization's periodic three-year strategic plans.
The newly drafted plan, running from calendar
year 2019-21 outlines three primary goals, 11
objectives and 39 detailed actions to achieve
those goals. An unabridged copy of this plan has
been attached for your review, however a one -
page summary can be found on page 14.
As you can see, the organization and its leadership (staff and board) are committed to achieving results in
that all goals have numerical targets for the three-year horizon and specific efforts needed to achieve those
results. Both effort and results are tracked quarterly and reported to the EDCO Board of Directors.
Summary
The 2020-21 fiscal year budget request to Deschutes County includes:
• $30,000 increase for the Venture Catalyst Program to match a federal EDA grant to double capacity
of this successful effort to support and foster entrepreneurship. If the grant is not awarded, the
request for these program activities would be reduced to $35,000, a $5,000 increase to help
backfill other private foundation support that EDCO help secure from the Oregon Community
Foundation through the Oregon Entrepreneurs Network (OEN). This part of the comprehensive
economic development services that EDCO provides in Deschutes County has remained unchanged
(without an increase) for the past six years.
• $5,000 increase in funding for the Bend Area Director role to build a program budget that
hopefully will create more longevity (and improved) results for this local effort.
• $1,000 increase for regional operations to help cover increased costs.
The other changes to the budget for matching funds are all positive — increased matching funds being
provided by Bend, Redmond (and REDI) and potentially the federal government for the Venture Catalyst
program.
EDCO's board and staff applaud the Commission and the Deschutes County management team for your
vision to sustain support for economic development services. We believe this proposal, which follows
closely last year's proposal, represents a well -planned and cost-effective strategy that is broadly supported
by the communities within Deschutes County and leverages greater investment in economic development
at the local level — both private and public.
Again, we believe that now is as critical time as ever to continue to invest in work that will help our region
climb out of the economic collapse created by COVID-19 restrictions on activity, commerce and daily life.
IN THE NEWS
4101%
%IF
MILKEN
INSTITUTE
Now in its 215t year, this annual ranking
of 201 small metros again recognized
the Bend -Redmond MSA as the #1
place where "jobs are created and
sustained" in the U.S. Our top ranking
was further solidified relative to other
metros. No other place has held the
top spot for more than two years.
AREADEVELWPMENT
191.916
ut
Fastest -Growing Mid -Size Markets
z.,1K
MASS
.5.891
218 Ott
100 v. AL
In February, this national periodical
highlighted Bend in this chart and the
advantages mid -sized markets offer
employers from cost, talent base and
supply chain perspectives.
smartasser
In March, SmartAsset reported that
Deschutes County had the highest
concentration of total income in the
state coming from small businesses
(14.1%) based on tax return data.
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BROAD ECONOMIC MEASURES
WHERE WE STARTED (2018) WHERE WE ARE
/AN.
NOW
HIRING
tVACANCY
residents
96,570
jobs
Indust.: 1.7%
Office: 3.7%
Private Sector
Average Wage:
O$35,816-$45,448
Per Capita
Personal Income:
$31,738 - $53,033
9,900
cm businesses
2021 GOALS
246,000
residents
110,000jobs
Industrial: 3.5%
Office: 4.5%
Private Sector
Average Wage:
$38,098-$52,455
SETTING THE TABLE
WHERE WE STARTED (2018)
25 daily
.- flights to 7
intl. airports
80 internships
filled annually
37,406 units
7.7 2.6M sf office
NI 5.9M sf Indust.
O&D Passengers
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
WHERE WE ARE
RDM Passenger Growth
Per Capita
Personal Income:
$34,680 - $57,950
11,300
businesses
2021 GOALS
Q1 Q2 Q3 Q4 QIQ2Q3 Q4 Q1 Q2 Q3 Q4QI Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
2014 2015 2016 2017 2018 2019
Economic Development for Central Oregon
70S S'V Bonnett Way, #1000, Bend, OR 9'7702
INDUSTRY DEVELOPMENT IN CENTRAL OREGON
WHERE WE STARTED (2018) WHERE WE ARE
NI
P4
a
O
All
(jet
19 companies /_('
1,591 jobs
89 companies
1,674 jobs
28 companies
579jobs
21 companies
1,035 jobs
48 companies
2,456 jobs
39 companies
887jobs
60 companies
666 jobs
48 companies
529 jobs
34 companies
359 jobs
85 companies
1,753 jobs
2021 GOALS
Source: EDCO CRM database (Executive Pulse) only for companies with more than 1 employee
NEW COMPANIES
PUFFeN
Motoliu$
ARTISAN T L A
Aelk
SOUSIEN
4RV
uple
DAYDREAM
GROWING COMPANIES
MEOyL/NE
I
innovation..
ontO
ReNewal
Full Circle Reprocessing
F/Ic1! fE FAe:
IOHARREa DURA.In
BREWINGC .w�>.�
Five Talent e LOnza
# of Traded Sector Companies
Moved to Central Oregon
9
0
17
25
200
100
0
Company Outreach
2018 2019 2020
Q1 Q2 Q3 K1 Q4
Conan
IC
evelop
ent for
antral Oregon
705 SW Bonnett Nay, #1000, Bend, OR 97702
NATIONAL PRESS ON ENTREPRENEURSHIP
(helping to secure/validate Top 10 ranking in the U.S.)
Small & midsize metros with the highest
concentration of self-employed workers
Shall Metros
Entrepreneur.
61
Business owners %
aa8A:
ly S-
171°;
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In February, Entrepreneur highlighted
research assembled by CloudKitchens, a
startup with investment from ex-Uber
CEO that named Bend as the #2 "most
entrepreneurial" city in the U.S. Data on
the concentration of business owners as
a percentage of total employment was
taken from the U.S. Census Bureau.
AdvisorSmith
Research group AdvisorSmith published an article titled "Top Cities
Where Americans Start the Most Businesses", where Bend was ranked
in the Top 10 (#5) for mid -sized cities. Bend also ranked #7 among
cities of all sizes. The study results were based on the number of
businesses formed on a per capita basis in 353 U.S. cities across all
states and focused on businesses that employ at least one paid
employee, which excludes entities like financial or real estate holding
companies.
Revenue Generated:
00.0004 II I I $10,053,000
Capital Raised:
$10,007,800
Jobs
Created:
48
New Payroll Added:
$2,090,000
Angel
Investors
Engaged:
54
Companies Assisted
in Portfolio:
293
_-- _Events for -__-__
Entrepreneurs
Conducted or
Supported:
53
Mentors
Engaged:
292
Economic Development for Central Oregon I
705SW Bonnlett Way, #1000, Bend,
R 9770
$300,000.00
$250,000.00
$200,000.00
$150,000.00
$100,000.00
$50,000.00
$-
$(50,000.00)
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OPERATIONS
FUNDRAISING EVENT ATTENDANCE
2018
IN Gross Revenue
2020
Attrition III Net Revenue
* Gross revenue includes membership renewals, in -kind and
new members based on calendar year.
NEW PLATINUM MEMBER
$7,500
PacificSource
EDCO welcomes Dan Stevens and
PacificSource Health Plans to the Board of
Directors as a new Platinum level member! In
addition to being a major employer in Bend, it
provides thousands of businesses in the
region (including EDCO) with commercial
health insurance coverage.
2000
1500
1000
500
0
1
2018
PubTalks
111
2019 2020
Luncheon I BVC
CY EVENT NET INCOME
$55K
$110K
$183K
$46,093
mco
AM Web Site Data
Users New Users Sessions
45.93(Y0 46.64%
Jan 1, 2020 - Mar 31, 2020: 0 Users
Oct 2,2019 - Dec 31, 2019: 0 Users
2 DOO
57.88ck
February 2020
SOCIAL IMPRESSIONS
Q1 Q2 Q3 Q4
29,849
13,545
9,283
0 22,800
Keith 2020
sxwgst—iOeiitioarit0t)oOttcipitSO10t6iittot,*egonaV7OSDtWfia0.t*srilxv
97702
nThCy-,= Abe Shehadeh
CEG. 6)ack,Snap. ln(lum
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Together, here's what we accomplished over the past quarter:
In late March EDCO launched a series of short videos about local
companies that are finding creative ways to adapt to the impact of
COVID-19 measures. We also did a number of podcasts with
information from local experts in a digestible, conversational format
about things they had learned that might be helpful for businesses.
The videos, There's Good News Too!, were picked up by several
different local media (radio, TV, print) and provided both concrete
information about real-time innovation and great exposure for the
featured companies. All the videos can be seen on EDCO's YouTube
channel.
Just about the time we fully staffed the regional internship initiative with local
professionals in the first part of this quarter, closure and stay at home orders
brought an end to many internship opportunities for students to connect with
meaningful work experiences. The team - Larry, John and Debbie — have since
pivoted to ramp up online curriculum to help educate and train students on
resume writing, career planning and interview skills. This had long been on the
list of things that needed to be done but took a back seat to generating and
filling internships. This groundwork should enable Youth CareerConnect to
capitalize on opportunities as Oregon begins to fully reopen its economy.
Youth CareerConnect
CENTRAL OREGON
SHIFT:
7aroTrctriscc,rrr.
It has been said in our communication over the past two months, but we
continue to be impressed and inspired by the ingenuity and decisiveness of our
Central Oregon businesses during this time of great uncertainty and concentrated
disruption. One particularly memorable example is Bend software startup Shift,
which launched as a bias training tool for the HR industry but pivoted to providing
a virtual reality training suite for hospitals and clinics for hygiene, cleaning and
engaging COVID-19 patients. They outsourced the virtual reality coding to
another local company, Zero Transform, while at the same time doing an equity
capital raise. The book on this "shift" is yet to be written but hats off for
identifying both a needed public health tool and potential market opportunity.
As a data -driven organization charged with the multi -faceted
mission to build a thriving and diverse regional economy, EDCO
has always stressed the importance of having a foundation of
industries that are not wholly dependent on the health of the
local economy. Now more than ever, our traded -sector
employers will play an outsized role in helping the tri-county
region climb out of what is already a deep and highly atypical
state and national recession. Thankfully, more than 90% of our
manufacturing, tech and export -dominated professional
services companies have remained open and operational
during the pandemic.
Not all have been unscathed, but most are intact, financially healthy and already have plans to hire in the months
and years ahead. Nationally, more than a million manufacturing jobs were going unfilled pre -pandemic. In our own
region, we estimate 1,500 jobs were vacant. This is a chance to give those who have lost employment a brighter
future with stable, high paying jobs.
conomic Development for Central Oregon (7O5SW Bonne tt Way, #1000, 0
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FY 2021 Budget Hearings
Deschutes County Budget Committee
Significant Issues
I. Introduction —Tom Anderson
II. FY 16 County Goals & Objectives —Tom Anderson & Board of Commissioners
III. Departmental Issues
• EDCO
• COVA
o Funding Expansion (pending)
o TRT Decrease
• Fair & Expo Center
o Coronavirus Impacts/How to balance
o Expansion Deferred
• County Clerk
o Recording Rebound FY 20/Coronavirus Impacts FY 21
• Health Services
o State & Federal Funding
■ CCBHC Expansion Approved/State Match not expected
■ State Budget Cuts pending
■ Anticipated Increase in OHP enrollment
■ Use of Reserves
o General Fund
■ Reduction/Reallocation
o Crisis Stabilization Center
■ Operational Funding
o Environmental Health Fees
o Staffing
■ Coronavirus positions added
■ Miscellaneous positions requested
• Natural Resources
o New Staff
• County Assessor
o No issues noted
• Solid Waste
o Solid Waste Management Plan
o Negus improvements
o New Landfill
o Franchise Changes
• Community Justice
o State funding reduction expected
• Juvenile Detention
■ Parole & Probation
o P&P Building alternatives planning
o Alternatives to Incarceration Program transfer
• Community Development
o Business Volume Impacts/Use of Reserves
o No Fee Increases
• District Attorney
o Best Practices Study
o Victims Assistance Grant Funds/Staffing
o No ME cost increase requested
• Justice Court
o Cururlavirus impacts
■ Interim staffing reduction
o General Fund subsidy required •
• 9-1-1
o Capita! Plan — Enhanced Coverage
o Levy rate unchanged
o Carryover transferred to capital fund
• Sheriff's Office
o Levy rates unchanged
o Staffing Additions
o Marijuana Tax Funded Detectives
o Contingency requirement change
o Overhire allowance
o Sisters substation lease payments
• Road Department
o Gas Tax/Coronavirus Impacts
o CIP schedule delay
• Facilities
o LT Capital Needs
• Information Technology
o No issues noted
• BOCC/Admin
o Internal Audit support
o Lottery Proceeds Reduction
• Human Resources
o HBTReserve Policy
• Finance
o PERS Side Account
• Legal
o Added Staff ISF Rates
• Property
o New Property Manager
• Veterans Services
o Five day/week service
pay}oows sa}eJ pas!naJ •S
0
0
w
W
ua
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U7
0
w
c%a
Net average PERS rates
NJ NJ
0 I -1 N W P. Ui CR V 0000
C9 ® ® O P ® C1 O
o O O ® O 0 0
O Q O ® OP ® O
O O O ® O ® O O
o ® ® O
Accumulated savings/deferred costs
luaw lsanui j
lseDaao j aleJ SH3d
5/25/2020
May 26, 2020
Health Services Department
Proposed Budget
Service Areas
FY 21 Proposed Budget
Recap: Policy Decisions & Special Requests
Summary
Potential Impacts to FY 21 Budget
1
5/25/2020
MISSION
����� a an tect the health and
0
r -442vtil e<Ua ; ,;w Y3
S
2
5/25/2020
SAFE COMMUNITIES
HEALTHY PEOPLE
ECONOMIC VITALITY
SERVICE DELIVERY
SAFE COMMUNITIES
EALTHY PEOPLE
ECONOMIC VITALITY
SERVICE DELIVERY
FY20 Deschutes
County Staffing (FTE)
Health
Services FTE,
318,65, 30%
FY21 County General Fund
Expenditure to Health vs. Other
OO %%
90%
80%
70%
60%
50%
40%
30%
20%
10%
14%
15%
8
FY21 FY21
Proposed w/Spec. Req.
® CGF to DCHS
Special Requests
CGF to DCHS
o Other CGF Expense
0
3
5/25/2020
Health Services Fund
(Fund 274)
Reserve Funds
n..1-1".. 11..
ruull, {ICa1111
n ..1-.....:...�..1 1 1 ...111ll.1. 1
�UI IQVI l VII al CQl 1
Public Health
Emergency Reserves
(Fund 261) exhausted ; t
inFY19
4
5/25/2020
Deschutes County Health Services
Operating Fund
Health Services Department
Fund 274
FY 2020
RESOURCES Revised
Beginning Working Capital $ 10,120,803
Government Grants & Payments 32.860,630
Charges for Services 1,926,316
Miscellanous 592.900
Interfund Payment 384,052
Fund 270 Transfer 548,601
Interfund Grants 368,400
%of FY2021 %of
Budget Proposed Budget $ Variance Change
17%
54%
3%
1%
1%
1%
1%
$ 6.863,118
31.808,277
2.223.580
581,432
894,000
2,379.865
243.400
12%
54%
4%
1%
2%
4%
0%
$ (3,257,685)
(1,052,353)
297,264
(11,468)
509,948
1,831,264
(125.000)
-32%
-3%
15%
-2%
133%
334%
-34%
Admin Overhead Payments (1)
Cc„c,al I u ,d C im d
8,336.566 14% 8,428,007 14% 91,441 1%
$,747,030 9% 5 G77.1&1J 1015 (G0,021) 115
Total Resources (2)
REQUIREMENTS
$ 60.885,357 100%
59,098.871 100% $ (1,786.509) -3%
Personnel $ 33.186.830 55% $ 34,777A31 59% $ 1.590,602 5%
Materials & Services 10.693.010 18% 8,453.466 14% (2,239,544) -21%
Capital Outlay 690 000 1 % - 0% (690 0001 -100%
Department Overhead
Tienvfera Our
Contingency
8,336,566 14% 8,428.007 14%
3 212.795 3')b 3 296 723 0i5
4,766.157
8%
4,143,221
7%
91,441 1%
03 320 3"%
(622,936)
-13%
Total Requirements $ 60,885,357 100% $ 59,098.848 100% $ (1,786.509) -3%
-,Ec:i cri z).
Deschutes County Health Services
Operating Fund
Health Services Department
Fund 274
FY 2020 % of FY2021 %of
RESOURCES Revised Budget Proposed Budget $ Variance Change
Beginning Working Capital $ 10,120,803 19°! $ 6,863,118 14% $ (3,257.685)
Government Grants & Payments 32,860,630 63% 31,808.277 63% (1,052,353)
Charges for Services 1,926,316 4% 2,223,580 4% 297,264
Miscellanous 592,900 1% 581,432 1% (11,468)
Interfund Payment 384,052 1% 894,000 2% 509,948
Fund 270 Transfer 548,601 1% 2,379,865 5% 1,831,264
Interfund Grants 368,400 1% 243,400 0% (125.000)
General Fund Subsidy 5,747,090 11%C 5,677,111% (69,921)
-32%
-3%
15%
-2%
133%
334%
-34%
Total Resources (2) $ 52.548,791 100% $ 50.670.841 100% $ (1,877,950) -4%
REQUIREMENTS
Personnel $ 33,186,830 63% $ 34,777,431 69% $ 1,590,602
Materials & Services 10,693,010 20% 8,453,466 17% (2,239,544)
Capital Outlay 690,000 1% - 0% (690,000)
Transfers Out 3,212,795 6% 3,296,723 7% 83,928
Contingency 4,766,157 9% 4,.143,221 8% (622,936)
Total Requirements
$ 52,548.791
100% <'$ 50.670,841) 100% $ (1.877,950) -4%
0
TL
5
5/25/2020
Unknown Funding for Continued Grants
n ;
PHI: Garrett Lett G SL
mitilitigNEMENIMP
ETr... .fiP'r cUYv.. >® 6 'B..o ve,r B ®.weft .. �°s`® D 6`0..�9.1 N 4,a..
v., v mvaa, I'VE a n a® I 'CLUB 6 KJVCIIS% S,"am° 60,,,,�+%
r W
TW WW^b��'
PK: Garrett Lee Srfr
_ ) /year tor years, 0,75
sa:
5/25/2020
ieerz GA124,„„wps„,„„t„.1,;0:74:. ,Freiteteitriersior wierisre
ar*Hopeoreate stilmisrekiiryot
1/17hat if funding is denied?
FTE not approved for the following...
Drit.ggi Free Comrinunkies Grant $1 25,000/year for 5 years; 1 „O ETE
PH: Garrett Lee S ratu h Grant $1 1 3,:3 0 9/y e a r -itor Fi„ e a rs; 0,75
Request FTE approved through FY 2021
. COIHC D a hetes Prevention Grant: $1 92,000/year; 1..0 ETE
ETE Public Health Educator III through Juide 30, 2021 paid from
ending fund balance
0-(ES c
0
IIIIIIIZUSSSIVESMBIEISISMSflttEiEtlletitillEtMSIRBIBVEISGIIhmdittttll
r
•
r
FY21 Funding Changes to Proposed Budget
1314: COHC. Sitabffization Cent& 1 24131 0» 1 ,y/E:t-"iet; et.5
$1 02,142 due to delay in Stabilization Center ohening
CCBIHC ifiiixpatinehhia Grainit„ $2 millioneyear ter 2 8,5 Filirk
frorn Proposed 1tiro EGistrisurie 60 rileise; GTE end)
& FIFO COHC Cornimuratty FURAS
1.3151: $148,273
s 2851 4o
•: S ;Lehr citgra rh LE e t S
8K;Hyarl te 1 K; Ensegaiiiency Pres) .30K
11111111111111111111111151111111111111111=11111111111111111111111111111borailling
7
5/25/2020
Policy Decisions
MEW
1 Environmental Health Fee
npprwe lnvh08111, ,n HenlIh fee rease
or offset with County general RmJ
Apprnvry r1.. 111 Irlb ,ti„n of ro
3 OHP Mental Health Reserve Transfer
Approve the ttanster of 01115 Mental Health
llesatves
d Administrative Assistant
n wnorm n, n5.
Adrv.i;a•nat�.e M
if if 11:11101.10501' ish,n;vlj
5 0plo1d Peer Support 5peclel:sl
Comimie},o1- Opmm Peer Sup°.
Specia'nl�
FTF
Total Cost -
OGF Request -
Total Cost
FTE -
Total Cost 52,319,865
CGF Request -
FTE 0.50
Total Cost 503,827
CGF Request -
FTE 1.00
Total Cost 567,905
000 4
• Keep food& water safe • Reduced workforce
• Help all businesses prevent disease and protect against COVIPI9 • fewer inspections, less TA Ed
Greater risk for disease
clients- inlens1ve Youth andlnlensrve Adult services
• 0ecreases need for(ransler In of reserves
• Maintains existing serva:e levels
• Maintain existing service levels
• Continue new process optimizati0n efforts and inamtmn
impmaernenls made to date
• Maintain Current seroce levels toreha,toral and Pabhc Health
• Assetmvent0ty, facility requestsrranagament, cell phone vendor
account and mobilemanagement to remalnwuhin OCHS,
• manage none Enterpriserp000 related processes that support
Operations and Safety (Fleet Management, ll3LEY91111
Oevetopment, S:Onve reorgamtabon)
• 03 Individuals recovered from overdose
• Increased engagement In treatment
caseloads equates to less abdlty to provide Intensive case
management; lnabrhty to meet fidelity ACT and Wraparound
requirements - lost revenue
• Negative client outcomes - risk of death by suicide. overdose
0/or rarm so paid om y' nn
• to0
pal poscons
• Reductions assorlated wllh not dmng this would be sIgmRcant-
cuts likely too deep to absorb across the board and maintain
ervke levels, so could lead to closure of a hub !outrun
• Reductions to deep to avoid layoff of existing employees
• End of 1.01 mated duration position.
• Facilities0epi will be mom i11vohed in OCHS faall1tyreyuests
• Eeminate mobile Device Management, d County derides t0
a, IP Department will he more Involved.
n • Cell phone vendor accountmmmlally managed (against recent
audit rec0mmendation5).
• Finance Dept. to be more i0,0104d In OCHSassetlnventory.
• Eliminate Peer. Increased risk to Opiold and other substance
dependent clients
• ERmmates Addy to Ira. on use of Ha5arcan In the community
• illminates lntensne outreach to IV & Opi01d drug users in sy1ge
exchange program
8
5/25/2020
Deschutes County Health Services
Behavioral Health
RESOURCES
Beginning Working Capital
Federal Grants & Payments
State Grants & Payments
OHP Capitation
OHP Fee for Service & Title 19
Charges for Services
Other Revenue
OHP Mental Health Reserves
Interfund Transfer Crisis
General Fund Crime Prevention
General Fund Subsidy
Total Resources
REQUIREMENTS
Personnel
Materials & Services
Capital Outlay
Department Overhead
Transfers Out
Contingency
Total Requirements
FY 2020
Revised
$ 6,122,354
$ 2,482.189
$ 11.791.814
$ 7.242,430
$ 4,862,726
$ 446,450
$ 994,331
$ 548,601
$ 384,052
$ 127,000
$ 1,734,107
% of FY 2021
Budget Proposed
17% $
7%
32%
20%
13%
1%
3%
1%
1%
0%
5C
Portion of GF Subsidy Request
% of
Budget $ Variance Change
3,487,994 10% $ (2,634,360) -43%
2.287,397 7% (194,792) -8 %
10,932,900 31% (858,913 -7%
8,279,406 24% 1,036,976 14%
3,616,118 10% (1,246,608) -26%
548,321 2% 101,871 23%
1% (508,255) -51%
7% 1,831,264 334%
Ill 3% 509,948 133%
127,000 0% - 0%
1,954 431 6% 220,324 13%
$ 36.736,053 100% $ 34,993.508 100% $ (1,742,545) -5%
$ 21.152,914 58%
$ 6,889,404 19%
$ 690.000 2%
$ 6.000,303 16%
$ 0%
$ 2,003,433 5%
$ 22,757.989 65% $ 1,605,075
4,771,850 14% (2,117,554)
0% (690,000)
6,241.573 18% 241,270
0%
1,222.096 3% (781,336)
$ 36.736.053 100 / $ 34.993.508 ,,,..)100% $ (1,742,545) -5%
'n111111111111111111
34%
Service
Area
Title
Total
FTE Cost
CGF
Requested
PD #2
PD #3
PD #5
PD #8
PD #10
Approve CGF Among Programs 0.0 $ 418,314 $
OHP Mental Health Reserve Transfer 0.0 $2,379,865 $
(Included in Budget)
Continue 1.0 FTE Opioid Peer 1.0 $ 67,945 $
Support Specialist*
Increase 0.1 FTE for Aid & Assist
Increase CGF to Behavioral Health
(Included in Budget)
TOTAL
0.1 $ 8,245 $
0.0 $ 220,324 $ 220,324
1e1 $3,094,693 $ 220,324
* Indicates a continued position from FY 2020
.";
,,..,1, 1 , z rH°.a111_ U 11. , ice..,..
9
5/25/2020
Why Invest in Behavioral Health?
Mental Health disorders are the most costly
conditions in the United States
B�i➢��mb.�l i i.va.1�6. .J:��.�.J.a� ®Z a.li
MenIceal Heaalth UI V Uers area maior cause o overall
community disease burden
Behavioral patterns impact health outcomes by 40%
Intensive Child and Youth Services address
conditions upstream of poor outcomes
irect Services
=:ndviduals
MH & SUD
Treatment
Psychiatry
Care
Coordination
6,292 clients served
in 7n1Q
19% increase in
clients served since
2017
Suicide & Crisis
I.FV IX Referral nW JVIIJt
Basic Needs LE Training
Consultation MH First Aid
Internships
33,A45 non -billable
�
services provided
207% since 2017
525 distinct
community service
events in 2019
10
5/25/2020
Why Invest? Improved It Costly
arrimanzb tegrationN
59% increased
attendance to medical
appointments
More likely than Mosaic
average to be screened
for depression,
diabetes, hypertension
& substance abuse
19% higher rate of Al C
(diabetes) control
compared to Mosaic
average
CCBHC Integration
96% of those who
identify substance
problem received
counseling
19% report improved
accomplishment of
goals
18% improved ability to
handle crisis
3.4 point drop in
depression scores
94%increase in cases
diverted from ED
31 % decrease in ED use
for high utilizer
population
60% reduced recidivism
for incarcerated
mentally ill individuals
63% increase in SED
youth attending schog
PD #5: Substance Use Focused Peer Policy Option
Peers Increase Engagement and Reduce Overdose Deaths
Overall Rankings In Health Factors
BEST
Deschutes (DE)
Percentage of.xtults repurti
21%
2020 County Health Rankings
WORST
NEED: Reduce Substance Related
Deaths - Maintain Opioid Peer
Position
Deschutes overdose deaths are high
Deschutes 5th worst in Oregon for
excessive adult drinking (21 % of adults)
IMPACT:
43 individuals recovered from overdose
Increased client engagement in
treatment
WITHOUT:
RITA to
11
5/25/2020
PD #8: Aid SSiSt Increased Capacity Policy
Diversion from Incarceration & Oregon State Hospital
SERIOUS MENTAL
ILLNESSES IN JAILS
11/1111*1
31% 4.9% 14.5% 3.2%
liPi
HH
Incarcerated Individuals compared
to general population NIH 2015 Decreased ability to manage high
risk individuals in community
*"4e
tOWWWWWIRMEORMRAWNBMWORMIOCREINVVOMMIRMIlw,gMalta
tion
NEED: Increase .90 FTE Aid & Assist FTE
to Full Time
67% increase in Aid & Assist cases
Reductions in Oregon State Hospital (OSH)
& Community Residential Beds
IMPACT:
.10 FTE = 207 additional service hours
Improved diversion from OSH & Jail
WITHOUT:
PD #2, #3, #10: " •
eserves Increased C F olicy
Assure Health and Human Service While Using Resources Effectively
$40
S $35
530
$25
$20
S15
$10
55
5-
0
•
BH Revenue by Source, FY12, FY18 & FY21 NEED: Close gap due to expiring
revenue and inflation
FY12 FY18
CCBHC
Demonstration
Federal Government
Payments
N Transfers In - General
Fund
E Charges for Services
11
o OHP Capitation
tion
li/lain revenue sources relatively' flat
r1,-1h-,r. expiring
Increase capitation membership
Inflation and increased personnel costs
IMPACT:
Maintain current services, specifically to
priority and mandated populations
State Government WITHOUT:
Y21 Payments
Varies on reduction
12
5/25/2020
Deschutes County Health Services
Public Health
RESOURCES
FY2020 %of FY2021 %of
Revised Budget Proposed Budget $ Variance
Portion of Total GF Subsidy
Request
Beginning Working Capital $ 1,337,617 11% $ 602,284 5% $ (735,333) -55%
Federal Grants & Payments 382,000 3% 297,609 2% 84.391 -22%
State Grants & Payments 4,459,784 37% 5,064,859 42% 605.075 4%
Local Grants 331,600 3% 581.301 5% . r 1 75%
Charges for Services 1,400,866 11% 1,673,000 14% 272.134 19%
Other Revenue 79,000 1% 14,000 0% r t t -82%
Interfund Transfer Prevention 241.400 2% 116,400 1% 125.000 2%
General Fund Subsidy 3,972.983 33% 3.722.738 31% (250,245) 6%
Total Resources $ 12.205,249 100% $ 12.072,191 100% $ (133.058)
REQUIREMENTS
-1%
Personnel $ 7,770,753 64% $ 7,703,820 64% $ (66,933) -1%
Materials & Services 1,840,515 15% 1,868.116 15% 27.601 1%
Capital Outlay 0% 0%
Department Overhead 2,336,263 19 % 2,186,434 18% (149.829) -6%
Transfers Out 0% 0%
Contingency 257.718 2% 313,822 3% 56.104 22%
Total Requirements
$ 12.205,249
100%C $ 12,072,192.>00%
66%
Esc,
$ (133.058)
-1%
13
5/25/2020
Service Total CGF
Area Title FTE Cost Requested
PD #1 Environmental Health Resource Need 0.0 $ $ 137,224
(Fee Increase in budget) (rnay need
contingency)
PD #7 Continue Substance Abuse Prevention* 1.0 $121,085 $121,085
PD #6 Prevention and Youth Success Partnership 3.4 $170,624 $170,624
PD #9 3-Mo. FTE Gap - Drug Free Comm. 1.0 $
(FTE in budget)
Add* Emergency Response & Reopening 4.0 $408,128 $ -
(Apprnved, by BnCC 5,13.2_0)
TOTAL ADDITIONAL TO PROPOSED 8.4 $699,837 $ 428,933
Indicates a continued position from FY 2020
lnaltlitntitntntlatllntalftllnglalnnlatillatittarnlillnnlrillMtamadniltn
r
r
t
1
t in
:,,i'g..:W.,--gE,W.,,AWg,Mfi.,-.g.NAwgwg,,,,wg,s,,txmmpmw,wg,,,,,Ag,gwopmmm.gomt,,,*vimymov.ivwmmm2m,,mavggRsww,WggA-f-PWR*MW.NRWagWMEXnM
$25.00
a.
" $20.00
To 25 $15.00
44 a
ra $10.00
rg
k.) $5.00
0
1
$0.00
$19.89
$19.29 $19.20
$18.42 ct 1 7 77
$16_93
$16.88 $16.46 $16,22$16.72 $15.08Z,.„-- 5s16.38
Iue = With Special Request
Grey = Without cpPriP! Request
$21.68
$18.15
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
01ES c
C,
,e!g:LAofnprr7-NriWavrarrWAOKTONZWrtpjrrtnrgVnt,r•rrartMPV'tr't
14
5/25/2020
#1: Environ ental ealth esource eed
vNEakg_ O,aw;,.. a,2,.M.
Challenges:
# of inspections per inspector is nearly double maximum rec. (320:1)
As # of licensed facilities increases its more difficult to meet req. inspections
FY20
Q1
Q2
Q3
Percent Inspected 96% 92% 72%
COVID-19
Resources: Significant revenue decline in Q4 - cancelled events
Workload: Significant increase in need for EH expertise & TA
2000
1950
1900
1850
1800
1750
1700
1650
1600
1550
1500
1450
PD #1: Environ ental ealth esourceeed
PH Protections: Prevent illness and disease
FACILITIES INSPECTED BY
YEAR & FTE
1,777
1,739 1,733
1,687 .:-
2013 2014 2015 2016 2017 2018
1,946
2019
20
18
16
14
12
10
8
6
4
2
0
NEED: Maintain PH Protections
Amount: $137,224 (fees, CGF)*
IMPACT:
Keep food & water safe
Increase consumer confidence in
businesses
WITHOUT:
Reduced workforce (-1.35 FTE)
Fewer inspections (-780)
v1 LS Z
Greater risk for disease
15
5/25/2020
PD #7: Su stance
Pine I r
Marijuana vaping rates rose
320% among Deschutes
County 11 th Graders between
2017 and 2017
2017
2019
Oregon Healthy Teen Survey, 2017-2019
buse Prevention Efforts
REQUEST: 2nd Year funding
BENEFIT:
• Prevention expertise in La Pine &
'/ Reverse youth vaping & M) use trends
WITHOUT:
Loss of 1.0 FTE Prevention Specialist
Inconsistent & ineffective prevention efforts
Loss of progress made during year one
Increased youth substance use
REQUEST: $121,085 (CGF)
ISS„nr,. I .:. ems. , v. ,r.. off,-:. , ..«., o-, fy MEINI, , w.. „ ,.ae u,
PD #6:
revention
Youth Success 'partnership
REQUEST: Approve 3-year Pilot (CGF)
NEED: Gap between prevention & treatment,
if don't-qualif , for treatment not served
�� don't �LL4Wy �`� treatment, e�'JL served
BENEFIT ® expertise & capacity to:
,f ArlrlrPcc vn! Ith MH R, rick -taking hPhavinr
„r Improve youth health & academic success
WITHOUT:
/ Inconsistent & ineffective prey. efforts
No improvements in youth outcomes
NIVIUUN1 IVIUL1I TENRREQUEST (CU Match):
• Year 1: $170,624 (start up) Net: 3.4,ET
• Year 2: +$88K (Total: $258, 624) g
Year 3: +$12K (Total: $270,624)
16
5/25/2020
PD #9:
Three ® FM a ®i ruFree unities rant
No longer requesting 3 month gap funding (using carry-over funds)
Requesting approval to carry-over 1.0 FTE for 3 months
If DFC grant received, request carry-over of 1.0 FTE for FY21
•
PACIFIC NOR1IIVVItI
ADULT & TEEN
CHALLENGE
COALI T I O N
us community
NTRAL OREGON
coriciie
B E N D LAPIN E
S t h n o l i
C', a1 t.h
enc'es onse.}Y •r e seni
Public Health Protections: Prevent Illness and Disease
BoCC APPROVED: 4.0 FTE for COVID-19 Case
Investigations, Business Support & Response
BENEFIT:
Assure expertise & capacity to address COVID-19
Trace 95% of new cases within 24 hrs.
Serve 22+ business sectors not currently served
RESOURCES TO COVER: $408,308 (total cost)
State COVID-19 response funds
COHC COVID-19 grant funds
BWC Carry -Over funds
REQUEST: $0
17
5/25/2020
Deschutes County Health Services
Administration
RESOURCES
Portion of Total GF Subsidy
Request
FY 2020 % of FY 2021 °% of
Revised Budget Proposed Budget $ Variance Change
Beginning Working Capital $ 2.660,832 22% $ 2,772,840 23% $ 112.008 4%
Federal Grants & Payments 726.657 6% 670,511 6% (56,146) -8%
CCBHC 0% 0%
Local Grants 0% - 0%
Charges for Services 0% Ci% ,
Other Revenue 180,000 2% 161,791 1% (18,209) -10%
Admin Overhead Payments 8,336,566 70% 8.428,007 70% 91,441 1%
Genera! Fund Subsidy 40,09,0 ,,,f, '00/ (40,000)i-100%
Total Resources
REQUIREMENTS
$ 11,944.055 100% $12,033,149 100% $ 89,094 1%
Personnel $ 4,263,163 36% $ 4,315.623 36% $ 52,460 1%
Materials & Services $ 1.958,091 16% 1,813.500 15% (144,591) -7%
Capital Outlay $ 5.000 0% 0% (5,000) -100%
Department Overhead $ - 0% 0% -
Transfers Out $ 3,212,795 27% 3.296.723 27% 837928 3%
Contingency $ 2,505,006 21% 2,607,302 22% 4%
Total Requirements 3 11,944,055 100< $12,033,149100% $ 89,094 1%
otati
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18
5/25/2020
Service
Area Title
Total
FTE Cost
CGF
Requested
PD #4
Convert 0.5 FTE Admin Support
Specialist to Admin Assistant and
increase to 1.0 FTE
TOTAL
0.5 $43,827 $
0.5 $43,827 $
110201
PD ® A inistrativeIPolicytion
Evaluate and Improve Agency Processes to Improve Performance
NEED: Maintain IT, Facilities and operational support to service areas
Loss of Admin Assistant in Sept. 2020
Ratio of Admin FTE to Dept FTE has decreased -- 17% (FY12) to 13% (FY21)
IMPACT:
Manage inventory control, mobile device management and facility issues
Provide operational support required to meet Program outcomes
WITHOUT:
Increase reliance other departments to meet operational obligations
Rely on other staff to absorb new technical and time sensitive
responsibilities on top of existing work loads
19
5/25/2020
Total Additional CGF from
Proposed: +$42 ,933
Total FY21 L(F Requested:
$6,106,102
LE t 7l from FYL0, +0 n70/u from FY19)
Policy Decisions
z �,dgpm�
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tal Neal,
9 e transfer
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s 0,,elfeer support 5petltllst
(4nti' II p tice uppon
us
total Cues .
Total Cost •
Css Request $418,314
Total cost $2.379,865
OF Request
FIE 0.30
Total Cost 543 827
C4F Request
Total Cost $67,965
• pa nnvnat.tveveutmt<a,and vefect agentt Cog1,19
You, andprograms a
• ee,eae.,needfor transfe„ne es
a Alen,. exiting se rreeterels
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smproyements male
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genage+ e asee7nt End met,roue der:, management torecs., mshro OCRS
• manage nen Enterprise Meted ptttesses gnat support
tY Meet rn ,,Ment. Stuns/al
RdSu e'o,euut S�e reetgar,asson}
Indrmwt. recovered ham ore mole
• [weaved engspolent In treatment
20
5/25/2020
1
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Revised
11.
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(FY 1) (FY
1
Proposed w/ Requests
1
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Proposed:
Elimination of
Erici, of 30 FTEiirraed duration
With Requests and Budget Adjustments:
Adds 0,5 FTE cc BF-ic Expansion
• Adds 1,0 FIE Opioid Peer Support Specialist*
Adds 01 FIT Aid & Assist:
• Adds 1 ,0 FIE Substance AL:wse
• Adds ..r.i3A FIE iii"rieventicai and Youtfil inlealth Iii"artneirship oU
Adds 0(.3 FIE Adirnin Assistantrk (in budgeted FEE, ends in Sept.)
• Acids 4.0 filLi (t....WID Reopening (f.apa(iiiiiiyr ApiRrovecin
"
41:111300ORVAArplire*VVII0I-OS TeR!**4ROITtra410101,0**ArPqM0ar0TIKIWirWrMalyagem
State Funding
(t,
Behavioral Health
Public Health
CCBHC Continuation
2021 PacificSource Contract
Additional Grants
Emergencies (e.g., COVID-19)
4,40k
11111101111111111111111111111.111111111111111111sammatimmonabs,„ageng
21
5/25/2020
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Total Cost $2,379,865
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43 individuals recovered from overdose.
• Increased engagement in treatment.
Total Cost $67,945
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continue current patterns.
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and recreation districts, libraries, churches, etc.).
0.10 FTE = 207 additional service hours
$9,929 projected revenue.
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Total Cost $8,245
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requirements = lost revenue.
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Trace 95% of new cases within 24 hrs.
Serve 22+ business sectors not currently served.
Total Cost $408,308
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Additional CGF from Proposed
As a result of the integrated Harriman Health Care location:
0/0 Medical appointment attendance increased from 13% to 72%
% For those with active peer and case management support, medical appointment attendance
increased from 13% to 92%
2019 DATA:
• DCDC clients screened for depression, hypertension, diabetes and substance abuse at
significantly higher rates than Mosaic average population.
• 94% had A1C (diabetes controlled) vs. 75% of Mosaic average.
• Higher percentage( 73% vs. 70%) had hypertension control.
Client self -report shows:
19% reported improvement in accomplishing goals.
18% reported an increase in being able to deal with a crisis
1 % reported improvement in ability to deal with daily problems
% reported improved quality of life and 5% improved health
of those identified with problem alcohol use received counseling
reported reduction in cannabis use
point average decrease in measures depression
Increase in # of cases diverted
from the Emergency Department
Decrease in Emergency
Department visits and for high
utilizer population
Reduced recidivism for
incarcerated mentally ill
individuals
Increase of children and youth in
Wraparound attending schools
(from 27% to 90%)
(15% decrease for Urgent Care)
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Total Cost $2,379,865
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