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2021-53-Minutes for Meeting January 28,2021 Recorded 2/19/2021E S CMG q BOARD OF COMMISSIONERS Recorded in Deschutes County CJ2021-53 Nancy Blankenship, County Clerk Commissioners' Journal 02/19/2021 4:24:36 PM 1300 NW wall Street, Bend, Oregon LJ, (541) 388-6570 1111111111111111111111111111 2021-53 FOR RECORDING STAMP ONLY 9:00 AM Thursday, January 28, 2021 DeArmond Room Virtual Meeting Platform Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Tom Anderson, County Administrator; Communications Director Whitney Hale, Internal Auditor David Givans (via Zoom conference call); and Sharon Keith, Board Executive Assistant (via Zoom conference call). Bend Bulletin media representative Brenna Visser was present via Zoom conference call. Attendance was limited due to Governor's Virus Orders. This meeting was conducted in person in the DeArmond Room and via Zoom conference call for virtual attendance and presentation of staff. CALL TO ORDER: Chair DeBone called the meeting to order at 9:00 a.m. INTRODUCTION: Communications Director Whitney Hale reported on the audio/video equipment set up in the room for the meeting. Commissioner DeBone asked for a better video/camera option for meetings to give the viewer the ability to see who is speaking. County Administrator Anderson presented the draft 2021 Goals and Objectives as well as Performance Measures that align with the priorities to be established by the Board of Commissioners. BOCC PLANNING RETREAT JANUARY 28, 2021 PAGE 1 OF 6 COMMISSIONER PRIORITIES AND VISION: Commissioner DeBone reported on his priorities and vision for the year including topics such as: hosting Oregon Congressman for community conversations, options for economic development for USDA inspections and meat processing, discussions of transportation funding at federal level, the county administrator recruitment process, the budget cycle, tax rates, facility needs, remote work due to COVID, urban renewal districts, 911 radio system upgrades, the DEQ well testing project in south Deschutes County, forest resiliency plans, regional solutions and video lottery funds, non -prime resource lands, special road districts, and the need to keep relationships and communications with Deschutes County staff. Commissioner Adair expressed her priorities including the following topics: the special road districts and road maintenance throughout the County, improving services for our veterans including billboard use for communications, the water study in south Deschutes County as well as code enforcement, fire prevention, positive attention and recognition to our 911 department, additional outreach for vaccinations, forestry department improvements and the need to focus on going door to door giving education on personal responsibility for home protection with possibly a retired firefighter or forestry person, increasing FireFree programs, assessments of department needs that have staff working from home, Health Services outreach for the LatinX community, increase certifications for vaccinations, alcoholism is a problem and the need for a possible addition to the sobering center, another psychiatrist in the Health Services department, the future of the landfill, homeless population, planning for Fair 2021, the courthouse and campaign for additional judges, the staffing needs of the District Attorney's Office, regional solutions and funding, COVID relief assistance to small businesses and schools. Commissioner Chang pointed out the importance of the challenge of addressing COVID, housing and homelessness, urban growth boundary expansions, non -prime resource lands, opportunities to invest in mental health services and transform public safety, school based behavioral health, wildfire focus on funding more fuels reduction and advocate for federal programs ability to do work in the forest, opportunities to support agriculture, water supply stability, addressing climate change and the impacts to wildfire and water supply, transportation systems and gas emissions and conducting a Deschutes County greenhouse gas analysis. BREAK: The Board took a recess at 10:51 a.m. and reconvened at 11:06 a.m. BOCC PLANNING RETREAT JANUARY 28, 2021 PAGE 2 OF 6 GROUP DISCUSSION: COMMISSIONER VISION AND FOCUS AREAS The Board discussed department summaries combined with identified Commissioner's goals to review the needs for additional discussions with department heads for the afternoon agenda. County Administrator Anderson recommends sharing the Commissioner's goals with the departments. Mr. Anderson recommended the consideration of resurrecting department site visits for the Commissioners after the COVID pandemic clears. BREAK: The Board took a recess at 12:04 p.m. and reconvened at 12:14 p.m. The conversation on department focus areas was continued. The following departments were identified to present during the afternoon agenda: Community Development Department regarding economic development, Road Department regarding road maintenance, Natural Resources Department regarding fuels reduction, Health Services regarding mental health services, Solid Waste Operations regarding the future of the landfill and Health Services addressing the COVID pandemic. BREAK: The Board took a recess at 1:03 p.m. and reconvened at 1:18 p.m. DEPARTMENT PARTICIPATION: County Legal Counsel Dave Doyle was present via Zoom conference call. Community Development Department: Director Nick Lelack was present and reported on the ground water study in southern Deschutes County. The project with DEQ was discussed and whether the Board needs to send support for the legislative session. Commissioner Adair also stressed the importance of accessory dwelling units and promoting RV parks, campgrounds, and mobile home parks as a land use possibility to address housing strategies. Regarding the question of economic development in the unincorporated county and agriculture opportunities, Mr. Lelack noted the BOCC PLANNING RETREAT JANUARY 28, 2021 PAGE 3 OF 6 regulatory piece for commercial activity in rural areas through site plan permits. Commissioner Adair stressed the importance and appreciation of continuing to extend kindness through customer service. Another item to review is the designation of the non -prime resource lands. DLCD is presenting relative to that discussion at the BOCC meeting of March 17. Commissioner DeBone commented on evaluating rural economic development through USDA meat processing opportunities and consideration of USDA certified local inspectors. Road Department: Director Chris Doty was present via Zoom conference call to review the issues of local access roads and possible support for property owners with special road districts outside of County maintained roads. Mr. Doty noted a financial analysis will be completed during the TSP plan as well as an evaluation of the road moratorium policy. There are 19 special road districts in Deschutes County. Natural Resources Department: County Forester Ed Keith was present via Zoom conference call responded on the topics of fire protection and fuels reduction in Deschutes County. Commissioner DeBone spoke on public safety and fire resiliency. Mr. Keith reported on a FEMA grant recently awarded for approximately 3 years of fuels reduction work as well as a three year joint chiefs project under a multi -agency effort for land treatment. Historically lottery funding had been allocated annually for fuels reduction to support work done in Firewise communities. Last year the funding for the program was cut by 50%. There are currently 40 Firewise communities in Deschutes County. Commissioner Chang asked what more can the County do to assist with moving forward with progress. Mr. Keith had expressed the importance of providing an adequate level of funding to help the community with defensible space projects. There are significant wildfire bills in the state legislature and the support of Deschutes County Commissioners for policy and funding opportunities would be beneficial. Regarding forest planning, Commissioner DeBone inquired if advocating for a statewide forest planning process is an effort to be considered. Commissioner Adair commented on the wildfire mitigation survey where residents don't feel their personal homes are vulnerable and feels we need to do something sooner than later by door-to-door education through prioritizing the danger zones. Mr. Keith stated the Sheriffs Office has just received a grant to raise education and awareness in cooperation with fire department which could allow for door-to-door education and could provide wildfire training to fire department personnel. BOCC PLANKING RETREAT JANUARY 28, 2021 PAGE 4 OF 6 Health Services Department: Behavioral Health Director Janice Garceau presented via Zoom conference call regarding crisis response. Ms. Garceau noted the department is working with law enforcement for providing care for the mentally ill population. Commissioner Chang acknowledged the importance of this service to the community. Commissioner Adair stressed the importance of an additional psychiatrist for the department. Ms. Garceau explained the department will also present a substance abuse report to the Board in the near future. Solid Waste Operations: Director Timm Schimke was present to address the strategic plan for a new landfill site. A criteria list for the site selection will be refined and reviewed with the solid waste advisory committee. Mr. Schimke's retirement date is April 2, 2021 and the Operations Manager will take the role during the interim. Mr. Schimke commented on his experience with siting a landfill and the obstacles that may be expected. A telephone survey was conducted with Deschutes County residents to find their input on the future site. Health Services Department: Public Health Services Director Nahad Sadr-Azodi was present via Zoom conference cail to address the Commissioner's questions on the COVID pandemic. Commissioner Chang inquired what more could be done to stop the spread of COVID by promoting personnel responsibility and to increase testing. Commissioner Adair wants to make sure the Health Services staff is not experiencing job burnout and reminds staff to take breaks. Commissioner Adair requested clarity on the number of vaccines. Mr. Sadr-Azodi will check on that number and will report on the vaccines expected to arrive in Deschutes County. Mr. Sadr-Azodi stated the immediate needs for the department are attention to the staff working day and night to roll out vaccination and testing. Mr. Sadr-Azodi commented the pandemic response should be community wide and county wide notjust through the Health Services department response. Mr. Sadr-Azodi feels there is need for more staff to ensure the incident command structure reflects the need of the community. Mr. Sadr-Azodi stressed the needs to ensure services for the vulnerable population. Also critical is to improve public trust and build resilience in staffing in case of an additional pandemic that could be on the horizon. Commissioner DeBone asked for clarity on abbreviated terms and the request for Health Services to provide common knowledge for information presented. Commissioner Chang is interested in public messaging and supports external BOCC PLANNING RETREAT JANUARY 28, 2021 PAGE 5 OF 6 capacity to assist in the testing. Mr. Sadr-Azodi commented on the hope for a tool to improve rapid testing that is reliable. County Administrator Anderson explained he has been taking notes during the discussion on key words for the 2021 Goals and Objectives. The Commissioner's goals and vision will be shared with departments. BREAK: The Board took a recess at 3:29 p.m. and reconvened at 3:49 p.m. County Administrator Anderson presented the current year goals and objectives for consideration of revision for the upcoming year in order to capture discussions from today. The Board recommended language changes and additional items to be included. Additional notes regarding Commissioner's comment on goals and objections throughout the day were taken on flip chart paper in the meeting room and will be typed and presented to the Board for review. ADJOURN: Being no further items to come before the Board, the meeting was adjourned at 4:44 p.m. DATED this l �� Day of 4 021 for the Deschutes County Board of Commissioners. ATTEST: RECORDING SECRETAR ANTHONY DEBONE, CHAIR PHIL CHANG, VICE CHAIR PATTI ADAIR, COMMISSIONER BOCC PLANNING RETREAT JANUARY 28, 2021 PAGE 6 OF 6 BOARD OF COMMISSIONERS RETREAT January 28, 2021 DeArmond Room, Deschutes Services Center 9 - 9:15 a.m. Introduction Commissioner Priorities and Vision • Commissioner DeBone - 9:15-9:45 a.m. • Commissioner Adair - 9:45 - 10:15 a.m. • Commission Chang - 10:15 - 10:45 a.m. 10:45 a.m. Break Group Discussion: Commissioner Vision and Focus Areas 11 - 12 p.m. BOCC identifies which department heads should attend afternoon session to help define specific objectives. 12 - 1 p.m. Lunch Department Participation • 1 - 1:30 p.m.: 1 - 3 p.m. 1:30 - 2 p.m.: • 2 - 2:30 p.m.: • 2:30 - 3 p.m.: 3 - 3:15 Break 3:15 - 5 p.m. Discussion: Develop County Goals & Objectives Department Summaries for BOCC 2021 Retreat 9-1-1: • ODOT Wireless/Harris P25 Radio system upgrade (January 2021 through Fall 2021) • Continued development and progress on Long -Term Radio Enhancement Plan ADMINISTRATION: Economic Development — We currently rely on Economic Development for Central Oregon (EDCO) as our economic development representative of the organization. We also depend on City staff to work with EDCO to recruit and expand businesses. Is this sufficient? Questions to consider: • Should the County create internal economic development capacity? • Should additional work be done with respect to business nodes in the unincorporated county? E.g. Terrebonne, Tumalo, Sunriver (business park, shopping center), etc. • Should we re-examine our business loan program? • Are there economic growth possibilities within (or with changes to) the Oregon land use system outside of cities? Recreation -The County relies on cities and parks district to perform these services. Should county presence be expanded? • Harper Bridge solution • Other river access • Trail connection system • Fair & Expo Center potential Administration Division structure — Has not changed significantly in some time. Should it? What are BOCC expectations? ASSESSOR'S OFFICE: CLERK'S OFFICE: As Deschutes County continues to grow, the Clerk's Office will require additional space to conduct elections in the future. The current space was at capacity during the November Election. Had the election board not been moved due to COVID and a significant amount of ballots returned early, the current space designated for the board, observers and balloting materials would have been insufficient. Although the space has been adequate for the past 16 years, it's time to plan for the growth that is occurring. COMMUNITY DEVELOPMENT: 1. Operations: • COVID / Post-COVID. Sustain quality customer services during COVID and high permit volumes, and plan for a new -normal post-COVID regarding opportunities for remote working (full or part time) to retain and attract employees, more efficiently utilize CDD facilities (shared offices, etc.) and operations (e.g., dispatch inspectors from home to job sites to reduce travel). Staffing. Continued staff turnover in planning and permit technicians for technical positions is causing ongoing significant training demands by senior -level staff. This trend is causing CDD to allocate significant resources to ongoing training, and a need to backfill those reallocated senior -level resources to meet increasing service demands 2. Wildfire. Consider whether to develop land use, defensible space, and building standards to mitigate wildfire hazards/risks, and participate in state processes to develop new state wildfire maps, policies and regulations. 3. Population Growth / Housing. Address rapid growth and the regional housing need through implementing new rural ADU legislation (if adopted); coordinate with cities on UGB and comprehensive plan amendments, including the affordable housing pilot projects; and efficiently process increased residential building permits in La Pine and Sisters (among other areas) 4. Coordination / Community Planning / Livability • Update Tumalo Community Plan and initiate the County Comprehensive Plan update. • Develop a Sisters rural trail plan to implement the Sisters Vision Plan. • Consider updates to the County's wildlife inventories and zoning codes. • Support and participate in processes to update the Transportation System Plan, locate a new landfill, the planning and development of the County -owned 325 acres in the Newberry Neighborhood, and support wastewater systems and services in Terrebonne and Tumalo. COMMUNITY JUSTICE: The department's community service shop was located within the department's "programs building" repurposed in 2019 for use as the health department's stabilization center. Once we're past the pandemic the community service shop is essential to fulfilling the department's commitment to restorative justice and to give back to the community. Even more significant is to complete the adult parole and probation office expansion project. The need to expand and redesign the adult parole and probation division office in Bend was apparent in 2017. The need was exacerbated when a team of parole and probation officers were displaced in 2019 when the programs building was repurposed for stabilization center use and the planned for expansion of the parole and probation office was not undertaken. DISTRICT ATTORNEY: • Operations and Staffing Analysis o Working with consultants to provide them all the information they need to complete their analysis and report. o We're confident that the consultants will provide valuable recommendations for how we can maximize our performance and we are committed to working with the Board of Commissioners to implement them. • Veterans Intervention Strategy o Our team developed a program to serve veterans in the criminal justice system by providing them the tools they need to succeed. o The program was developed between June and November of 2020 and is now enrolling and serving veterans. Emerging Adult Program o Our team is developing a program to provide people between the ages of 18 and 24 in the criminal justice system the tools they need to succeed. o Emerging neuro science informs us that people's brains are developing until approximately the age of 25, not the arbitrary age of 18 that was established years ago as the date we start prosecuting kids in adult court. o Because of the stage of their brain development, 18-24 year olds are more likely to act on impulse, misread or misinterpret social cues and emotions, and engage in dangerous and risky behaviors a Electronic Evidence o Developing a program to address the increasing volume of electronic data submitted as evidence • Death Investigations o Deputy district attorneys are actively working numerous open death investigations. o Victim advocates are engaged with assisting surviving family members in all of these cases. FACILITIES: Priorities: 1. Current and future office space and parking needs of County Departments a. Downtown parking expansion b. Space needs assessments c. County -wide master planning 2. Increased capital maintenance requirements due to age of building and continued expansion of County owned and managed square footage. 3. Staffing: a. planning for retirement of long-term staff members and establishing staffing levels that meet current and future needs b. Increased custodial needs due to additional COVID-19 cleaning requirements 4. Update and revise Public Safety Campus Master Plan: a. Completion of near -term projects: Community Service Shop, Adult P & P Expansion, parking improvements b. Mid-term planning: Sheriff's Office and Community Justice c. Long-term: all stakeholders Projects: 1. Adult Parole and Probation Expansion 2. Courthouse Expansion 3. Downtown Parking FAIR & EXPO CENTER: Expo Operations • Financial Viability • Return to traditional revenue model • Organizational adjustments as needed/allowable Staffing Facility Improvements • Buildings & Grounds Committee discussions • Energy Trust Programs Short/Long Term planning • Include plans for newly acquired property • Long term master plans Annual Fair • Modified Fair planning COVID-19 required modifications • Financial Viability Budget planning/understanding of possible Covid19 impacts • Traffic Management FINANCE: • Develop long-term capital improvement funding plan. • Implement county -wide Munis and business systems support function. • Increase county -wide decision support resources. • Improve room tax collection process with functional software. • Implement electronic budget document solution. HEALTH SERVICES: The COVID 19 pandemic has impacted our community across all domains. It has illuminated core vulnerabilities in the community's behavioral and public health needs and available services. Based on what we have learned, this year Health Services will focus on: • Ensuring capacity to meet the needs of higher acuity individuals and groups by further enhancing reproductive health, environmental and communicable disease services, crisis response, intensive supports for our most ill individuals, and rapid access to mental health and substance use disorder treatment • Ensuring that individuals from historically underserved communities (Latin-x, LGBTQIA, homeless, older adults, etc.) experience reduced barriers and robust access to behavioral and public health care • Ensuring that key infrastructure keeps pace with increasing population, changing disease burden and population demographics, and the increasing clinical and technical complexity of delivering health services in Deschutes County • Strengthening public engagement and empowerment in decision making, and increasing public trust in Health Services' messaging and services HUMAN RESOURCES: • 3 Executive Leader Searches; County Administrator, Solid Waste Director, Community Justice Director. • Increased request for support from departments surrounding recruitment and selection processes. • Continued efforts on the pay equity project. • Deschutes Onsite Clinic, Wellness, and Pharmacy RFP. • Supporting departments/offices in Diversity, Equity, and Inclusion initiatives. • HR resources are already stretched thin, meeting increased needs for department support will continue to be of concern. INFORMATION TECHNOLOGY: The Information Technology Department seeks continuous improvement in the services delivered to county departments by focusing on these strategic service areas: • Broaden the scope of the service offerings in response to department requests. Establish acquisition standards and methods to manage service level expectations regarding enterprise or department specific technology investments. Increase staff knowledge of small, consumer electronics. Improve the security and resiliency of digital assets. Continue strategic investment in automated email and desktop security systems, data backup systems, and end user cybersecurity awareness. Work to update county policy regarding the use of digital assets. • Leverage cloud -based software and communications solutions shown to be effective and beneficial. Reduce dependency and expense relating of operating on -site data center. Continue implementing Microsoft 365. Improve on the infrastructure supporting remote work. LEGAL: Priorities: 1. Sustain ongoing 24/7 support of all things COVID 2. Successfully employ transition from no remote work (pre -March 2020) to almost all remote work (March 2020 to present) to whatever the new normal will be 3. Retain current staff; the attorneys in County Legal are extremely skilled and efforts by law firms and other legal employers to poach are not uncommon Observations: 1. COVID impacts not going away anytime soon; COVID fatigue will impact the workplace and morale 2. The workplace of 2021 and beyond will look very different than the workplace of 2019 and prior; impacts on teamwork and collegiality JUSTICE COURT: 1. Meet the challenge of maintaining citizen accountability and public safety given recent legislation eliminating license suspension as an incentive to comply with traffic laws. 2. Return to pre-COVID business volume and court accessibility (e.g. reestablish court sessions in La Pine and Sisters). 3. Continue COVID protocols that enhance court efficiency and improve deliverables. NATURAL RESOURCES • Implementation of FEMA HMGP grant (anticipated to be awarded in spring 2021) • Implementation of recently awarded Buttes to Basins Joint Chiefs Landscape Restoration Project (in cooperation with partners) • Adjustments to overall fire preparedness program based on local or statewide policy (& possibly funding) changes related to wildfire PROPERTY MANAGEMENT: 1. Provide viable options to expand downtown parking and to address department space needs 2. Complete land exchange in east Redmond/south of Fairgrounds with DSL 3. Assist landfill siting project team with identifying properties for consideration 4. Determine next steps for County -owned property including, a. La Pine Newberry Neighborhoods — two existing quadrants known as 2a (24.59- acres) & 2d (17.66-acres) and neighborhoods 3 & 4 (324.33-acres); all currently zoned LPMPR b. Connors/271" (1.14-acres zoned RH) c. Simpson (7.12-acres zoned RM) 5. Complete property inventory project to allow for enhanced property characteristics/attribute tracking and analysis ROAD DEPARTMENT: 1. TSP Update: The TSP Update process has been initiated with the goal of adoption by the end of 2021 or early 2022. The TSP guides investment in the County's transportation system, including capital projects, major maintenance/modernization, safety, and system policy. 2. Delivery of Capital Projects: The Road Department continues to deliver intersection improvement project prioritized through the existing capital improvement plan and budget process, including a roundabout at Tumalo Road/Tumalo Place, 17th Street- Negus Road reconstruction, Rickard Road paving, Hunnell Road design/construction, and numerous system maintenance and paving projects. 3. Identification and funding of improvements in Terrebonne: County staff continues to work with ODOT to refine a concept for an interchange improvement at US 97/1-ower Bridge Way in Terrebonne. This concept will require a proposal from the County to ODOT for additional funding and public process. 4. Additional partnership projects with ODOT: Finalization and approval of a Cooperative Improvement Agreement with ODOT for roundabout improvements at US 20/Cook-OB Riley in Tumalo and other projects such as US 20/Ward-Hamby roundabout, US 97Nandevert Road, and other small scale projects. 5. Maintenance and Operation: Continued maintenance and operation of Deschutes County's 900 mile road network at a sustainable and acceptable level. SHERIFF'S OFFICE: SOLID WASTE: Knott Landfill 1. The proposed development of a portion of Section 11 north of Knott Landfill will include excavation and transport of waste from a historical dump site on the property to Knott Landfill, This could be as much as 100,000 tons of waste. This represents about 6 months of our normal waste flows and will impact the remaining life of both the current cell and the overall life of the landfill. We will need to construct the next cell (Cell 9) at the landfill in the coming budget cycle to be ready for that waste. This will require us to access reserve funds that have been set aside for closure and post closure care. It may require an increase in our tip fee. 2. Work on siting a new landfill to replace Knott Landfill is progressing. We have a number if potential sites identified and with the help of IT and GIS, are establishing criteria to consider other sites as well as ranking and rating criteria. 3. Our waste flows into the landfill have increased 8% over the previous calendar year. We expect to request an addition of 2 FTE to maintain current service levels. Transfer Stations 1. We are in the design stage for construction of improvements to Negus Transfer Station in Redmond. We will need to reconcile expected costs with budgeted funds. 2. We are reviewing our approach to transferring waste and recyclables from transfer stations to Bend. System changes recommendations in the Solid Waste Management Plan (enhanced transfer stations and a new landfill) will impact our approach to transferring materials Recycling 1. The State is embarking on an effort to modernize Oregon's recycling system. A comprehensive bill has been introduced in the legislature that would embrace a producer responsibility approach to funding needed changes and enhancements. 2. We are exploring expanding curbside collection of recyclables in unincorporated areas of the County. We are focusing on a subscription approach where households can opt in to the service and pay a fee, but they can opt not to take the service and avoid the fee. VETERANS' SERVICES: • To provide service with in a 10 day period • Conduct advertising campaign to expand our services • If we are able, conduct a Veterans benefits expo 0-� E S BOARD OF COMMISSIONERS FY 2021 Goals and Objectives Mission Statement: Enhancing the lives of citizens by delivering quality services in a cost-effective manner. Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. • Provide safe and secure communities through coordinated public safety services. • Reduce crime and recidivism through prevention, intervention, supervision and enforcement. • Collaborate with partners to prepare for and respond to emergencies and disasters. Healthy People: Enhance and protect the health and well-being of communities and their residents. Support and advance the health and safety of Deschutes County's residents. Promote well-being through behavioral health and community support programs. Help to sustain natural resources in balance with other community needs. Economic Vitality: Promote policies and actions that sustain and stimulate economic vitality. • Support affordable and transitional housing options through availability of lands, project planning, and appropriate regulation. • Administer land use policies that promote livability. • Maintain a safe, efficient and economically sustainable transportation system. • Partner with organizations and manage County assets to attract business development, tourism, and recreation. Service Delivery: Provide solution -oriented service that is cost-effective and efficient. • Ensure quality service delivery through the use of innovative technology and systems. • Support and promote Deschutes County Customer Service "Every Time" standards. • Promote community participation and engagement with County government. • Preserve and enhance capital assets, strengthen fiscal security, and ensure sufficient space for operational needs 0 Provide collaborative internal support for County operations. Enhancing the lives of citizens by delivering quality services in a cost-effective manner. Protect the community through planning, preparedness and delivery of coordinated services. • Provide safe and secure communities through coordinated public safety services. • Reduce crime and recidivism through prevention, intervention, supervision and enforcement. • Collaborate with partners to prepare for and respond to emergencies and disasters. Enhance and protect the health and well-being of communities and their residents. • Support and advance the health and safety of Deschutes Countys residents. • Promote ;well-being through, behavioral health and community support programs. • Help to sustain natural resources in balance with other community needs. Promote policies and actions that sustain and stimulate economic vitality. • Support affordable and transitional housing options through availability of lands, project planning, and appropriate regulation. • Administer land use policies that promote livability. • Maintain a safe, efficient and economically sustainable transportation system. • Partner with organizations and manage County assets to attract business development, tourism, and recreation. Provide solution -oriented service that is cost-effective and efficient. • Ensure quality service delivery through the use of innovative technology and systems. • Support and promote Deschutes County Customer Service "Every Time" standards. • Preserve and enhance capital assets, strengthen fiscal security, and ensure sufficient space for operational needs • Provide collaborative internal support for County operations. • Promote community participation and engagement with County government. The Board of County Commissioners establishes goals and objectives annually to guide department operations. Departments develop performance measures that align with the priorities established by the Board and monitor and report progress accordingly. These measures are listed below in relation to each individual goal and objective. Additional information regarding the performance measures can be found in the departmental sections of the budget document. Protect the community through planning, preparedness and delivery of coordinated services. Measure Department Continue to meet and exceed the Emergency Medical Dispatch call taking standards established by the International Academies of Emergency 9-1-1 Service District Medical Dispatch and consider formal application for district medical accreditation in those standards. Continue to meet and exceed the Emergency Fire Dispatch call taking standards established by the International Academies of Emergency Fire 9-1-1 Service District Dispatch. Measured monthly by random call sampling used for quality assurance. Improve voluntary compliance in code enforcement cases from 85% to Community Development 90%. Improve the resolution of code enforcement cases within 12 months from Community Development 75% to 85%. Goal is to maintain over 90% of victims who report after case closure that they either agree or strongly agree that the victims' assistance program District Attorney's Office helped them make informed decisions about their situations. Partner with Public Safety Campus stakeholders to plan for facility Facilities improvements in support of operational objectives. Rate of collections on fines 50% of above within 90 days of judgement. Enforcing payment of fines and fees holds defendants accountable and promotes compliance with traffic laws. Timely collection and distribution justice Court of fines and fees supports law enforcement programs and court functions. Maintain current service levels by responding to or initiating 80,000 patrol Sheriffs Office community contacts. Measure Department Successfully test whether Juvenile probation officers (CJO's) can positively Community Justice intervene with youth with Substance Use Disorders Complete criminogenic risk assessments of supervised adult clients within 10 Community Justice days of intake. Ensure 75% of supervised adult clients have active and updated Behavior Community Justice Change Plans. Have two completed validation studies by January 2021, one for existing Community Justice intake assessment and one for existing detention risk assessment. Ensure 65% of cognitive -behavioral group participants report skill acquisition Community Justice (Juvenile MRT, Adult MRT and Adult Moving On). Ensure 100% of contracted adult treatment providers are providing or actively working on an action plan to treatment that qualifies as "evidence- Community Justice based" according to the Correctional Program Checklist. Remain at least 10% below the state's pre Justice Reinvestment Program county prison utilization baseline of 1,716 months (the number of months at the time of the baseline measurement that Deschutes County adults in Community Justice custody were serving/sentenced). As of January 2020 we were at 1,199 or 30% below baseline. Transition from written to digital monthly reporting of adults on supervision. Community Justice Currentiv the long term, 1 year average recidivism rate for PCS crimes in District Amur i ey's Deschutes County for is 50.6%. Goal is to maintain a one (1) year recidivism Office rate for all enrolled Goldilocks Clean Slate participants 40% or less. Currently the long term, two year average recidivism rate for PCS crimes in District Attorneys Deschutes County is 62%. Goal is to maintain a two (2) year recidivism rate Office for all enrolled Goldilocks Clean Slate participants 45% or less. Driving under the influence of intoxicants trial conviction rate. District Attorney's Office Achieve minimum 50 percent positive Deputy District Attorney survey responses (total of "very good" and "good" responses) to the following questions: • Ability to call and/or meet with victims in a timely manner: from 25 District Attorney's percent to 50 percent. Office Adequately Prepare for Trial: from 19 percent to 50 percent. • Ability to work on case follow-up tasks: from 20 percent to 50 percent. Ensure that 20% of individuals served by the Forensic Diversion Program will Health Services experience a reduction in recidivism. Measure Department Coordinate with 9-1-1 and DCSO to increase the number of web -registered Administration Deschutes Alerts subscribers Complete DLCD grants with public involvement to develop and consider Community recommendations to address wildfire hazard mitigation and Goal 5 wildlife Development habitat inventories to inform the 2021 Comprehensive Plan Update. Improve the structural resilience of County buildings through improvements to seismic restraints and by completing structural engineering reviews at Facilities targeted facilities. Build and continue effective partnerships with Federal, State and Local emergency or incident response providers including preparation, training and Fair & Expo planning. The ongoing COVID-19 emergency response has highlighted strengths and weaknesses associated with providing real time, 24/7 support to county departments during the duration of an emergency event. Legal will develop Legal internal processes to insure immediate, comprehensive and coordinated support. Legal will engage internal emergency operations staff and partner agencies to review/audit existing processes with the goal of identifying successful Legal processes, and fine-tuning, rejecting and/or replacing all others. Maintain or increase public participation in Fire Free events as measured by Natural Resources yard debris collected I ' Enhance and protect the health and well-being of communities and their residents. Measure Department Reduce outbreaks and spread of disease by completing 95% of communicable disease investigations within 10 days, as defined by the Oregon Health Health Services Authority. Reduce outbreaks and food -borne illness by inspecting a minimum of 95% of licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state Health Services requirements. Assure 90% of women served in the DCHS clinic and at risk for unintended Health Services pregnancy use effective methods of contraception after receiving services. Assure 80% of pregnant women being served by DCHS receive prenatal care Health Services beginning in the first trimester. Ensure safe access to County facilities and services through annual inspection Facilities of 80% of sidewalk inventory and complete repairs as needed. Maintain current service levels and complete 1,100 14-day assessments (a Sheriffs Office questionnaire concerning the overall health of inmates). Maintain current service levels and complete 4,400 sick call visits (response to Sheriffs Office an inmate requests to see the doctor or someone on the nursing staff). Measure Department See Behavioral Health Oregon Health Plan clients within state timelines as specified in the following categories: 1) Emergent/Urgent: within 24-48 Health Services hours; and 2) Routine: within 2 weeks. Measure Department Achieve compliance with the ATT (Alternative Treatment Technology Septic System) Operation and Maintenance (O&M) reporting Community Development requirements of 95% to protect groundwater. Maintain or increase the number of communities participating in the Natural Resources Firewise USATm Program. Continue to meet or exceed the general industry compaction standard of Solid Waste 1,200 Ib/cy to ensure efficient use of the Knott Landfill resource. Work with solid waste service providers to increase the diversion rate Solid Waste and collect more recyclables than the prior year's 62,118 tons. Promote policies and actions that sustain and stimulate economic vitality. Measure Department Work with non-profit agencies to increase the supply of affordable housing. Administration Identify asset or foreclosure properties that may be appropriate for housing and/or social services and assist the developer in bringing Administration projects to fruition. Seek opportunities to partner with other jurisdictions to stimulate affordable housing projects. Administration Complete rural vacant residential lands analysis and develop a County Community Development housing strategy to inform the 2021 Comprehensive Plan Update. Measure Department City of Bend and Redmond Affordable Housing: a. Amend the City of Bend Urban Growth Boundary to implement HB 4079, a pilot project to increase the supply of affordable housing projects. Community b. Amend the City of Redmond Urban Growth Boundary to implement Development HB 2336, a pilot project to increase the supply of affordable housing units. Measure Department Secure state and federal funds to support local public transit services in partnership with local providers. Administration Sustain Pavement Condition Index (low 80s) Road Department Achieve 96% of roads rated good or better (PCI above 70) Road Department Achieve 50% of bridges rated good or better (Deck, Superstructure, and Substructure Ratings all above 7). Road Department Measure Department Leverage funds for job creation and business recruitment, support and Administration diversification through County economic development loan program. Strive to achieve more than $48 million in annual economic impact generated from Fair & Expo events and facilities. This measure uses economic multipliers Fair &Expo established by Travel Oregon and updated with Travel Industries of America travel index. Provide a safe, modern event venue to our community that attracts more than Fair & Expo 750,000 visitors annually. Development of a refined facility marketing plan, with focus on creation of target market segments. Create and utilize local partnerships to increase Fair & Expo awareness of Deschutes County Fair & Expo and the Deschutes County Region. Provide solution -oriented service that is cost-effective and efficient, Measure Department Enhance operational capabilities at existing backup center by deploying radio dispatch consoles as well as fully functional CAD system computers. Utilize the 9-1-1 most of the small space by accommodating five consoles which will be available at any time for staff in an emergency situations. Accounts managed per FTE compared to other Oregon counties. Assessor's Office Written approval by the Department of Revenue for the Assessor's certified Assessor's Office Ratio Study. Percentage of tax statement mailed by Oct. 25th. Assessor's Office Written certification from the Department of Revenue approving the County Assessor's Office Assessment Function Assistance (CAFFA) program Administrative expenses as a percentage of taxes imposed compared to other Assessor's Office Oregon Counties Achieve 6-10 inspection stops per day to provide quality service. Community Development Achieve an average turnaround time on building plan reviews of 8-10 days to Community meet or exceed state requirements. Development Sustain the issuance of land use administrative decisions with notice within 45 Community days and without notice within 21 days of completed application. Development Improve the issuance of onsite septic system permits within 15 days of Community completed application to within 12 days of completed application. Development Compares recording staff FTE to the number of pages recorded. Clerk's Office Compares election staff FTE to voter registration. Clerk's Office Utilize existing facility management software to track lifecycle planning for Facilities facility Heating Ventilation Air Conditioning (HVAC) assets. Develop and implement Fair/Large event traffic mitigation plan and strategies. Fair & Expo Improve the efficiency of payments by implementing and/or expanding electronic processes in employee reimbursements and expansion of ACH Finance accounts payable payments and use of purchase card payments. Continue to find ways to improve operational processes by reducing labor requirements and data transfer errors while improving the customer service experience including the transition of Dog Licensing registration system from a Finance manual, in -person process to an on-line system, transition paper property tax statements to "e-statements" and more efficiently capture room tax accounts. Improve efficiency of County budget process and development of the annual Finance budget document. Continue to develop new and functional business intelligence tools to assist County departments with efforts to improve transparency and monitoring of Finance fiscal and operating activities, decision support and process improvements. Achieve 100% of employee action changes processed in good order (timely and Human Resources accurately.) Improve the cyber-security profile by creating data network segmentation Information between department operations and automated method of monitoring the Technology active connections to the county network. Establish a standard for secure data communications to support a mobile workforce regardless of scale. Information Technology Legal will implement remote work site processes (developed on -the -fly during the COVID-19 emergency) to allow for a more robust and comprehensive level Legal Counsel of 24/7 responsiveness. Develop a performance dashboard providing real-time data for management oversight of solid waste operations to better help make decisions in staffing Solid Waste and other cost controls. Measure Department Continue to meet and exceed the National Emergency Number Association (NENA) standard for call answering times by regularly auditing operational and 9-1-1 technical practices internally as it related to call answering. Percentage of customers rating levels of service as very good to excellent. Clerk's Office Over the last five years the number of passport applications has significantly Clerk's Office trended upward. Election personnel cost comparison per 1,000 ballots tallied for countywide Clerk's Office elections. Continue to achieve minimum of 90% or greater customer service satisfaction Fair & Expo in all areas. Develop and implement annual customer service survey for the Finance Finance department. Offer a behavioral health appointment that falls within the seven (7) day period Health Services post -discharge to 82.7% of individuals discharged from Sageview. Achieve 100°% of classification reviews delivered for consideration within one Human Resources month of receipt of final draft from department. Attendant cash transaction error percentage be better than the historical high Solid Waste of 0.13%. Develop and deploy a customer service satisfaction survey. Solid Waste Measure Department Maintain Risk Management reserve at the 80% confidence level of adequacy, based on an actuarial study of the County's workers' compensation and general Administration liability claims. Continue the development and implementation of the facility asset Facilities management and replacement plan. Comparison of percent of director, managers, and supervisors in County workforce in relationship to percentage in community population for women Human Resources and for minorities. Maintain health care cost inflation at or below national average of 5-7% for self- Human Resources funded plans. Provide a maintenance treatment or resurface 14.0% of the Countys road Road Department pavement asset. Sustain the weighted average Bridge Sufficiency Rating at or above 85. Road Department Provide further implementation and development of the Road Capital Road Department Improvement Plan. Cnmplete rnnctructinn of the Negus Transfer Station facility imprnvements to Solid Waste Iaccommodate population growth in the Redmond area. I Measure Department Achieve 95% survey rating of overall quality of internal audit reports. Administration Number of workplace accidents that require days away from work, or Administration transferred workers per 100 employees (DART Rate). Increase the number of exit interviews completed and returned by 10%. Human Resources Implement and promote the tools available in Microsoft 365 to improve Information communications between teams and departments. Technology Percentage of county -wide light fleet out of life -cycle. (Long term target is 0%' Road Department annual goal is a downward trend). pro (.;. (, �, E.),It' ( iO.ItIG�� itr.( l'((( 1�7��.s .�_C i c.� fbC i4,r Si C ���� �.`�fI C. I Co urAy W Measure Department Comparison of percent of County workforce in relationship to percent in Human Resources community population for women and for minorities. 90% resolution of small claim cases before trial. Trials generally result in a lose/lose outcome for all parties involved. Mediation programs and other forms justice Court of settlement create a positive end to issues and save hours of court time and associated costs.