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2021-285-Minutes for Meeting June 01, 2021 Recorded 7/1/2021vZES n BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County Nancy Blankenship, County Clerk CJ2021-285 Commissioners' Journal 07/01/2021 3:22:43 PM .01 F S C° IIIIIIIIIIIIIIIIIIIIIIIIIII,1111 FOR RECORDING STAMP ONLY 1 BARNES & SAWYER ROOMS Live Stream Video The following are meeting minutes for the first three days of the budget week for Tune 1, 2, and. 3, 2021 Present were Budget Committee Members Bruce Barrett, Bill Anderson and Mike Maier. Commissioners PH Chang, Patti Adair, and Anthony DeBone. Also present vvere Tom Anderson, County Administrator; Greg Munn, Chief Financial Officer; Dan Emerson, Budget Manager; and Sharon Keith, Board Executive Assistant (via Zoom Conference Call). Various Deschutes County staff were watching the live stream. Attendance was limited due to the Governor's pandemic order. This meeting was audio and 'video recorded and Cuiii he accessed of i the Public Meeting Par tai at www. deschutes. org. CALL TO ORDER: Chair Bruce Barrett called the Budget Committee meeting of Tuesday, June 1, 2021 to order at 9:00 a.m. ELECTION OF CHAIR: Motion made unanimously to re-elect Bruce Barrett as Chair of the Budget Committee. BOCC BUDGET MEETING JUNE 1 - 4, 2021 PAGE 1 OF 12 APPROVAL OF MINUTES: Motion made unanimously to approve the minutes of the Budget Meeting of April 15, 2021. NOMINATION OF REPRESENTATIVE TO THE INVESTMENT ADVISORY COMMITTEE: Discussion held on the Budget Committee role to nominate representatives to the Investment Advisory Committee for a two year term. Commissioner DeBone moved to appoint Commissioner Chang to the Investment Advisory Committee with Bill Anderson appointed as an advisory member. Mike Maier supported. Motion carried unanimously. DESCHUTES COUNTY BUDGET PROPOSAL: Chair Barrett opened the public meeting. County Administrator Anderson spoke on the previous year and the impacts of COVID19 pandemic and an introduction of special requests from departments. Mr. Anderson noted three policy discussions to be presented from departments: Health Services, District Attorney's Office, and the Sheriff's Office. Mr. Anderson reported on the changes in the department heads due to retirements this year. Chief Financial Officer Greg Munn commented on the budget document and budget assumptions. Mr. Munn noted the Finance Department will propose a software purchase to provide more analysis and decision support for the budget documents. The Friday agenda will be updated daily. Various items within the proposed budget document were reviewed. RECESS: At the time of 10:10 a.m., the meeting was recessed and was reconvened at 10:46 p.m. GENERAL FUND AND PERS: This item was moved forward in the agenda to wait for the arrival of EDCO. Mr. Munn presented the funds 001 (general funds) and 135 (PERS). Discussion held on the transient room tax reserve. CENTRAL OREGON VISITOR's ASSOCIATION: COVA Executive Director Julia Theisen and Mackenzie Ballard presented via Zoom conference call. Presentation is attached to the record. FAIR & EXPO: Fair and Expo Director Geoff Hinds presented the impacts of the COVID pandemic. Capital improvement projects that have been completed over the past year and projections for the next three to five years. A special request for staffing was presented for two .75 FTE staff in the position of a camp host at the RV park. RECESS: At the time of 1:11 p.m. the meeting was recessed and was reconvened at 1:20 p.m. BOCC BUDGET MEETING JUNE 1 - 4, 2021 PAGE 2 OF 12 COUNTY CLERK: County Clerk Nancy Blankenship, Jeff Sageser and Stephen Dennison presented activity over the past year in the Clerk's Office. The department is asking for two temporary positions for Admin Support Tech for the office and Ms. Blankenship explained the delay due to the COVID pandemic. Several employees in the department will be retiring and the succession planning was reviewed. The department is looking for an alternate location for processing ballots and toured the Washington County election process. Newly refurbished ballot drop boxes will be purchased. The Facilities Department will be taking over some of the Clerk's Office archives records space. ECONOMIC DEVELOPMENT OF CENTRAL OREGON: EDCO representatives Roger Lee and Erin Chaiet, presented information regarding the growth of the Deschutes County economy. Presentation is attached to the record. HEALTH SERVICES: Health Services staff George Conway, Nahad Sadr-Azodi, Janice Garceau, and Cheryl Smallman presented. The department presented requests for staff positions and the ability to meet the growing need of Deschutes County. Presentation is attached to the record. Representatives from the Bend La Pine Schools (Melissa Barnes, Sean Reinhart, and Julianne Repman) were also present to participate in the youth services programs discussion for the proposed Youth Success Partnership with Health Services. The position is proposed to be covered through Deschutes County and Strategic Investment Fund that will receive contributions from the school district. County Administrator Anderson suggested the department place their positions into a priority listing for consideration before Friday June 4. THE BUDGET COMMITTEE MEETING WAS RECESSED at 5:21 p.m. to be continued at 9:00 a.m. on Wednesday, June 2, 2021. RECONVENE DESCHUTES COUNTY BUDGET MEETING: Chair Bruce Barrett reconvened the Budget Committee meeting of Wednesday, June 2, 2021 to order at 9:00 a.m. Chief Financial Officer Greg Munn presented a new draft of the Friday, June 4 agenda. Commissioner DeBone would like to revisit the COVA fund request on Friday. Mike Maier would like to see a calculated estimate for their budget. Bill Anderson would like to see their budget for reserves. Commissioner DeBone spoke on the upcoming Deschutes County Fair and wondered if the Fair Board and Fair Association could also be invited for a discussion on Friday. Mike Maier feels the agenda for Friday is already busy. Commissioner Chang suggested an invitation to them for a Board meeting. Commissioner DeBone commented on the Health Department requests for the partnership with the school district for Friday. Bruce Barrett agreed. Dan Emerson commented on the CCBHC BOCC BUDGET MEETING JUNE 1 - 4, 2021 PAGE 3 OF 12 funds to convert limited duration positions to regular positions which is not captured in a special request. NATURAL RESOURCES: County Forester Ed Keith presented the department's activity over the past year and goals for the upcoming year. Mr. Keith noted the positive move made by eliminating the contract position assisting with Project Wildfire to a full time position in the department with the Fire Adapted Communities Coordinator. This past year an influx of success grant funding was awarded through the department for a large amount of fuel reduction projects. FireFree was extremely successful over the past year as well as the success of the Fire Wise Communities. Mr. Keith reported on funding through discretionary grants to support a fuels reduction program and the support for the communities. Mr. Keith is anticipating a FEMA grant award to support the declaration from the Milli Fire to use for fuels reduction in the greater Redmond area. Commissioner Chang commented on defensible space requirements and the education and incentives provided by the Natural Resources Department and if legislation requires changes and inquired on the volume of work anticipated by the department. Mr. Keith expects the requirement for increased defensible space education for residents. Commissioner Chang encouraged Mr. Keith to let the Commissioners know if there are additional resources required for the department. Discussion held on the concerns for safety with the homeless population and fire starts threatening the community. Commissioner Adair thanked Mr. Keith for all of the work that he does and for his success with grant funding. Commissioner DeBone noted in the proposed budget there is a $100,000 which are the funds the Commissioners have allocated from video lottery funds for fuels reduction projects. Commissioner Adair stated the funding is well worth it. COUNTY ASSESSOR: County Assessor Scot Langton presented the Assessor's Office proposed budget. The big change is for the department is an improved process for the appraisers to use technology in the field instead of boxes of paper. The department has gained efficiencies and a better product. Staffing levels are the same as they were 15 years ago. This hardware and software funds were used to purchase the product instead of filling a vacant position. Because of the efficiencies, the department will hold off on filling that position until measuring the efficiency gains and monitoring maintaining county growth and transition continuity for staffing with upcoming retirements. Taxable accounts are growing. Our Information Technology Department told the department they would not support the new !pad equipment so the Assessor's Office will need to contract out for any needs. Commissioner Adair inquired on Ransomware and if the County Assessor's office was covered. Commissioner Chang suggested asking the County IT Department if they cover the equipment with Ransomware and Mr. Langton agreed if it is a service our IT department offers it. Commissioners feel the IT department should offer that service. RECESS: At the time of 9:58 a.m. the meeting went into recess and was reconvened at 10:18 a.m. BOCC BUDGET MEETING JUNE 1 - 4, 2021 PAGE 4 OF 12 RISK MANAGEMENT and LAW LIBRARY: Deputy County Administrator Erik Kropp presented the proposed budget and explained the components of the risk management budget. The charges to county department has increased due to costs for insurance and risk. Mike Maier asked if the reserve levels are monitored and charges to departments could be decreased. In 2015 a contract was made with the Deschutes Public Library for the services of the law library. The contract with the library is $150,000 but Mr. Kropp budgets for an extra $50,000. The funding for the law library comes from the Oregon Judicial Department. SOLID WASTE: Solid Waste Director Timm Schimke and interim director Chad Centola presented the departments proposed budget. Mr. Schimke is now an on -call senior advisor since he has recently retired. Mr. Centola presented the data on the activity of the department. Presentation is attached to the record. The department is requesting an accounting clerk and equipment operator as well as additional temporary help to support the extended Fire Free program. Planning initiatives include a landfill siting efforts, costs for increased volumes, and equipment. Mr. Schimke reported on the options for the Negus Transfer Station. Mr. Schimke noted the work done in proposing a new site for the Knott Landfill to find the best solution matching the necessary criteria for selecting the site. Having a consultant working with the project would be a benefit and solicitations for interest will be sent out tomorrow. The capital reserve fund balance is a good indicator of phase scenarios for the Negus Transfer Station. Discussion held on bonding issues or debt borrowing. Discussion held on the Fire Free program has increased volume of biomass and recycling. Commissioner Chang noted the potential additional increase in volume with any requirements coming out of this year's legislation regarding defensible space. RECESS: At the time of 11:24 a.m. the meeting went into recess and was reconvened at 11:46 a.m. ELECTED OFFICIALS COMPENSATION COMMITTEE: Present for this discussion were Tom Anderson, Bruce Barrett, Mike Maier, Bill Anderson and Sharon Keith. Human Resource Director Kathleen Hinman and HR Analyst Teri Lorenz presented the recommendations for the compensation for all Deschutes County elected officials. Ms. Hinman presented the comparable data based on the counties of Clackamas, Deschutes, Jackson, Lane, and Marion. Based on discussion the following decision and motion was made: • County Assessor: 5% increase to base salary above that of the Assessor Deputy Director, plus cost of living adjustment of 1.5%. • County Clerk: Annual base salary plus cost of living adjustment of 1.5% • County Commissioners: Comparable group average plus 5%, annual base salary plus a cost of living adjustment of 1.5% • District Attorney: 5% increase to base stipend - $42,6309.09 plus cost of living adjustment of 1.5% BOCC BUDGET MEETING JUNE1.4,2021 PAGE5OF12 • Sheriff: 8% increase to base salary plus cost of living adjustment of 1.5%. Per discussion, Ms. Hinman will send the Committee confirmation of salary comp details for the City of Bend Police Chief. • Justice of Peace: annual base salary plus cost of living adjustment of 1.5% • Treasurer: Cost of living adjustment of 1.5% on Treasurer stipend Motion: Mike Maier move to approve the adjustments as stated and Bill Anderson supported. Motion carried unanimously. RECESS: At the time of 12:32 p.m. the meeting went into recess and was reconvened at 12:42 p.m. DESCHUTES COUNTY EXTENSION / 4H DISTRICT: Via Zoom conference call were Candi Bothum, Nicole Strong, Patricia Kolling, Sheryl Katzke, Holly Lyons, and Minday Holliday. Recent staff hires include Ariel Cowen, regional fire specialist and Thomas Stokely, forester. The proposed budget was reviewed. Staff is up 18%. The increase for grounds keeping is due to plants are being purchased for the grounds for their recent constructed building. Commissioner DeBone commented on the plans for this year's County fair. Motion: Mike Maier made motion to approve the operating Deschutes County Extension & 4H Service District operating budget of $932,232 and set tax at $0.0224 per $1,000 of assessed valuation. Commissioner Chang supported. Motion: In support of the motion, District Budget Member Patricia Kolling moved approval and was supported by Commissioner Phil Chang. Motion carried unanimously. Chair Barrett closed the budget meeting for the Deschutes County Extension and 4H District and opened the Sunriver Service District budget meeting at 1:01 p.m. SUNRIVER SERVICE DISTRICT: Board Administrator Debbie Baker and district budget committee members Robert Foster, Gerhard Beenen and via Zoom conference call were Bette Butler and Mike Gocke. Ms. Baker provided an overview of the service district. Ms. Baker spoke on the importance of the work with partners regarding emergency management. A task force has been formed to consider the construction of a public safety building. Motion: Commissioner Adair made motion to approve the Sunriver Service District operating budget of $12,726,102 and set tax rate at $3.31 per $1,000 of assessed valuation. Mike Gocke supported. Motion carried unanimously. Motion: District Budget Member Gerhard Beenen made motion to approve Sunriver Service District Reserve budget of $1,688,783. Mike Maier supported. BOCC BUDGET MEETING JUNE1-4,2021 PAGE 6©F12 Motion carried unanimously. Chair Barrett closed the budget meeting for the Deschutes County Sunriver Service District and opened the Black Butte Ranch Service District budget meeting at 1:12 p.m. BLACK BUTTE RANCH SERVICE DISTRICT: Budget committee members Rosemary Norton and Nora Ellison and Chief Jason Van Meter presented.. Ms. Norton reported on upcoming staff changes. Discussion held on the districts health benefits. Ms. Norton reported the need for a speed sign and inquired if the Road Department could help with the installation. Motion: District Budget Member Rosemary Norton made motion to approve Black Butte Ranch Service District operating budget of $2,604,045 and set tax rate at $1.0499 per $1,000 of assessed valuation. Commissioner Adair supported. Motion carried unanimously. Motion: District Budget Member Rosemary Norton made motion to set the local option operating tax rate at $0.65 per $1,000 of assessed valuation. Commissioner Adair supported. Motion carried unanimously. Chair Barrett closed the budget meeting for the Deschutes County Black Butte Ranch Service District at 1:24 p.m. COMMUNITY JUSTICE: Community Justice Department staff Ken Hales, Deevy Holcomb, Tanner Wark and via Zoom conference call Sonya Littledeer-Evans and Trevor Stephens presented the department overview and proposed budget. Presentation is attached to the record. Successes and challenges were reviewed for both the Juvenile and Adult Division. COMMUNITY DEVELOPMENT: Community Development Department Director Nick Lelack and Senior Management Analyst Sherri Pinner presented the department's proposed budget. Presentation is attached to the record. Over the past year the department has experienced three resignations and four retirements. The department has seen significant increase in the online business services. A noxious weed code compliance program will be put in place in the year 2022. A staffing request for four FTE is included in the budget proposal. Continued remote work and hybrid schedules will be considered to continue due to found efficiencies. A fee increase is being requested for planning, environmental, and code compliance. The groundwater partnership program has seen 7 rebates this year. Discussion held on staffing plans for the department. RECESS: At the time of 3:05 p.m. the meeting went into recess and was reconvened at 3:29 p.m. BOCC BUDGET MEETING JUNE1-4,2021 PAGE7OF12 DISTRICT ATTORNEY and VICTIMS ASSISTANCE PROGRAMS: DA John Hummel, Jessica Chandler, via Zoom conference call were Kara Ramsey and consultant Kristine Hamann. Mr. Hummel gave an overview of the department. Presentation is attached to the record. The Prosecutors' Center for Excellence staffing consultant team has provided an assessment of the department and provided recommendations, which Mr. Hummel reviewed. The requested positions for the department were reviewed. Suggestion made for the Internal Auditor to review the consultant's recommendation for the department. MEDICAL EXAMINER: Dr. Jana Van Amburg was present via Zoom conference call and reviewed the requests of the Medical Examiner's office. A forensic facility would be a benefit for the tri-county area. The budget request for next year is for $2,000 per month for office space rent. County Administrator Anderson recommended the space may be able to be accommodated at the new county campus located in Redmond possibly next year. Mike Maier suggested a reimbursement of $500 per month for the current space used by the medical examiner office and next year Deschutes County would locate a space. This was agreeable with Dr. Van Amburg. THE BUDGET COMMITTEE MEETING WAS RECESSED at 4:55 p.m. to be continued at 9:00 a.m. on Thursday, June 3, 2021. RECONVENE DESCHUTES COUNTY BUDGET MEETING: Chair Bruce Barrett reconvened the Budget Committee meeting of Thursday, June 3, 2021 to order at 9:02 a.m. JUSTICE COURT: Judge Charles Fadley and Jodi Stacy presented via Zoom conference call and reviewed the activity of the court over the past year and the impacts of the COVID19 pandemic. Court is being held in the Redmond City Hall. Discussion held on the court funding, transient room tax fund will be used instead of the general fund for expenses. Note: Commissioner DeBone announced a County chair meeting called by Governor Brown today at 4:00 p.m. and he will excuse himself during the time of that scheduled call. DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT: 911 Director Sara Crosswhite, Operations Manager Chris Perry, and Technical Systems Manager Jonathan Spring presented the overview of the prior year and the proposed budget for the 911 Operations Department. The goals for the upcoming year are to implement a schedule for future radio system enhancements, successfully hire and train new employees to full staffing, and interior BOCC BUDGET MEETING JUNE 1 - 4, 2021 PAGE 8 OF 12 office and garage bay remodel for department efficiencies. Discussion held on the challenges of filling vacancies in the department. Commissioner DeBone commented on the 911 User Board meeting that is held on a monthly basis. Motion: Commissioner Adair moved to approve Deschutes County 9-1-1 Service District operating budget of $19,125,205 and set tax rate at $0.3618 per $1,000 of assessed valuation. Mike Maier supported. Motion carried unanimously. Motion: Commissioner Adair moved to approve Deschutes County 9-1-1 Service District Equipment Reserve budget of $8,957,988. Mike Maier supported. Motion carried unanimously Chair Barrett closed the budget meeting of the Deschutes County 9-1-1 Service District at 9:49 a.m. RECESS: At the time of 9:50 a.m., the meeting went into recess and was reconvened at 10:27 a.m. SHERIFF's OFFICE: Sheriff Shane Nelson, Captain Paul Garrison, Captain Michael Shults, and Business Manager Joe Brundage presented. Sheriff Nelson presented information on the jail population and success stories. Sheriff Nelson reported on a resource study still in process to review staffing needs in the department. Chair Barrett opened the public meeting of the Countywide Law Enforcement District #1 and the Rural Law Enforcement District #2 at 10:37 a.m. Mr. Brundage presented the department's operating budget. Sheriff Nelson noted they will be requesting to lower the tax rate for the Countywide Law Enforcement District 1 by $.03. Sheriff Nelson reviewed the department's major accomplishments of the prior year. Sheriff Nelson suggesting using a percentage calculation for transient room tax allocation. Discussion held on the challenges of hiring and housing for employees. Sheriff Nelson is proposing to increase the tax rate of Rural Law Enforcement District #2 by $.06 or use the transient room tax to offset some of the costs. Mike Maier has questions on the contract staffing listed in the budget as well as the $11,000 fee for legal services. Sheriff Nelson noted the internal investigations are contracted out and additional legal work is contracted as well. Mike Maier inquired on the increased amount of car wash, expenses, tools and equipment. Captain Garrison noted there is a contracted system and the department has moved away from using the Road Department for car washes and the department is leasing a rescue armor vehicle. Commissioner Adair inquired on the tents near Hwy 20 and asked if they were coming from the stabilization center. Sheriff Nelson explained there was a short term concern by giving the individuals a tent but further options are being considered. BOCC BUDGET MEETING JUNE 1 - 4, 2021 PAGE 9 OF 12 Mr. Brundage noted the department is requesting to move $300,000 moved to capital from the contingency fund to planning for phase 2 of the public safety campus fund. The department is requesting a staffing increase of five full time employees. Discussion held on the impacts to be seen from the result of Measure 110. Sheriff Nelson commented on a proposed Sober Station for the future. Commissioner Chang commented on the choices of raising the rate for District 2 or investing transient room tax and wonders if there is a justification of increased tourist crime. Commissioner Chang is supportive of increasing patrol presence but inquires on the best way to pay for that. Chair Barrett recommended placing this discussion on tomorrow's agenda. Chair Barrett closed the public meeting of the Countywide Law Enforcement District #1 and the Rural Law Enforcement District #2 at 12:17 p.m. RECESS: At the time of 12:17 p.m., the meeting went into recess and was reconvened at 12:31 p.m. ROAD DEPARTMENT: Road Department Director Chris Doty and County Engineer Cody Smith presented along with via Zoom conference call were Chuck Schutte, Kevin Samuel, Randy McCulley, John Anderson, Kelli Candella, and Beth Raguine. Presentations are attached to the record. Mr. Doty reported on the proposed budget and department overview. There are 56 full time employees and the department is requested to fill the equipment operator vacancy that has been open for the past year due to the uncertainties of the COVID pandemic. Mr. Doty reviewed the equipment and building proposals. Mr. Smith reported on the capital improvement plan and reviewed completed projects and work in progress. RECESS: At the time of 1:57 p.m., the meeting went into recess and was reconvened at 2:09 p.m. CAPITAL IMPROVEMENT PLAN: County Administrator Anderson introduced the capital improvement plan planned through the Facilities Department. CFO Greg Munn explained the near term capital improvement projects planned over the next five years. Facilities Director Lee Randall presented the overview and projects identified including the public safety campus improvements and Adult parole and probation expansion, the courthouse expansion, relocation of the AJ Tucker building, Worrell Park redevelopment, underground injection control, north county campus acquisition and improvements, and planning for the future jail expansion. The AJ Tucker building is on the local historical landmarks registry. Worrell Park redevelopment could reduce the AJ Tucker building demolition cost as it could be reused in JUNE 1 - 4, 2021 PAGE 10 OF 12 BOCC BUDGET MEETING some design for the redesign of Worrell Park. Discussion held on the identified projects over the next five years. Spending needs as proposed for the first year would cause a negative balance in the following years. Mike Maier would like to see the projects broken down instead of consolidated on the spreadsheet. Decisions on the funding of the projects will be determined during the budget meeting on June 4. RECESS: At the time of 3:18 p.m., the meeting went into recess and was reconvened at 3:27 p.m. SUPPORT SERVICES • Facilities Department: Facilities Director Lee Randall presented the department's operating fund and proposed budget. The department is requesting a project coordinator position to accommodate the growth of the county. Mr. Randall anticipates a request for another FTE in the next few years for the department. • Information Technology Department: IT Director Joe Sadony presented the proposed budget. The department's focus last year shifted toward pandemic response. Commissioner Adair asked about IT support for the County departments. Mr. Sadony noted the reasons the department doesn't offer to provide support. Commissioner Chang noted the departments are doing work for Deschutes County and questioned why there was no support to protect the data in the county. Commissioner Chang commented on the departmental needs and the proposed request from Health Services for an IT staff person. Mr. Sadony stated he spoke with Health Services and explained this creates work and the IT department doesn't have the capacity. The department charges internal service fund fees have increased by 28.72% and he explained this was in part due to the COVID pandemic. Once the department's reserves are built up there will be a decrease to departments. CFO Greg Munn noted there is a contingency reserve per policy and the ISF were unintentionally overcharging departments. Bill Anderson inquired if it would be possible to just do a one-time transfer from general fund to make it right? Mr. Sadony spoke on the costs of migrating to Microsoft 365. • Property Management: Property Manager Kristie Bollinger presented the department's proposed budget and the department overview and challenges. Commissioner Adair inquired on a temporary help line item of $20,000 added to the budget for the first time. Ms. Bollinger explained this expense is to ask for temporary IT staff for upcoming projects. BOCC BUDGET MEETING JUNE 1 - 4, 2021 PAGE 11 OF 12 Department special requests will be reviewed tomorrow. Commissioner DeBone provided a report from the call this afternoon with Governor Brown regarding the COVID pandemic response and state of emergency orders. THE BUDGET COMMITTEE MEETING WAS RECESSED at 5:06 p.m. to be continued at 8:30 a.m. on Friday, June 4, 2021. RECONVENE DESCHUTES COUNTY BUDGET MEETING: Chair Bruce Barrett reconvened the Budget Committee meeting of Friday, June 4, 2021 to order at 8:29 a.m. At this point, meeting minutes of FridayJune 4, 2021 were recorded by BOCC Administrative Assistant Samantha Pepper. DATED this Day of 2021 for the Deschutes County Board of Commissioners. TTEST: RECORDNG SECRETARY BOCC BUDGET MEETING ANTHSNY DEB NE, CHAIR PHIL CHANG, VICE C A PATTI ADAIR, COMMISSIONER JUNE 1 - 4, 2021 PAGE 12 OF 12 Tuesday, June 1,2021 Barnes & Sawyer Room and onZoom This meeting will be Live Streamed on the Public Meeting Portal at www.deschutes.org/meetings 9:0O-9:15a 9:15-10t30o Deschutes County Budget Meeting Elect Chair Tom Anderson Approve minutes from 4/1S/21Health Services meeting [hair Nominate representative tothe Investment Advisory [hair Committee Deschutes County Budget Proposal Open Public Meeting Chair Deschutes County Budget Proposal Tom Anderson 10:30-10x45a Break 10:45-1130a Economic Development ofCentral Oregon (ED[O) RogerLee 11:30a Working Lunch 11:30a-12:15p Central Oregon Visitors'Association([OVA) Julia Theisen 12:15-115p Fair &Expo Geoff Hinds Funds 61S'619.pages ZU4'230 115-2:00p 2:0 -2:30p 2:3O-Zx45p County Clerk Nancy Blankenship General Fund and PER8 Funds 001 & 135, pages 357 Greg Munn 467-469'500'501 Health Services Dr. George Conway Funds 27U'274,276.pages 297'348 5:00p Continue the Deschutes County Budget Meeting to Wednesday, June 2, 2021 v1 E S { BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 FOR RECORDING STAMP ONLY BOCC BUDGET MEETING MINUTES 8:30 AM THURSDAY, April 15, 2021 BARNES & SAWYER ROOMS Present were Budget Committee Members Bill Anderson and Mike Maier. Bruce Barrett was present at 8:57 a.m. (via Zoom conference call). Commissioners Phil Chang, Patti Adair, and Anthony DeBone. Also present were Tom Anderson, County Administrator; Greg Munn, Chief Financial Officer; Dan Emerson, Budget Manager; and Sharon Keith, Board Executive Assistant (via Zoom Conference Call). Various Health Services staff were watching the live stream. Attendance was limited due to the Governor's pandemic order. This meeting was audio and video recorded and can be accessed on the Public Meeting Portal at www.deschutes.org. CALL TO ORDER: Acting Chair Bill Anderson called the meeting to order at 8:39 a.m. County Administrator Anderson reported the purpose of this meeting was a preliminary review of the Health Services budget proposal. HEALTH SERVICES DEPARTMENT: Health Services Dr. George Conway presented via Zoom conference call and reported on the COVID19 pandemic and the department's level of response. BOCC BUDGET MEETING APRIL 15, 2021 PAGE 1 OF 3 Cheryl Smallman, Business Officer reviewed the process and items that will be included in the budget proposal. Presentation is attached to the record. Discussion held on the funding of the stabilization center. This year the department has seen an inadequate support structure, increased need for crisis and intensive services and gaping holes in public health. Ms. Smallman reviewed the department's operating fund. Ms. Smallman reviewed the Administrative Services budget requests including staffing requests. Dr. Conway (via Zoom) explained the requests within the Director's Office including staffing requests. RECESS: A recess was taken at 10:21 a.m. and the meeting was reconvened at 10:33 a.m. Behavioral Health Director Janice Garceau presented the Behavioral Health proposed budget requests. Ms. Garceau reported on decreased resources for clients. Staff have been responding to multiple areas and the division will request staffing for crisis response and access teams. Public Health Director Nahad Sadr-Azodi expressed appreciation for all of the work that his team provides to the department and community. He presented the impacts to the Public Health department and presented proposed budget requests. A program was proposed for a health promotion and prevention program in the Bend La Pine Schools and the department is working with the schools to ensure a commitment of partnership for the program. The division is requesting to increase treatment services for adolescent substance use disorders, increase reproductive health clinical services and perinatal care coordination. Environmental Health Supervisor Eric Mone presented the services to Deschutes County businesses. Staffing will be requested to continue services with inspections as well as air quality and wildfire smoke. Mr. Mone reported on the lack of services they have been able to provide to the local businesses during the past year. The fee structure for food service licenses is proposed to be increased. BOCC BUDGET MEETING APRIL 15, 2021 PAGE 2 OF 3 Nahad Sadr-Azodi also requested to convert a limited duration administrative assistant to permanent. The full Health Services department has 26 positions that are currently vacant. Commissioner Chang excused himself for another appointment at 12:21 p.m. Discussion held on space available for the staffing needs. An additional 18.2 FTE will be requested and special funding requests of $701,138. ADJOURN: Being no further items to come before the Budget Committee, the meeting was adjourned at 12:30 p.m. DATED thisg Day of Commissioners. ATTEST: RECORDING SECRETARY BOCC BUDGET MEETING 2021 for the Deschutes County Board of ANTHONY DEBONE, CHAIR PHIL CHANG, VICE CHAIR )02k) Akst-A_____ PAT I ADAIR, COMMISSIONER APRIL 15, 2021 PAGE 3 OF 3 c 0 k.% in 47 3 s V A� W Ca Transient Room Tax - FY22 Budget Projections 03.25.21 00 N CO rn 4.0 O o0 a0 o Lf� rl tD -1 V rl �00 0 N. 00 M O O LA Lrf Ln Ln 01 rl rl O rl t0 Ln N O rl rl O N lD Di N ri .M-1 0 00 0 03 LLfl Ln o 0 00 to ri Ln O ri to m N N 01 Ln M Ol N rl ri M Ln t0 O N O ri 00 -1 N LID 00 N M O1 rl tD O N rn O 00 O N O d ri o0Oo 4 o o^o in 00) rn d" m o N 00 N LID Cri 0 M d' ri Ln lD rl Ls)" O O O O rl N 01 Ln M rl 0 01 O1 0 N rl rl LID d- 00 N O M M tD M Lri 01 rl en Lnto Ln rl 00 N N N O s r.i. N Ln N N N N d' d' d' d' rl a --I rl rl d- O ri M O O co00 O l b m N 00 N CO b d N O O LrN re O LLj t0 ri ds 00 O O Ln tD 03 0 Lfl N Ni �-1 N. 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N to u) N O N 00 .4- O C tD M no n N 10 •N tD m m 4) W .-1 N 1 1 N 0) 0) 0) O .-1 O 00 0) .-1 r/ m N in 0 0 0) h 0) N 0 01 mot' 01 t0 0) O N tD h 01 O) V) tD V to a) N M h M 00 1/40 C' 1f) 1/40 O d' .-1 N N .-1 VT U) UT V) UT U) UT UT VT V) UT UT 00 C' u O a • C .a A C Q • y w 2 Q N 0 Z D � LL z L- H U N N h V V� M m V C 0) 0) h N - dt ct d' tr1 UT U) O DESCHUTES COUNTY HOTEL vs. VACATION RENTAL , co u 0 11-41 (t) >4 2 4-4 C 0 U 43) 0 OCCUPANCY 0 0 0 0 agueu % 03 • 4., •22 0 0 (0' 0 0 • CC, 0 c.? a 0 0, 0-2 0 0 03 , , on . . 0• 0030 7 .3 N 0 , on c„. „ 03 8. , -Deschutes STR Oc Deschutes STR ADR -Deschutes RevPAR Deschutes A,DNA Occ ^ < z -J 0 szt 1/1 —J w 1- 0 D LIJ re 0 FY20-21 YOY % CHANGE OCCUPANCY rJ 0 (N1 0- 0 CD rNi 0 (NI o 0 0 0 0 0 0 0 0 0 o 0 d 0 0 0 0 0 0 0 0 aueu % 0 9 0 9 9 TZ, 7-1 0 0 0 7, , 0 h , 0 h cr 0 0 0 9 r_Q, 99 -Deschutes STR Occ Deschutes STR ADR 0 Deschutes AffONA Occ 0 0 0 0 0 4 DESCHUTES COUNTY HOTEL OCCUPANCY mamas c O 01 7 Q ct W cG r M V WEEREISI MEMOMISMUMMESSOMMMESNWE • cf tD O t< r` O VD • in co co co 2 mni u CO VD ‘Cr ULJ Ui 07 Q d M O c• ri Er CO Er tD O sa a`•. Q ul Q. t11 N a, 07 t` r- tD C.0 vi n r +-i N O d m co r- ? CO M N M Cr) • CO 00 tD O1 0 t-i N CV O O O O O O O 0 0 O coo O O O o 0 O O O O O O .-i t-i N 0n 00 r, tD to C' M N .—c 0 0 0 fV N N °%o area AD ue dn3Du pot DESCHUTES COUNTY HOTEL ADR O O a, c IV CO co 03 N • d fy � CT) t_ CO A �!1 CO a1 N .-1 m N O ,n m am �D awl a rn a n CO - o m O 6 ti r-t 03 0 rn r O m O - - - QCO. O • • 1 r-i O N MVMERNIMISNE O Om `S 1-1 .-1 <-1 `% U NSEISSEROBISSEtt 03 N N k 0 1-1 m N w f >. a iD m tD 1/1 ri ( a u1 CO lD ul 0o r-1 Q '- CO al LC, a-i Q1 .-1 03 y to N N 01. CO �-+ 01 al 111 N ti - a� O ry O O O p co 0 cp. O O O O O O - O • CDO03 S V' N N N M $ ales{ Ayep a3eaanb DESCHUTES COUNTY HOTEL RevPAR MNORMOL, & �w 0 c Q? • m T ra ul h N 0 4-1 co LD LD M Mma C7. Ol V LD q O Ln vl Ql — h O o N is 00 Q M vi d 0i LD 0 D lfl 00 O N N M LL O In h 0 • LD LD C M 0 00 O up 0 uEVAMMONNOOM 0 LD • rsi 4.0 0 • M O LD O 0 00 cY z ti • 0 n LD V h L l .- v h .-1 O N 00 O h co LD M L1 M h 0 M. t!1 O r-1 .-1 V IV 00 NID N L 00 Ifl N .,.. .. ,. .. ,. Q N Lh/1 0 rl .--r •-1 OrMOW 0 0 P. O O $ 0 0 0 0 0 O O 8 O O O O O 00 Lp d N $ iitldAab 1.n v 4 ]. N N V• 1 • LIl 4.0 e-1 2018/19 O .. N N 00 0 O • O N N ra'- Avelo — Burbank NEW FLIGHT Alaska Airlines - Seattle INCREASED SEATS Allegiant - Las Vegas — no summer service, possibly fall United - Chicago — summer service launched in 2019 has been paused Alaska - San Jose service, March launch delayed to September (TBD) American Airlines - Dallas Fight — TBD - possible 2022 service N KEY MARKETS 4-0 enges Facing Hospitality co V Workforce Crisis Increased wages / incentives to attract staff ssues / Quality of Visitor Experience Reduced capacity or services Cost of business passed onto consumer Harder for small business to compete • Rise of Virtual Tourism • Touchless Technologies N C 0 c0 0 f0 a-+ N C 0 '1-+ CO 0 L O CU la .X a) 4- 0) O E a) L t0 CD 0 a. N co +-+ V) L a) 0 J • • • • Personalized Delivery of Travel Products Environmental Responsibility Diversity, Equity and Inclusion Air Service • C N a) O- E LE C_ N L 0 a) Cr) c CD ro CI 0- tn u O to c_ ,�, •N co 1 • m V) Program and Digital Innovations Dedicated campaigns / activations as new flights launch - San Jose, Dallas • Collaborating with partners for marketing opportunities • RDM Welcome kiosk to greet air passengers • C 2 C 1 co L N Q)tio C op Q) C Q) *> E N + - � CO 11A C L a) "0 C 13 "V an Q) > -D • > o_ cv = s' 4-," 2 . . 2og 111 .N L _ O N C Q) Q) CO C (Q Q •- OD = 'co E O N tv0 = Q. on N co O N OL a C co _C C N c >` ' O Q) E Q) .� c0 N O > Q) L..Ca i }+ = C L a--+ Q) N O CU � N N N .- 0 7) y •� .� J a_ _o O Launch a dedicated wedding and meeting guide Represent region at industry trade shows for group and trade business Q) .E E.' C0 N ro Q Q) Q) N 0 4-0 - - co E .c L (15 C (13 0_ 4J C CU > C Q) O C co 03 C 1Q N C N a '3 CU b.0 .i-, 4-) N o Q) _ E Marketing support for events that drive business in need periods • Partner with land managers to amplify responsible recreation • Enhance digital presence to target new visitors 0 .E d) C 03 Q E O L 4- c 0 L a) N fl N Q) L O Q Q O E O L Q C 4- 0 a to 03 co a) ro I"" 01 00 l0 O 01 N 00 l0 o N . l0 M 0 N N l0 `� O N d' M l0 l0 % -1 M ii). ice- if)- i" i!). Deschutes County TRT Marketing Co-ops Travel Oregon (RCTP) Travel Oregon Recovery Funds ages / Benefits 0 0 0 00 0 0 O 0 0 0 0 Ln d d d N 0 Ln `� N r-I r-i r-I N M Operating Expense Business Development Program Innovations Air Service Development 0 FY 21-22 Draft Budget - Expenses Operating Expense w Wages / Benefits Program Innovations Business Development Total Marketing Programs 11 Air Service Development 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 ri 0 0 LA N co N rn 0 rn m r+ m N bA c : _ cb if CCD U a) O > c N -0 0 CC Q U 0- Activations / Partnerships Digital Development Marketing Programs 4.4 t0 FY 21-22 Marketing Breakdown Digital Development Activations / Partnershi 0 0 0 u 120 t OPTIMISM AROUND TRAVEL IS UP DESTINATION ANALYSTS' COVID-19 TRAVEL SENTIMENT INDEX ri 11A44dallaiXOURR 1 DEO E'IESSUCCE 4 U CZ cn • 0 ca U O c6 u 0 0 0 1) v t'3 Cl) u_ ver:reen content s•ot i. tin: tourism in•ustr •artner 00000010 0 0 • co 10001011 06096010 OPTIMIZE VISIT CENTRAL OREGON ce co ® s c 4-2 co 4— n0 4___„ cc 15 § CO C ®...o W3 o 0 Q S `'"' III 0 0 U c c 0) N Vivamus sagittis lacus vel augue laoreet rutrum faucibus dolor auctor. 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O O .N 01 4..i.. ,, O kJ �V1 .0� N 0 A ICJ ES COUNTY FAIR & RODEO 1 O1 st DESCHU L O .O d r N C u v 3� __ c `©� C O •0 0 aw 's a u . a.0 d CD a = � O C V .�C p C E ._ d W 0 E W s C 0.14 s .0 O 0 CU13 d u O ICIa+ ++ w C 0 +a C i •h C 0 v .0 u. u. va,=T3 ;A O O _ E IJ i V 0 .�- d s d1 W a .' H as-+ O s O d .7. s= �+_. H V •— V '�� y =• > 0 4- C M A a o ;a, V O w V v O E 2 A A A w -a .3 - a Ct. � = -a. �+ c c .0 E > > C = 6. vt to 4., ' '- 'u ++ c o O Q. eu c O to o+ 0 > • u O _ - v + a, O 0 4.0 0 X i C a:c FISCAL YEAR 21 C 0 d d Q. E 0 v V .Erw a v • v � C r• - MI .di >.. C U. • AT C 0 tQ 7 fl. • � to o V Rodeo Arena LED Lighting Upgrade Event Center Roofing Repair/Replacement 01 9- O Ce L 4) 4.+ C 4) V a, u C i C O ✓ VI L #+ o Repairs/Replacements } Event Center LED Lighting Upgrade Conference Center Lta 66 N C i 0 Rs Cr) inin C m •(5 • u. C C 0. t X ' • QJ E Q • - "O VI 43 faa • >s'y. O. C C 6) a 7C a= o CC :AlE Q. a Q E-o W .N N N V v '� ,n ow r 0 Q6. = 03 C O a. o as ni C-- " a• te,,tea �. w ▪ o =Q CI w CU —2 a oC C d n W es_ L - C C9 0 C i V ®'i'3 C X fa C Z to 4., O t0 QWJ •w •a-'113 ° .= a O. a a> > E a - a o X a a> Q. a _CMGti. WW>CMGWODCSC COZ a•+ C +' a ,N C 4+ caE) w E °C' .J p a C Q. its co a Q. — t .6" N .0 et a W Gs)+0 o a . • .0 a '44 C a C 1a,• N a N= 55 a p4 a=i 1 E a 'C C a Nit u a> t5 E a-v E= u OC ,. = i. u. C C u. _ _ • O i i `o C) u 'a R V C• .0 '� •O O a • ��•c S s a cp4= C a dN.�• wC ▪ • y 00• D ) X �a.- c�C X2 O 7301 V 01 • Wce;,VfQoC> aCSCW�,\ • a RI▪ __ fa_ L' = fC•i = N• J u.CSC tiiiC4uiDu-uCL (0�.CSC C �\ A 1 :-A k COV1D-i9 1MPACT re; Fair and more. Significant impact to Food & Beverage revenue lost A Anticipated to be a challenge area through FY22 Long term effects Significant Business interruption for the remainder of FY21 and into FY22 Limitations on size and types of events look to remain in place into FY22 3. VI O u O O O. 70 a 'a 0 a IA r 4' W A L. to w d a • 41 • C Cl • ' d L � V = O Some events/promoters may never return COST SAVINGS EFFORTS '03 0 vi ai O '^ X 0 O. o2 a a, am >, L..( Xi 0 0 " 6. = vl 0 `� 0 E 4-1 C a) a 0 O 0) C _ o .a u C , a, VI CD '> V 0 '0 a•4 0 2 a. . 0 • �' a. "a, 0 fa 11 fury O 0 u 0. O 01 C C i 0 +▪ a 0 .0 0 . aJ Vf u ill 71; a- 0 cu y = 0 i M� to 0. In• - V O a ,+n a' Q' a, • to i ar + � > C�a 7as = iv � O kJ a E E os a v, y- = Q •i O � d1 H 0 vi o C ar c C +0 0 C m .E.r +:, =ems O V•Ir Os 01 :G i v re O 'a 'a a 53 C • a'5 m c 0 .r.r fa i Q. u++ 0 'a CU a. u a� ili .EL.• 5C• � a cw0° cm a, di G 11 d 0. D E u▪ = i .w 00 G= Lil.. - Q °v; V Z tL C I. • \ \ O \ = .\ i V1 u a. C H :. \ \ Strategic, phased switch from traditional to new media sources Improve tracking of advertising>client contact>sales conversions Increase in regional outreach efforts Co-op efforts with Travel Oregon, COVA,Visit Bend and Visit Redmond Define and Create Brand Synergy between Fair & Expo Brands d to L a) d m 021 0 0 LL 0 a x LU (1) V C m d ro 5. L 5. CU L. L. Rf a >::c 0 a x W C o. W C' ea ea ros. ro LL u- 4.' a.+ C C 0 0 UU a In 0) dCI Focus on Key Target Markets for growth in FY22 and beyond Livestock/Equestrian Currently 1 8% of Event Bookings producing 28% of Revenue Currently 9% of Event Bookings producing 21 % of Revenue z NEW CONTRACTED FY 22 EVENTS COL L LL ,n - L L -, E E .n .n E E 2,< cnOOoo MORE TO COME FY2022 BUDGET FY 2022 Special Request by Clerk Department County Clerk's Office Position Type: Regular Fund 001-0500 Project or Position Title 2705 - Admin Support Tech - 2-Yr Limited Duration Description and Itemized Costs 2-year limited duration FT position to meet increasing work load and succession planning opportunity. Approved by BOCC in Feb 2020, hiring process did not occur until December with employee start date in January 2021. Position is currently funded through March 2022, we request the position be funded for an additional three months through FY 2022. Salary/wages = 10,672; Benefits = 8,060; Total = 18,732. Describe Specific Personnel Needs Date 4/23/2021 Priority: 1 # FTE 1.00 Salary / Wages 10,672 Benefits 8,060 Position Total 18,732 Materials/Svcs Capital Outlay Total Cost 18,732 Revenue Offset 18,732 Net Cost 0 Justification Passport acceptance will resume on April 1, 2021 after being suspended in March 2020 due to COV!D. Recording revenues and work load continue to increase. Funding Source Recording Revenues Administrator Comments: In Proposed: No 010 N N N c N ® co t3D ...v txo mg) g to N N N a � Le) CU U '0.0 N ea 0 ate QJ ®u Bend VISA CO w N T3 QS 0 0 u1 0 0 v7 ea QJ chart from January 2021. fa the Bend -Redmond 4.5 0 4.0 Q WI oftwo 4-• 0 go ea ba ezz t1b V t� N OLOZ of paxaput dap lead 0 N 0 N F+ (0 ev 0 near a od 8urt>aii ��0 'ersistent ationa w Z Z 0 a 111 Cl)crj cD aL. 0 ILL a) go a) o c •.... E 11.2 E o 13 o_ E Ec w 0- • Foundations for Growth and Recovery 2 c; 0 5 5. • Lower score due to New metric - • 2, ..E a .Q a)vi 0 '� a 3 o U la = ao o- mi w 4) o fa .. 00 O1Ws O F 40 y C = 4-Ws ._ -0 u O'E�, p L 0 = N o rtsTa- L i 44 L : :1-‘'C :117..tn Ea) 4.,wiz 0.8 3... ri el; c al CI. ca 0 flG. ). V N L o I c p s, ev v aE u = ' '^ du U c.) H 0_ °. r ++ G) . ..— 0H >. A 2 = i a) i v a) c i bA u. °°°;y a c • pcN cil V CO ;Q = z c 1®. O (xi a) � -0®y a®a 3 c p a ® o a e� a. W ' ersistent ational 0 \\\ 0 0 EMI 2021 5tate Business Tax Climate index 2020 State Business Tax Climate index index due to the sta 4 Q 2 revenues er 0. w 0 Tti a® c 3 esi Lt. eti iN V) C u) aro u z 0 0 00 0 N i 0 CI on r. tli F in in 0 0 fYl L+f I ram, 1.11.11 tri tin 0 1.0 qr 4-1 0 t 1/1=f3i � 0 CI C L►f9 till L 1 Ldt 174 LLI 0 0 0 i 14) OMIC DEVELOP 0 0 w rll 0 ro r2 To �b 0J ii 411. 0 "n G7' 0 111 0 OQ 1,0 0,0 C 0mA 3k103 sf0303 Vision a w b a ▪ e O ▪ a_ t a ▪ (19 • .a L a +� c M o to c +' � ca t a L CO V 4.1 tift o 0. 0. 11E F- > 0 0 INDUSTRY DIVERSIFICATION C MEASURES BROAD ECONOM Where we expect to be at the end of 2021 w • oz. ja ea o c r() a 0 n..„ o 0 a , E ' • o r--0 E- `0 o uo o co ▪ 011 CK1) , LD' cCoD, 0 imo , 'co-, .oe,uu .cu u cHPL OJ N to ,:; fL1Ni CAD r',4 I TO GE) Of Aepol am am aeq Where we expect to be at the end of 2021 100,190 jobs Private Sector Industrial: 1.7% r rti Aepol aie aM aiaqm to 2 w 0_ w LJ tx u_ 00 Where we expect to be at the end of 2021 0 7.4 444 ,41 Some cities have 0 w 11 Z.5rnsfoffice 5.9 rnsfim6ustri el> al' Aepol am am aJaqm Setting the Table for Economic Development luawdopanaa Ailsnpui )2 ssau!sng el0 c .470 4.0 CU 12 4.) 0) IA 0 CO >" s- CU CU CIJ 0 as = — u -0 = 0 .-- &- (13 > m>.' -C2s- -0 0 2 a CZ Cs12 +-, EEE m >•• CO • Lf) in N. • ' CU L.) v--i h -vs- rn tA vs Li -I V)- Company Outreach 0 0 CD C., C) 0 c a) MOVE' DONE DE Q rJ N z QIN 11. U. CI> COGNITIVE 0 a. H z u.i 0 0 C'NJ 0 rJ E N 0 ru cu 0 w q 0 New Industrial & Office Space 2018-20 (1) 0 0 N 0i en a) NJ (0 CO 0 v ..c 0 CO a) a) a) > a) Q.) >- a) a) co 0 a) i a) > 0 (0 nO c SD ro a) a) v) a) 4J E E 0 0 0 4- (0 U U a) 0 N c a) CO a) v) Q.) 0 4- a) 0 (0 CL 0 0 0 p 0 a) c c a) 0 a) 0 co E a) O -o a) a) > O a) a) O a) a) > (0 4- 0 0 00 c 0 (0 vi v 0 CO C CO a) Q) (0 0 a) > O 0_ 0 (o a) a) SD Q.) > (0 v 0 0 0 0) 0 > 0 0 -0 CO 0 V) 00 C 0 0 Q.) 0 V 0 O a) 0 0 4- .0 4-0 co 0 LA m as 0 0 0 • c CO v) • a) .ro 0 v▪ ) • O a) a ▪ U C c 0 0. 0 5- a) U O > L � > O O 0 ▪ "- N ed (0 0 C a) 0 c co a) "0 v c 0 0 0 1— 0 m etc N (0 0 (0 or additions. v) t�A 0 0 SSD M O (0 (0 E a) 5- CO a) a) Q a) 4- t!) O O O O O (J0 vi co a) O Ln ea 0_ a) 0) > 0 4-, .5 a) a) (0 S ro Ls- e-1 N CY) (Y7 l0 r1 4- 0 0 a-+ a) > a) > 4 0 a) 03 CO c E 0 0 (O a) a) a) •-, v) CO a) i a) > a) N (o a) a) CO co f0> 0 4- (1) O 0_ 0 N (0 vi 00 fe! 1-4 co 0 (o v1 0 ro qA 0 5 a) .0 O 0 U O a) 0 5/31/2021 Budget Committee Meeting Fiscal Year 2022 2 Review of April Briefing Budget Changes since April (Requested v. Proposed) Service Areas: Key Policy Decisions & Special Requests Administrative Services Director's Office Behavioral Health Public Health Summary 1 5/31/2021 4 Refresher: • ril ; riefin 2021 Accomplishments and Performance Pandemic Observations • Need for support infrastructure • Increased need for Crisis and Intensive Services • Gaps in Public Health Requested Budget & Special Requests 2 5/31/2021 u1 70 80 60 50 40 30 20 10 5 Resources vs. Expenses: All HS Funds 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Requested Forecasted Forecasted Forecasted Forecasted ma General Fund ma Other Gov't Payments Mmi Capitation CCBHC BWC ----Expenses 4 3 5/31/2021 Deschutes County Health Services Reserve Funds OHP Mental Health Reserves Fund 270 RESOURCES FY2021 % of FY2022 %of Difference 1Y 2022 Dein Revised Budget Requested Budget $ Variance Change PINICIS,Ki Regtieated Beginning Working Capital (BWC) S 8,484,428 99% $ 12,202,669 87% $ 3,718,241 44% - Capitation 0% 659,928 5% 659,928 6593228 Interest Revenue 71,000 1% 105,162 1% 34,162 48% 10,t 2 CCBHC PPS - 0% 1,126,228 8% 1,126,228 — , 126 320 Interhmd Transfers - 0% - 0% General Fund Subsidy - 0% 0% 0% 0% Total Resources S 8.555.428 100% $ 14.093,987 100% S 5.538.559 65% � 02 317 y,,.;2 REQUIREMENTS Materials & Services 2,511,768 29% 243,195 2% (2,268,573) -90% 2.3 10.13 Reserves 6,043,660 71% 13,850,792 98% 7,807,132 129% Total Requirements $ 8.555,428 100% $ 14,093.987 100% $ 5,538,559 65% S ., _ ., ,S5 8 Fund 274: ajor Changes from Requested FY21 Revised Budget changes that impact FY22 +0.8 FTE (-0.2 FTE BH and +1.0 FTE CHS III) BH: Central Oregon Health Council (COHC) Older Adults Grant $833,000 over 3 years ($315,250 in FY22,+2.0 FTE) Add'I OHA COVID-19 Funds - $2.9M over 3 years Covers 19 FTE (adds 2.0 FTE to FY22 from Requested) +$1,893,867 to FY22 Administrative Services $191,805 Director's $445,935 (+0.5 FTE tied to Special Request) PH $1,256,127 4 5/31/2021 Deschutes County Health Services Operating Fund Health Services Department Fund 274 RESOURCES FY 2021 % of Y 2022 % of % Difference from Revised Budget Propose0 Budget $ Variance Change Request, ci Beginning Working Capital $ 6,778,564 12% $ 10,218,990 17% $ 3,440,426 51% Government Grants & Payments 39,371,749 68% 30,714,976 63% (656,773) -2% Charges for Services 2,040,982 4% 1,862,599 3% (178,383) -9% CCBHC PPS - 0% 2,627,291 4% 2,627,291 Miscellanous 581,432 1% 806,178 1% 224,746 39% Interfund Payment 894,000 2% 660,000 1% (234,000) -26% Fund 270 Transfer 2,379,865 4% - 0% (2,379,865) -100% TRT Transfer 406,646 1% 296,802 0% (109,844) -27% Interfund Grants 243,400 0% 368,400 1% 125,000 51% General Fund Subsidy 5,472,710 9% 5,472,710 9% - 0% Total Resources $ 58,169.348 100% 9 61,027,946 100% $ 2,858,598 5% _. REQUIREMENTS Personnel $ 37,928,893 65% 9 40,153,6"94 66% $ 2,524,801 7% ., 1OMd99 Materials & Services 11,116,799 19% 9:333,936 15% (1,782,863) -16% - Capital Outlay 99,667 0% 04.000 0% (45,667) -46% &OG; Transfers Out 3,296,723 6% 3,855,178 6% 558,455 17% Contingency 5,727,266 10% 7,32s1,".i'8 12% 1,603,872 28% Total Requirements $ 58,169,348 100% g 61,02; ,946 100% $ 2,858,598 5% 9 10 Proposed (FY 2021) (FY 2022) 359.0 -4 357.6 + Special Requests o 4 FTE term 6/30/21; request to extend 1.0 FTE (in proposed) ® 0.4 FTE eliminated (vacant) ® +2.0 COHC Older Adults 5 5/31/2021 11 Fund 274: Updates to the Proposed N;Ts.g-Y,','I0,kkVSZSN12MZ,VMW,',fiqigMAt::S.MYEMA.M.M.;RCKag%SAS.ffgz2Z:WaaS.,-MNW,,ME:MSM-Yz-Nf4,MVAMSIMRMFMVaglggAggA,ZQMMIWONMa424 BH: Crisis Day Shift Case Manager - +1.0 FTE BHS I in FY 2022 • PH: OHA Vaccine - Equity and Incentives - $1,074,932 • PH: St. Charles Alcohol Misuse Prevention - $5,170 • PH: COHC Immunization Data - $20,214 \\yr '.S co 041 ,uttrav-4%&„saletz4r,,,,- arahrommittatALoOt:atattsieffUtilittligiZtir' -!-'2111M 6 5/31/2021 --,Vq41,44:454,44435 •P. . , 14 #7: Admin Services Admin Assistant 63MaS5153434S3332MrV43535M544334_,V43.3a45534555V335MV3P45RSMMVttYrt44a554W4Mrl5335555M344.3t5yaa5asw5a4.45m.m-s5.3s5mp',45mwomg.rm44rmmggskwaa,rvAt,r5r,mmg-4.3*,Mt5rrtALra54W Admin % of Health Services FTE Declining "°° 17% 350.0 ..................... ........ 300.0 2500 200.0 'SOO 100.0 50.0 o 0 40 0 04:p 4*: 4.0 41 4 44'q' 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 535.4.552 Behavioral Health FTE Publ,c Health FTE Pdrran 5S of Dept FTE 2021 FTE excludes 9.0 FTE COV1D Command Staff Isar, 16'5 13% 1455 72'4 10'4. 5'5 655 REQUEST: Convert 1.0 FTE limited duration Admin Assistant to Regular Critical support infrastructure Ratio of Admin to department FTE decreased from 17% to 13% in 10 years. IMPACT: Maintain productivity and communication Operational support required for outcomes FY22 Total Cost: $88,162* FY22 Requested County Funds: $Qoco *Expense covered through FY23 Fairlannti WirnZr',7"MtEfdi:ZiWtISISyteo7 tSTSIF-71-L7MUSE4MINPab,,-attarto 7 5/31/2021 is #11: Application System Analyst I MNEZ,MIMZM-MEMZMIMZfigaSMMFNMTMMSRTMR'MMWMISIVME%a:MWMKfgMEMWZSMZSMVM.'Al-MaMESMMMPMMYMMKMPPMM.PRSTRNSRWAI ce LU IT A c ENTITY MONITORING MANAGEMENT FIXED h3 MAINTAINING a. SYSTEM (icommUmEcTivE PHYSICAL 0 ENTERPRisp CU 5 C4 REQUEST: Add 1.0 FTE for Asset & Vendor Management Health largest County department Significant inventory increase (+102%) Multiple locations and staff migration IMPACT: Minimize County risk FY22 Total Cost: $104,444* FY22 Requested County Funds: $0 Expense covered in FY22; Updated from April 0 briefin from $109,021 WISICNEIRS4SAIWKPIBNRIIIIISStltaft7rlrfIsV,37;, wtiVISNTIBIBIllaknwall11111 _ — 4otli A qb 44614 4 *I ,_ 1 6 -4 ..bwit # Title FTE Total Cost FY22 Requested Funds 7 11 Admin Assistant from LTD to Regular* Application Systems Analyst I TOTAL 1.0 1.0 2.0 $ 88,162 $ 104,444 $ 192,606 $ - $ $ * Indicates a continued position from FY 2021 ... .... , . ..„ .. ,„ 8 5/31/2021 Director's Office 18 #12: Health Information and Engagement Baia: �.Ev'. 'C' 1 �..� �.�i3-��h L%�.-/,.'X�.,aV,ss�' .. .,. a.✓ 5.� ....< � �. ...yi.,,^ ,_ 4�uka'...:s��m, ass T�� C3S.t:.. ..v ...t,n,°�.��..fv2' b REQUEST: Convert 1.0 FTE limited duration to regular • Translate complex medical and health messages into readily -understood language for public use • Need highlighted during the COVID-19 Pandemic IMPACT: • Strengthen public trust and engagement through dissemination of accurate and timely information • Improve health literacy FY22 Total Cost: $123,986* FY22 Requested County Funds: $0 * Expense covered in FY22 9 5/31/2021 ����� ����^�^����U��~U^��^����U �~��kD����^t«« - ' ' —' .~. .. ~... . . Capacity .�� Population Growth and an Aging Population In Deschutes County Deschutes County grew 28.5%froM 2010 to 2021. 28 ° �u 12 m = 24� =" 19 REQUEST: Full-time Medical Support ^ Clear/critical need for full-time key organizational position ~ Difficulty in recruiting top notch candidates for part-time IMPACT: ° ° Attract and keeptop notch candidates and ensure long- term medical/clinical vision and solutions Ensure medical/clinical direction and capacity in a growing community facing complex health conditions and emerging threats FY33Total Cost: $1689D6+ Requested- -�- -^� 20 FTE Total Cost FY22 Requested Funds 13 Heakh|nhonnaUon-coDvertFTE from Limited Duration to Regular* TOTAL 1.0 $ 133,986 $ ^ Indicates ucontinued position from FY2021 ° " 10 5/31/2021 Key Policy Decisions WMVKifk&%IWAM'at'aRSVAVs.VPBMSMf.VMWNEM,MiMM3qtt-.SVMV-VMM-VPZM%VM,MSWW,M2fn (POSITIVE DIRECTION) iiiiuuiuuuu iuiuiu Capitalize on Certified Community Behavioral Health Clinic (CCBHC) Investment Understand PPS revenue opportunity • Act on commitment to CCBHC • Achieve expansion envisioned Ensure Capacity to Meet Needs • Stabilize CCBHC positions • Align services with need - add proposed FTE iuuiuuuuiiiiuii 22 11 5/31/2021 CCBHC Co i ent: Timeline of Decisions & Investment April 201T CCBHC Launched • Oregon was 1 of 8 states awarded the Demonstration pilot • Needs Assessment indicated need across service areas, especially SPMI • 29 positions were identified to address service gaps • $12.9 million in PPS revenue generated during two-year demonstration period • CCBHC Demonstration was extended 3 times • Most extensions post -budget submission, so revenue was not applied to services and FTE in budget process • 19 CCBHC positions were preserved by Expansion Grant funding • $7.4 million in unplanned PPS revenue generated May 2019 to June 2021 • CARES ACT Extended Demonstration: Mar 2020 - Sept 2023 • 10 states are current Demonstration states; 45 states have CCBHCs (Demonstration and Expansion Grants) • $3.75 million projected PPS revenue in FY 22 • Total of 29 positions proposed (existing & new) e avioral Health: What Has Investment Delivered? ReduCe sure 13% reduction in homelessness in past 30 days 60% reduction in jail recidivism Forensic ACT Team added support for Aid & Assist clients; reduced recidivism /AV4101 Reduced Risk of Early Death', Primary Care at all locations 88% A1c in control better performance than Mosaic general population 95% follow up after ED visit for any reason sty 14% reduction in ED utilization overall 21% reduction for high utilizer of ED group 23% decrease in depression screen scores 24 12 5/31/2021 25 Behavioral Health Requests alitattlaMM :W',:eM,:-'iEMMMECrlrag,St?VMIMAV:C','MMWPAM.E1f EMEW,..MM`M2M-M%-,IVA7NN'ogl-MVMMVOt,,,,MMMAWAMWWWAVM11Ma 11111111111111 111111E1111111111 CCBHC Continuation • Apply PPS revenue to continue 19 Limited Duration FTE (May -June 2022) • Convert FTE to regular based on service needs & PPS revenue projection #1 Crisis Response • Address acute need created by increased population and decreased treatment beds and improve response to highest risk individuals • Add 6.6 FTE to Crisis & Intensive Teams; apply PPS & $241,970 in CGF #6 Improved Access • Ensure people get connected to the right care quickly and easily • Convert 1 FTE, add 2.0 FTE - all covered by PPS revenue #8 Infrastructure • Ensure key supports keep pace with workload and add needed service at rural clinics • Add 3.0 FTE - all covered with PPS revenue yES (r4OWN-'6, " e4Ww*IttgAW'': WASS,* MnWe4Srab7r,t;liliV1N 'SAWNZIOT /1" 444:'" - IrSM 26 Scenario A: CCBHC Demo (PPS) ends Sept. 2023 No change to staffing from FY21 level V) 0 70 ET: 60 50 40 30 20 10 $10 $9 $5 $11 - $13 $4 $12 $12 $ (6,257,812) Ending Balance $12 11 2018 2019 2020 2021 2022 2023 2024 2025 2026 EMI General Fund MN Other Gov't Payments tam Capitation CCBHC rose BWC ---• Expenses rWleg**, 41117 13 5/31/2021 Scenario B: CCBHC Demo (PPS) continues through 2026 Approve Special Requests & Convert CCBHC Expansion Positions to Regular 70 c 0 60 50 40 30 20 10 $6 $ (3,217,747) Ending Balance $6 $6 2018 2019 2020 2021 2022 2023 2024 2025 2026 MEN General Fund j rK Other Gov't Payments EM Capitation CCBHC w BWC ----Expenses 27 J?E 28 Title FTE Total Cost FY22 Requested Funds 1 Crisis Response 6 Improved Access* 8 Key Infrastructure TOTAL 6.6 $ 675,094 $ 241,970 3.0 $ 201,849 3.0 $ 343,202 12.6 $ 1,220,145 $ 241,970 * Indicates a continued position from FY 2021 14 5/31/2021 30 Special Requests P' ,J 1RYR .,..MN::,s..,;MVNR <. „w71:,MAWnee a.:z: ur..K.... -RYM ,gS„K ti„,Mk _ z44t� :. iBBti5:?MM z;,.;ZMh..-ZgI2,CV:: ,.,a.,M.,. ..'< .,z'<� 35MaN'_': (POSITIVE DIRECTION) Healthy community • Environmental Health Services Healthy people and families • Perinatal Care Coordination • Reproductive Health Services Healthy youth • Substance Abuse Prevention • Youth Success Partnership �tFs Healthy department �r coG • Infrastructure/ Administrative Support if 15 5/31/2021 700 000 000 0 400 300 — 000 31 #3: Environmental Health Services Food Service FIE Ratios —Deschutes —FDA standard 498 489 ttrk REQUEST: Add 1.0 EHS II regular, M&S & vehicle [+$136,921] Convert 1.0 EHS II limited to regular [$109,021]* Inflation adjustment 1.4% + $38,074 or No adjustment+ $78,000 or other FY22 Total Cost: $284,016 FY22 Requested County Funds: $174,995 * Expense covered in FY22 Mir L�J ht ACC 0 #4: Perinatal Care Coordination (PCC) National participation showed 17% less likely to develop high blood pressure 8% 1 participation showed. n 2020, 94% of our PCC clients accessed Fi_ rester Prenatal CI compared to around 75% non-PCC clients *This is an estimate based on a few assumptions. REQUEST: Add 1.0 FTE Health Educator II Outreach to an additional 500 perinatal women (from 57% to 85% of population) o Generate revenue through billing FY22 Total Cost: $109,021 FY22 Requested County Funds: $89,521 32 16 5/31/2021 33 #10 Reproductive Health Services ,C,,,:V.S'WA:.:':ThMMSM,:tVta:MMMTMSIME'z,1%:MIM,N==.MKVMVEVM:C.%MV.,WAWAei:--I*:i'Mcac:Ne:NNCaMM4fgllMF':7CCIMMW-,-CMVMMMM:TSKSWC41:MII-,::MWat'M:Y.'t Despite the pandemic, Reproductive Health services are in high demand Number of Clinic Clients: 2019 vs. 2020 REQUEST: Part time (0.5) FTE Admin Support Tech Bilingual capacity to support intake of clients Fiscally -minded staffing model FY22 Total Cost: $40,942* FY22 Requested County Funds: $0 * Expense covered in FY22 r #8: Infrastructure/ Administrative Support • .' • ". ••••""•••••!:''''•••:'" 771:10:MMEMIMMWEMIWAM:,:aff,ZOKOMEROWISEIMMIWGRMENJMENMS-WMANAMAIMEMORPM Convert position to regular status o Core organizational capacity commensurating growth Efficient use of public resources FY22 Total Cost: $88,162* FY22 Requested County Funds: $0 * Expense covered through FY24 & updated from April briefing from $66,112 (9 months) V4, 17 5/31/2021 50 45 40 35 30 25 20 15 10 5 0 35 #2: Substance Abuse Prevention 'gEziW,OM.g.M"X,AV1EW1:21WZATZ.<-tff0,Ufqa-=V*-igAMOEX*;,L.,,WWM-M4Hggr'ragIV.-tWR1W4PM1'a.,VAMM,Z,R.Z-ZNM`-,'V.M.AVMM4L,VW,VMVVV-leM%M;5MA,,PX-.,,, Drug and Tobacco Policy Violations at schools 2015-2019 2015-2016 -e-Drug -co-Tobacco 2016-2017 2017-2018 43 2018-2019 REQUEST: Limited duration position ends June 30, 2021 Convert position to regular status* Funding for materials and services, including baseline evaluation FY22 Total Cost: $157,887k* FY22 Requested County Funds: $32,887 * Expense covered ** Updated from April briefing from $138,774 36 #5: Youth Success Partnership MitMfNgeaf:ZiMag,VV,S-kggr..4gMNVgRMMARZMZIIMZMMMMME-ZWZMZ-a'ME°a.-MW,BDMafafgEVMSEIRWOPJCOIEMEVMMEMVZSNMR'ai'MVMM,-MWM Pop. Forecast, 2020-2040 Ages 0-19* Deschutes Oregon + 26% + 2% 30% using E-cigarettes 19% Binge Drinking 21% Marijuana Use 31% of Chlamydia cases (since 2011) 25 teen pregnancies last year Immunization rates dropped REQUEST: Establish Health Promotion and Prevention Program in Bend -La Pine Schools Reaching youth before tragedies and problem behaviors occur Anticipate reaching 18,500 students by year 3 COST: Total County Year FTE Cost ($) FY22 2 6 FTE $323 202 $161,601 FY23 +1.6 (4.2 FTE) $519,934 $259,967 FY24 +1.6 (5 8 FTE) $770 860 $385 430 /4111*' " 4-AAAMb, A, A , ;AA AAAA AZA1 18 5/31/2021 # Title FTE Total Cost 37 FY22 Requested Funds 2 Substance Abuse Prevention* 3 Environmental Health Services* 4 Perinatal Care Coordination 5 Youth Success Partnership Infrastructure/administrative support* 10 Reproductive Health Services TOTAL 1.0 $ 157,887 2.0 $ 284,016 1.0 $ 89,521 2.6 $ 323,202 88,162 0.5 8.1 40,942 983,730 $ 32,887 $ 174,995 $ 89,521 $ 161,601 459,004 * Indicates a continued position from FY 2021 p,S4 ; * o f 19 5/31/2021 39 4'"eftlIVr'00- feelWit. ' 13 Special Requests Total FTE Impacted: 24.2 FTE FTE Above Proposed Budget: 18.2 FTE FY 22 County Funds Requested: $700,974 LJ CCBHC Demonstration PPS Ongoing revenue supporting regular positions (18.0 FTE) LI Environmental Health CPI Strategy iliSIMPC11110117NOMIVIONMSIMINVIWS121101-111ININEWYMITIM*2 Y.,V,'CVRMWMR-MMQEMMSS:MgMqeZV,TaREMMV.%VMEZ,MIT,MsIMM-M,V.MVSBIMSt4k*-MEZqEMMEMWMN,,,',RN,VfAEVM,.:;MSPZMMMVMIM Than Y 4k,*tte4 *loam 441' 20 Total Cost County Funds (FY22) Requested (FY22) Impact of Approving Impact o Not Approving Source of Funds 8 9 10 BH Key lnfrastructure (Compliance, Contracts & Grant Management, Supported Employment Case Manager) Public Health Administrative Assistant from Limited Duration to PH Regular PH [UPDATED] 3.0 343,202 • Improved data integrity and compliance; reduced fiscal losses due to audit findings. • Improved grant and fiscal oversight & reduced fiscal risk related to tracking and accounting for grant deliverables. • Increased access to sustainable employment for SPMI individuals served at rural hub locations. • Assure predictability and stability in key organizational 1.0 88,162 - position. • Increase efficiency and cost savings in task shifting. Reproductive Health Admin Support 0.5 Technician Admin Application Systems Analyst i 12 Director's to 1.0 FTE Increase Health Officer from 0.5 FTE 1.0 0.5 Health Information - Convert Limited 13 Director's 1.0 Duration FTE to Regular 40,942 104,%+1 168,906 • Increase in revenue. • Improve customer service. • Increase access for marginalized populations. • Minimize County risk by developing an asset management process and proactively manage mobile devices to be in compliance with HiPAA. • Cell phone vendor and mobile device management remain within DCHS and do not impose burden on IT. • Building medical/clinical capacity in addressing a growing population, demographic shift and an epidemilogic transition. • Assure predictability and stability in key organizational position. 123,986 - • Increase public trust and engagement. • Timely and accurate dissemination of information. • Improve organization's reputation and social marketing. • Increased fiscal risk and lost revenue; lack of comparable employment services in rural service locations. • Director and senior leadership continue to undertake tasks that could be undertaken at different levels of organization. • High opportunity costs. • Lack of adequate follow ups and tracking. • Lack of bilingual capacity in meeting a growing demand. • Negative impact on customer service through rescheduling or canceling. • Risk of clients not showing up for their appointments. • Potential reductions in revenues. CCBHC PPS FY22 & FY23: OHA COVID Funds (PE01-09); FY24: COHC PH COVID Funds; then indirect to Public Health programs. FY22: COHC Funds FY23 and thereafter: CGF • Increased workload to internal service departments (Finance and IT) for cell phone management and asset inventory support. FY22 covered through savings (held in contingency); subsequent • Increased risk related to minimal vendor management and years indirect to department programs. potential loss of equipment. • Lack of capacity in addressing complex emerging threats • Lack of department and medical community preparations for addressing complex array of conditions emanating from shifts in older populations and chronic diseases. FY22: FEMA through 9.30.21 then COVID Funds (PE01-09). FY23 and thereafter: Indirect to departmental programs NOTE: position is approved as 0.5 FTE regular. Cost shown is additional to FY22. • Difficult to attract and keep top-notch staff. FY22: OHA COVID Funds (PE01-09). • Delays in timely engagement and communications with public. FY23 and thereafter: Indirect to department programs. TOTAL 24.2 2,689,373 700,974 NEW FTE ABOVE REQUESTED BUDGET 18.2 FY 2022 HEALTH SERVICES SPECIAL REQUESTS Updated 5.31.21 Priority Service Title Area Total Cost (FY22) County Funds Requested (FY22) Impact of Approving Impact; of Not Approving Source of Funds 1 2 3 4 5 6 7 BH Crisis Response Convert Substance Abuse Prevention PH Specialist from Limited Duration to Regular PH Environmental Health Capacity * Fee increase (1.4%) & $38,074 * No fee increase & $78,000 * 1.0 EHS II regular * 1.0 EHS II & add vehicle PH Perinatal Care Coordinator PH Youth Success Partnership with Bend- 6.6 675,094 241,970 • Decrease ED utilization and criminal justice involvement for population served. • Stabilize high risk population in community. • Address state hospital capacity shortage. • Decrease substance abuse by 25% among youth in La Pine and 1.0 157,887 32,887 Sisters. • Overall community cost savings through early interventions. 2.0 1.0 2.6 La Pine Schools Improved Access BH (Referral Coordinator, Language Access Coordinator, Health Navigator) Admin Services Administrative Admin Assistant from Limited Duration to Regular 284,016 89,521 174,995 89,521 • Improve inspection ratio. • Expand services and support to emerging areas (air quality, ventilation). • Support business -friendly efforts. • Increase access to existing matenal and child services. • Improve maternal and child development outcomes. • Increase access to and meeting the youth in their environment. • Overall community cost savings through early interventions. 323,202 161,601 • Influence and improve protective and healthy behaviors among youth. • Curb increasing substance use, such as vaping, tobacco, etc among youth. • Increased engagement of high risk and vulnerable populations in Behavioral Health services. 3.0 201,849 - • Improved access to culturally and linguistically appropriate services. • Ability to meet contract requirements for access to care. 1.0 88,162 • Maintain productivity across department through current service levels to Behavioral and Public Health. • Streamline communication to other internal departments by having central point of contact for the management non -IT Enterprise related processes (Fleet Management, SharePoint, etc.) • Significant risk of negative outcomes for population served (suicide, self injury, harm to others). • Increase burden and cost to Emergency Department and First Responders. • Poor long-term health outcomes and early morbidity for service population. • Stagnant or increasing rate of substance use among youth in La Pine and Sisters. • Inreasing likelihood of continuing risky behaviors into adulthood. • Increasing treatment, healthcare and societal costs. • Deteriorating inspection ratio and quality of support for businesses to be successful and community members to have safe and healthy experiences. County General Funds (CGF), IMPACTS Grant & CCBHC PPS FTE paid for through Behavioral Health Fund 270. • Convert EHS II Limited to Regular. Paid for in FY22 by COVID funds (PE01-09), then increase (+) to TRT. • EHS II: FY22 request +TRT [Vehicle Purchase included] • Additional 500 pregnant women from DC would not benefit CGF from the full range of maternal and child services. • Increase rate of engaging in risky behaviors, such as substance use, unsafe sex, etc. among youth. • Increasing likelihood of continuing risky behaviors into adulthood. • Increasing treatment, healthcare and societal costs. • Decreased access to and engagement in needed Behavioral Health care. • Difficulty meeting contract requirements for timely access. • Poor client outcomes related to decreased access to and utilization of services. • Minimal maintenance of automated processes poses a risk to lose some of efficiencies gained in last 4 years. • Inefficient use of higher -paid staff time to coordinate and address routine operational requests. CGF FY22: $161,601 FY23: $259,967 FY24 (full model): $385,430 CCBHC PPS Bend -La Pine School District: FY22: $161,601 (committed) FY23: $259,967 (committed) FY24 (full model): $385,430 FY22 & FY23 - OHA COVID Funds (PE01-09), then indirect to departmental programs. FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Crisis Response Description and Itemized Costs This request adds 3.4 FTE to the DCHS Behavioral Health (DCBH) Crisis Team and 3.2 FTE to Intensive Adult Services, including an increase to an existing Case Manager from 0.80 to 1.0 to add capacity to support Assertive Community Treatment (ACT) clients. Salary/Benefits: $675,094, less revenue offset in the amount of $190,500 for a net cost of $484,594. Describe Specific Personnel Needs • 1.0 FTE Behavioral Health Specialist II, Licensed ($71,243 salary, $42,284 benefits) — Civil Commitment Monitor • 1.0 FTE Behavioral Health Supervisor ($82,473 salary, $45,970 benefits) — Crisis Supervisor • 1.0 FTE Behavioral Health Specialist I ($58,612 salary, $38,138 benefits) — Deschutes County Stabilization Center (DCSC) Case Manager • 0.4 FTE Behavioral Health Specialist II from 0.6 FTE to 1.0 FTE ($19,752 salary, $12,723 benefits) — Night Shift BHS II • 1.0 FTE Public Health Nurse II ($71,243 salary, $42,284 benefits) — Forensic Assertive Community Treatment (FACT) Nurse • 1.0 FTE Behavioral Health Specialist I ($58,612 salary, $38,138 benefits) — FACT Case Manager • 0.2 FTE Behavioral Health Specialist I from 0.80 FTE to 1.0 FTE ($14,511.50 salary, $7,519.50 benefits) — ACT Case Manager • 1.0 FTE Peer Support Specialist ($39,671 salary, $31,920 benefits) — Community Support Services Peer Date 4/21/2021 Priority: 1 # FTE 6.60 Salary / Wages 416,118 Benefits 258,977 Position Total 675,094 Materials/Svcs Capital Outlay Total Cost 675,094 Revenue Offset 190,500 Net Cost 484,594 Justification DCBH crisis and intensive treatment offerings have expanded in response to growing community need and demand around our highest risk, seriously and persistently mentally ill (SPMI) population. Particular focus has been on diversion from the emergency department and the criminal justice system. These efforts led to the establishment of the Co -Responder Program and forensic teams, and culminated in the opening of the Deschutes County Stabilization Center, which has served more than 1,000 individuals in its first nine months of operations. In spite of some program additions, these supports are still under considerable pressure. Additional pressures this year include continued community focus on diverting more individuals with mental illness away from law enforcement contacts, the bottleneck at the Oregon State Hospital (OSH), and population growth in the region. There is currently no plan to expand OSH beds, and residential options for seriously mentally ill individuals are not keeping pace with the growing need. These factors combine to place significant additional demand on the Crisis and Intensive Adult Services teams that serve our most vulnerable adults, a population of individuals who may be a danger to themselves or to others and who need significant wraparound care to be safely maintained in the community. To address this need, we propose the following: 1.0 FTE Civil Commitment Monitor (BHS II Licensed): Community Mental Health Programs (CMHPs) are required to conduct civil commitment investigations and monitor individuals under civil commitment orders. Currently one FTE, a Civil Commitment Investigator, conducts over 230 investigations on average per year and is responsible for monitoring all individuals who are under civil commitment orders. The OSH has not accepted any of our committed individuals in several years. Added to that is the reality that access to secure residential beds in the community has decreased and remains less than required to meet current needs. This phenomenon has been exacerbated by pandemic restrictions. While the latter situation will improve when the COVID-19 pandemic concludes, OHA anticipates continued bottleneck at the OSH. Individuals under civil commitment monitoring are extremely acute and require a tremendous amount of case management to ensure community and client safety. This position will add capacity to effectively monitor and support these individuals in the community and decrease the risk of negative outcomes for clients and the community. 1.0 FTE Behavioral Health (Crisis) Supervisor: Supervisor -to staff ratios are higher than appropriate for a crisis team. The addition of a 24/7 facility and likely expansion of co -responder and other law enforcement diversion activities and staff will increase ratios. Operating a 24/7 facility also requires supervisors to be on -call 24/7 to ensure staff and client safety. Adding a Supervisor to the Crisis Team will improve clinical oversight of our most high -risk service and ensure supervisory bandwidth for shift coverage. 1.0 FTE DCSC Case Manager (BHS I): Case management needs at the Stabilization Center have proven to be significant due to the high level of acuity of the population served. In addition, DCSC staff are developing a pilot program that allows the Mobile Crisis Assessment Team (MCAT) to respond to crisis calls in the community without law enforcement. This pilot is in response to national attention on and local calls to reduce law enforcement as first responders to mental health crises. To ensure safety, MCAT needs an additional person to respond with the team member in the community. The Case Manager role proposed will add capacity for a second person to co -respond. This role will help DCSC increase client stabilization through addressing basic needs, as well as respond more safely to crises in community settings. 0.4 FTE BHS II: Currently the DCSC has two 0.6 FTE assigned to work weekend night shift (Saturday and Sunday, 12-hour shifts). One of those positions is vacant and recruitment for that position has been extremely challenging. The DCSC is taking this opportunity to adjust the current model for night shift staffing to provide better coverage and allow for improved recruitment. Three night shift staff will be moving to a 3/12 (three days of 12-hour shifts) schedule which is ultimately a more sustainable and appealing schedule for recruiting individuals working those difficult hours. Adding 0.4 FTE to one of the vacant 0.6 FTE will support this staffing model. 1.0 FTE FACT Nurse (PHN II): Nursing and medication supports are essential for the rapidly growing Aid & Assist (A&A) population served by this team. Since 2017 the A&A population has more than doubled, growing from roughly 18-20 open clients to 45-50, for an annual caseload of between 80 and 100 high -risk, court involved, SPMI individuals. A&A services are a mandated CMHP function, and nursing is a fidelity requirement for the Forensic ACT model. Currently, an on -call nurse is assigned to this work and is funded through Coordinated Care Organization one-time COVID-related funds. This approach will not be sustainable in FY 2022. The proposed position will not only support the A&A population served by the FACT Team, but also will support Psychiatric Security Review Board (PSRB) and Improving People's Access to Community -Based Treatment, Supports, and Services (IMPACTS) clients. The position may also add some nursing capacity to cover Intensive Adult Treatment nursing gaps such as for older adults. The estimated population this nursing position would support is 100 to 150 clients served by the FACT and other intensive teams over the course of a year. 1.0 FTE FACT Case Manager (BHS I): The FACT program includes fidelity recommendations for case management. The team currently has only one case manager, which is not adequate to meet current need. Typically, intensive treatment teams such as FACT have ratios of 1:15/20 clients to staff to allow for the need to meet frequently, provide community based supports and wrap intensive services around the individual. The addition of this position will help the growing number of A&A clients to meet basic needs and connect to resources. 1.0 CSS Peer (Peer Support Specialist): Currently the Community Support Services (CSS) team serves 200 SPMI clients, who are at a somewhat reduced acuity but in need of ongoing intensive treatment services to maintain their stability in the community. This team does not currently have any peer support assigned and serves clients that would benefit from the effective outreach and engagement that peers can deliver. Adding this position will ensure increased access to peer support for care coordination, outreach and engagement to 200 high -needs clients. This will result in improved retention, compliance with treatment, and better health outcomes. 0.2 ACT Case Manager (BHS I): The ACT Team serves SPMI individuals who are at risk of hospitalization or homelessness via an intensive, fidelity based model of wraparound supports. In the FY 2021 budget cycle, the team lost a portion of a case manager position. The loss of this 0.2 FTE has been especially noticeable as client acuity has increased due to the inadequate state hospital and residential treatment beds mentioned above. Restoring the FTE to a 1.0 will return the team to full capacity to meet client needs and maintain fidelity with the ACT service model. Funding Source County General Funds are requested to cover 2.0 FTE during FY 2022 and an additional 1.4 FTE in FY 2023 and beyond. Furthermore, unspent funds from the Stabilization Center's IMPACTS grant, as well as ongoing Oregon Health Authority Aid and Assist funds ($109,000 annually), and the continuation of the CCBHC Demonstration Project will cover expenditures for 4.6 FTE in FY 2022 and 3.2 FTE ongoing. In addition to the CCBHC Prospective Payment System (PPS) funds available to cover the positions in this Special Request, the positions will bill for services and thus generate Medicaid, insurance and PPS revenue, estimated as at least an additional $190,500 See the attached table for funding source details by positions. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Proiect or Position Title Substance Abuse Prevention Description and Itemized Costs The 1.0 FTE Community Health Specialist II position assigned to substance abuse prevention work is limited duration through June 30, 2021. This request seeks to convert the limited duration position to regular status. Funding is provided as a grant through the Oregon Health Plan (OHP) Mental Health Reserve to support salary, benefits and a portion of materials and services. The second request is for additional funding to support materials and supplies as itemized below. Salary/Benefits: $111,887, Materials & Services $46,000, less revenue offset of $125,000 for a net cost of $32,887. See the attached for Materials & Services budget. Describe Specific Personnel Needs A 1.0 FTE Community Health Specialist II is currently assigned to substance abuse prevention work primarily focused in Sisters and La Pine. Date 4/9/2021 Priority: 2 # FTE 1.00 Salary / Wages 70,997 Benefits 40,890 Position Total 111,887 Materials/Svcs 46,000 Capital Outlay Total Cost 157,887 Revenue Offset 125,000 Net Cost 32,887 Justification Deschutes County Health Services' Health Prevention & Promotion staffing levels have historically been insufficient for engaging community members outside of Bend to address local adolescent substance abuse issues. Starting in FY 2020, a 1.0 FTE Community Health Specialist II was approved for substance abuse prevention efforts in La Pine and Sisters through County marijuana tax revenue. In FY 2021, noting the potential loss of marijuana tax revenue, funding was instead provided through the OHP Mental Health Reserve. Adolescence is a formative time of life when patterns are developed. When substance use patterns begin in adolescence, a person is five times more likely to develop a substance use problem in adulthood. The cost of excessive alcohol use in Oregon was $4.8 billion in 2019. This equates to $1,100 in cost per tax paying Oregonian, with the highest cost contributors coming from lost worker productivity and costs associated with motor vehicles crashes. This unfortunate behavior creates financial and social cost for us all. Deschutes County, Oregon, Student Wellness Survey data indicate that adolescent alcohol, tobacco, marijuana use in Deschutes County is consistently higher than Oregon averages. This proposal will prevent youth from using. Continuing the Community Health Specialist II position will maintain the infrastructure built over the past two years focused on decreasing adolescent substance use and increasing community awareness and collaboration. Beginning in FY 2020, the position conducted adolescent marijuana use assessments to better identify the unique circumstances that contribute to youth use in each community. In FY 2021, despite the barriers of the COVID-19 pandemic, the position facilitated very active community groups, which prioritized five-year strategic plans and began implementing Year 1 action. Beginning in FY 2022, the position will design and conduct school -based surveys to determine the baseline of key metrics, especially post-COVID-19 pandemic. Moving forward, annual surveys will be conducted to determine progress against those metrics, and to inform future program design. La Pine: Decrease Adolescent Substance Use Success: ❑ Began implementing Year1 action plan ❑ UpShift student intervention maintenance and expansion ❑ Implemented resources to support schools' alignment of UpShift to the Culture of Care practices Increase Community Awareness and Collaboration Successes: ❑ Prevention Taskforce ❑ Adolescent marijuana use assessment ❑ Five-year strategic plan ❑ Grant submission for youth employment opportunities Sisters: Decrease Adolescent Substance Use Success: Began implementing Year1 action plan ❑ UpShift student intervention adoption ❑ Implemented tools for students and parents to navigate treatment services more efficiently Increase Community Awareness and Collaboration Successes: ❑ Prevention Taskforce joined Shared Future Coalition ❑ High school student intern for youth engagement ❑ 2020 Oregon Student Health Survey participation ❑ Adolescent marijuana use assessment ❑ Five-year strategic plan Work to be prioritized in FY 2022 includes: • Decreasing youth drug use through: o Deliver UpShift (for middle and high school students with a proven health intervention to address substance use) which supports youth to quit using and keeps them in school o Educate the community for adolescent marijuana use prevention to help members support their local youth o Improve parent knowledge and skills in talking to their kids about substance use and ultimately prevent early initiation of use • Increase Community Awareness and Collaboration: o Hire high school youth to help guide and implement the work o Create regular opportunities for community members to engage Funding Source Personnel and a portion of Materials & Services is covered by a grant in the amount of $125,000 from the OHP Mental Health Reserve Funds, and $32,887 is requested for Materials & Services from County General Fund. Administrator Comments: In Proposed: Yes FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Protect or Position Title Environmental Health Description and Itemized Costs • Request to increase TRT by $27,380 to maintain base service levels. • Convert limited duration 1.0 FTE Environmental Health Specialist (EHS) II to regular ($67,851 salary, $41,170 benefits) • Add 1.0 FTE EHS II to address emerging environmental hazards ($67,851 salary, $41,170 benefits) • Reclassify 1.0 FTE EHS II to EHS III ($8,051 salary, $2,643 benefits) [Not new FTE] • Computer for new staff - $1,900 • One vehicle for new staff - $26,000 Describe Specific Personnel Needs Since 2012, County General Fund investment in Environmental Health has balanced rate increases. In FY 2021, the Budget Committee transitioned the supplement from County General Funds to Transient Room Tax (TRT) consistent with Fiscal Year 2020 levels -- $269,422 — plus an additional $137,224 to offset loss in revenue due to COVID-19 restaurant closures as well as keeping Environmental Health fees flat. Through salary and material savings, the program is projected to end FY 2021 with 133,000, which will carryforward into FY 2022. Even with the beginning working capital of $133,000 coupled with a proposed modest rate increase of 1.4% (commensurate with CPI), Environmental Health will need an additional $27,380 in TRT funds to maintain current base service levels. If there is no rate increase, an additional $77,758 in TRT will be needed to maintain current service levels. [Increase of $27,380 is included in TRT in Requested Budget.] The Environmental Health (EH) Program has the following specific personnel needs: • Convert 1.0 FTE EHS II from limited duration to regular: The top priority of the licensing program is to create and sustain a business - friendly environment for food, pool, and lodging businesses. As the County enters recovery post-COVID, this demand is increasingly Date 4/9/2021 Priority: 3 # FTE 2.00 Salary / Wages 143,753 Benefits 84,983 Position Total 228,736 Materials/Svcs 29,280 Capital Outlay 26,000 Total Cost 284,016 Revenue Offset 109,021 Net Cost 174,995 important as businesses navigate new compliance requirements and adjust accordingly. A year ago, workload associated with businesses was unknown. What is evident through the pandemic is the resilience of our local businesses —as of early March, revenue was down only 7% compared to the same time period the previous year. There is a strong need to increase EH capacity by keeping positions that will strengthen our local food and tourist industry, and other private businesses as well as create healthy environments for residents, tourists, and employees. • Reclassify a regular EHS II to EHS III (Emily Freeland): Currently, Emily Freeland is in an EHS III classification on a limited duration status until June 30, 2021. This position is created to maintain and continue leading our Business Liaison outreach efforts, from COVID outbreak response to on -site consultations with business owners and leadership meetings with civic and community groups as well as elected officials. The position will also lead the Public Health Plan Review Program for foodservice businesses. Within EH framework, it will build public trust through identifying and improving language access, health literacy, and equity and inclusion disparities. The position aligns with Deschutes County Health Services' Strategic Plan priorities. The position will be part of a DCHS Strike Team, as needed, for pandemic and/or outbreak response. • Add 1.0 FTE EHS II Regular: This new position will perform duties related to emerging environmental hazards. From indoor air quality related to aerosolized disease transmission and wildfire smoke particulates, evaluating poor outdoor air quality from seasonal wildfires, to analyzing wastewater surveillance data, this position is critical to respond effectively to the evolving environmental hazards facing our residents and visitors. Justification It has been shown over the past year that Environmental Health Specialists are a vital part of pandemic responses and crises. Environmental Health Specialists not only have a unique skillset focused on food and water safety and tourist accommodations, but also have robust knowledge and understanding of emerging environmental hazards and preventing disease transmission through proper sanitation and logistical considerations which can be applied to any business sector. If approved, these FTE will help bolster not only our field inspection capacity of licensed businesses, but also will serve to respond to community and business needs related to illness prevention through environmental education. Despite the pandemic's devastating impacts on our licensed businesses, we are seeing a rebound in growth which we expect to surpass previous levels. In particular, the increase in the number of Mobile Food Unit (MFU) licenses issued has increased 164% from 2009 to 2020. In Bend alone, there are currently nine MFU pod locations and another four being planned, bringing the total to 13 soon. Inspections will become more complex and time consuming due to new OHA Mobile Food Unit rules that took effect in February, 2020. In addition, OHA now requires county EH Programs to license and inspect campgrounds on federal or state lands (i.e., U. S. Forest Service) that are operated by private entities. There are currently 35 campgrounds that meet this criteria in Deschutes County, resulting in 70 additional required inspections annually. The Food and Drug Administration recommends a maximum of 280-320 foodservice inspections per year per 1.0 FTE; Deschutes County's foodservice inspectors averaged 578 inspections in 2019. Making the limited duration EHS II a regular FTE and adding a new EHS II position will bring down the average annual foodservice inspections per 1.0 FTE to less than 500/year. In addition, COVID has demonstrated a gap in EH services around serving and protecting non -regulated businesses. In response, the Environmental Health Specialist Business Liaison position (EHS III) was created and has played a critical role in providing technical assistance, guidance and referrals for all businesses in Deschutes County. The new EHS II position will also build Environmental Health's capacity to respond and provide prevention education related to emerging and evolving environmental hazards that could potentially harm our citizens and tourists. It has become clear that ensuring healthy indoor air in facilities such as schools, childcare and residential Tong -term care facilities, and retail businesses is a critical Public Health function. The new EHS II position will participate in the rapidly developing science of wastewater surveillance related to measuring genetic material in the form of RNA from SARS-COV-2. Public Health's involvement with current and future testing of public and private wastewater systems can serve as an early -warning detection system to understand the prevalence of COVID in our communities. Providing assurances of safe indoor air to our local businesses and understanding how to identify and prevent environmental hazards and diseases that can harm our community's residents and tourists is a vital role of an engaged, proactive Public Health division. The request for regular positions (versus limited duration) is a reflection of the difficulties in recruiting outstanding candidates from a national search, and EH specialist capacity is generally limited at the local and state levels. Funding Source The EHS II position for business -friendly environments will be covered in FY22 using Oregon Health Authority COVID funds (PE01-09) due to the specific nature of the position. The EH Program will require additional Transient Room Tax (TRT) to cover the additional FTE costs. The suggested request of instituting Consumer Price Index (CPI) fee increase of 1.4% will not be sufficient to cover the additional FTE. EH will receive $12,300 annually for campground licensing. Tobacco Retail Licensing (TRL — SB 587): if SB passes or if local county TRL ordinance is passed, EH revenues could benefit from licensing fees from 130 tobacco retailers. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Perinatal Care Coordination - Health Educator II Description and Itemized Costs 1.0 FTE Public Health Educator II (Salary $67,851, benefits $41,170) Describe Specific Personnel Needs The Public Health Educator II will work full-time on the Perinatal Care Coordination (PCC) team, which provides case management and navigation services for pregnant women. Specifically, the program assists pregnant women with early prenatal care, application for Oregon Health Plan, enrollment in Women, Infants, and Children (WIC) resources as well as connection with other maternal child and mental health services. Date 3/26/2021 Priority: 4 # FTE 1.00 Salary / Wages 67,851 Benefits 41,170 Position Total 109,021 Materials/Svcs Capital Outlay Total Cost 109,021 Revenue Offset 19,500 Net Cost 89,521 Justification The PCC team aims to make contact with 100% of pregnant women in Deschutes County to ensure all families receive needed services for which they are eligible —services that, among other things, improve pregnancy outcomes and child development, provide health education and parenting support, provide care coordination for families of children with special healthcare needs, and prevent child abuse. Currently, due to limited staffing capacity, the PCC team must prioritize clients based on acuity —seeing only the highest -risk clients. As a result, the PCC team was able to reach approximately 57% of pregnant women (1,033 of 1,801 births) in 2020. A 1.0 FTE Public Health Educator II would allow an additional 500 pregnant women to be seen —increasing the overall outreach to 85% of anticipated births per year. Adding this position will provide the following additional benefits to the community: • Connect first-time parents to our Nurse Family Partnership program, which could improve pregnancy outcomes and child development. Increased enrollment would also increase revenue. • Refer mothers with a history of depression to our Perinatal Mental Health team. • Support the implementation and future expansion of the Family Connects Oregon Program. Specifically, the PCC team can do nurse -extender visits. Once a nurse assesses a client, a Perinatal Care Coordinator can follow-up with that client to connect with programs and resources —and bill for services provided —allowing the nurse to see more clients. • Provide expanded coverage at the two largest prenatal clinics in Deschutes County. o East Cascade Women's group (largest OB-GYN clinic), makes approximately 1,200 deliveries annually (of the 1,801 total referenced above). PCC is currently stationed there half-time and would be able to expand to full-time. o St. Charles Center for Women's Health in Redmond would also receive full-time PCC coverage, which will potentially provide PCC services to all of their Redmond clients. • Perinatal Care Coordinators are now officially credentialed by the OHA as Community Health Workers. While future meetings with OHA will determine final billing reimbursement mechanisms and rates, there is potential that PCC staff could bill for care coordination work, resulting in additional revenue. As each Medicaid visit generates approximately $300 in revenue, serving 100 clients per month could potentially generate $30,000. Funding Source Billing revenue and County General Funds Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Proiect or Position Title Youth Success Partnership Description and Itemized Costs Bend -La Pine School District (BLS) values the work of Public Health and has resources to help cover the costs of placing our staff in their schools to mitigate adverse health concerns and support graduating thriving students. This model brings the expertise of Public Health directly into the schools to meet student and family disparities, needs and gaps that the school alone cannot address. The Youth Success Partnership will embed Public Health Educators into schools to work directly with administrators, counselors, staff, parents and students in order to improve adolescent health, reduce risk -taking behaviors, and improve school culture at a level that will produce cost savings and reduce social and financial burden to our community. Issues to be addressed will include adolescent suicide ideation, vaping, bullying, social media risks, tobacco and alcohol use, pregnancy, sexually transmitted infections and immunizations as well as other emerging risks and infectious diseases that may keep students away or disconnected with school, which increases the likelihood of negative consequences in adulthood. Deschutes County Health Services is covering the salary cost of multiple staff who serve as technical experts and school liaisons during the COVID-19 pandemic. This model allows for cost -sharing during inevitable emergencies and crises. Public Health and BLS designed the Youth Success Partnership concept together, acknowledging the needs of students and families, and each agency's strengths. Itemized expenses are attached. Describe Specific Personnel Needs The full model of Public Health Educators in BLS provides for seven staff. Six 0.8 FTE (working the school year) Public Health Educator (PHE) Its and one 1.0 FTE Community Health Supervisor. Each PHE will serve one school vertical alignment (i.e., a high school and the schools that high school serves). The model will be phased in such that beginning in FY 2022 only three of the seven staff will be hired. FY 2022 staff will have a critical role for starting up and operationalizing the model in collaboration with BLS. In FY 2023, Date 4/9/2021 Priority: 5 # FTE 2.60 Salary / Wages 181,439 Benefits 102,788 Position Total 284,227 Materials/Svcs 38,975 Capital Outlay Total Cost 323,202 Revenue Offset 161,601 Net Cost 161,601 two additional staff will be hired to address two additional school vertical alignments. In FY 2024, the remaining two staff will be hired to address the two remaining school vertical alignments. Justification As parents and community members, we have a vested interest in the health and productivity of our youth. However, there are many challenges and obstacles that stand in the way of this for Deschutes County youth such as drug and alcohol use, suicidal ideation, pregnancy, to name a few. These issues negatively affect young people's school performance, future job prospects, and physical and mental health with lasting damage into adulthood. This has individual as well as societal costs that can and should be avoided. CONCERN: Outpatient substance use disorder treatment DESCHUTES COUNTY DATA: 15, 0-17 year olds 2020 (DCHS-BH), COST: $8,544 per youth per year COST TO SOCIETY: $128,160 (includes only service numbers for DCHS-BH clients) CONCERN: Suicide death DESCHUTES COUNTY DATA: 13, 0-18 year olds2015-17 (OVDRS) COST: $1,329,553 per suicide death COST TO SOCIETY: $27,920,613 over 2015-17 CONCERN: Teen pregnancy DESCHUTES COUNTY DATA: 32, 15-17 year olds on average per year (OHA) COST: $16,000 per pregnancy COST TO SOCIETY: $512,000 average medical and economic cost per year In Deschutes County, we have one of the highest rates of youth suicide in the state of Oregon. Awareness of risk factors, screening and referral save lives. Ninety percent of people with suicidal intention that receive intervention do not go on to die by suicide (Seiden RH, 1978). We know that the youth use of e-cigarettes has spiked (19.2% in 2016 to 29.4% in 2018) and that substance use patterns amongst Deschutes County youth trend higher than the state of Oregon. Substance abuse prevention curriculum is proven to prevent and reduce youth from using drugs. In fact, every dollar invested in school - based substance abuse prevention programs has the potential to save up to $18 in costs related to substance use disorders (Miller, TR et al 2009). Sexually transmitted infections (STIs) among young people have been on the rise in Deschutes County. We know that teens and young adults have the highest rates of STIs of any age group (CDC, STI Surveillance 2018) and we know that education, access to services and having identified safe and trusted adults is effective at preventing infection and pregnancy. Students who receive these resources reduce their risk and improve their academic performance (CDC Adolescent Health, 2021). Intervening early is imperative and effective, and the proposed model places Public Health Educators in schools to address this work in a proactive way. This innovative model will achieve many goals: 1. Students will report using less alcohol and other drugs 2. Suicide deaths and attempts will decrease 3. Teen pregnancy and sexually transmitted infections will decrease 4. Immunization rates for HPV will increase 5. Parents, staff and youth will increase their knowledge of resources and how to access them 6. Parents will have skills and knowledge to talk to their kids about alcohol and other drugs, sex, suicide and mental health concerns, and other concerns 7. Students will have more hours of instruction reclaimed by staying in school 8. Students will report having one or more trusted adults at school 9. School staff will have up-to-date skills and training to address adolescent issues proactively In the first year (FY 2022), we will design and conduct school -based surveys to determine the baseline of key metrics. Moving forward, annual surveys will be conducted to determine progress and to inform future program design. Public Health Educators will apply the work that is collaboratively prioritized by the school district. An overview of the key duties of the Health Services Supervisor and Public Health Educators are highlighted below: Health Services Supervisor Role Overview: • Serves as strategist to provide vision, direction and momentum for the model • Evaluation plan development, implementation, analysis and data visualization • Ensures consistent application within the school's vertical alignment • Designs appropriate screening and referral processes in alignment with BLS • Develops policies and protocols, and addresses system gaps Public Health Educator Role Overview: • Co -teaches with teachers • Facilitates interventions for students at onset of risky behaviors • Implements identified education and training to students, staff and parents • Provides appropriate screening to ensure referrals and supports for at -risk students • Provides parent presentations and outreach • Coordinates youth action councils and youth engagement initiatives • Serves as a bridge to all DCHS services (behavioral and public health) Funding Source The goal is for BLS and the County to share the cost in a 1:1 fund match. BLS is currently in budget discussions to determine the level at which they can contribute. A contractual arrangement will be made to specify shared decision -making and shared cost. A formalized process ensures Public Health's expanded services within the schools in a cost effective and proactive way that not only supports adolescent health and well-being but also maximizes the school district's vision and priorities for student success. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Improved Access Description and Itemized Costs This request expands access to and improves engagement in behavioral health services for those individuals who are often unable to obtain services due to language barriers and/or difficulty maneuvering clinical settings. To achieve this goal, Health Services requests the addition of two FTE (1.0 Behavioral Health Specialist II, Licensed, and 1.0 Peer Support Specialist) and conversion of the limited duration language access role (1.0 Language Access Coordinator) into a regular position. The addition of these positions provides key roles to ensure coordination of behavioral health referrals, achievement of new language access contract requirements, and improved outreach and engagement to high risk, vulnerable populations. Salary/Benefits: $201,849, less revenue offset of $48,500 for a net cost of $153,349. Describe Specific Personnel Needs • 1.0 FTE Behavioral Health Specialist II, Licensed for a Referral Coordinator ($71,243; $42,284) • 1.0 FTE Language Access Coordinator - Extend from 5/1/22 to 9/30/2023. FY 2022 is for two months only ($10,364.50; $6,366.50) • 1.0 FTE Peer Support Specialist for Health Navigator to Vulnerable Populations ($39,671; $31,920) Date 3/26/2021 Priority: 6 # FTE 3.00 Salary / Wages 121,279 Benefits 80,571 Position Total 201,849 Materials/Svcs 0 Capital Outlay Total Cost 201,849 Revenue Offset 48,500 Net Cost 153,349 Justification 1.0 FTE Referral Coordinator (BHS II Licensed): As healthcare transformation and integration progresses, there is increasing focus on aligning referral practices and platforms across behavioral and physical health systems. DCHS Behavioral Health (DCBH) is experiencing increased demand from community partners to streamline referrals and manage the flow of behavioral health referrals to the Access (intake) Team as well as to community providers. In CY 2020 the Access Team handled close to 2,000 referrals, of which roughly a third involved coordination of care with community partners/entities. Much of this work requires intensive follow up and support to ensure that vulnerable individuals do not fall through the cracks and experience negative outcomes such as crisis, law enforcement or emergency room contacts. Currently the work is performed piecemeal, when the supervisor or a team member has bandwidth to manage the additional outreach. The BHS II, Licensed, position in this Special Request will function as a Referral Coordinator on the Access Team, ensuring the hundreds of referrals received annually are screened, tracked and placed in the appropriate level of care to ensure optimal clinical outcomes and efficient use of resources. This individual will also be instrumental in the implementation of the OHA Rapid Engagement Model, an approach to early and streamlined assessment shown to improve client engagement and reduce barriers to access as well as clinician burnout. The addition of this position will result in the following: • Improved ability to help people connect with the right type of service more quickly • Increased client engagement and improved community partnerships • Increased time for Access clinicians to provide and bill for direct services • Successful implementation of Rapid Engagement access model 2.0 FTE -- Language Access & Navigator Roles: Two key takeaways from the COVID-19 pandemic are 1) the vital importance of language services and 2) the realization that, while DCBH has established effective outreach and engagement to homeless, veteran and forensic populations, outreach to the Latinx, Indigenous and Spanish-speaking communities is not adequate to the current need. The services of the CCBHC Expansion Grant funded Language Access Coordinator have been invaluable in ensuring DCHS reached key vulnerable populations during the pandemic. In addition and beyond these unique needs associated with the pandemic, language access services resulted in significant benefits to the community and improved access to behavioral health care. For example in CY 2020, DCBH: • Served over 70 individuals who required language services and provided over 875 unique service events. • Translated 103 client -facing documents into Spanish and an additional 94 COVID-related documents and public posts, for a total of 197 documents translated. • Built improved relationships with Latinx and Spanish language service agencies. The funding for this role ends April 30, 2022, meaning a key resource used by these communities will abruptly end resulting in a loss of services and resources to vulnerable individuals. The proposed request will allow DCBH to maintain the role going forward. In addition, DCBH would add a Spanish speaking Peer Support Specialist as a Behavioral Health Navigator to conduct outreach, engagement and system navigation supports to vulnerable populations with a focus on Latinx and Spanish-speaking individuals at risk for poor outcomes due to mental health conditions. In summary, these positions will ensure that DCBH continues to be in compliance with Coordinated Care Organization, State and federal requirements around culturally appropriate and rapid access to services and maintains important gains and improvements in care for the Latinx community and other vulnerable populations. Funding Source The continuation of the CCBHC Demonstration Project will result in additional CCBHC Prospective Payment System (PPS) revenue to cover the cost of these positions. In addition to the PPS funds available to cover the positions in this Special Request, two of the three positions will bill for services and thus generate Medicaid, insurance and PPS revenue, estimated at an additional $48,500. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Protect or Position Title Admin Services Administrative Assistant Description and Itemized Costs Administrative Services requests a 1.0 FTE limited duration Administrative Assistant be converted to a 1.0 FTE regular position. The position, which is approved through FY 2022, is funded through Oregon Health Authority COVID funds. Salary/Benefits: $88,162 Describe Specific Personnel Needs The Administrative Assistant with the Administrative Services area serves a critical function for departmental vendor relations, communication, and facility management. It has been limited duration since 2017. Due to the size of the department's workforce, number of facility locations, and complexity of funding streams within Health Services, the Administrative Assistant position requires the use of initiative and judgement to support business operations. Frequent communication with other departments and external vendors is required, as is cost analysis, report development, and recommendations on purchasing and facility needs. Date 5/7/2021 Priority: 7 # FTE 1.00 Salary / Wages 52,824 Benefits 35,338 Position Total 88,162 Materials/Svcs Capital Outlay Total Cost 88,162 Revenue Offset Net Cost 88,162 Justification Administrative Services will lose 1.0 limited duration FTE Administrative Assistant as of June 30, 2021. Due to the complexity of COVID and demands on Administrative Services, a second 1.0 FTE Administrative Assistant was added and is currently approved through June 30, 2022. Health Services requests this position convert to regular to sustain critical support to Behavioral and Public Health service areas. Administrative staffing has not kept pace with departmental growth. From FY 2010 to FY 2019, the adopted budget staffing for Public Health and Behavioral Health nearly doubled, from 130.6 FTE to 255.15 FTE (+95%) due in large part to successful grant funding. Administrative Services' staffing increased 35% during the same period. The increase in staffing and demand has strained Administrative Services' ability to provide adequate levels of tracking and operational support. Losing this FTE will eliminate that ability. As the direct -service workforce increases, the demand for support, coordination, and liaison with external departments increases. In particular, this position serves as the primary point -of -contact to Administrative Services for the two direct -service areas —Behavioral and Public Health. It maintains a number of elements critical to business operations, including: • Maintaining a number of contracts and purchase orders, including office supply procurement at each DCHS facility, copiers, Secure Shred; • Providing point -of -contact services for facility maintenance work orders and fleet reservation systems; • Providing general support and communications to all internal service areas as well as ad -hoc analysis and reports on a variety of topics. Funding Source FY 2022 and FY 2023 is funded through Oregon Health Authority pandemic response funds in support of departmental and incident management team response efforts. FY 2024 and ongoing will be indirect charge to departmental programs. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Key Behavioral Health Infrastructure Staffing Description and Itemized Costs Addition of the following FTE: • 1.0 FTE Quality Improvement Analyst ($78,545, $44,681) — Compliance and Training • 1.0 FTE Management Analyst ($78,545, $44,681) -- Contracts and Grant Management Support • 1.0 FTE Behavioral Health Specialist I ($58,612, $38,138)— Supported Employment Case Manager Salary/Benefits: $343,202, less revenue offset of $106,750 for a net cost of $236,452. Describe Specific Personnel Needs Deschutes County Health Services Behavioral Health (DCBH) has grown in recent years due to increased community need and increased revenue from Medicaid, grant funds, CCBHC prospective payment and key state funding initiatives. Growth has focused on increasing services to individuals and the community by adding direct service staff. Key infrastructure and staffing required to support additional program activities have not kept pace. The result is workload imbalance that creates significant compliance risks for the service area. Key personnel needed to mitigate this risk and address increased workload are: 1.0 FTE Quality Improvement Analyst: The Compliance and Quality Assurance (CQA) Team is responsible for ensuring compliance with federal and state rules and policies including training, monitoring and auditing staff on key compliance requirements, in addition to other quality and compliance duties. Staffing for this team has not kept pace with workload. Since 2017, audit workload has doubled (from 1,500 notes annually to 3,000 and 500 charts under review to 1,000), and total team FTE has decreased by 0.40 FTE. Reduced capacity has resulted in fewer audits and other delays which place the department at risk for compliance and fiscal findings. The addition of this position will rectify the workload issue and reduce compliance risk. 1.0 FTE Management Analyst: Funding entities continue to move in the direction of using competitive processes to fund key services and initiatives. As DCBH has been highly successful in the attainment of Date 3/27/2021 Priority: 8 # FTE 3.00 Salary / Wages 215,702 Benefits 127,500 Position Total 343,202 Materials/Svcs Capital Outlay Total Cost 343,202, Revenue Offset 106,750 Net Cost 236,452 competitive state and federal grants, workload associated with contract and agreement completion as well as fiscal and administrative tracking of grant deliverables has increased significantly. In addition, the grant application process requires intensive oversight and project management capacity not currently available at an adequate level within the department. Recent attempts to mitigate this have involved contracting with grant writers, which created redundancies of effort with poor outcomes. This position will allow DCBH to move to a more efficient and embedded grant pursuit and tracking process. 1.0 Supported Employment Specialist (BHS I): Achieving employment is a key recovery goal associated with improved functioning and stability for individuals living with a serious and persistent mental illness (SPMI). Currently the Supported Employment team has 3.0 FTE, with one of these positions assigned exclusively to Assertive Community Treatment (ACT) clients as required by fidelity. This leaves 2.0 FTE to serve the remainder of the approximately 2,000 adults per year who would be eligible for these services. The result of this capacity issue has been that the Supported Employment team has not been able to take referrals and serve clients from our rural hubs (Redmond and La Pine). In both locations, the number of individuals with SPMI has continued to grow. The current snapshot is that the Redmond and La Pine hubs serve 560 clients, of which 370 (approximately two thirds) are adults. Given the high rates of unemployment and poverty in our client population (median income of 19K/year), it is likely that a large number of these individuals could benefit from Supported Employment services. The addition of this position will bolster services and decrease inequities of access in DCBH rural hubs. Justification As articulated above, each of these roles performs key functions that ensure DCBH remains in compliance with contract requirements and federal and state rules as well as protecting the department from poor fiscal outcomes such as audit findings and paybacks. In the case of the Supported Employment role, not only does the addition ensure compliance with contract and fidelity requirements, it also ensures access to enhanced employment supports for mentally ill individuals served in our rural hub locations. These needs have been identified for several years and have only grown with the passage of time and the addition of new responsibilities and services. CCBHC revenue now provides the department with a clear opportunity to align administrative and case management roles with key department needs. Funding Source The continuation of the CCBHC Demonstration Project will result in additional CCBHC Prospective Payment System (PPS) revenue to cover the cost of these positions. In addition to the PPS funds available to cover the positions in this Special Request, one of the three positions will bill for services and thus generate Medicaid, insurance and PPS revenue, estimated at $106,750 annually. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Public Health Administrative Assistant Description and Itemized Costs The Public Health Division of Health Services requests conversion of a 1.0 limited duration FTE Administrative Assistant to a regular 1.0 FTE. The position is currently approved through June 30, 2024. Describe Specific Personnel Needs Since October 2020, Public Health Director's Office has had a dedicated 1.0 FTE Administrative Assistant position. This position has become an indispensable part of the Public Health workforce of more than 100 staff, consultants and contractors. Date 5/7/2021 Priority: 9 # FTE 1.00 Salary / Wages 52,824 Benefits 35,338 Position Total 88,162 Materials/Svcs Capital Outlay Total Cost 88,162 Revenue Offset Net Cost 88,162 Justification Despite the growing size and role of Public Health, the Public Health Director's Office remained without administrative support for many years. The addition of an Administrative Assistant since October 2020 has provided efficiency for the entire service area as well as increased productivity and collaboration across the department. This position: • Provides documentation and promotes follow-through on actions for intra- and inter -department meetings, including the Public Health Advisory Board meetings • Acts as a point of contact for Public Health staff on matters relating to program operations • Acts as a point of contact for DCHS collaboration • Assists with regular budget tracking • Coordinates meetings for multiple parties to increase leadership productivity • Provides support and collaboration for special projects within Public Health • Completes requisition entry to ensure sufficient program resources • Assists with recruitment and coordinates new hire onboarding • Improves public trust through professional, accurate, and timely communication with the public • Increases department productivity through problem -solving, resource -connection and collaborative relationships Funding Source FY 2021 to FY 2023 will be paid for with COVID funding through Oregon Health Authority and FY 2024 will be paid with Central Oregon Health Council Public Health COVID funding; following years and ongoing will be allocated through internal service charges to Public Health. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Application Systems Analyst I Description and Itemized Costs • 1.0 FTE Applications Systems Analyst I (salary: $64,443; benefits: $40,001) Describe Specific Personnel Needs Health Services requests a 1.0 FTE regular Applications System Analyst I as part of the Health Information Technology (HIT) Team. This team, which oversees the department's electronic health record system and serves as technology experts to the department, will provide technical support and training to users of the EPIC system, develop user manuals and other documents and oversee department asset management such as mobile devices and laptops. Date 3/27/2021 Priority: 11 # FTE 1.00 Salary / Wages 64,443 Benefits 40,001 Position Total 104,444 Materials/Svcs 0 Capital Outlay Total Cost 104,444 Revenue Offset Net Cost 104,444 Justification As of June 30, 2021, 3.0 FTE limited duration positions in Administrative Services will end. While much of the work of these positions will be absorbed by current staff, there are several critical functions that serve the department for which the workload is too large and cannot be absorbed. To accomplish these functions, Administrative Services requests a 1.0 FTE Applications System Analyst I to oversee asset management and training for the electronic health records system. Health Services is the County's largest department by FTE, requiring the department keep track of a variety of equipment assigned to a dynamic workforce. Particularly in a post-COVID era, individuals are working remotely, moving offices, and changing positions or being deployed to assist with pandemic response. Assisting with deployment of technology and keeping track of inventory is proving to be a challenge. This position will establish and oversee an asset management system which will include tracking and communicating with vendors on a number of reportable and non -reportable assets such as computers, panic alarms and copiers. Furthermore, a mobile workforce and compliance risks have led to an increase in the number of cell phones in the department. Currently, Health Services has approximately 350 cell phones that require mobile device management to protect the asset as well as client information. Configuration, deployment, issue triaging and vendor management of a cell phone account of this size averages 20 hours per week across the department. The position that currently oversees this is limited duration, ending June 30, 2021; and, while alternatives were explored, there is currently no viable alternative to in-house staff. Alternatives explored include: • Outsourcing cell phone management to another vendor. Expense would be the same with some time savings but would still require a position at Deschutes County to manage the account and configure phones, coordinate deployment. • Management housed in Information Technology Department (ITD). Discussions indicate another FTE would be required to move forward with a pilot program with direct cost landing with Health Services. • Removing mobile device management. This would put the department at risk of noncompliance with Health Insurance Portability and Accountability Act (HIPAA) Compliance Security Rule. Lastly, turnover and continual updates to the electronic health record systems require ongoing training and support to the 200+ clinicians within Behavioral Health and some programs in Public Health. While the Clinical Information Administrators on the HIT Team build, configure and maintain the system, this position would conduct the ongoing monthly trainings. Funding Source FY 2022 is covered with FY 2021 vacancy savings. Indirect allocation to departmental programs ongoing. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Proiect or Position Title Reproductive Health Admin Support Technician Description and Itemized Costs 0.5 FTE bilingual Administrative Support Technician to support Reproductive Health (RH) Clinical Services. Salary: $21,809; Benefits: $19,133 Describe Specific Personnel Needs Increased, reliable coverage is needed to assist at the front desk and to help check clients in, cover sick and vacation days, and increased clinic capacity. Bilingual coverage is needed for our Spanish-speaking clients, both on the phone and in person, as a Certified Medical Assistant (CMA) is currently providing this service. Date 3/27/2021 Priority: 10 # FTE 1.00 Salary / Wages 21,809 Benefits 19,133 Position Total 40,942 Materials/Svcs Capital Outlay Total Cost 40,942 Revenue Offset Net Cost 40,942 Justification Adding 0.5 FTE Administrative Support Technician will provide the Reproductive Health clinic a more consistent, reliable and fiscally -minded staffing model that ultimately supports more clients who are seeking important reproductive health services. To date, alternatives, such as on -call usage and cross -training the CMAs, have been tried with limited success. Some of the current issues include: • Reproductive Health has attempted to provide adequate staffing assistance to the front desk by using on -call support staff; however, that has been unsuccessful due to limited availability of assigned on -call staffing support. The clinic schedules clients in advance on a set schedule; however, on -call staff often work multiple jobs and require more flexibility in their work week. They are not always available to change their schedules during peak hours when they are needed. This results in dissatisfied clients, frustrated staff, clinic interruptions and lost revenue. Constantly hiring, training and then losing on -call staff is expensive and a time drain. • Reproductive Health previously had 3.0 FTE reception staff, one of which was bilingual, supporting front office operations for two clinics. As a cost reduction strategy, they reduced to 2.0 FTE to cover front office. The clinic's one bilingual CMA currently covers the Spanish phone line and checks in Spanish-speaking clients in addition to performing her medical assisting duties. • If a front office person is on vacation or calls in sick, only half the normal number of clients can be seen as the CMA has to cover the front desk completely. This leaves the clinicians (NP/MD) working alone. That requires them to perform the CMA duties, i.e. cleaning rooms, taking vitals and packing labs, which is not efficient nor effective. Clients are assessed for acuity and the highest need clients are seen that day, while the others are rescheduled. This can be traumatizing for clients as they may have taken off work that day or scheduled a ride that can only take them that day. They may or may not be able to attend the rescheduled appointment. • On an average day, seeing half of the normal number of clients (7 instead of 14) would result in a loss of approximate $770, not including prescription reimbursement. Two front desk staff taking 60 annual days off (or being sick) during the course of the year could result in around $46,200 of lost revenue. The Reproductive Health program serves those who, for a multitude of reasons, cannot or will not receive care anywhere else. Limiting the number of appointments further increases health inequities in our most vulnerable population. Funding Source The first year will be funded through Central Oregon Health Council funds. County General Funds are requested for the following year and ongoing. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Increase Health Officer from 0.5 to 1.0 Description and Itemized Costs Public Health requests a 0.5 FTE regular Health Officer increase to 1.0 FTE regular. The cost differential is $168,906, which will be funded by FEMA and COVID funds through FY 2022: • 0.50 FTE: $140,646 ($113,183 salary, $27,462 benefits) • 1.0 FTE: $309,551 ($218,825 salary, $90,726 benefits) • Difference: $168,906 (salary and benefits) Describe Specific Personnel Needs Recruitment of a part-time Health Officer position has not been successful; however, currently the County benefits from a few hours (approximately 6 to 8 hours) per week of an on -call Health Officer to help with the complicated COVID-19 response and other infectious disease cases. Nevertheless, given the size of our county, growing nature of clinical/medical complexities, unsuccessful attempts to recruit a part-time Health Officer, and the high likelihood that future Health Services Directors may not have clinical/medical training, Public Health is requesting an increase from an already -approved 0.5 FTE to 1.0 FTE Health Officer position. Date 5/7/2021 Priority: 12 # FTE 1.00 Salary / Wages 105,642 Benefits 63,264 Position Total 168,906 Materials/Svcs Capital Outlay Total Cost 168,906 Revenue Offset Net Cost 168,906 Justification For more than a decade, Deschutes County has faced a growing population, changing demographics and an epidemiologic transition. Injuries and chronic diseases such as diabetes, cancer, and cerebro/cardio-vascular are increasingly contributing to the disease burden in our communities. Moreover, emerging infectious diseases and COVID-19 continue to grow in complexity, with disproportionate burden and severity in patients with pre- existing conditions and/or lower socio-economic status. Counties of similar size, such as Marion and until recently Jackson, have had full-time Health Officer positions for many years. While Deschutes County would greatly benefit from this position, innovative job/cost sharing models could be further explored, such as partnering with school districts and/or expanding billable clinical services to recover some of the cost. Public Health is proposing to build regular and sufficient clinical capacity to address the growing needs for clinical/medical direction, oversight, guidance and policy planning. Specific responsibilities include: • Represent and speak to the public health interests of the community. • Represent and act as the chief liaison between the Health Services department and the local community. • Advocate for an "action agenda" to address community health issues that is inclusive of and in partnership with the local medical community. • Regularly assist in educating and informing the local medical and clinical community about public health matters of clinical significance. • Act as a liaison between Public Health and the local and state Medical Examiners. • Provide medical direction to all medical -nursing programs within the scope of the public health agency in conjunction with the Health Administrator (includes Health Department, Juvenile Justice and Corrections if appropriate). • Assist in developing, approving, and providing periodical (semiannual) reviews of medical standing orders that apply to all Public Health programs including Family Planning, Communicable Disease, Immunizations, Healthy Start and Women's Health. • Provide medical quality assurance review (chart audits and program reviews) in conjunction with the appropriate clinical program managers. • Provide clinical and strategic consultation to the Health Administer and Communicable Disease Program Manager on the need to invoke public health measures such as mass immunization, quarantine, restaurant closures, health alerts, etc. • Participate as a member of the Public Health management team in formulating a response to communicable disease outbreaks. Funding Source The position is currently funded as a 0.5 FTE through FEMA and Oregon Health Authority COVID funds. Starting in FY 2023, the position will be funded through indirect allocation to department programs. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Health Services Position Type: Regular Fund 274 Project or Position Title Public Information Officer Description and Itemized Costs Health Services requests to convert 1.0 FTE limited duration Public Information Officer to a regular Health Services Health Information position. Salary: $94,370; Benefits: $29,616 Describe Specific Personnel Needs In December 2020, the Board approved an 18-month 1.0 FTE limited duration Public Information Officer (PIO). Prior to this, the Public Health Emergency Preparedness Coordinator had undertaken responsibilities of a de facto PIO for the agency. The PIO role and expertise has become an indispensable part of the department, especially during the pandemic. Date 4/22/2021 Priority: 13 # FTE 1.00 Salary / Wages 94,370 Benefits 29,616 Position Total 123,986 Materials/Svcs Capital Outlay Total Cost 123,986 Revenue Offset Net Cost 123,986 Justification DCHS is the largest department in the county with over 400 staff providing a variety of essential public and behavioral health programs and services. Until January 2021, the department did not have a dedicated PIO and relied on the Emergency Preparedness Coordinator to act in that capacity. This position has become an indispensable part of building and modernizing the department's evolving public information capacity and expertise as we face growing concerns and pressures around social media and spread of misinformation, and the challenge of disseminating information through multiple media to a growing community. Furthermore, the PIO serves a critical role in enhancing county and department branding and marketing, increasing health literacy and strengthening public trust. During the pandemic, the position has allowed the department to provide timely and accurate information to the public, including to the Hispanic communities. Specifically, this role will: • Coordinate the design and implementation of external marketing and communications programs promoting the department's goals, programs, and services. • Write and disseminate information to the public through internal and external communication channels. • Issue media releases to promote programs and events and provide crisis communications and coordination, such as crisis events related to wild fire. • Create and develop a variety of publications including weekly newsletters, fliers, social media posts, brochures and other written materials, displays, audio-visual and photographic presentations. • Provide training and consulting services to management and staff in media and public relations; work with clients and departments to develop and execute media plans. • Serve as liaison with local media on newsworthy department events, refer media to appropriate personnel, establish and maintain positive relations with the media by providing accurate and timely information. Funding Source The position is currently approved through June 30, 2022 and funded through Oregon Health Authority COVID funds. Starting in FY 2023, the position will be funded through indirect allocation to department programs. Administrator Comments: In Proposed: No Fiscal Year 2022 Health Services Special Request - Crisis Response FTE Title Classification FY 2022 FY 2023 and ongoing Funding Source Amount Funding Source Amount O O O a 0 0 N 0 N _1 O ' O 1 Civil Commitment Monitor BHS II, LIC CGF $ 113,527.00 CGF $ 121,473.89 Crisis Supervisor BH Supervisor CGF $ 128,443.00 CGF $ 137,434.01 DCSC Case Manager BHS I IMPACTS Grant $ 96,750.00 CGF* $ 103,522.50 Nightshift BHS II BHS II IMPACTS Grant $ 32,475.00 CGF* $ 34,748.25 FACT Nurse PHN II OHA SE 04 $ 113,527.00 CCBHC PPS $ 121,473.89 FACT Case Manager BHS I OHA SE 04 $ 96,750.00 OHA SE 04 $ 103,522.50 ACT Case Manager BHS I CCBHC PPS $ 22,031.00 CCBHC PPS $ 23,573.17 CSS Peer PSS CCBHC PPS $ 71,591.00 CCBHC PPS $ 76,602.37 TOTAL 675,094.00 TOTAL 722,350.5 * CGF requested if other revenue sources do not materialize. Definitions: CGF = County General Funds IMPACTS Grant = Criminal Justice Commission IMPACTS grant through the State of Oregon OHA SE 04 = Oregon Health Authority service element Aid and Assist fund CCBHC PPS = Certified Community Behavioral Health Clinic Prospective Payment System (a Medicaid payment methodology) The Materials & Services budget in the table above includes $13,113 of OHP Mental Health Reserve. An additional $32,887 is requested, for a total M&S budget of $46,000: Itemized Materials & Services Budget Committee Request OHP MH Reserve Total Contracts $28,000 $4,000 $32,000 Education and Training $3,000 $0 $3,000 Software Licenses $0 $3,000 $3,000 Travel $500 $0 $500 Laptop and Monitor $0 $2,088 $2,088 Meeting Supplies $0 $900 $900 Office Supplies $0 $500 $500 Advertising and Promotion $1,387 $2,625 $4,012 Total $32,887 $13,113 $46,000 Itemized Costs: Item Cost Personnel (Salary and Benefits) Two 0.8 FTE, Public Health Educator II, step 2 $181,439 One 1.0 Health Services Supervisor, step 2 $102,788 Total Personnel $284,227 Materials & Services Laptop x 3 people $6,264 Education & Training x 3 people $3,000 Travel — mileage x 3 people $1,500 Data collection services $8,000 Curriculum and supplies $6,000 Total M&S $24,264 Indirect 5% on personnel $14,211 Total $323,202 Total request from Deschutes FY 2022 $161,601 This project will be phased in starting in FY 2022 to full scale in FY 2024. Estimated costs: Fiscal Year Total Cost BLS Investment Deschutes County Investment 2022 $323,202 $161,601 $161,601 2023 $519,934 $259,967 $259,967 2024* $770,860 $385,430 $385,430 *FY 2024 will be the first year of implementation of the full model. Expense beyond FY 2024 will be personnel step increases and Materials & Services with no new personnel. Wednesday, June 2, 2021 Barnes & Sawyer Room and on Zoom This meeting will be Live Streamed on the Public Meeting Portal at www.deschutes.org/meetings Agenda 9:00a Reconvene Deschutes County Budget Meeting Chair Review agenda changes and follow up items 9:00 - 9:30a Natural Resources Funds 326, 327, pages 263-272 Ed Keith 9:30 - 10:00a County Assessor Scot Langton Funds 001-0250, 010, pages 138-149 10:00 - 10:15a Break 10:15 - 10:45a 10:45 - 11:45a 11:45a - 12:30p 12:30 - 12:45p 12:45 - 1:OOp Risk Management, Law Library Erik Kropp Funds 670, 120, pages 408-416 Solid Waste Timm Schimke Funds 610-614, pages 273-296 Working Lunch Elected Officials Compensation Committee Deschutes County Extension and 4-H District Fund 720, pages 548-558 Open public meeting. Introduction of District representatives and staff. Budget discussion. Public comment. Motion to: 1. Approve Deschutes County Extension & 4-H Service District operating budget of $932,232 and set tax rate at $0.0224 per $1,000 of assessed valuation. Motion seconded. Budget Committee votes. Close budget meeting. Sunriver Service District Non -county fund, Open public meeting. Introduction of District representatives and staff. Chair Chair 2 1:00-1:15p 1:15 - 2:15p 2:15 - 3:15p 3:15 - 3:30p Budget discussion. Public comment. Motions to: 1. Approve Sunriver Service District operating budget of $12,726,102 and set tax rate at $3.31 per $1,000 of assessed valuation. 2. Approve Sunriver Service District Reserve budget of $1,688,783. Motions seconded. Budget Committee votes. Close budget meeting. Black Butte Service District Non -county fund, Open public meeting. Introduction of District representatives and staff. Budget discussion. Public comment. Motions to: 1. Approve Black Butte Ranch Service District operating budget of $2,604,045 and set tax rate at $1.0499 per $1,000 of assessed valuation. 2. Set local option operating tax rate at $0.65 per $1,000 of assessed valuation. Motions seconded. Budget Committee votes. Close budget meeting. Community Justice Funds 030 & 355, pages 60-79 Community Development Funds 295-301, pages 171-203 Break Chair Ken Hales Nick Lelack 3:30 - 4:30p District Attorney and Victims' Assistance John Hummel Program Funds 001-005 & 212, pages 80-101 4:30 - 5:OOp Medical Examiner Fund 001-023, page 97 Dr. Jana VanAmburg S:OOp Continue the Deschutes County Budget Chair Meeting to Thursday, June 3, 2021 3 6/2/2021 1 6/2/2021 r L ,.,.,SZ:M.M.M:%;VR.4.,.•ag.fiMEN-M.W.Rig.a*:MMMMZ.WWM-WMW',AEIRM-M,MggIMRR.W.NrraMgRaM.M:MMRSVRaNg•Mgggg.MMSI.W-NatKfAMMRM.MM.W•Mg5'i.qM4-- • Assume 4% growth in waste flows cyt. • Includes: • $6,,0 million transferro'd to reserves MINVERIVIESSOMMONSHIESSISMIGIONESSIESSMESIMISIONIfitthmmealit Li „„,1 :::,',00,00000;00a0.0100100000000102-0g.00'f0M-f,00000f00:0g0000.0000.00"fd000000000000000g000g0eVAM0NM000M00Z.-Ek00000000Mf.00M.00g000V..00000g002.00g000M00000.00K0 • Continue to budget S500,000 for potential Demolition Landfill remediation cost share • 750,000 transfer from 610 Operations 31111111111111111111111111111111111111111111-11111MOMMOMMInsanat 2 6/2/2021 0 V, 45 11'0 1 fill ' - t 1 r '000,1MAS00000%0200000M-NAMMION0=000000,-0MEMM00000aMM.',ME.0e0M0N00,000;00000A0:00K0000WW00A0,0N000"M0M00M00:4-WW.g.4-7,MOW,000mwmf,e,m000-000000,0-.0mM-MoMMUmmot00 • Reduce contribution from 610 Operations to minimum in order to fund capital reserve activities 00-0 00 0000000 00;000 0000006-0,2000',0005'i, „000000,00fa0,0004,00, ry gRatal,MISMOMMVA,MWO,M,Y,MMOMNIVAMMIVRMC--Stagz-MXIAMMfgMML,EK-E4WAIWMWMZVE41,R-2§1MOMMTMEMMA • Funding: E3rojected waste: flov,„x;',r, expected to result in $5.0 million coritribuiton 0 i. 00 aeOt prOCeecis tor final-ICH-1g TLK,T ieiec.p„Is rrar.:;ter :'errallop constoJetren • Expenditures: 14-5 rniillue tor Necsitris 1rrr0s5sr 2.4atlofl construchori 413 million for („,ell ponStn....1011()IP $ 7.50,0050 for cle.x.;ign of Neorrs Transfer Station anrl 0e11 9 ?i3100,000 tor perirneter i-er"lorrig (rfloved rrorrr FY 21 3 6/2/2021 Fund 614 - Equipment Funding: Expenditures: 4,4173":',4a*. -4,144110,efta., ISSINEEISPOSERINISMINSWERBIECOMINSIONNORMiangatuagMIN ta-n:geWagaMIV Yiet*atis 4 6/2/2021 tr, cti* r ject • Total construction project estimate is apx. $28 million. • Budget reflects $14.5 million to construct the new transfer building (30,000 sq. ft.), scalehouse with scales, and modify the existing recycling area. • Future enhancements of $13.5 million can include a new recycling center, composting area, HHW facility, and equipment maintenance building. otomswqpttaxwwoogfWRNMRRWstwiatfwlrr,pIKPtVgor*vorWtlPRRNfPrmlmVi.ikr•rq'''' r r ',',.•Sfg:M.Va4-KW,'OARMWENSXMNMrg•NtWkV4.0L4M3:VXM.4,,VMAV37.1SOSMSMNEMag-wimmz.'gmo.mmz,,,gm...watw;g:wR:Rwmtwaa-o2-,..w.azmoAzgwigw.aghgmgmifmw )4, • 5 6/2/2021 Thank you Tmm Schimke Chad Centalaa 6 NORTH I FUND' - - iO------ EXISTING MAJOR CONTOUR EXISTING MINOR CONTOUR PROPERTY BOUNDARY X X EXISTING FENCE EXISTING TREE LINE EXISTING ASPHALT ROAD EXISTING CONCRETE 340 PROPOSED MAJOR CONTOUR 348 PROPOSED MINOR CONTOUR PROPOSED BUILDING PROPOSED LANDSCAPING PROPOSED PAVED ROAD PROPOSED GRAVEL ROAD DRAINAGE POND I OH TRANSFER TRUCKS --3:L^-- -- IL...1 COLLECTION TRUCKS (MSW) DHj RECYCLABLE LOADOUT ® PRIVATE IU COMMERCIAL ® EMPLOYEE 1 TRANSFER STATION BAY DOOR NUMBER AVERAGE WIND DIRECTION REFERENCE 1. CONTOURS SHOWN BASED ON JUNE 30, 2014 AERIAL TOPOGRAPHY. 3013. x 3014.3 / x 3015.7 x 3016.5 0 /I t' v',// �NE - NECUS 3oko.4 0 N3 t x 3023.E 2. 2014 CONTOUR INTERVAL 1-FOOT 3024.7 024.7 3. AERIAL I1/8GE FROM GOOGLE EARTH DATED JULY 2018 NOTES: 1. LOCATION OF UNDERGROUND UTILITIES ON EXISTING TRANSFER STATION SIDE ARE APPROXIMATED BASED ON "NEGUS UG UTILITIES" SKETCH PROVIDED BY OTHERS. 2. CLEAN FILL INCLUDES ROCK, SOIL, CONCRETE, ASPHALT, CERAMIC TILES, GRANITE COUNTERTOPS AND CEMENT ROOFING TILES. 3. RECYCLING LOADOUT IS FOR E-WASTE, BATTERIES, AND OTHER PALLETIZED WASTE THAT WILL BE DELIVERED VA FORKLIFT FORM THE RECYCLING FACILNY TO THE LOADING DOCK. 4. FINAL DESIGN TO CONSIDER ADDING CANOPY TO THE SCALEHOUSE FACILITIES. 5. ADDITIONAL SBE FEATURES TO BE SHOWN INCLUDE ELECTRICAL POWER ROUTING, WELL AND WATER SERVICE LOCATION, TELECOMMUNICATION LINE ROUTING, SECURITY FENCE AND SITE CAMERAS, AND STORMWATER CISTERN(S). 6. ELECTRICAL SERVICE AT THE EXISTING NEGUS TRANSFER STATION SITE WAS INSTALLED IN 1999 AND IS A 2O0A 277/48OV THREE PHASE SERVICE. ELECTRIC UTILITY PROVIDER. CENTRAL ELECTRIC COOPERATIVE, ESTIMATED THE DEMAND TO BE 62OkW (ULTIMATE) AT THE TIME. CENTRAL ELECTRIC COOPERATIVE WILL REQUIRE LOAD CALCULATIONS IN kVA, kW AND AMPS, A LIST OF MOTORS TO BE INSTALLED, AND A PANEL SCHEDULE. x 3024.5 0 011 0 0 ROAD DEPARTMENT /J '0 0 © ,e.1.e0 0 0 0 RECYCLING BOOTH RECYCLING OFFICE AND LOADOUT 40'x120' F.F. =3040 RECYCLING CENTER 40'x85' x,e. F.F.=3043 1 0 ,., 30.,3 0 0 0 O "r0 0000? 0\ x S 0 CJ � 0 0 xeeO1 0 \ i 0 3043.13 EMPLOYEE PARKING TRANSFER STATION 150'x200' F.F. = 3043 LOADOUT #2 15'x50' F.F.=3030 • I 0 / 0 0 2 / 0 0 0 0 0 0 0 WOOD WASTE, YARD DEBRIS, AND COMPOST 2.0 AC 0 000 © C 0 0 0 0 0 0k o c50 - 00 �,j 0 (1)- 000 700133 x 30106 x3 0 O 0 x 3022.e 0 0 yl1 47343.131 MATERIALS SUMMARY O MSW (FRANCHISE) O MSW (COMMERCIAL/PRIVATE) © CONSTRUCTION & DEMOLITION DEBRIS O YARD DEBRIS EO WOOD WASTE OF COMMINGLED RECYCIABLES (FRANCHISE) © TIRES OH APPLIANCES O CARDBOARD (COMMERCIAL/PRIVATE) OJ GLASS (COMMERCIAL/PRIVATE) OK SCRAP METAL (COMMERCIAL/PRIVATE) O COMMINGLED RECYCLABLES (COMMERCIAL/PRIVATE) O MOTOR OIL ON LEAD ACID BATTERIES O E-WASTE © CLEAN FILL SCALE IN FEET 60 120 REVISION RECORD W w Qw^ zo ZD_W 0QO CO W ��ao VWZZ W 1- C d a cc W Z 0 W LL 0 cc M H < W z A 0 301-277.0001 08 O DRAWING NO. CP03A SHEET 1 OF 1 Deschutes County Solid Waste Program Revenue and Expenditures Forecasting Model - 2021 Scenario 1 COST OF OPERATIONS: 1 Personnel/Labor 2 Materials & Service 3 Proposed Debt Service 4 Debt Service 5 Capital Outlay 6 TOTAL OPERATING EXPENSES $ RESERVE FUNDS 7 CAPITAL RESERVE FUND 8 Capital Reserve Deposits 9 Interest Earnings 10 Capital Expenditures 11 Subtotal Capital Reserve Activity 12 Capital Reserve Fund Balance FY 20-21 FY 21-22 FY 22-23 2,495,877 2,684,180 2,764,705 5,192,707 5,634,623 5,900,000 0 390,986 954,853 865,000 860,629 863,599 95,068 53,141 54,735 8,648,652 9,623,559 10,537,893 C9 14.5m bond Negus 2,342,189 25,489 -867,074 1,500,604 1,516,154 3,016,758 5,085,313 21,959 -5,899,896 -792,624 2,224,134 2,318,498 40,034 -265,000 2,093,532 4,317,666 FY 23-24 2,847,647 6,077,000 954,853 866,968 56,377 10,802,845 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 2,933,076 6,259,310 1,909,166 867,048 58,069 12,026,669 14.5m bond SW 2,462,378 2,421,412 77,718 118,580 -270,000 -290,000 2,270,096 2,249,992 6,587,762 8,837,753 3,021,068 6,447,089 1,909,166 867,285 59,811 12,304,419 3,111, 700 6,640,502 3,818,333 864,301 61,605 14,496,441 C10 CL-B&C 14m bond - NL 1,960,902 159,080 -7,000,000 -4,880,018 3,957,735 3,205,051 3,301,203 3,400,239 3,502,246 3,607,313 3,715,533 6,839,717 7,044,909 8,756,256 9,018,943 9,289,512 9,568,197 3,818,333 3,818,333 3,818,333 3,818,333 3,818,333 3,818,333 334,825 334,272 335,459 336,188 337,405 337,124 63,453 65,357 67,317 69,337 71,417 73,560 FY 33-34 FY 34-35 FY 35-36 3,826,999 3,941,809 4,060,063 9,855,243 10,150,900 10,455,427 3,818,333 3,818,333 1,711,666 75,766 78,039 80,381 14,261,379 14,564,073 16,377,604 16,745,048 17,123,980 17,512,747 17,576,341 17,989,082 16,307,537 CL -D&E C2 -NL 701,313 790,609 849,235 254,249 262,722 1,767,224 1,769,561 71,239 79,385 88,745 99,140 98,817 98,441 124,932 -320,000-350,000-360,500-371,315 -382,454 -393,928 -405,746 452,553 519,995 577,480 -17,926 -20,915 1,471,737 1,488,747 4,410,288 4,930,282 5,507,762 5,489,836 5,468,921 6,940,658 8,429,405 2,104,892 2,099,055 4,195,642 151,729 84,348 111,950 -6,000,000 -650,000 -669,500 -3,743,379 1,533,404 3,638,092 4,686,026 6,219,430 9,857,521 13 CLOSURE FUND 14 Closure Fund Deposits 15 Interest Earnings 16 Closure Expenditures 17 Subtotal Closure Fund Activity 18 Closure Fund Balance 19 POST -CLOSURE FUND 20 Post Closure Fund Deposits 21 Interest Earnings Post Closure Expenditures Subtotal Post Closure Activity Post -Closure Fund Balance 23 EQUIPMENT RESERVE FUND 24 Equipment Reserve Deposits 25 Interest Earnings 26 Equipment Expenditures 27 Subtotal Equipment Reserve Activity 28 Equipment Reserve Fund Balance 29 30 31 32 Vehicle Replacement Reserve 50,000 750,000 750,000 750,000 1,000,000 1,500,000 2,000,000 2,500,000 2,500,000 2,000,000 2,000,000 500,000 500,000 500,000 500,000 500,000 67,685 58,311 96,652 110,542 124,591 143,394 171,535 30,623 74,698 119,512 156,116 14,926 22,646 30,460 38,366 46,365 -45,250-560,450-75,000-80,000-80,000-80,000-10,000,000-82,000-85,000-86,000-10,000,000-86,000-88,580 -91,237 -93,975 -96,794 72,435 247,861 771,652 780,542 1,044,591 1,563,394 -7,828,465 2,448,623 2,489,698 2,033,512 -7,843,884 428,926 434,066 439,222 444,391 449,571 5,052,550 5,121,686 5,369,547 6,141,199 6,921,740 7,966,332 9,529,726 1,701,261 4,149,883 6,639,581 8,673,094 829,210 1,258,135 1,692,202 2,131,424 2,575,815 3,025,386 50,000 100,000 100,000 100,000 250,000 250,000 350,000 350,000 350,000 0 0 0 0 0 0 0 16,086 13,858 24,601 26,844 29,127 34,151 39,266 46,273 53,406 60,667 59,509 58,263 56,925 55,491 53,957 52,320 -125,000-128,750-132,613-136,591 -140,689 -144,909 -149,257 -69,241-74,350-79,666 -85,198 -90,952 -96,937 1,186,788 1,252,874 1,366,732 1,491,333 1,618,177 1,897,304 2,181,456 2,570,722 2,966,995 3,370,401 3,306,068 3,236,827 3,162,478 3,082,812 2,997,614 2,906,661 2,809,725 846,862 1,100,000 10,149 -1,635,997 -525,848 321,014 42,091 150,000 10,800 160,800 481,814 150,000 8,673 -400,000 -241,327 240,487 13,962 13,962 150,000 150,000 4,329 7,107 154,329 157,107 394,815 551,922 13,962 13,962 150,000 150,000 150,000 150,000 150,000 150,000 9,935 4,713 7,498 10,333 4,219 6,995 -450,000 -500,000 -290,065 154,713 157,498 -339,667 154,219 156,995 261,857 416,570 574,068 234,402 388,621 545,616 13,962 13,962 13,962 13,962 13,962 13,962 150,000 9,821 -500,000 -340,179 205,437 13,962 150,000 150,000 3,698 6,464 153,698 156,464 359,135 515,599 13,962 13,962 150,000 9,281 -500000 -340,719 174,880 13,962 150,000 3,148 153,148 328,028 13,962 REVENUE REQUIREMENTS 33 WASTE FLOWS (Tons) PROJECTED REVENUES $ 34 AVERAGE TIP FEE 35 FUND BALANCE CARRYFORWARD 36 TIP FEE REVENUE 37 OTHER 38 TOTAL REVENUES GENERATED 39 REVENUE REQUIREMENTS (from above) 40 NET OPERATING REVENUE 41 CONTINGENCY 0 12,232,932 15,722, 834 13,870, 352 14,279,184 202,965 210,617 219,042 225,613 60 60 60 60 2,285,566 2,972,234 600,000 600,000 12,177,904 12,637,020 13,142,501 13,536,776 773,612 713,580 727,852 742,409 15,237,082 16,322,834 14,470,352 14,879,184 12,232,932 15,722,834 13,870,352 14,279,184 5,346,339 5,685,313 2,918,498 3,062,378 3,004,150 600,000 600,000 600,000 15, 862, 042 16,179,283 17,711,717 18,065,951 18,427,270 18,795,815 19,171,732 19,555,166 19,946,270 20,345,195 20,752,099 21,167,141 232,381 237,029 241,770 246,605 251,537 256,568 261,699 266,933 272,272 277,717 283,272 288,937 65 600,000 15,104,786 757,257 16,462,042 15,862,042 3,021,412 600,000 65 600,000 15,406,881 772,402 16,779,283 16,179,283 2,560,902 600,000 70 600,000 16,923,867 787,850 18,311,717 17,711,717 1,301,313 600,000 70 600,000 17,262,344 803,607 18,665,951 18,065,951 1,390,609 600,000 70 70 70 600,000 600,000 600,000 17,607, 591 17,959, 743 18, 318,938 819,679 836,073 852,794 19,027,270 19,395,815 19,771,732 18,427,270 18, 795,815 19,171, 732 1,449,235 854,249 862,722 600,000 600,000 600,000 70 70 600,000 600,000 18, 685, 316 19, 059, 023 869,850 887,247 20,155,166 20,546,270 19,555,166 19,946,270 2,367,224 2,369,561 600,000 600,000 70 600,000 19,440,203 904,992 20,945,195 20,345,195 70 70 600,000 600,000 19,829,007 20,225,587 923,092 941,554 21,352,099 21,767,141 20,752,099 21,167,141 2,704,892 2,699,055 4,795,642 600,000 600,000 600,000 Assumed Annual Waste Flow Growth 3% Assumed Annual Cost Increase 1.8% Assumed Interest Earnings 4% 4% 3% 3% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% Deschutes County Solid Waste Program Revenue and Expenditures Forecasting Model - 2021 Scenario 2 ..OST OF OPERATIONS: 1 Personnel/Labor 2 Materials & Service 3 Proposed Debt Service 4 Debt Service 5 Capital Outlay 6 TOTAL OPERATING EXPENSES $ RESERVE FUNDS 7 CAPITAL RESERVE FUND 8 Capital Reserve Deposits 9 Interest Earnings 10 Capital Expenditures 11 Subtotal Capital Reserve Activity 12 Capital Reserve Fund Balance FY 20-21 FY 21-22 FY 22-23 2,495,877 2,684,180 2,764,705 5,192,707 5,634,623 5,900,000 0 390,986 954,853 865,000 860,629 863,599 95,068 53,141 54,735 8,648,652 9,623,559 10,537,893 C9 14.5m bond Negus 2,342,189 5,085,313 2,118,498 25,489 21,959 40,034 -867,074 -5,899,896 -265,000 1,500,604 -792,624 1,893,532 1,516,154 3,016,758 2,224,134 4,117,666 FY 23-24 FY 24-25 2,847,647 6,077,000 1,843,855 866,968 56,377 11,691,847 2,933,076 6,259,310 2,798,709 867,048 58,069 12,916,212 13.5m bond N 14.5m bond SW 1,573,376 74,118 -270,000 1,377,494 5,495,160 1,531,869 98,913 -290,000 1,340,782 6,835,942 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 3,021,068 3,111,700 6,447,089 6,640,502 2,798,709 3,720,637 867,285 864,301 59,811 61,605 13,193,962 14, 398, 745 C10 CL-B&C 14m bond - NL 1,071,359 123,047 -7,000,000 -5,805,594 1,030,348 3,205,051 3,301,203 3,400,239 3,502,246 3,607,313 3,715,533 6,839,717 7,044,909 8,756,256 9,018,943 9,289,512 9,568,197 3,720,637 3,720,637 3,720,637 3,720,637 3,720,637 3,720,637 334,825 334,272 335,459 336,188 337,405 337,124 63,453 65,357 67,317 69,337 71,417 73,560 3,826,999 3,941,809 4,060,063 9,855,243 10,150,900 10,455,427 3,720,637 3,720,637 2,699,932 75,766 78,039 80,381 14,163,683 14,466,377 16,279,908 16,647,352 17, 026,284 17,415,051 17,478,645 17,891,386 17,295, 803 CL -D&E C2 -NL 799,009 888,305 946,931 351,945 360,418 1,864,920 1,867,257 18,546 27,502 37,687 48,921 49,453 49,946 77,323 -320,000-350,000-360,500-371,315 -382,454 -393,928 -405,746 497,556 565,808 624,118 29,551 27,417 1,520,938 1,538,834 1,527,903 2,093,711 2,717,829 2,747,380 2,774,796 4,295,735 5,834,569 2,202,588 2,196,751 3,207,376 105,022 38,559 67,095 -6,000,000 -650,000 -669,500 -3,692,390 1,585,311 2,604,971 2,142,179 3,727,490 6,332,461 13 CLOSURE FUND 14 Closure Fund Deposits 15 Interest Earnings 16 Closure Expenditures 17 Subtotal Closure Fund Activity 18 Closure Fund Balance 50,000 750,000 750,000 750,000 1,000,000 1,500,000 2,000,000 2,500,000 2,500,000 2,000,000 2,000,000 500,000 500,000 500,000 500,000 500,000 67,685 58,311 96,652 110,542 124,591 143,394 171,535 30,623 74,698 119,512 156,116 14,926 22,646 30,460 38,366 46,365 -45,250-560,450-75,000-80,000-80,000-80,000-10,000,000-82,000-85,000-86,000-10,000,000-86,000-88,580 -91,237 -93,975 -96,794 72,435 247,861 771,652 780,542 1,044,591 1,563,394 -7,828,465 2,448,623 2,489,698 2,033,512 -7,843,884 428,926 434,066 439,222 444,391 449,571 5,052,550 5,121,686 5,369,547 6,141,199 6,921,740 7,966,332 9,529,726 1,701,261 4,149,883 6,639,581 8,673,094 829,210 1,258,135 1,692,202 2,131,424 2,575,815 3,025,386 19 POST -CLOSURE FUND 20 Post Closure Fund Deposits 21 Interest Earnings Post Closure Expenditures Subtotal Post Closure Activity Post -Closure Fund Balance 50,000 100,000 100,000 100,000 250,000 250,000 350,000 350,000 350,000 0 0 0 0 0 0 0 16,086 13,858 24,601 26,844 29,127 34,151 39,266 46,273 53,406 60,667 59,509 58,263 56,925 55,491 53,957 52,320 -125,000-128,750-132,613-136,591 -140,689 -144,909 -149,257 -69,241-74,350-79,666 -85,198 -90,952 -96,937 1,186,788 1,252,874 1,366,732 1,491,333 1,618,177 1,897,304 2,181,456 2,570,722 2,966,995 3,370,401 3,306,068 3,236,827 3,162,478 3,082,812 2,997,614 2,906,661 2,809,725 23 EQUIPMENT RESERVE FUND 24 Equipment Reserve Deposits 25 Interest Earnings 26 Equipment Expenditures 27 Subtotal Equipment Reserve Activity 28 Equipment Reserve Fund Balance 29 30 31 32 Vehicle Replacement Reserve 846,862 1,100,000 10,149 -1,635,997 -525,848 321,014 42,091 150,000 10,800 160,800 481,814 150,000 8,673 -400,000 -241,327 240,487 13,962 13,962 150,000 150,000 4,329 7,107 154,329 157,107 394,815 551,922 13,962 13,962 150,000 150,000 150,000 150,000 150,000 150,000 9,935 4,713 7,498 10,333 4,219 6,995 - 450,000 -500,000 - 290,065 154,713 157,498 -339,667 154,219 156,995 261,857 416,570 574,068 234,402 388,621 545,616 13,962 13,962 13,962 13,962 13,962 13,962 150,000 9,821 -500,000 -340,179 205,437 13,962 150,000 150,000 3,698 6,464 153,698 156,464 359,135 515,599 13,962 13,962 150,000 9,281 -500000 -340,719 174,880 13,962 150,000 3,148 153,148 328,028 13,962 REVENUE REQUIREMENTS 33 WASTE FLOWS (Tons) PROJECTED REVENUES $ 34 AVERAGE TIP FEE 35 FUND BALANCE CARRYFORWARD 36 TIP FEE REVENUE 37 OTHER 38 TOTAL REVENUES GENERATED 39 REVENUE REQUIREMENTS (from above) 40 NET OPERATING REVENUE 41 CONTINGENCY 0 12,232,932 15,722,834 13,670,352 202,965 210,617 219,042 60 60 60 2,285,566 2,972,234 600,000 12 ,177, 904 12, 637, 020 13,142, 501 773,612 713,580 727,852 15, 237, 082 16, 322, 834 14, 470, 352 12, 232, 932 15, 722, 834 13,670,352 5,346,339 5,685,313 2,918,498 3,004,150 600,000 800,000 14, 279,184 15, 862, 042 225,613 232,381 60 800,000 13,536,776 742,409 15,079,184 14,279,184 2,373,376 800,000 65 800,000 15,104,786 757,257 16,662,042 15,862,042 2,331,869 800,000 16,179,283 17,711,717 18,065,951 18,427,270 18,795,815 19,171,732 19,555,166 19,946,270 20,345,195 20,752,099 21,167,141 237,029 241,770 246,605 251,537 256,568 261,699 266,933 272,272 277,717 283,272 288,937 65 800,000 15,406,881 772,402 16,979,283 16,179,283 70 800,000 16,923,867 787,850 18,511,717 17,711,717 1,871,359 1,599,009 800,000 800,000 70 800,000 17,262,344 803,607 18,865,951 18,065,951 1,688,305 800,000 70 70 800,000 800,000 17, 607, 591 17, 959, 743 819,679 836,073 19, 227, 270 19, 595, 815 18, 427, 270 18, 795, 815 1,746,931 1,151,945 800,000 800,000 70 800,000 18,318,938 852,794 19,971,732 19,171,732 1,160,418 800,000 70 800,000 18,685,316 869,850 20,355,166 19,555,166 2,664,920 800,000 70 800,000 19,059,023 887,247 20,746,270 19,946,270 2,667,257 800,000 70 800,000 19,440,203 904,992 21,145,195 20,345,195 3,002,588 800,000 70 70 800,000 800,000 19,829,007 20,225,587 923,092 941,554 21,552,099 21,967,141 20,752,099 21,167,141 2,996,751 4,007,376 800,000 800,000 Assumed Annual Waste Flow Growth 3% Assumed Annual Cost Increase 1.8% Assumed Interest Earnings $ 65,852 Debt Service per Million Borrowed 4% 4% 3% 3% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% FY 2021 Special Request by Fund Department Solid Waste Position Type: Regular Fund 610 Project or Position Title PW Accounting Clerk Description and Itemized Costs Addition of a PW Accounting Clerk to assist with customer service and communication, cash handling, accounts receivable clerical functions, entry and reporting of requisitions and contracts, archiving documents, tracking and reconciling recycling data, and general office tasks. Cost is budgeted at step 2 and does not require any additional M&S costs. Describe Specific Personnel Needs Over the years, the Department of Solid Waste has steadily seen an increase in volume — customer calls and general inquiries, waste disposal and recycling transactions, accounts receivable accounts, electronic purchase requisitions and contracts, and other areas. The landfill siting efforts and implementation of recommendations made in the Solid Waste Management Plan have also added workload to the department. This increased workload has grown beyond the capacity of current Solid Waste department staffing. Date 3/25/2021 Priority: # FTE 1.00 Salary / Wages 38,475 Benefits 31,477 Position Total 69,952 Materials/Svcs 0 Capital Outlay 0 Total Cost 69,952 Revenue Offset 0 Net Cost 69,952 Justification Currently, answering public inquiries are shared among the management staff — Accountant, Management Analyst, Operations Managers and Director. Having this position serve as the primary customer service contact will be an efficient use of resources and enable management staff to focus on other responsibilities. In addition, this position would be assisting in accounting and administrative support functions ensuring additional internal controls around cash handling and enabling the reallocation of clerical tasks currently performed by the management staff. Funding Source This position would be funded as an ongoing portion of the Solid Waste personnel costs within Fund 610. Administrator Comments: In Proposed: No DESCHUTES COUNTY Summary Elected Officials - FY22 Compensation Board Survey Data as of FY21 This survey includes the following elected positions: Assessor Clerk Commissioner District Attorney Sheriff Justice of the Peace Treasurer Salary data was collected from the following Oregon Counties: Population Clackamas 426,515 Deschutes 197,015 Jackson 223,240 Lane 381,365 Marion 349,120 Benton County Compensation Board: 917320 Voted to Remove June, 2017 www.census.gov httos://www.oreqonlaws.org/ors/204.1 1 2 Elected Officials - FY22 Compensation Board Survey Data as of FY21 Table of Contents COLA Summary and Director Pay Reference 3 Compensation Board Blank Recommendation Page 4 Elected Official Total Compensation Survey Summary 5 Elected Official Compensation Survey Detail Pages Assessor 6 Clerk 7 Commissioners 8 District Attorney 9 Sheriff 10 Justice of Peace 11 Treasurer/Chief Financial Officer 12 DESCHUTES COUNTY ELECTED OFFICIALS SUMMARY OF COLA HISTORY Elected Officials 7/1/2014 COLA Elected Official COLA Summary 7/1/2015 7/1/2016 7/1/2017 7/1/2018 COLA COLA COLA COLA 7/1/2019 COLA 7/1/2020 COLA 7/1/2021 COLA Assessor 4.0% 1.5% 2.0% 6.0% 3.0% 20.0% 0.0% TBD% Clerk 4.0% 6.0% 3.0% 2.5% 2.1% 17.0% 0.0% TBD% Commissioners 3.0% 3.0% 5%* 5.0% 3.0% 6.0% 0.0% TBD% District Attorney 3.0% 1.0% 1.5% 2.5% 7.0% 26.0% 0.0% TBD% Sheriff 3.0% 0.0% 1.5% 2.5% 2.1% 9.0% 0.0% TBD% Justice of Peace 3.0% 0.0% 0.0% 2.5% 2.1% 23.0% 0.0% TBD% Adj. to Adj to *Adj to *Adj to Treasurer (Stipend) 0.0% 0.0% 1.5% 2.5% $5112/yr $426/yr $5110/yr $5110/yr reasurer Stipend, Urger t#zU2U- Nonelected pltlons Bargaining Unit 7/1/2014 7/1/2015 7/1/2016 7/1/2017 7/1/2018 7/1/2019 7/1/2020 7/1/2021 COLA COLA COLA COLA COLA COLA COLA COLA IUOE, FOPPO, DCSEA, DCDAA 1.6% 1.5% 1.5% 2.5% 2.1% 1.6% 2.5% 1.5% 911 1.6% 1.5% 1.5% 2.5% 2.1 % 1.6% 2.5% 1.4% NON -REP 1.6% 2.0% 2.0% 2.5% 2.1% 1.6% 2.5% 1.5% AFSCME 1.6% 1.5% 1.5% 2.5% 2.1% 1.6% 2.5% TBD ELECTED OFFICIALS - FY22 COMPENSATION BOARD DIRECTOR PAY FOR REFERENCE Director Pay Grades Job Description Grade Director, Facilities N425 Director, 911 N426 Director, Fair & Expo Director, Finance/Treasurer Director, Human Resources Director, Info Technology Director, Solid Waste Director, Community Development N427 Director, Community Justice Director, Health Services Director, Public Works Deputy County Administrator N428 County Administrator N270 Annual Salary Reflects 1.5% COLA for 7 Steps, 5% spread between steps Min $110,943.77 $53.34 $116,490.95 $56.01 $156,109.31 $75.05 $128,431.26 $61.75 $168,870.45 $81.19 Mid $128,431.26 $61.75 $134,853.11 $64.83 $141,595.44 $68.07 $148,675.56 $71.48 $84,435.23 $40.59 FY22 Max $148,675.56 $71.48 $156,109.31 $75.05 $163,914.83 $78.81 $172,110.51 $82.75 $207,077.47 $99.56 Page 3 DESCHUTES COUNTY Recommendations Summary - Compensation Board Elected Officials - FY22 Elected Officials FY22 COLA Recommendation Assessor Clerk Commissioners District Attorney Sheriff Justice of Peace Treasurer (Stipend) *Treasurer Stipend, Order #2020-005 1.5% - FY22 budgeted COLA for Union/Non-Reps per CPI *CFO Classification is eligible for 1.5% COLA County Compensation Board: https://www.oregonIaws.org/ors/204.112 Page 4 CFO/Treasurer Total Pay r r 0) M r EA $ 159,540 $ 131,843 0) h 0) r EA $ 167,823 $ 137,818 0 N $ 144,709 0 8 co ti I- ( M r EA 24% $ 154,632 o \ O) Base Salary $ 124,620 $ 150,509 $ 124,380 $ 105,708 $ 158,324 $ 126,304 25% I 0) r N 0-) r EA o 0) I $ 124,500 0 N I $ 144,037 O Justice of Peace (annualized, currently @ .60FTE) Total Pay $ 113,368 $ 74,743 $ 104,887 LC) A-. A- EA CO Nr 0) M r EA I 0 co N O r EA ...s2 M $ 106,875 I .. N COTr 0) O r EA 24% I ill) 0) r EA o A- Base Salary r-- 0 O r EA l$ 70,512 COO r 00) EA $ 100,568 $ 121,000 $ 92,294 o r M 0) 00) CO I 25% vr Oo co' EA N N N O O r EA o O N Sheriff Total Pay LO (0 N o- O N d9 r r O r Ln r EA r r r O CO r EA $ 183,104 I $ 179,806 $ 178,848 o r $ 187,790 o 1- CO o co_ r O r EA o o N- to 1- 0) LA 0) r EA o 00 Base Salary $ 178,378 CNI a- M VM' r EA 00) 0) cov- r EA $ 161,325 $ 160,000 $ 158,501 N 'Cr (0 r EA o 1- Ls 156,158 I N I_$__174,115I o o0 District Attorney (State & County Portion) Total Pay $ 212,577 0) r CO r EA Ll) 0) CD -Cc) 0) E, $ 189,705 $ 190,884 $ 194,349 o N $ 204,067 I o (O 0 LP) Cc)' O EA o r N CO CD co" N EA o 0) Base Salary $ 205,320 r .C7) (p Eft $ 192,715 $ 184,527 $ 186,172 $ 189,718 o N $ 199,204 0 I; r N CD op co EA o s- 0) (0 nj No EFT o o0 Commissioner N Q. 0 }-- N = r r 64 N r r r EA In O O r EA W r '- r EA $ 111,403 $ 111,734 o O $ 117,321 o In � r lt) %-. r EA o M � CO CO N ems- a- to o to � Base Salary $ 104,475 0) f- O r EA (0 O c EA $ 103,251 $ 102,205 $ 99,098 M $ 104,053 CV $ 102,024 0 (0 r O r CO N ` d V Total Pay $ 117,020 VI O 't co" r EA Ll) O) N r EA $ 118,346 $ 134,044 $ 118,181 13% 0) 0 N r EA 00 $ 117,683 o o V $ 125,553 � Base Salary $ 104,231 $ 103,210 r r EA $ 104,270 $ 120,000 $ 107,547 N r I $ 112,924 (O $ 104,251 Ln r I $ 114,925 V Assessor Total Pay $ 142,086 $ 123,645 $ 137,618 N N M r EA $ 153,110 $ 133,906 \ o r O 0 d0' r EFt 0 \ Cr) $ 134,947 \ o 0) co 0) VO r EA o \ O Base Salary in L() N r Ee. 0 r EA $ 120,704 M 1 r EA $ 136,500 $ 120,113 \ o xr I $ 126,118 0 \ &) ti (0 r EA \ o L I $ 125,094 I o \ W U 0 0 M 0 N Q) o U 00 ) � a) `� 0 �O O G z co co U a 'O c. a U to E co _F N OU O co oO -5 2 0) O c L L - o o V Q. O co Q. c U �; N O o 0 co o o N Q O a E vS a) m cp U -C N O ,-- -z i V U E (t .N O co 4 o O O O i6 o Q N v� U co O E (0 co ,0 C co O N O E .O 0 0 raj E co -Q r-...LL5 co 0-. h Q 0 L6 N LVo U CD Q r, a 0 a 4., Q. C,o DESCHUTES COUNTY FY22 ELECTED OFFICIALS SALARY SURVEY Survey Data as of FY21 Assessor The Deschutes County Assessor is responsible for identifying all taxable properties within the County and assigning values and property taxes to those properties. The County Assessor also prepares the County's annual assessment roll. County Annual Salary PERS Contribution 401(K)/457 Contribution Other Add Pay (Auto, Longevity, Etc.) Total Pay Clackamas (Assessment & Tax) Jackson (elected) Lane (Assessment & Taxation) Marion (elected, Assessment & Tax) $126,557 $116,646 $120,704 $116,543 6.0% 6.0% 6.0% 6.0% 6.3% 2.0% 7.5% $6,720 $142,086 $123,645 $137,618 $132,276 Deschutes County $136,500 6.00% 3.00% $4,080 $153,110 Average (excludes DC): $ 120,113 $ 133,906 % DC Compared: 14% 14% Average +5% (excludes DC): $ 126,118 $ 140,601 DC Compared: 8% 9% 50th Percentile (excludes DC): $ 118,675 $ 134,947 DC Compared: 15% 13% 75th Percentile (excludes DC): $ 125,094 $ 140,969 % DC Compared: 9% 9% 2nd in Command Deputy Director, Assessor Annual Salary Reflects FY22 COLA & Longevity Rates Total Pay Step 6 on 7/1/2021: $ 134,337 6% $ 3,150.00 $145,736 N424, Top Step 7 for reference: $ 141,054 Notes: ORS 308.005 "Assessor" as defined, includes Deputy Assessor. [Amended by 1979 c.689 §25; 1981 c.804 §28; 1995 c.79 §1231:Th Lane receives a car allowance of $560/mo (6,720 per year) Lane County is Home Rule Page 6 DESCHUTES COUNTY FY22 ELECTED OFFICIALS SALARY SURVEY Survey Data as of FY21 Clerk The County Clerk is chief election official, official keeper of all public records, processing all real property transactions, plats, Commissioners' Journal documents and Board of Property Tax Appeal petitions, and also issues marriage and antique dealers licenses and accepts passport applications. PERS 401(K)1457 County Annual Salary Contribution Contribution Other Add Pay (Auto, Longevity, Etc.) Total Pay Clackamas $104,231 6.00% 6.3% $117,020 Jackson $103,210 6.00% 0.0% $109,403 Lane (non -elected) $118,477 6.00% 2.0% $127,955 Marion $104,270 6.00% 7.5% $118,346 Deschutes County $120.000 6.00%I 3.00%I $3,060 $134,044 Average (excludes DC): $ 107,547 $ 118,181 DC Compared: 12% 13% Average +5% (excludes DC): $ 112,924 $ 124,090 % DC Compared: 6% 8% 50th Percentile (excludes DC): $ 104,251 $ 117,683 DC Compared: 15% 14% 75th Percentile (excludes DC): $ 114,925 $ 125,553 % DC Compared: 4% 71% 2nd in Command Reflects FY22 1.5% COLA Min Max Elections/Recording Supervisor $ 68,110.02 $ 91,363.58 Notes: Lane no longer receives a car allowance Page 7 DESCHUTES COUNTY FY22 ELECTED OFFICIALS SALARY SURVEY Survey Data as of FY20 Commissioner The Board of County Commissioners is comprised of three elected officials who serve four-year terms. The Board is elected at large, serves as the public's elected advocate, and is the policy making body of Deschutes County government. The Board's duties include executive, judicial (quasi-judicial), and legislative authority over policy matters of countywide concern. Annual PERS 401(K)/457 County Salary Contribution Contribution Other Add Pay (Auto, Longevity, Etc.) Total Pay Clackamas $104,475 6.00% 6.3% $117,294 Jackson $100,797 6.00% 0.0% $4,800 $111,933 Lane $87,869 6.00% 0.0% $6,960 $100,519 Marion $103,251 6.00% 7.5% $117,190 Deschutes County $102,205 6.00% 3.0% $111,403 Average (excludes DC): $ 99,098 $ 111,734 % DC Compared: 3% 0% Average +5% (excludes DC): $ 104,053 $ 117,321 % DC Compared: -2% -5% 50th Percentile (excludes DC): $ 102,024 $ 114,561 DC Compared: 0% -3% 75th Percentile (excludes DC): $ 104,169 $ 117,268 DC Compared: -2% -5% Notes: *Longevity Pay eliminated for Commissioners and added to base pay in FY17 Jackson receives a car allowance of $4,800 per year Lane receives a car allowance of 6,960 per year Lane offered 2% deferred comp contribution, however Commissioners have all declined Clackamas offers Chair 2% more per month Page 8 DESCHUTES COUNTY FY22 ELECTED OFFICIALS SALARY SURVEY Survey Data as of FY21 District Attorney The District Attomey's Office represents the State of Oregon in all criminal cases filed in Deschutes County, advocating for victim's rights and enforcing the laws of the State of Oregon. County PERS 401(K)/457 County State Salary Stipend Contribution Contribution vmer APO ray (Auto, Longevity, Etc.) Total County Pay case oarary (State and County) Total Pay Clackamas $146,172 $59,148 6.00% 6.27% $66,405 Jackson $146,172 $30,139 6.00% 0.00% $31,947 Lane $146,172 $46,543 6.00% 2.00% $6,960 $50,823.24 Marion $146,172 $38,355 6.00% 7.50% $43,533 $205,320 $212,577 $176,311 $178,119 $192,715 $196,995 $184,527 $189,705 Deschutes County $146,172 $40,000 6.00% 3.00% ` $1,020 $44,712 $186,172 $190,884 Average (excludes DC): $ 146,172 $ 43,546 $ 48,177 $ 189,718 $ 194,349 % DC Compared: 0% -8% -7% -2% -2% Average +5% (excludes DC): $ 146,172 $ 45,724 $ 50,586 $ 199,204 $ 204,067 DC Compared: 0% -13% -12% -7% -6% 50th Percentile (excludes DC): $ 146,172 $ 42,449 $ 47,178 $ 188,621 $ 193,350 % DC Compared: 0% -6% -5% -1 % -1 75th Percentile (excludes DC): $ 146,172 $ 55,997 $ 62,510 $ 202,169 $ 208,682 DC Compared: 0% -29% -28% -8% -9% Chief Deputy DA N424, Top Step 7: Annual Salary $ 152,247.97 Reflects FY22 COLA & Longevity Rates • 6%l I $ 4,200.00 Notes: State Salary: $12,181/mo Lane receives a car allowance of $580/mo (6960 per year) - included as Other Add Pay Total Comp Base Longevity 3% Def Comp DC Legal Counsel pay: $ 209,476.59 $202,385.04 $ 1,020.00 $ 6,071.55 Total Pay $ 165,834.85 Page 9 DESCHUTES COUNTY FY22 ELECTED OFFICIALS SALARY SURVEY Survey Data as of FY21 Sheriff The Deschutes County Sheriff's Office is a full service organization providing patrol, criminal investigations, corrections, civil and search and rescue. Special operations include a Marine Patrol, K-9 units, and Forest Patrol. PERS 401(K)/457 County Annual Salary Contribution Contribution vmer Hua ray (Auto, Longevity, Etc.) Total Pay Clackamas $178,378 6.00% 6.27% $200,265 Jackson $143,312 6.00% 0.00% $151,911 Lane $150,990 6.00% 2.00% $15,779.40 $180,111 Marion $161,325 6.00% 7.50% $183,104 Deschutes County $160,000 6.00% 3.00% $5,100 $179,806 Average (excludes DC): $ 158,501 ) $ 178,848 % DC Compared: 1% 1 % Average +5% (excludes DC): $ 166,426 $ 187,790 DC Compared: -4% -4% 50th Percentile (excludes DC): $ 156,158 $ 181,608 DC Compared: 2% -1 % 75th Percentile (excludes DC): $ 174,115 $ 195,975 DC Compared: -8% -8% Sheriff's salary shall be fixed in an amount which is not less than that for any member of the Sheriff's staff Reflects FY21 2.5% COLA Min Max Undersheriff (not assigned): $ 114,769.40 $ 153,802.27 2nd in Command Base Pay Reflects FY21 COLA & Longevit Rates Longevity Total Pay Captain (all 3) @ Top Step 7: $ 146,479.44 ° 6 /0 $ 5,100.00 $ 160,674.21 Notes: Lane County - receives a car allowance of $560/mo (6,720 per year) and an additional 6% Advanced DPSST certification pay - - included as Other Add Pay Page 10 DESCHUTES COUNTY FY22 ELECTED OFFICIALS SALARY SURVEY Survey Data as of FY21 Justice of the Peace Justice Court is a state court administered by the County, under the direction of an elected Justice of the Peace.Justice Court handles traffic and ordinance violations, small claims and certain civil matters. County Clackamas (Atty) Jackson Lane (reflects FT salary, currently at .5 FTE) Marion Annual Salary PERS Contribution 401(K)/457 Contribution utner Aaa ray (Auto, Longevity, Etc.) Total Pay $100,978 $70,512 $97,118 $100,568 6.00% 6.00% 6.00% 6.00% 6.27% 0.00% 2.00% 7.50% $113,368 $74,743 $104,887 $114,145 Deschutes County(Atty) (reflects FT salary, currently at .6 FTE) $121,000 6.00% 3.00% $2,880 $134,943 Average (excludes DC): $ 92,294 $ 101,786 % DC Compared: 31 % 33% Average +5% (excludes DC): $ 96,909 $ 106,875 % DC Compared: 25% 26% 50th Percentile (excludes DC): $ 98,843 $ 109,128 % DC Compared: 22% 24% 75th Percentile (excludes DC): $ 100,876 $ 113,951 % DC Compared: 20% 18% Reflects FY21 2.5% COLA Min Max 2nd Cmnd: Court Administrator $ 73,981.47 $ 99,142.05 Notes: JOP an attorney: DC, Clackamas, and Marion 30% of time spent on small claims, 50% on traffic trials and arraignments, 20% of time on admin and misc. Jackson County justice doesn't do small claims, all in curcuit court Page 11 DESCHUTES COUNTY FY22 ELECTED OFFICIALS SALARY SURVEY Survey Data as of FY22 Treasurer/Finance Director The Finance Department is responsible for collection of property taxes, accounting services, treasury management and financial advice to Administration and the Board of County Commissioners County Annual Salary Deschutes Treasurer Annual Stipend (Order #2020-005) Annual Salary PERS Contribution 401(K)1457 Contribution Other Add Pay (Auto, Longevity, Etc.) Total Pay Clackamas (elected FT Treasurer) Jackson (non -elected Finance Dir/Treasurer) Lane (non -elected, Finance Director) manon tetectea - rtnance Director/Treasurer) $124,620 $150,509 $124,380 $105,708 $124,620 $150,509 $124,380 $105,708 6.00% 6.00% 6.00% 6.00% 6.27% 0.00% 7.50% $139,911 $159,540 $131,843 $119,979 Deschutes County (CFO. Treasurer = 10% ) $153,214 $5,110 $158,324 6.00% 0.00% $167,823 Average (excludes DC): $ 126,304 $ 137,818 DC Compared: 25% 22% Average +5%(excludes DC): $ 132,619 $ 144,709 % DC Compared: 19% 16% 50th Percentile (excludes DC): $ 124,500 $ 135,877 DC Compared: 27% 24% 75th Percentile (excludes DC): $ 144,037 $ 154,632 % DC Compared: 10% 9% Notes: DC CFO currently at top Step 7, eligible for 1.5% COLA as non -represented employee DC CFO estimates about 10% of time spent on treasury issues including investing, managing cash flow, and the tax collection supervision DC 457 match will be on Elected Treasurer stipend only Treasurer Stipend, Order #2020-005 Page 12 SUNRIVER SERVICE DISTRICT Mission Statement Protecting life and property, fostering a sense of safety and security in the Sunriver community District Overview The Sunriver Service District was established in 2002 to oversee the Sunriver Fire and Police Departments for the unincorporated resort community in Deschutes County. The District provides full -service police, fire fighting and emergency medical services to the community under the laws of the state and a management agreement with Deschutes County. The District Managing Board meets monthly to conduct business, ensuring professional delivery of public safety services to the community of Sunriver. A seven -member board oversees budget, sets policy for the district and hires a Chief of Police, a Fire Chief and a part-time administrator to manage day-to-day operations. The board is also responsible for negotiating labor contracts for both departments. RESOURCES 2% 1% Beginning Net Capital M Property Tax RI Charges for Services BI Interest REQUIREMENTS 1 1 P ge Successes and Challenges Successes in the Past Year The Sunriver Police and Fire Departments continue to focus on Emergency Preparedness. Partners in Sunriver are separate private entities that come together under the leadership of the District to be ready in case of an emergency. External partners including Deschutes County Emergency Management, the Resort, Sunriver Homeowner's Association, the Village, the Forest Service, Project Wildfire, ODOT and others are important entities to include in this collaboration. An emergency operations drill is held annually to test the resources and cooperation of these entities. In 2020 the drill was canceled due to COVID restrictions. Internal training with staff continued as well as dialogue with partners. Wildfires or railway incidents are the greatest threat to the community. Comprehensive messaging is done in partnership with Sunriver Owners Association to ensure the residents and guests are prepared in the event of an emergency. Police Chief Cory Darling and Fire Chief Tim Moor both work diligently to provide professional public safety. As with everyone, COVID had a significant impact to how service was delivered in 2020 and into 2021. There were no gaps in the delivery of emergency services, but the community outreach and connection opportunities were impacted. The volume of visitors to Sunriver was strong, except one month when a moratorium on short-term rentals was in place. As people did not travel far from home, there was an abundant number of vacationers from Oregon, Washington and California. Because amenities were either closed or restricted capacity the pathways and river usage were high. An extra bike patrol officer was added for the summer to help with the demand. Last year there was a concern tax revenue would be reduced because of COVID, but there was no negative impact realized. Revenue was consistent with previous years. Significant Issues in the Year Ahead Our reserves are healthy to address short-term fluctuations. The majority of our revenue comes from property taxes, which continues to increase at a rate of about 3% per year. Because Sunriver is nearly built out, there is no anticipated growth much beyond 3% per year. Each year a five-year financial forecast is completed to allow anticipated financial needs into the future. The forecast last year showed the operating fund going into the red in FY 2023-24, this year it stays positive until FY 2025-26. This is a function of managing expenses and adjustments to the assumptions. The Fire Department leases the building from Sunriver Owner's Association. The Fire Station is 25+ years old and is in need of significant upgrades or replacement to improve the structural 2IPage integrity and its functional obsolesces. Some areas needing to be addressed are bio hazard decontamination, structural integrity of the apparatus bays, meeting standards for an essential public safety building, appropriate accommodation of female employees, adequate work space and various other issues. The Police Department is also in a leased separate building and their facility does not meet the standards of an essential public safety building. There is a lack of security in the lobby, no space to interview victims/witnesses, no space to secure arrestees, no back-up generator to continue operation in an emergency and other space needs. The Board has begun a Phase One process to evaluate a combined Public Safety Building with an architectural firm. At the end of Phase One, it is expected to have determine a site for the facility, projected total costs, funding strategies and community educational outreach. Tourism in Sunriver continues to be strong, resulting in challenges in providing public safety to the community during peak months. There are approximately 1500 full time residents and the population can swell to approximately 20,000 during busy vacation times. During COVID remote workers and students stayed in Sunriver and the activity was strong throughout the fall and winter. It is expected summer will be as busy as last year. The ability to work remotely could change the demographics of Sunriver with more full-time residents in the future. Sunriver generates a significant portion of the Deschutes County transient room tax revenue and the District sees this as a potential source of financial help, addressing facility short -comings. Wage Sunriver Service District Operating Fund (Fund 715) Property Tax Gov't Payments Charges for Services Fines & Fees Interest Revenue 2018/19 hctual $4,822 0 221 20 143 Y--2019/20 4ctua1 $4,895 254 16 100 2020/21f., oJected $5,210 295 312 12 74 2021/22"' oposesi $5,352 45 300 15 62 Total Revenue $5,206 $5,265 $5,903 $5,774 Personnel Services Materials & Services Transfers Out to Reserves $3,588 $681 $319 $3,927 $749 $329 $4,150 $673 $339 $4,383 $806 $1,500 Total Expenditures $4,588 $5,005 $5,162 $6,689 Net Operating Contingency Increase in Working Capital Ending Net Working Capital $618 500 $118 $4,858 $ 260 515 $-255 $5,738 $741 0 $741 $6,952 -$915 500 -$1,415 $5,537 The 715 fund is the Operating Fund. The District's main source of revenue is property taxes. The District has maintained the same tax rate of $3.31 per $1000 assessed valuation since 2010, and will continue the same rate in FY 2021/2022. The maximum allowed rate is $3.45/$1000 assessed valuation. The remainder of the District's revenue is generated from fire and medical/ambulance charges, court fines, fees and interest earnings. The District received a one- time COVID grant of $250,000 to cover additional related expenses and shortfalls due to the pandemic. A recent Reserve Study was conducted and the District determined they were slightly under -reserved. There is sufficient working capital to allow for a one-time contribution of $1.5 million from the 715-operational account to the 716-reserve account. This will stabilize necessary contributions in future years. Wage Sunriver Service District Reserve (Fund 716) Interest Revenue Grants Interfund Transfers Sales of Assets, Land or Equip Total Revenue FY 2018/19 Actual 21$ $ $319 11$ $351 FY 201 Actue $16 0 $329 $37 $352 Y 2020/21 ojected $7 $339 $346 Y 2021/22 roposed $7 0 $1,500 $7 $1,514 Capital Outlay $511 $127 $213 $396 Net Reserve $-160 Contingency Increase in Working Capital Ending Net Working Capital -160 $655 $251 255 $910 $133 $133 $1043 250 868 The Reserve Fund (716) is used to maintain funds for capital asset purchases, such as vehicles and operating equipment. Included this year are funds earmarked for building advance work in the amount of $275,000. 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PERSONNEL SERVICES Sunriver Service District Budget for Fiscal Year 2021-2022 >105% >3% FY 20-21 FY 21.22 Actual FY 18-19 Actual FY 19-20 Budget FY 20-21 Actual YTD 1/3112021 % of Bud Year End Proj Amount % of Bud PAY PAY PAY PAY PAY PAY Requested 21-22 req v 20-21 bud Amt Incr (Decr) Pct. 21-22 req v 20-21 proj Amt Incr (Deer) Pct. FY 21-22 Linked to Data 104,554 103,804 263,705 229,793 196,849 260,798 80,411 56,457 20,532 (22,594) 4,000 111.280 106,885 275,772 243.095 207, 350 256.197 97,385 58,095 6,769 (11. 223) 6,120 113,850 110,670 287,750 257.980 340,590 124,000 115,200 60,070 25,000 - 48,690 66,406 64,639 163,811 149.370 177.794 193,037 68,185 34,906 19.064 (68,105) 19,444 58% 58% 57% 58% 52% 156% 59% 58% 76% 0% 40% 113,839 110,810 280,819 256,063 304,791 242,351 116,888 59,839 25,000 (93,250) 33,333 100% 100% 98% 99% 89% 195% 101% 100% 100% 0% 68% 115,560 109,610 292,800 273,370 364,380 200,000 125,280 60,600 35,000 (75,000) 49,410 1,710 (1,060) 5,050 15,390 23,790 76,000 10,080 530 10,000 (75,000) 720 2% -1% 2% 6% 7% 61% 9% 1% 40% 0% 1% 1,721 (1,200) 11,981 17,307 59,589 (42,351) 8,392 761 10,000 18,250 16,077 2% -1% 4%. 7% 20% -17% 7% 1% 40% -20% 48% 1,298,308 1,357,725 1,483,800 888,552 60% 1,450,483 98% 1,551,010 67,210 5% 100,527 7% 5/ 9% ;: 7% sl 5% -2% 8,807 9,072 10,600 5.614 53% 9,624 91% COLA 9,290 (1,310) -12% (334) -3% 323,722 327.176 447,830 234.385 52% 401,802 90% ,enure 421,590 (26,240) -6% 19,788 5% 30,216 30,974 39,840 23,000 58% 39,429 99% FM 38,350 (1,490) -4% (1,079) -3% 228,784 295,486 332,550 212,303 64% 363,947 109% PERS 353,000 20,450 6% (10,947) -3% (679) 270 7,500 - 0% - 0% 7,500 - 0% 7,500 0% 35,382 26,886 38,850 25,361 65% 27,000 69% COLA 32,590 (6,260) -16% 5,590.E 2105 626,232 689,864 877,170 500,662 841,802 862,320 (14,850) 20,518 10% 27% ( 22% ,-2% 1,924,540 2,047,589 2,360,970 1,389,214 68% 2,292,286 97% 2,413,330 (14,850) -1% 121,044 5% FTEs 21-22 1 1 3 3 5 14 %L- %Z =. %6 %g1 ` %S %8 1L9'60Z %9L1.-; %0L %0 (£91%) L£Z'9£8'Z %L ;: %96 9ZL'9Z9'Z %6- %89 481.'00'1 06L'8LL'Z %4L 9I.V£1.4'Z %S- 91£'80£'Z %9Z 990.98 %L LOWS %99 L06'ZZ4 %0S 1.44'4££ %£9 1L6.0ZZ 0ZZ'LL4 9Z8'99£ 9LL'£8£ %£64 7E0'L %ZL 8Z'E %E9Z LES'Z %99 009'1. %8L L88'L %8Z L88'L %EL S61;9 %LL SOb'L %EOZ g2E %bL ZLS %69 ZZE'4L %9L 9LL"L %6EZZ 490'L %g ZZL. %£Z 60Z %86 ZOL'L %L£9 0019L %8 9bL %1 £99 %7 60£"L %0 - %E 006 %EL ZL8'£ %4 989 %0 OgZ %L 0ZZ %9 9SZ %1 04 %L 9Zb %bZ 009'L %OL OO VC %0 - %0 (0) %0L- (000'6 %Z 00Z %4- (090'Z) %0 - %0 (0) %0 - %LL 089'£ %Z 00Z %Z- (OLL) %L9 000'1. %Lb 09£ %86 00L'L %8L- (OL L'4) %Z- (L9Z) %L £99 %Z 00£'L %0 - %E S6£ %7- (OOS'L) %Z 80E %0 0 %0 (0) %0 0 %9E- (000'9) %L 8£4 %Z....-: OZZ'8 %Z 009'L %L 009'£ %L 008'£ %b 000'8L %Z 009'8 %EL 06Z'£9 %Z 094'6 %0 00g %0 00Z'L %8 000'9E %£ 009'ZL %Z 08E'L %L 009'Z %0 00 L ' L %b 0g9'SL %4 099'91, %Z £LS'OL %6 E60'0L 0/91, 091'99 ` 90... %£ 949'1,L %8 005'££ %S 89L'6L %0 09Z %L 009'E % L 009'9 %Z 008'8 %0L 849'E4 %S ................. 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Ad Ien30V 61,-8l.Ad lenl0tl paisenbe8 ZZ-LZ Ad %£< %£< LZ-0Z Ad %60l< a6ue1-19 p/ IenuuV, l V1O1 S.N31f432iIn03219911431A1121Vd30 a6ue110 % lenuUV 1uawdlnb3 a3910 a0u1W luawdlnb3 pue 81001 aou1W suo110und id$O/asuedx3 6ugaa9 se9 Iem1eN 1!0/Iesa1O/aullose9 A110910.313 suuoJlu(1 sellddng 6u91161d and 99619Jd9a6elsod sagddng ao!pO sai�ddng 9901p9W sagddng uogelg and Ieiaeag- eollddng leuolle0nP3 011end sasuadx3 laneal 6uguud sa0wag uolle0lunwwo0 6ululeal 8 u0ge0np3 sand pue 011 leuolssalad sena 9 dlysaagwaW lelua2! eu1P11n9 W 9 ?1 (90910) dob3 W 9 ii (00910-uoN) dlnb3 and W 8 21010110A 19 9 t! spunw9/6ulpling 6u1uea10 tiO a6egae9 lamas pue aaleM sasuadx3 le01paW aa1oldw3 sapwag 10ea1uo9 uollduosa0 lun000v S9OIA213S 8 S]V12131VW 99999Z6-0099911 0999-SZ4-009SS14 0ZE9SZ4-0099-91.L 04Z99Z4-0099-4 LL OZZ99Z4-00999LL 01Z9-9Z4-009991E L61,9.90"0099111 88 L99Z6-00959 LL L9 L99Z4-00S59LL 9S1.99Z4-00g9911 £41.9•9Z4-0099-g11 4£1.99Z1009991E ZZL99Z4-00S9-4LL 0Z899Z4-009g911 0 1.999Z4-00999 LL 06£9-9Z4-00999LL 04099Z4-0099-4LL 0ZOS9Z1,-00999 LL 01.099Z4-009991.1. 0946.9Z4-0099-51L 04E49Z4-009g9 LL 0EE49Z4-0099-9LL SZE49Z17-009991.1 OZEb9Z4-00SS9 LL 09Z49Z4-00999L4 0 LZ49Z4-0099-9 LL 0 L 1.49Z4-00999 LL 0 L7E9Z4-00S4S 11 66E£-9Z4.0099-914 iagwnN luno30' 1N31N121Vd30 3211d ZZOZ-TZOZ 9eaA leas!] Jo; ga2png �au�s)9 aalnlaS Janlaun5 Account Number Account Description POLICE DEPT (401 DETAIL 715-4000-422-1020 Police Chief 715-4000-422-1142 Police Lieutenant 715-4000-422-1141 Police Sergeant 715-4000-422-1143 Police Patrol Officer 715-4000-422-1155 Overtime 715-4000-422-1815 Administrative Assistant 715-4000-422-1156 Wage Reimbursement 715-4000-422-1901 Vacation Pay SALARY SUBTOTAL Annual % Change 715-4000-422-2110 Life/Disability/Sec 125 715-4000-422-2150 Health/Dental Insurance 715-4000-422-2201 FICA/Medicare 715-4000-422-2301 PERS - Employee/Employer 715-4000-422-2501 Unemployment 715-4000-422-2601 Workers' Compensation Ins BENEFITS SUBTOTAL Annual % Change PERSONNEL SERVICES Sunriver Service District Budget for Fiscal Year 2021-2022 7 >105% FY 20-21 > 5/6 Ot': Exp 318 6% FY 21-22 Actual FY 18-19 Actual FY 19-20 Budget FY 20-21 Actual YTD 1/31/2021 %of Bud Year End Proj Amount %of Bud c PAY PAY PAY PAY PAY PAY PAY PAY J1_. Requested.. `` I 21-22 req v 20-21 bud Amt Ina (Decr) % 21-22 req v 20-21 proj Amt Incr (Decr) % FTEs 21-22 FY 21-22 Linked to Data 110.969 58.114 187. 182 526,881 24,550 61.289 50,330 111,280 91.610 186.811 547,918 25,899 59.795 - 5,570 '113.850 95,300 184.700 595,100 32,000 62,700 32,000 66,406 55.703 104,723 314,565 13,622 35,131 - 13,526 58% 58% 57% 53% 43% 56% 0% 42% 113,840 95,491 179,525 579,633 23,352 62,700 (40,380) 23,187 100% 100% 97% 97% 73% 100% 0% 72% 115,500 96,700 178,800 665,700 30,000 62,700 (80,750) 30,000 1,650 1,400 (5,900) 70,600 (2,000) - (2,000) 1% 1% -3% 12% -6% 0% 0% -6% 1,660 1% 1,209 1% (725) 0% 86,067 15% 6,648 28% - 0% 0% 6,813 29% 1 1 2 8 - 1 - 1,019,315 1,028,883 1,115,650 603,676 54% 1,037,3413 93% 1,098,650 63,750 6% 61,302 6% 13 1% 8% 1% -2% 8.358 8.680 8,400 5. i 12 61% 8,763 104% COLA 9,170 770 9% 407 5% - 271,214 314.828 370,810 210,814 57% 361,395 97% ,,, 366,500 (4,310) -1% 5,105 1% - 27.013 32,371 31,800 17,950 56% 30,771 97% FM 33,500 1,700 5% 2,729 9% - 167,829 220.136 261400 142.300 54% 243,943 93% PERS 274,000 12,600 5% 30,057 1218 - 60/ 8,000 - 0% - 0% 8,000 - 0% 8,000 0% - 25.707 16,486 25,000 18,093 72% 20,000 80% COLA 22,870 (2,130) -9% 2,870 14% - 500,120 593,109 705,410 394,268 56% 664,872 714,040 8,630 49,168 19% : 19% 12 % r: 1% 1,519,435 1,621,992 1,821,060 997,944 62% 1,702,220 93% 1,812,690 72,380 4% 110,470 6%. 13 %10 %S %EL a6ueu0 % Ienuuy £4 %8 06Z'£01 %L- %q £94'£9 £99'0E0'Z %9 %£6 £69'L99'1 %9 %179 946'004'L 08b`9Z0'Z %6L 99£`961 1 %Z 909`069`6 %84 0Z9'Z£ %9 ELL'O1 £64'9LZ %69 EL£'994 %09 ZL6'Z06 0Zq'L0Z Cie 'VG 4 010'4L1 %8b- (4£s'£) %0 %Z£6 £06 %O9 L93 %Lb 049'6 %98 Z4Z'L %EL- (000'1) %08 99Z %99L 61Z'L %0 %0 000' % - %EE 009 %Z 91 %EZ- (09114 %49 6 00Z'8 %OLL 00L'L %£ZZ 696'6 %Z 88Z %6L 006 %0L ZL4 %0 %6 8Z4 %68E 6EZ %0L 09E %L 98 %9Z 90Z %0 %I L L90'0 L %0 %9Z- (00E'£) %£Z- Woe) %0 (0) %0 %0 %04 000'Z %0 - %0 (0) %0 0 %EZ- (00£) %0 (0) %0 %££ 009 %0 0 %LZ (00L'£) %9 (089) %0 - %Z 6ZL %Z 09Z %66 006 %0 0 %0 (0) %0 - %0 00£ %0L 09E %86 00Z %£b 00£ %E6 006 %9Z 6016E %Z %9 %0 %0 000'4 001/06 000'L 008 000'0E 001'Z 000'L 009 000'Z 000'4 000' L 000'Z 0 000'Z 000'L %9 00Z'EL %L 00L'Z %E 694'9 /1 0L9'4L L 00,Z % 000' L %8 0019L %L 009. 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GZ-OZ A ba ZZ-GZ ZZ-GZ Ad !old pu3 JeaA 01A lenlay ia8png IenPV lenPy ZZ-GZ Ai TZ 0Z Ad L S3DUf10S3211V101 S3nN3A3U 1W3D 000T-S9E-000T-SIL sluawTsanul uo TsaJa9ul 00TT-T9E-000I-STL saa3 8 sau!d lino) 00EZ-TS£-000T-STL a�13 awoDul snoauellaasllnl TO£i-EVE-000T-STL aJllod aWODUI snoauellaos!IN 00£T-EVE-000T-SIL laled al!9 00EE-ZSE-000T-SIL sa8Je401ea!paNl/aqi 00Z£-Zb£-000T-STL asuadx3Tga0 peg OZTE-ZSE-000i-STL saae40 aaueingwv 00TE-ZS£-000I-SIL s2aU'8 saln} VOHS -s9uawAed peJTuoJ OO5T-Zb£-000T-SIL anuanaJ TueJO 00ZT-TEE-000T-SIL uo!papo0 xe1Je8Aaoud 00ST-TTE-000T-SIL suo!pallo0 xel ATaadwd 000T-TTE-000T-STL le;!de) 2up1JoM 3aN gag 0000-T0E-000T-SIL uoga!nsaa 9uno»y JagwnN Tunoaay aleU uo!pallo) pawnssy/len;ay anleA passassv anleA passassy000T$/a;e) xel T}oia9ed ZZ-TZOZ Ai saaJnasaj STL Beg Net Working Capital Revenues TOTAL RESOURCES REQUIREMENTS Police Bike Fire Admin Total Dept Requirements Excess of Rev over Exp End Net Working Capital before Transfer & Contingency CAPITAL OUTLAY Trans to Reserve Fund CONTINGENCIES AND WORKING CAPITAL Contingency End Net Working Capital Sunriver Service District Budget for Fiscal Year 2021-2022 FY 20-21 Actual FY 18-19 Actual FY 19-20 Budget FY 20-21 Actual YTD % of 1/31/2021 Bud Year End Proj % of Amount Bud 4,857,702 5,497,903 5,738,485 6,211,961 108% 6,211,961 108% 5,205,072 5,521,738 5,457,897 5,363,213 98% 5,903,206 108% 10,062,774 11,019,641 11,196,382 11,575,174 103% 12,115,166 108% 1,690,505 1,796,365 2,028,480 1,100,916 54% 1,887,593 93% 62,690 72,432 76,000 56,088 74% 87,173 115% 2,308,316 2,413,415 2,778,190 1,610,184 58% 2,626,726 95% 184,060 196,588 226,730 160,377 71% 222,336 98% 4,245,571 4,478,800 5,109,401 2,927,565 57% 4,823,828 94% 959,501 1,042,938 348,496 2,435,649 1,079,377 5,817,203 6,540,841 6,086,981 8,647,609 7,291,338 (319,300) (328,880) (338,750) - 0% (338,750) 100% 0% 0% 5,497,903 6,211,961 5,748,231 8,647,609 150% 6,952,588 121% FY 21-22 FY 21-22 21-22 req v 20-21 bud 21-22 req v 20-21 proj Requested Amt Incr (Decr) % Amt Incr (Decr) % 6,952,588 1,214,103 21% 740,627 12% 5,773,514 315,617 6% (129,692) -2% 12,726,102 1,529,720 14% 610,936 5% 2,030,883 2,403 0% 143,290 8% 89,828 13,828 18% 2,654 3% 2,836,237 58,047 2% 209,511 8% 232,380 5,650 2% 10,044 5% 5,189,328 79,927 2% 365,499 8% 584,186 235,690 68% (495,191) -46% 7,536,774 1,449,793 24% 245,436 3% (1,500,000) (1,161,250) 343% (1,161,250) 343% 500,000 500,000 0% 500,000 0% 5,536,774 (211,457) -4% (1,415,814) -20% FTEs 21-22 13 2 14 0.7 %OS SLS`S99 %64 EL6`£LZ £9L`899`4 %6L 60Z`EZ4`4 %69 t9E`Z9Z`4 01.917IP'I SM" 9L 000`LZE`L S1N3W3211f1b3211V1O1 - 000'09Z %0 - 000'09Z %0 %004 000'09Z 000'09Z 0 0 /(oue6ul}uo0 40L6-409-00017-94L %91. ELZ`Z£4 %6 L96'98 1.8v'6170'I. %96 60Z`O16 %96 60Z'016 t Z9'996 ZEI.`999 1719'919 (Iel!de0 6u1)pa0M;e 6u1uu!6e9) pudx3 aanln3 Jo; a/uesej 4586-I S-00017-94L %98 ZOE`£84 %68 940`L84 Z0E`96E %Z04 000`£4Z %6V 9S4`ZOI 98Z`6OZ £4£`LZ4 9904S AV11fO1V1IdVO %L9- (Obb'EL) %99- (998`0L) 099'9£ %Z04 000`01.1• %L8 L91`E6 9Zi7'L01 a O'L_L 091'9 1N3Wdif103 32.11d 0Eb6-9Zb-00017-94L %88£ 000' 4£ %999 Ob4`E£ 000'6£ %LE4 000`8 %0E4 Z09'L 099'9 0 0 11A1dO3 ONI1V213dO 30110d 9£176-ZZb-000b-94L %Z ZtL %4- (896 ZVL`9i7 %86 000'917 %0 0 000`9b 1 9916E 11[99 1N3WTVd3a 3011Od O1f1V tiZb6-ZZl7-00017-94L - 0 - - - - - - 0 0 0 0 Ida] 30110d - OlfV EZPP6-ZZb-000P-94L - 0 - - - - - LKE' I, 0 17L9`E Lt'L_` 1,017 1N3W121Vd3a 3HId - O1f1V ZZb6-ZZi7-000b-94L %0917 000'9ZZ %0Si' 000'9ZZ 000'9LZ %001. 000`OS %0 0 000`09 Etb9`L 0 DIS3a JNIa11ne 3011Od/321Id 94Z6-ZZb-00017-94L - 0 - 0 0 - 0 - 0 0 0 8L9'91 AinoVd ONINIV2113211d 04Z6-ZZb-000V-94L % (izaa)ioui WV % (Joao)nu' awe ZZm1,Z Az _ pn8 ;unowT pn8Io % OZOZ/1.E/Z1• 12-0Z ).J OZ-9. kJ 61,-9f )J uol;dlaosea )un000t/ .iegwnN;un000y fojd 1 Z-OZ A bei ZZ-1Z pn9 I✓Z-OZ /a baA ZZ•EZ pe;senbej foid pu3 Je9A a1Jl en;oy ;96pn8 Ien;od Ienl3V ZZ-4Z Ad 4Z-OZ Ad I I S1N3W32IIf10321 914 aNfld 6ZOZ/9Z/17 s;ueweilnbaj - 9LL aNfld ZZOZ-LZOZ 21V3A 1VOSId 21Od 13Jal8 1OI211SIa 3OIA213S 213AI21NflS SUNRIVER SERVICE DISTRICT BUDGET FOR FISCAL YEAR 2021-2022 FUND 716 - Resources 4/28/2021 FUND 716 RESOURCES FY 20-21 FY 21-22 Actual Actual Budget Actual YTD Year End Proj Requested 21-22 red v 20-2'1 bud 21-22 req v 20-21 proj Account Number Account Description FY 18.19 FY 19-20 FY 20-21 12/31/2020 % of Bud Amount % of Bud FY 21.22 Amt Incr (Decr) % Amt Incr (Decr) % Lucked to Data 910,209 1,042,481 716-0000-301-0000 Beg Net Working Capital 815,814 655,132 955,524 910,209 95% 95% 86,957 9% 132,273 15% 0% 716-0000-331-1200 PROCEEDS F/A DISPOSITIO 0 0 0 0 - 0 - - 0% - 0% 716-0000-361-1100 INTEREST INCOME-RSVE 20,704 16,464 15,000 3,261 22% 6,523 43% 6,500 - 8,500 -57% - 23 0% 716-0000-392-1200 PROCEEDS F/A DISPOSITIO 10,500 37,045 0 0 - 0 - 7,500 7,500 0% 7,500 0% - - - 0% - 0% - - - 0% - 0% 0 0 - - - 0% - 0% REVENUES 31,204 53,509 15,000 3,261 22% 6,523 43% 14,000 - 1,000 -7% 7,477 115% 0 716-0000-391-5000 SSD Fund 715 3'19,300 328,880 338,750 0 0% 338,750 100% 1,500,000 1,161,250 343% 1,161,250 343% TRANSFERS IN 319,300 328,880 338,750 0 0% 338,750 100% 1,500,000 1,161,250 343% 1,161,250 343% TOTAL RESOURCES 1,166,318 1,037,521 1,309,274 913,470 70% 1,255,481 96% 2,556,481 1,247,207 95% 1,301,000 104% TOTAL REQUIREMENTS 1,327,000 782,445 1,414,810 1,262,364 89% 1,123,209 79% 1,688,783 273,973 19% 565,575 50% NET CHANGE IN WORKING CAPITAL (160,682) 255,077 (105,536) (348,894) 331% 132,273 No Calc 867,698 973,234 ##### 735,425 556% ENDING WORKING CAPITAL 655,132 910,209 849,988 561,314 66% 1,042,481 123% 1,910,179 1,060,191 125% 867,698 83% Difference due to no contingency amount BLACK BUTTE RANCH SERVICE DISTRICT PROPOSED BUDGET FISCAL YEAR 2022 BLACK BUTTE RANCH COUNTY SERVICE DISTRICT 2021-2022 GOVERNING BODY (DESCHUTES COUNTY COMMISSIONERS) Anthony DeBone, Chair PhD Chang, Vice -Chair Patti Adair, Commissioner MANAGING BOARD Position 1: Current BBRA Board Member Mike Gemmet Position 2: BBR Non -Resident Property Owner Jeff Swan Position 3: BBR Resident Property Owner Rikki Godde Position 4: BBR Resident Property Owner Judy Osborne, Chair Position 5: BBR Property Owner John Lyda Resident or Non -Resident Position 6: BBR Property Owner Lee Ferguson Resident or Non -Resident Position 7: BBR Property Owner Rosemary Norton, Vice -Chair Resident or Non -Resident BUDGET COMMITTEE Anthony DeBone, Chair Phil Chang, Vice Chair Patti Adair, Commissioner Rick Hartnack Rosemary Norton Nora Ellison ORGANIZATION CHART County Commissioners Governing Body Service District Managing Board Chief of Police BBRA Board of Directors BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2021-2022 BUDGET NARRATIVE BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2021-2022 Budget Narrative Department Description The Black Butte Ranch Service District is a voter authorized political subdivision of Deschutes County. The Service District began operations on July 1, 1990 with one operating department, the Police Department. The Black Butte Ranch Corporation as well as the Black Butte Ranch Association contract with the Service District for enforcement of Ranch rules and regulations as well as other private services. The Police Department is managed by the Black Butte Ranch Service District Managing Board, comprised of seven Black Butte Ranch homeowners, who are appointed by the Deschutes County Board of Commissioners. The Service District Managing Board has staffed the Police Department with eight full-time sworn members, which includes a Chief of Police, two Sergeants, and five Officers. An Administrative Manager is provided for general office work, accounting responsibilities, project management, CJIS/LEDS management, Police Records management and management of outside contractors. The Department's goal is to provide the Ranch with 24-7 patrol and other law enforcement services. The Department is also involved in crime prevention, disaster mitigation, and planning in cooperation with the Ranch Management and residents to preserve the safety, security and tranquility of the Ranch. Sworn department personnel are certified police officers and function as such within and outside of the District boundaries. Additionally, in emergency situations, the BBR Police Department will provide support and assistance to other emergency service agencies. Successes and Challenges Fiscal Issues and Conditions In May of 2021 The voters approved a five-year local option tax levy at $.65. The $.65 Tax Levy is an $.10 increase from the previous Levy. The Levy represents about one-third of the overal revenue. To date, revenues have held pace with projections. Spending is consistently at or below budget. A contingency of $350,000 provides for uncertainties in the budget, principally in the cost of unexpected capital purchases, healthcare insurance and emergency related costs. BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2021-2022 BUDGET NARRATIVE Significant Issues for the Year Ahead The Collective Bargaining Agreement expired at the end of the 2019-2020 Fiscal Year. Current negotiations are scheduled for mediation. Legislative changes to PERS for the next two years will have a significant impact on our direct PERS contributions and our PERS unfunded liability. The law enforcemeni community, nationaiiy and iocaiiy, is facing a shortage of individuals entering, or remaining, in the profession. Potential legislative changes in liability protections can expose the Service District and its employees to significant monetary losses. Successes During FY 2020-2021 (Goals identified in the Strategic Plan 2020-2025) Strategies GOAL: Continue to advance our professional image • Maintain a good working relationship with other law enforcement agencies to keep abreast of local issues facing law enforcement. o We continue to attend the Law Enforcement Review Committee Meetings hosted by Deschutes 911. Each department is represented and work to improve interagency cooperation. o All officers have attended training in Crisis Intervention Team to improve skills in dealing with the mentally ill. o Chief Kelley is the Oregon Association of Chief's of Police District 13 Representative. o Chief Kelley sits on the Deschutes County 911 User Board. • Maintain a clean, orderly and professional appearance in our dress, the look of our department and our vehicles. o Keep lobby materials up to date and orderly o Met COVID-19 requirements as required by OSHA o Conducted Annual Inspection • Continue our involvement with local and regional law enforcement activities, meetings and civilian events. o Regularly attended 911 Executive Board meetings o Chief Kelley serves as Vice -Chair of the Central Oregon Law Enforcement Services at monthly meetings • Improve knowledge and understanding of Department Policies by utilizing Daily Training Bulletins to stay abreast legislative changes and of low frequency -high risk events • Utilize Police Academy One video training for law enforcement. • We attained Accreditation in April 2017 and were Re -Accredited in 2020 GOAL: Provide valued programs and services to our community • Administrative Manager hosted another "Giving Tree" for the Christmas Season in collaboration with Sister Fire Department • Continued with our Existing Programs BLACK BUTTE RANCH COUNTY SERVICE DISTRICT Fiscal Year 2021-2022 BUDGET NARRATIVE o Maintained Vacation Home Check program o Available Prescription Drug Disposal Box o Available document shredding box • Education & Training Program for homeowners, residents and visitors o First Aid/AED/CPR Training o Concealed handgun course • We remained focused on traditional police operations o Ranch Rules enforcement o Traffic Control o Calls for service o Investigations o Crime prevention o Assisting outside agencies GOAL: Enhance Officer Wellness • Obtained work-out equipment • Created exercise area in the PD for convenient on -duty fitness • Make available support materials at the PD staff • Maintain engagement with the Law Enforcement Chaplaincy Program • Utilized support from Deschutes County Human Resources team GOAL: Be more approachable and improve our communication in our community • We continue to strive to deliver improved customer service • Use handout materials and informational brochures for our various programs and services • Have documents available on the BBRPD website • Maintained our Bike Patrol program GOAL: Maintain fiscal responsibility, accountability and transparency • Conducted an annual review of Insurance Policies • Utilized ODOT Traffic Grants • Utilized SDAO Grants • We have documents available on the BBRPD website o Budget o Policy Manual o Annual report o Strategic Plan • Use spending tracking tools to monitor budget expenditures • Improved Healthcare Services and reduced costs • We keep value as a primary consideration for spending Ref # 6010 6011 6015 6020 6025 6042 6045 6049 6041 6030 6035 6160 6165 6110 6120 6121 6131 6140 6150 6155 7010 7015 7020 7030 7040 7050 7052 7060 7080 7085 7220 7230 7240 7250 7410 7610 7620 7810 Actual Actual Current Yr EXPENDITURES Proposed 2018-2019 2019-2020 2020-2021 Description 2021-2022 J. .... l 91,856 94,165 100,958 Police Chief (FTE 1) 103,500 149,808 153,551 166,031 Police Sergeant (FTE 2) 170,500 1,843 Police Sergeant (PTE 1) 256,191 207,421 228,644 Patrol Officer (4 FTE) 234,500 9,498 14,447 12,500 PTO Payoff 36,000 6,900 5,306 7,200 Certification Pay 7,200 1,538 MOO Ann Firearm Instructor 900 3,760 3,130 3,840 Longevity 3,840 12,538 11,831 25,000 Overtime 25,000 Admin Assist 25,000 Admin Assist (PTE 1) 60,697 57,340 67,080 Administrative Mngr (FTE 1) 69,000 207,188 142,909 220,000 Health Insurance 228,000 Insurance Opt Out 8,994 7,926 9,000 Medicare 9,800 2,292 3,360 1,000 Social Security 3,000 91,890 86,197 26,976 150,000 PERS Employer 125,000 PERS Employee 6% 25,000 541 626 700 SUTA 700 8,658 10,960 182 g 000 Workers' Comp Combined 12,000 - WBF 4 1 d , 0 � 0 MATERIALS AND SERVICES 21,940 35,881 30,000 Contract 40,000 7 Bank Fees 0 746 2,000 Advertising (Pub Notices) 2,000 2,884 845 2,500 Meeting Supplies 2,500 15,504 16,663 12,000 Subscriptions 17,000 17,551 13,974 15,000 Office and Copier 15,000 1,958 0 2,500 Ammunition/Range 2,500 9,116 8,887 9,000 Telephone 10,000 328 480 5,000 Equip (non -office) 5,000 14,272 23,830 10,000 Minor Tools and Equipment 10,000 17,785 20,151 25,000 insurance Premiums 25,000 2,252 482 2,000 Travel/Mileage Reim 2,000 10,286 11,765 13,000 Vehicle R & M 13,000 14,333 11,143 14,000 Gasoline/Diesel/Oil 14,000 55,489 56,016 62,500 Building Rental 62,500 6,697 6,687 10,000 Auditing/Acct Svcs 10,000 0 1,753 6,000 Legal 12,000 4,911 2,965 8,000 Education and Training 8,000 7820 8010 8010 4510 5010 5010 5010 5120 5910 5520 5510 9,433 7,491 10,000 Uniforms 10,000 204,739 219,766 238>500 TOTAL 260,500 CAPITAL EQUIPMENT 25,895 0 40,000 Automobiles and SUVs 40,000 0 0 - Operating Equipment 15,000 25.895 0 40,000 TOIAL CAPfTAL OUTLAY 55,000 350,000 General Operating Contingency 350,000 , ..4 695,266 Unappropriated Ending Fund Balance 859,605 1,144,826 1,046 993 1.280,353 TOTAL EXPENSES 2.604,045 Actual Actual Current FY INCOME Proposed Budget 2018-2019 2019-2020 2020-2021 Description 2021-2022 1,192,051 1,190,648 1,135,410 Beginning Net Working Capita 1,364,162 21,793 20,445 12,000 Prior Year Tax Collections 12,000 Property Tax Collections 1031964 ,,,, 1079469 697,921 BBR CSD @ $1.0499 724,895 432,088 BBR CSD Loc. Opt. @ $.65 448,788 31,296 26,613 15,000 , LGIP Interest 11,000 66,079 41,549 20,000 Miscellaneous Income 30,000 12,000 11,000 12,000 BBR Corporation Contract 12,000 1,200 1,100 1,200 BBR Association Contract 1,200 2,356,383 2,370,824 2,325,619 TOTAL RESOURCES 2,604,045 6/1/2021 -CES Deschutes County Community Justice Department Funds 030 and 355 FY 2022 Proposed Budget Budget Committee Commissioners Tony DeBone (Chair), Phil Chang (Vice -Chair), Patti Adair, Bill Anderson, Bruce Barrett, and Mike Maier Department Staff Director J. Kenneth Hales, Business Manager Deevy Holcomb, Deputy Directors Tanner Wark and Sonya Littledeer-Evans, and Analyst Trevor Stevens The right information, the right offender, the right decisions Budget and Financial Planning County Administrator Tom Anderson, Deputy County Administrator Erik Kropp, Chief Financial Officer Greg Munn, Budget Analyst Dan Emerson Overview: What do we do? Description Age Served Review and. Route Pre -Adjudicated Law Enforcement Referrals Informal (no court) Supervision and Services Formal (probation [youth/adult] or post -prison [adult]) Supervision and Services Community Service Grew Restitution Support Cognitive -Behavioral Trainin€ Behavioral Health Services Detention: Incarceration (prisons (adult) or correctional facilities (youth) Ski Buildin Juvenile -17 X P&P 1 6/1/2021 FUND 030 JUVENILE DIVISION FINANCIALS RESOURCES $8,174,047 1% REQUIREMENTS $8,174,047 1% � ° . � ^ % as�g l" mow✓`. b ^Y rs �"�� � BNWC $1,074,000 $968,507 State $656,740 $601,900 Program $192,000 $176,000 GF-Prevent. $89,500 $89,500 Misc. $36,852 $33,743 GF $6,034,966 $6,304,397 Total $8,084,056 $8,174,047 e g 8 8 & k Mats & Services $ 1,397,627 $ 1,333,570 Personnel $ 5,970,797 $ 6,108,905 Transfers - VEH $ 77,112 $ 55,000 Capital Outlay $ 22,000 $ 50,051 Contingency $ 616,520 $ 626,520 Total $ 8,084,056 $ 8,174,047 3 Overview: COVID Juvenile Impacts 1500 1350 1200 1050 900 750 600 450 300 150 0 Youth 2020 JUVENILE ACTIVITY IN CONTEXT 95 160 91 185 10 55 2 Probation OYA Commit Referrals Warning Informal Sanction* FAA Averages 2015-2020 M 2020 Activity Detention Admissions 10.1 ADP 2 6/1/2021 FUND 030 JUVENILE DIVISION SUCCESSES ✓Fully stood up community supervision in a pandemic ✓Enhance the juvenile division's use of restorative justice practices in partnership with schools and community members, exploring and creating pathways to ensure racial equity for our clients ✓Stabilize OT use by dept. team work CHALLENGES & OPPORTUNITIES ✓Juvenile Detention Facility security upgrades ✓Validation studies from SOU on risk assessments FUND 355 ADULT DIVISION FINANCIALS RESOURCES $8,995,292 3% REQUIREMENTS $9,242,071 3% 8 BNWC $ 2,714,814 $ 2,739,775 State $ 5,674,589 $ 5,520,557 Program / Misc. $ 320,700 $ 319,693 GF $ 285,189 $ 662,046 Total $ 8,995,291 $ 9,242,071 $ 1,678,314 Mats & Services $ 1,923,337 Personnel $ 5,062,565 $ 5,379,503 ransfers VEH $ 97,693 $ 10,000 Capital Outlay $ - $ - Rev Future Exp $ 1,261,695 $ 1,590,254 Contingency $ 650,000 $ 584,000 otal $ 8,995,291 $ 9,242,071 3 6/1/2021 FUND 355 ADULT DIVISION SUCCESSES ✓Case management in compliance with OAR & best practices ✓Next iteration dashboards for officers & supervisors ✓Supervision matrix & data to guide the work we do CHALLENGED & OPPORTUNITIES ✓COVID impact & uncertainty ✓Criminal justice reform legislation ✓Caseload size & improved case management ✓Remote work, dashboards, technology & data for performance management Overview: COVID P&P Impacts 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 Clients 2020 P&P ACTIVITY IN CONTEXT Intakes Monthly Contacts Monthly Sanctions/Intery Averages Prior 3/1/20 M 2020 Activity Monthly Jail Sanctions 4 6/1/2021 ACKNOWLEDGEMENTS '41 Lz,), U a) E F ---- 0) L.-- Li CO b,c) 0 C(---- o.0 -0 4d r0 -0 C '..J CD A-.. 00. il 00 CY NEW MitiinER 'w E 0 4J 0 u 0 u 0) fi 0 0 0 u vOT 41; z 0 0 Zoom Region USA: Managing Change 0 ri u 0 ital services = increased effi 0 0 Via= 0 ciordinati Transportation Systern Plan Update E u 0 E H 4-) (1.3 cu (t) a" E i'fZrenco- 0,1 p1.7,""e3,7Z% LL July 2020 - April 2021 (N. 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CT LL LL LL CD D CD 0) u 0 r- 0 0 0) b4c :0 0 0) 0 L) 0 -CD cu cu 0 LL w -0 rD - 0 -• 0 - C32) 0) c c o rC5 to address future e FY 2021 Special Request by Fund Department Community Development Position Type: Regular Fund 295 Proiect or Position Title Admin Support Technician Description and Itemized Costs The net cost to add this position includes annual salary and the purchase of a laptop. CDD has a location for this position. Describe Specific Personnel Needs 1 laptop Date 3/18/2021 Priority: 3 # FTE 1.00 Salary / Wages 41,540 Benefits 32,483 Position Total 74,023 Materials/Svcs 1,500 Capital Outlay 0 Total Cost 75,523 Revenue Offset Net Cost 75,523 Justification This position will share responsibility for managing the front lobby area, phone calls, scanning and filing. Additionally, this position will assume administrative tasks for the divisions allowing permit technicians to focus on application processes. Funding Source Administrative allocation to divisions Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Community Development Position Type: Regular Fund 295 Project or Position Title Permit Technician Description and Itemized Costs The net cost to add 1 permit technician includes annual salary and a laptop. CDD has a location for this position. Describe Specific Personnel Needs 1 laptops Date 3/18/2021 Priority: 2 # FTE 1.00 Salary / Wages 45,798 Benefits 33,881 Position Total 79,679 Materials/Svcs 1,500 Capital Outlay Total Cost 81,179 Revenue Offset Net Cost 81,179 Justification Under the supervision of a manager and one lead permit technician with 6 years experience, our coordinated services team is relatively new. Given the length of training, complexity of applications and application volume, additional support is proposed. CDD has 3 fully trained permit technicians and 5 with one or less years experience. Funding Source Administrative allocation to divisions Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Community Development Position Type: Regular Fund 295 Project or Position Title Administrative Supervisor Description and Itemized Costs The net cost to add this position includes annual salary, laptop and desk with 2 monitors Describe Specific Personnel Needs 1 laptop, monitors and stand up desk desk Date 3/18/2021 Priority: 1 # FTE 1.00 Salary / Wages 64,443 Benefits 40,001. Position Total 104,444 Materials/Svcs 3,000 Capital Outlay Total Cost 107,444 Revenue Offset Net Cost 107,444 Justification CDD has one administrative manager responsible for coordinated services and code compliance with a total of 14 current direct reports with four new staff requests in FY 22. Both these divisions have grown in volume and complexity over the past few years with increases in volume projected for the next few years. A supervisor to manage the day to day operations along with front line staff will allow the manager time to invest in processes and procedures. Funding Source Administrative allocation to divisions Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Community Development Position Type: Regular Fund 295 Proiect or Position Title Permit Technician Description and Itemized Costs The net cost to add 1 permit technician includes annual salary and a laptop. CDD has a location for this position. Describe Specific Personnel Needs 1 laptop Date 3/18/2021 Priority: 4 # FTE 1.00 Salary / Wages 45,798 Benefits 33,881 Position Total 79,679 Materials/Svcs 1,500 Capital Outlay Total Cost 81,179 Revenue Offset Net Cost 81,179 Justification Under the supervision of a manager and one lead permit technician with 6 years experience, our coordinated services team is relatively new. Given the length of training, complexity of applications and application volume, additional support is proposed. CDD has 3 fully trained permit technicians and 5 with one or less years experience. Funding Source Administrative allocation to divisions. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Community Development Position Type: Temporary Fund Date 295 Proiect or Position Title General Fund Request Description and Itemized Costs Develop a scope, schedule and budget, and explore hiring a consultant team to initiate a multi -year process to update the Comprehensive Plan. Describe Specific Personnel Needs None - consulting contract in 2956250 - Long Range Planning 3/24/2021 Priority: # FTE Salary / Wages Benefits 0.00 Position Total 0 Materials/Svcs 150,000 Capital Outlay Total Cost 150,000 Revenue Offset Net Cost 150,000 Justification Community Development's Comprehensive Plan was last updated in 2011. A comprehensive plan is a tool for planning the future growth or decline of a local community. The plan can be used to address the evolution of a community and often deal with issues related to the appropriate uses of land. Given the growth Deschutes County is experiencing and the last update occurring 10 years ago, an update is recommended. Funding Source County General Fund Request. This is anticipated to be a multi -year project with an estimated total cost of $250,000. Alternate funding source would be CDD's fund balance or use reserve funds. Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Community Development Position Type: Regular Fund 295 Proiect or Position Title General Fund Request Description and Itemized Costs Current practice for appealed land use applications meeting land use requirements, is to send them to a hearing officer at the expense of the applicant. Legal has advised CDD that this is not good practice. CDD proposes a change in procedure in that CDD or County covers the cost of these appeals. In lieu of a current planning fee increase to cover these costs, CDD requests general fund for actual cost of hearings officer services for this type of appeal. Describe Specific Personnel Needs Justification Date 3/24/2021 Priority: # FTE Salary / Wages Benefits 0.00 Position Total 0 Materials/Svcs Capital Outlay Total Cost Revenue Offset 40,000 Net Cost (40,000) Funding Source County general fund for actual cost of service estimated at $40,000 or current planning fee increase of an additional 3.5% Administrator Comments: In Proposed: No bb, ett ct 0 bID .r-4 Trial Assistant in Court . • j 0. 0 b •- 0 e"; vti 7't 2", w 0 U . r . 1 z ;-I cv a 14.4' O 0 — 4 b0 p E-4 I Z • F� C 5 ' cr'S N , bIJ 4 ob �W < U Q w .o P U < cv bb r� 0 ▪ 'Li bt `'4c--d O ibb P-i : "I"'4 -6.4 ;mmi Z •- ?et 1-1 7 E o .44 E o0 O d� a) tip Victi: • cti et bo cs) • o ;,4 5 '2) o r=14 (/) rt% w omt CIJ a-+ u 0 . v.( E-{ . .0 ct 0 Powi . - 4-4 ^^O (71 V C r1 • r1 O c—� W bb w W U "tnj cu � N Q Q Request Summary .5 FTE Intake Trial Assista • 2 FTE Deputy District C!) nagement Anal H N • 1 FTE Victims' Advocate • 2 FTE Trial Assistant II • O u a 0 cr). 4t (i) 0 z a O lei o W L � O O U rmi cu °u4.4 O }L CSO FY21- Requesting five sworn positions 0 O Ocn Cll 0 O ct ct 0 5 a) c w o 0 o ct H Z 5 John Hummel District Attorney 1164 NW Bond Street • Bend, Oregon 97701 (541) 388-6520 • Fax: (541) 330-4691 Grand Jury Fax: (541) 330-4698 www.dcda.us DISTRICT ATTORNEY HUMMEL'S RESPONSE TO PROSECUTORS' CENTER FOR EXCELLENCE'S OPERATIONS ANALYSIS AND RECOMMENDATIONS General Overview The Prosecutors' Center for Excellence (PCE) team was professional, thorough, and insightful in their work and analysis. PCE's operation improvement recommendations will assist me and my team's efforts to be to most effective prosecutor office in the country; I thank them for their diligence. Specific operation improvement recommendations are addressed below under each department heading. The recommendation related to the staff's desire to see more of me in the day-to-day operations of the office is understandable, and something that will happen if we are able to implement the staffing and operations changes recommended in this report. The primary reason the staff does not interact with me on a daily basis (separate from the fact that most employees have worked from home over the last year because of COVID) is that I'm in my office handing budgeting, HR matters, all death investigations, media relations, the development of programs to prevent crime (clean slate, veterans' intervention strategy, emerging adult program, etc.) and the myriad other administrative oversight responsibilities of that can only be performed by the District Attorney. With the implementation of the staffing and operations recommendations contained in the PCE report, I will be freed up to walk around the office and engage with staff. Here is a summary of the additional FTE positions that PCE recommended be added to the District Attorney's Office, followed by my recommendation: • Deputy District Attorneys: o PCE's analysis suggests the office is understaffed by four attorneys. However, they recommend that instead of adding two new attorneys now, the County adds two attorneys and add new positions in other departments. o I agree with the recommendation to add two attorneys, and to add positions in other departments (but if we don't add positons in other departments, I recommend we add the four attorneys that the data shows we need). • Trial Assistants: o PCE recommends keeping the 1/1 TA to DDA ratio in the office. If we add two new deputy district attorneys this would me adding two new trial assistants. o I support adding as many new trial assistants as attorneys, thus I recommend adding two new trial assistants. • Human Resources Professional: o PCE recommends the County adds an HR professional to the DA's office. o I disagree with this recommendation. I will meet with Kathleen Hinman to discuss the best way to address the HR needs of the DA's office. Perhaps a dedicated person in her office to devote a certain amount of hours per month to the DA's office, or a consultant retained on an as -needed basis. In any event, I am not recommending adding a new HR FTE to the DA's office. • Information Technology o PCE recommends adding one new FTE to the IT staff, or that we retain a consultant to help us use our case management software to its full potential. o I don't recommend adding a new FTE to the staff. I do recommend retaining a consultant, and we have a grant application pending that makes this request. If we are not awarded this grant we will assess whether/how to retain a consultant. • Diversion Programs o Our diversion programs are managed by a part-time employee. PCE recommends converting this position to full-time. o I support this recommendation. • Intake o PCE recommends that we add an FTE to our case intake department. They also recommend that we improve connectivity with law enforcement agencies in Deschutes County to streamline the transfer of records from law enforcement to our office. o If we are successful in improving our connectivity with law enforcement, as recommended by PCE, we will not need a new fulltime position; we would only need a .5 addition. o If we're unable to achieve the degree of connectivity that is envisioned by PCE, I recommend we add a full-time FTE. • Victims' Assistance Program o PCE recommends that we fill the current advocate vacancy that that the County adds an FTE position. o I support this recommendation. Page 2 of 10 Specific Department Overview I. Trial Assistants A. Criminal Justice System Training: PCE recommended providing training to the TAs to build upon their understanding of the criminal justice system. Excellent recommendation, and we will fully implement. The process of implantation will be: • Conduct a survey amongst DAs and TAs to determine what education topics would be helpful (completed by 7/1/2021) • Based on the results of the survey work with a senior attorney in office or a designated trainer out office to develop curriculum/training session (completed by 10/1/2021) • Facilitate training to TAs (completed by 11/1/2021) B. Paralegal Training: PCE recommended providing training to the TAs for some legal work such as writing motions and letters, charging low level cases, and drafting jury charges. Excellent recommendation, and we will fully implement. The process of implementation will be: • Work with a senior attorney in the office or a designated trainer outside of the office to develop curriculum/training sessions (completed by 8/1/2021) • Facilitate Training to TAs (completed by 10/1/2021) o We are hesitant to encourage additional training for charging cases and drafting jury charges as this may push the TA's work out of class and could potentially require a reclassification of TA work to paralegal work, which would require a much larger budget for staff. We will do some additional research into job descriptions. If it in fact would not classify as working out of class, then we would develop additional trainings. C. Victim Advocate Training: We recommend fully staffing VAP so that all cases are assigned to an advocate. If VAP is not fully staffed, and TAs have to continue to provide VAP services, we will develop clear polices/process for the required services and organize continued trainings to equip TA staff with the necessary skills to successfully execute these services. These policies and trainings would be implemented and completed by 1/1/2022. D. Auditing Data in Karpel: TAs have already started this process with the monthly report reviews. These reviews are monthly check -ins for the TA supervisor and the TA to evaluate the TAs caseload and the data that has been entered for the month. The current reports that are run are: open case with no future court date, number of reminders, TA case clean up, and TA staff case stats. To improve the auditing process, we will implement the following plan: Page 3 of 10 • Meet with IT to identify other data points that can be review/monitored (completed by 8/1/2021) • Work with the TA leads to develop directive/polices for the new reports (completed by 10/1/2021) • Orientation and training of new reports facilitated to the TAs (completed by 12/1/2021) E. TAs in Court: The implementation of this process is underway. We have identified a handful of TAs that are excited about this process, they will be trained first and then serve as trainers for other TAs as they are introduced to the process. We like PCE' suggestion of assigning each TA a judge. This will likely be the practice we follow for scheduling TAs in the court. The timeline for full implantation is: • Train phase 1 of the TAs on taking notes (completed by 6/5/2021) • Phase 1 TAs train the remaining TAs (completed by 7/1/2021) • Permanent schedule is implemented for TAs appearing in court to take notes (8/1/2021) F. Crime Analyst Training: PCE recommended additional training for some TAs as crime analyst. We need to review this scope of work to determine if it would be beneficial, and if it would result in TAs working out of class. Once these assessments are completed we will decide whether to pursue this recommendation. II. Information Technology & Case Management System A. Old Computer Replacement: PCE recommends replacing old computers. • We have roughly 120 desktops/laptops and have determined that about 10 are either reaching their 5th cycle year or are still running Windows 7, an operating system no longer supported. • Our first priority will be to replace the computers still running Windows 7 by June 1st 2021. • We will be replacing all laptops and desktops reaching their 4th or 5th year after budget replenishment on July 1st 2021 and before September 1st 2021. B. Court/LE Integration: PCE has recommended in several areas to enhance our current interface/data exchanges VVllll other agencies. • The report undervalued the amount of integrations that are currently active. We have anywhere between 3-5 data feeds between each agency that exchange valuable information such as court dates, court numbers, subpoenas, charging information, evidence item information, and officer vacation schedules. • We have had several previous discussions with law enforcement agencies on this topic, and by July 1, 2021, will have a plan to address the whether/how of additional integration. Page 4of10 • We have reached the limits of integrating our case management system with the courts. Unfortunately, at this time no further integration is available. C. Data entry discrepancies: PCE has recommended the need for improving our data entry process through several means. We agree that continuing to work on cleaning and improving our data entry should be a high priority. D. Training/Onboarding: PCE has highly emphasized the importance of improving our training and onboarding process. The office has made tremendous growth in the last year in these areas, and we know we can and must do better. • By August 1st 2021 I will have a much more efficient and structured onboarding process when it comes to our case management system Karpel. • The IT team will work with our internal case management and paperless group to establish case management trainings going forward. E. Reorganizing IT staff: PCE has recommended changing the current organizational structure of IT. In the assessment they suggest "one member of the IT staff should be designated as the supervisor and that person should report to the CDDAs, rather than to the DA". We believe the IT department benefits from having an autonomous methodology and I disagree with the recommendation, however, we believe there should be adjustments in how we operate internally for better accountability: • IT will implement an internal incident/ticketing system. This system will provide clear understanding of incident prioritization, delegation of tasks, and timelines for project completion to both IT and the requestor. This would result in accountability for the IT team while providing status information to requestors. This system will be implemented by July 1st III. Victims Assistance Program The time and task portion of the PCE analysis showed that Victim Advocates work 7.4 hours per day and 36.8 hours per week, which reveals the advocates are working through lunches and breaks to get the job done. A. Replace the Advocate Who Left. PCE recognized that in order to keep up with statutory victim rights obligations, VAP will need to replace the vacancy within the team. This is fully supported. • Although PCE did not mention this in their analysis, there is ongoing need to hire a Bilingual Victim Advocate. We have already worked with Finance to budget for this need in our projected FY 22 budget. (Already Completed) • Once the FY 22 budget is approved, work with HR to fill the Victim Advocate vacancy. (Complete hopefully by June 2021 for an early July start date) Page 5 of 10 B. Hire an Advocate with Clinical or Social Work Experience. In a follow up phone call with PCE to gain additional perspective on this recommendation, it was learned that PCE was unaware that the majority of advocates have degrees in a social service field and prior social work experience. Given the voluminous caseloads, our advocates don't have the time to provide the enhanced direct services that a social worker typically does and PCE has seen in more modernized DA Offices. Overall, this recommendation would be to add an 8tl' Victim Advocate to VAP. This recommendation is supported and VAP will continue to utilize their existing hiring practices to search out the most qualified candidate to join the DA's Office. Victims Assistance will also work towards ensuring staff are spending more time providing enhanced direct services with victims and less time completing paperwork, per a recommendation addressed below. • Work with HR to ensure that social work experience is outlined as a preferred quality of an applicant in the Victim Advocate Position Description. (Complete before posting both Victim Advocate vacancies June 2021) • If the FY 22 budget is approved, work with HR to fill the Victim Advocate vacancy (Complete by June 2021 for an early July start date) C. Contact Information for Victims and Witnesses. PCE recommends a standardized set of questions to get alternate contact information for victims and witnesses in a case. • Currently, Karpel (our case management program) limits our collection of contact information to the standard forms of communication (Phone, address and a singular email). We will ask the Karpel programmers to consider updating the software to add a social media contact information field, as well as a way to document more than one email address. (Complete by June 2021) • Discuss victim contact information collection and documentation at the Oregon Victim Advocate Karpel User Group Meeting. (Complete by June 2021) • Discuss contact information collection and documentation at the Paperless Team meeting to see how we want to address collecting and documenting this information up front while there is no designated space in Karpel. (Complete by July 2021) • Draft and discuss office policy around contacting victims and witnesses through social media outlets (Complete by September 2021) D. Outreach to Witnesses. PCE recommends that VAP be staffed at a level where they can provide services to witnesses who are experiencing trauma, but are not designated as victims within the criminal case. In a recent phone call with PCE, they provided clarity that this recommendation can only be accomplished in conjunction with their other recommendations regarding streamlining documentation in Karpel and reducing some advocate work on restitution to free up advocate capacity. This is a long-term goal for VAP. • Survey DA and TA team regarding the scope of how many witnesses they foresee VAP needing to connect with (Complete by 10/1/2021) • Meet with VAP team to strategize ways to manage new caseload and document these contacts (Complete by 2/1/2022) • Update VAP policy and procedure manual (Complete by 3/1/2022) • Slowly assimilate highest acuity witness contacts into VAP caseload starting April 2022 Page 6 of 10 • Create report to closely manage requests for witness contact to determine workload needs and capabilities. (3/1/2022) E. Survey of Local Service Providers. PCE recommends that VAP maintain a list of local resources in the office to provide to victims. They also recommend VAP evaluate the effectiveness of service providers on the list. Given each victim/survivor reports a different experience with service providers, an evaluation of the effectiveness of outside programs would be too time-consuming to be completed by our team (and outside the scope of our expertise). • VAP already maintains a list of service providers which is stored on the shared drive for advocates to access and update at any time. • Create a formal calendar for reviewing and updating service provider list (Complete by 7/1/2021) F. Regular Meetings with Service Providers. PCE recommends that VAP host regular team meetings in which local service providers can attend and share their services. • VAP already hosts regular unit meetings in which local service providers attend and discuss service provision. (Already completed) • VAP will establish a monthly calendar for 2022 unit meetings to ensure we host at least one service provider a month (Complete 12/1/2021) G. Training for VAs and TAs. PCE recommends VAP and TAs attend regular trainings on working with victims and witnesses in a trauma -informed way. A training on safety planning was also recommended. • VAP attends regular ongoing training in which topics frequently include Trauma Informed Service Delivery, Vicarious Trauma, Safety Planning. (Already Completed) • VAP will extend future invitations for training to Kara Palacio, TA manager for her determination on whether or not it is appropriate for her team to attend. H. Automating and Streamlining VA Work. PCE recommends investments be made in the documentation system to streamline VA work and reduce extraneous documentation. • Manager will meet with the Oregon Karpel Workgroup to discuss streamlining capabilities. (Complete by June 2021) • Manager will work with our IT team to write enhancement requests for any streamlining option not already existing in Karpel (Complete by July 2021) • VAP will work with IT to determine if there are any existing capabilities within Karpel that aren't already in use (Complete by July 2021) • Manager will work with IT to determine if any additional work-arounds can be developed outside of Karpel to enhance/streamline victims' services. (Complete by 1/1/2022) I. Training Legal Staff. PCE recommends a training be offered to the DDA Team surrounding services provided by VAP. Page 7 of 10 • Survey will be sent to DDAs to determine what information they would like to see contained in a training (Complete by 12/1/2021) • Deliver a training on VAP services to legal staff (Complete by 4/1/2022) J. Improvements to Restitution. PCE recommends designating an attorney as a point of contact for restitution coordination. Given the vertical prosecution within the office, it may pose additional challenges to have a singular point of contact to make decisions regarding restitution on other attorneys' cases. However, it would create consistency for both the VAP team and the courts to receive consistent restitution information from the DA's Office. Should the DA's Office designate a Legal Restitution Coordinator, VAP will work with that person to streamline restitution processes. IV. Chief Deputy District Attorneys and Deputy District Attorneys A. Chief Deputies not carrying a caseload/ Clarifying roles • The volume, scope and breadth of CDDA work results in a situation in our Chief Deputies are deciding what can wait to be done each day instead of focusing on what needs to be done. An occasional day of not being available for DDAs is not problematic, but the Chief Deputies have been consistently less and less available for management and supervision, negatively impacting the quality of their work and supervision. With additional staffing and implementation of related recommendations, we can implement Chief deputies not carrying caseload, and moving to more of a management/supervision/quality control/mentoring role within 45 days. • Clarification of Chief Deputy roles and reassignment of tasks would utilize the experience, knowledge and judgment of the Chief Deputies and allow them to be more available to the attorneys. The Team Leads recently provided feedback that many of the DDAs don't seek guidance from the Chief Deputies because they are perceived as being too busy to assist them. The recommendation for office hours and time to check -in with DDAs is something we want to implement. • Implementation of this recommendation would allow the Chief Deputies to engage in many of the other specific recommendations in the assessment (e.g. evaluating productivity of DDAs and efficacy of programs; Policies and Procedures; complete/additional electronic evidence) and protocols for on -boarding new attorneys. B. Change Team Structure • The analysis of confidential feedback, objective data of time tracking and Karpel data, and the experience of PCE led to this recommendation. With careful consideration and inclusion of the office as a whole, this recommendation is supported. Implementation, if done correctly, would take 60-90 days. Related recommendations, including how intake is assigned are supported. Page 8 of 10 C. Data Metrics to assess workload (management reports -caseload dashboard) • This has been a longstanding request and some work has been done to date, but changing case management systems, availability of IT staff due to their workload, and Chief Deputy workloads has prevented the development of productivity metrics and dashboards, establishing the accuracy of DCDA data and the ability to audit the data. This recommendation should be implemented immediately after a determination of what data set is reliable and accurate. D. Team Leads as Supervisors (docket)/Evaluations by Team Leads as Supervisors • Team Leads should be supervisors. The current system is cumbersome, inefficient and compromises our ability to share information between Team Leads and CDDAs. To provide full support to, and supervision of, DDAs, Team Leads should be supervisors not leads; Team Leads are in a better position to evaluate performance of DDAs. The supervision ratios for the Chief Deputies are too high. This recommendation should be implemented immediately. o A complicating factor may be removal from the district attorney union, which should be considered and discussed with the Team Leads and the association prior to implementation. o The new employee evaluation process was created as part of a workgroup involving DDAs, VAP, TAs and supervisors. We have received positive feedback on the process. E. Hire/Contract with HR Professional • We're confident we do not need a full-time HR professional employed by the DA's office. We will discuss with Kathleen Hinman whether additional HR resources are needed in the DA's office, and if they are needed, whether this is handled by her office, by a part-time employee, by a consultant, etc. F. Management Training • Training the management team, and the adoption of consistent management approaches, is fully supported and could be implemented once the office structure is finalized. G. Office Morale -Boost • Implementation of the recommendations contained in the PCE assessment will likely result in a boost in morale. Some of the specific recommendations can and will be implemented immediately. • Other recommendations such as more office space and remote work would boost morale but may take more time. Page 9 of 10 o The impact of the understaffed court on DCDA is noted in the assessment; supporting the effort to fully staff the Circuit Court, and providing the Court with additional and separate office space will also positively impact DCDA. o Retaining DDAs, reducing workload and performance; and training is intensive, time consuming, and necessary. V. Office -Wide Considerations A. Work Space. PCE recommends more space for staff and for teams to sit in close proximity of each other. We support and agree with this recommendation, but our existing workspace has reached its capacity. To implement this recommendation, we would need to do the following: • Request usage of the stone building until such time the Justice Center expands opening up the second floor of the courthouse for the District Attorney's Office. • Upon approval for the continued use of the stone building, create offices and cubicles to accommodate a team from our office. • Desk sharing is not feasible with current work requirements. DDAs frequently need to be in court on the same day. DDAs and TAs both work confidential cases which require personal space due to CJIS and confidentiality requirements. B. Morale. PCE has recommended several ideas and activities to boost morale in the office. Some of these activities were in place pre-Covid. We will focus on re-establishing these activities and additional ideas as employees return to the office: • Create a "Make It Better" committee including at least one person from each department to ensure equal representation. This committee will assist the Office Manager in creating workplace activities and morale boosting ideas. (Complete 9/1/2021) • Plan employee recognition picnic (TBD COVID dependent) C. Public Records Requests. PCE has made no specific recommendations for this position, but acknowledges the expected increase in workload in the near future. PRRs are handled by our half time file clerk through additional hours. She is currently averaging 35 hours a week. Given the timeliness requirements of PRRs, this work continues to take priority over file clerk duties. As additional requests come in, a more permanent solution will need to be determined. Page 10 01.10 District Attorney- 0011150 Special Requests: Supervisor Position Step Estimated Cost Notes FTE/ 2 FTE Deputy District A Trial Assistant II 3 $223,433.16 This includes the .5 FTE intake Trial Assistant. 2.5 FTE Management Analyst 3 $96,997.00 .75 2 Supervisor Deputy District Attorney Supervisor N/A $16,568.04 This is eliminating 3 lead assignments for the DDA's and reclassifying 2 DDA positions to DDA Supervisor positions. The calculation is based on a Step 7 N424 + .5% increase due to some staff pay being over salary already. Total $658,998.20 Onboarding Estimated Cost (see attached breakaown): $46, Total District Attorney Estimated Request: $705,468.20 Victims' Assistance-2121150 Special Requests: FTE 1 FTE Position Step Estimated Cost Notes Victim Advocate 3 $92,900.00 Total $92,900.00 Onboarding Estimated Cost (see attached breakdown): $3, Total Victims' Assistance Estimated Request: $96,850 DDA and VAP Total Combined Request: $802,318.20 Bar Dues District Attorney Fund-0011150 Victims' Assistance Program-2121150 Dues-450010 Software-440350 $ 1,400.00 Victim Advocate $ 860.00 1,400.00 $ 860.00 Education/Trainings-450040 Computers-460610 District Attorneys $ 2,000.00 Victim Advocate $ 2,340.00 Trial Assistant $ 400.00 $ 2,340.00 2,400.00 Education/Trainings-450040 Software-440350 Victim Advocate $ 750.00 District Attorneys $ 1,368.00 $ 750.00 Trial Assistant $ 2,580.00 VAP Total Request $ 3,950.00 Computers-460610 District Attorneys $ Trial Assistant $ 3,948.00 3,938.00 7,020.00 Furniture & Fix-460640 District Attorney $ Trial Assistant $ 10,958.00 13,082.00 13,082.00 Office Supplies-460140 District Attorney $ Trial Assistant $ 26,164.00 1,000.00 600.00 $ 1,600.00 DA Total Request $ 46,470.00 0 (D v) S r+ rn (1) x (/' co n 3 o -• c = = rD � cps v A w NJ 0 a) CI - a) N (D (D C 0 Oq r+ (D 0 a, (D 0 r+ (D C7 (D A r+ (D n O r+ 5. a) m x 0) 3 (D (D 0 (D 5 r+ (D 3 N a) (D 0 (D r+ a) r+ 0 C cn (D 0_ 0 -S 3 CT' as a fD fD N aDgJo lag pasolp ays rt (D 0 CU .3 a<) r+ (D v CU —S a) rt. r+ (D CO (D a 0 77.3 1 0- ' r- P 0 N O 1-4 (D ((DD 0) m 3 (D Cr N ((DD N a) N —i, a) sZ Q SZ (D O O >S fig (D a) 713. 3 ET N a) 3 as 0 rD (D 0 v m x a) 3 rD N 0 (D CU N 0 r+ a) (DD O a) a a) m Cfq CD r-fi r+ N A (D N O N (D Ft) C r+ D 0 fD C a) N a C a m 0) < - (D A 5 0) < (D (D v rt r-fi O � N ((DD 0 m rr+ x 5' (D aq O_ Z 0 rD m 0) (D a) Cr' (D N V+• CU x. 3 CU r-fi • CI CU cu" (D _f r- rt O ▪ : -+, O • 3 O O 0 N 70- = N O N r+ • C O Q a) 3 (D r+ r+ cx) 0_ O s 3 fD 3 • (D . • 0 N (D r• 01• (D -o O -O O (7D �• —h v (D• Cu _• N r+ N-+ v 0) • A • CD (19 r+ -0 0 fi a) 3 fD 3 v, N0 • 3 a- rt) lD emt w N fD • O ram+ O r 0 f z fD �• — 0 0 > CU < I ca. 3 fD C H 0Q Cu r+N a) O O r O "0 0 m 3 ED, rr+i A f' N ▪ St � ••n NO (D (D Q Z (D CD k A '^ a—) m - x • N n) 3 O (T.N a_ 5' ✓ rt (D 11) • D o 1-1 rrnn << O C tin• rfi N (D r+ (D rr+ O Q N N y 0- O C O - '+ O O xm e1 O C a) crci0 S 3 (D cu a: rD < (D a) -t ((DD ) (D a- +n fp (D rD o rn CD r+ CI N `C a) O 5. 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Des h tes cowItV Budget Chair Review agenda changes and follow up items 9:00 - 9:30a€tt:as:r t::41..1=: Judge Fadeley Fund 220, page 102 9:30 - 10:30a [)est uto, Ciou ay 9 I 1 S arvfr Di tr .t Sara Crosswhite Funds 705 & 710, page 537 Open public meeting. Chair Introductions. Budget discussion. Special requests. Capital requests. Public comment. Motions to: 1. Approve Deschutes County 9-1-1 Service District operating budget of $19,125,205 and set tax rate at $0.3618 per $1,000 of assessed valuation (Fund 705). 2. Approve Deschutes County 9-1-1 Service District Equipment Reserve budget of $8,957,988 (Fund 710). Motions seconded. Budget Committee votes Close public meeting Chair 10:30 - 10:45a 10:45a - 12:15p yid: it'd "lice Sheriff Shane Nelson Sheriffs Office - Funds 240-256, page 109 Countywide Law Enforcement District #1 Fund 701, page 130 Open public meeting Introductions Budget Discussion Special Requests Capital Requests Public Comment Close public meeting Sheriff Shane Nelson Chair Chair 12:15p 12:15 - 1:15p 1:15 - 3:O0p 3:00 - 3:15p 3:15 - 5:OOp 5:OOp FY22 Budget Committee Agenda revised 06.03.21.docx Rural Law Enforcement District #2 Fund 702, page 132 Open public meeting Introductions Budget Discussion Special Requests Capital Requests Public Comment Close public meeting Road Do}i;.'kr4.j� Funds 325, 328-336, 680, page 232 Sheriff Shane Nelson Chair Chair Chris Doty Road Department Fund 465, page 260 Chris Doty Solid Waste, page 273 Timm Schimke Near -term Capital Improvement Plan Anderson/Munn -Fund 060 General County Reserve, page 488 -Fund 463 Campus Improvement, page 444 Break Facilities, page 1123 Information Technology, page 515 Property Management - Fund 001-2550 Operations, page 399 -Fund 090 Project Development, page 485 - Fund '140 Foreclosed Land Sales, page 4U2 Lee Randall Ioe Sadony Kristie Bollinger Chair 0 u v imec cu 0 .-1 r--� o , , o �UU©o N . 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O L. to Li - a)Ni Ol O: J W LL ON Q: LL I� LLL W Week 2021 National Telec O ,1; c� H - FY 2022 Budget Presentation - N o N 00 N LO 00 00 (01 M O M CO e-1 O M 00' M L Total Operating Budget FY 2022 Percent Change from Prior Year Projected District Reserves at 6/30/21 Projected District Reserves at 6/30/22 Months of Reserve: 3.7 Proposed Property Tax Rates per $1,000 AV $1.25 Maximum Tax District 1 $1.55 Maximum Tax District 2 Added Blue -Line Safety Zone in La Pine • - FY 2022 Budget Presentation - Worked with agencies to reduce jail population • Keep most dangerous in custody • Prevent COVID-19 • Upgrade to the exterior facade and windows of our main office • Completed trial and began Body Camera and In -Car Camera Implementation • Storage Upgrades • Strategic Plan is updated • 2001 - Current W n� W n>W N Ci X 03 O O cc J- J n� W co c c .o o E E m N i/? c i/} N O N CO N 0- .- E O. v, Lfl A • f0 N cc co c L � • L • C O a) a N v c O a 1- 0 a) CC c N • • • Decide to freeze Sheriff's Office Portion • 0 0 N ci O N mrl 0 O N N O N O N O .-1 0 N 01 0 O N 00 0 O N N 0 O N lD 0 0 N to O O N O O N m 0 0 N O 0 N 2002 - 2014 0 N County Revenue Sheriff's Office Revenue ❑❑ O O O O O O O O O O O O N i-i 0 O1 00 N ID tin c m N ci ri c-I r-I SUOIIIIIN 2001 Current CU CU co X E 0 0 cc w co County Revenue Sheriff's Office Revenue ❑ ❑ 0 0 0 0 0 0 0 0 0 0 0 N rl O Ol c0 N lD it d' m N e-I ei ei e1 SUOIMIHA FTE Growth CD U 4- 0 Growth and Sheriff's c 0 co 0_ 0 FTE Growth CU U 4- 4- 0 cn 4- 4- CD V) c CO S 0 0 C 0 (0 0_ 0 0 rL V W LL Q) U 0 cn 4u -13 co 0 s_ (7 c 0 co Q 0 cL FTE Growth a) V 4- 0 V) 4- ▪ i N 7.3 0 V 0 0 ^ Cl_ 0 O N 00 0 1 O N <--1 0 O O O O O N e1 O al 00 0 O O O q O O I� lD r11 c1' m N c-I O FTE Growth U 4- O N 4- 4-- • i t/) c CO i O L- O CO Q 0 O O o 0 0 0 0 0 0 0 0 0 0 N i--I O Q1 00 N O m N 0 uJ LL Q Ln Forecasted Annual 0 CO 0 Room Tax - A 0 0 N ai c—I to d• O O N N co O CO O d•Ln co Lr r M in in in. 00 to 0 rl N O O cr d m t�f) I in in- in. 0 0 0 O o 0 0 0 0 O Q1 I- .o V1 ct •N 00 rn r1 X ra 0 0 ce 4-J O ui in- 4-, co ro 00 u_ ro 00 O .- `~ -1--i aA CO U X ro 1 ) a) . (0 co L N a) CO L CU GI r-1 U- c m r-1 0 4-1 0 r-I E O 1- v U d) CO a) a--+ cc Reduction of Excessive Reserve Balance 2019 — 8.5 Months of Reserve • 2021— 4.8 Months of Reserve • X co 4-1 O O OC •_ V) co -o C0 a) CO CC Co CC 0 tn- CO 00 LJ- 00 O LL E 0 s- 4- tio ra s U a) co E a) v 4-+ CO a) s Reduction of Excessive Reserve Balance New TRT Revenue transferred to Sheriff's Office $ 3,151,787 s 00 N o m in $ 3,651,787 n 00 n o m Increase to Transient Room Tax o $ 250,000 $ 500,000 0 0 0 0 Ln h AV 000'r$ Jad a}ea xel o 1- N m wZr m .:r m Change to Rate Increase $0.06 Increase $0.03 2019 - 8.5 Months of Reserve 2021- 4.8 Months of Reserve • $ 0.06 increase generates CY collections of $528, 675 • $ 0.03 increase generates CY collections of $264,337 • and the Illegal Marijuana Unit 0,000 covers the Tax Increase z a) U 4-) z co - z D o z E z Q v) a) V > z v) a) CD . aA .z 4- 4J • . U Q � U 0 a) cc Water Heaters 0 (� cu O = i Cl } CO C E Qo CO U O u D _ + >. co N a) +• s_ CC • U E co co 4-P U U U › =� CO O -Q a v) J D r= J uJ Q T U 2 z Q F- 0_ Q U u) v) c Q 0 E4J co c U = -1—) a) CD 44— O co V (%) Q V = C -0 CU = Q 0 More Accessible 1 Easier to Process Reduce Liability CAPTAIN PAUL GARRISON • 0 C6 L E CO cn 73 C CO CO 0 Q CO E CD -0 0 E o_ U 03 D U U Ot. ID cU it CO CI. • . z 0 cc L9 J cL z Monthly Traffic Complaints o 0 0 M M (NI N a --I r-I a � Q � U c +-- E •Le' as 0 U 03 a) U < I— I- 0 z U 0 2 .fl N LL C CO Average increase of 3 to 4 calls per day! s N 4J Cr a) co 0- N N 0 N LL 0 Total Proposed FTE - FY 2022 Budget Presentation - 0 Changes from prior -year budget 0 0 0 % -1 NI N Digital Forensics Detective Patrol Deputies — CATT Patrol Deputies N Ol M N Ln iJ} z 0 -J W z W z LL U- W 1, co cu s 1 co cu CU N v) .0 - FY 2022 Budget Presentation - Reductions in Funding • CU E E a) O au 4- E o 4J 4- co a) CID CO y- CO CO V) J • • • FY 2021 Special Request by Fund Department Sheriff's Office Position Type: Regular Fund 702 Proiect or Position Title Detective - Digital Forensics Description and Itemized Costs Describe Specific Personnel Needs This position will be part of the digital forensics team, but with a specific focus on body camera footage, storage, and redaction. Between these responsibilities and general help for the team, this position will have more than enough work to support an FTE. Justification Date 4/8/2021 Priority: 1 # FTE 1.00 Salary / Wages 89,365 Benefits 52,307 Position Total 141,672 Materials/Svcs Capital Outlay Total Cost 141,672 Revenue Offset Net Cost 141,672 Funding Source This position will be funded by revenue from the Rural Law Enforcement District #2, split 80% 2553450 (Patrol) and 20% 2553350 (Detectives) Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Sheriff's Office Position Type: Regular Fund 702 Project or Position Title Deputy Sheriff Description and Itemized Costs Describe Specific Personnel Needs Two Deputy Sheriff positions, designated as members of the Community Action Target Team (CATT). The average time a deputy spends at each call has increased in recent years, causing the available time for officer -initiated contacts to drop, often by a factor greater than one. CATT members work with the members of the community and focus on specific areas and issues. This dedicated time initiate the contacts that directly increase the livability of Deschutes County. These two positions will also fill out Deschutes County's first complete CAT Team, providing additional efficiencies for shift coverages and overtime. Justification Date 4/8/2021 Priority: 2 # FTE 2.00 Salary / Wages 129,806 Benefits 86,325 Position Total 216,131 Materials/Svcs Capital Outlay Total Cost 216,131 Revenue Offset Net Cost 216,131 Funding Source These positions will be funded by revenue from the Rural Law Enforcement District #2 and other revenue from 2553450 (Patrol). Administrator Comments: In Proposed: No FY 2021 Special Request by Fund Department Sheriff's Office Position Type: Regular Fund 702 Project or Position Title Deputy Sheriff Description and Itemized Costs Describe Specific Personnel Needs As the average time a deputy spends at each call has increased in recent years, the available time for officer -initiated contacts drops by a factor greater than one. The extra time per call, in addition to the continued population growth and tourism growth in Deschutes County has created the need for 2 additional Patrol Deputies. Justification Date 4/8/2021 Priority: 3 # FTE 2.00 Salary / Wages 129,806 Benefits 86,325 Position Total 216,131 Materials/Svcs Capital Outlay Total Cost 216,131 Revenue Offset Net Cost 216,131 Funding Source These positions will be funded by revenue from the Rural Law Enforcement District #2 and other revenue from 2553450 (Patrol). Administrator Comments: In Proposed: No s 10= 0 11 73 I C C) CD e-N 4-1 CU 0 a co 0 `0J) 0 •—, 0 I— LL 0- 4.4 CCS 0E a) E,VEEEEEEEEE,Cin. EfEIEEll cN CN >- 0 CI) 0- ortation N N a) ttO ca V O 2 ortation • • th • co a) _ O c Li) a) (0 o o: O O LL U) U) U _ _ O O 0) (J) X = E a o: • W • • p N _ a) E a) a) a) a. N O . E O a). ifi 0EEC c co o. 111 m LJ.1 • ii • Ma a) a) a) _ N O LL • (1)0 0 E cp (r) C*; 0 0 t) Cr 2 U. Da..1911 0,52(22a isA Fd 0 0 E 0 9 1) h 0 0 Ra. a.) 0 0) ?:t,v,mg,ev-it-100 itt 9 coQ E Lc) (/). 2 -A" E 0 cq 0 LL 9LL — 0 Eo tk.0 TS 0 C 0 U- (f) (C) 0,4 9— r< a TA 0 0 ° C AMIAAA `-* 40.0 ca co E c LIJ 11111111C fo !AA tr) E CD cr (1.) cp co z E X a -0 g?) > 2 c a- 0 0 C.) E Chi 0 s; dr: 0 OVPORAAMIS,,i-W ca 0 E 1) E 0 E 0 0 0 N 0 0,6 0 0 0— H ro 0 (5 0 0 .6 > (3) f- NA-4 .";•=`,'W,"‘t1','•, • '14-Algoilm,„,„4„, • 0 0 +.4 fr saaAoldua3 emu pi CO+ CY! CA .7,,;;otygtwatee.gat, tO:tt'tttxtt,tt, t 4 tt. ,0,,WW:ttg,tattt i,Vtr a 111 (IAls) uo!le00111/ APIS • 4 0 CC t 03 earn Qc1 E 0 0 Q) 47-1 CD E E 0 17) nvest 0 cn 0 0 0 0 0 1) f a 0 E 0 u 0 0 0 CI) c ect 77) +., •c v 0 cr t�i1 0 in 0 0a1 111. LEPLACEMENT VEHICLES Vehicles / Pickups IUpfit/Body Sub -Total 0 . CD rrpa CD c c, E TA CI Oa w 0 k.r) r-i m v> poo'sE$ 0 0 0 I, cn +n 0 0 0 to 00 4.1 0 0 0 00 tr1 tr> 0 0 0 O r-I 0 0 in Li' N _ 0 0 o tr) .-i 0 0 0 0 l0 VI -to 0 0 0 to 0) 0 0 0 tr1 00 0-6- 0 o 0 0 O N Ql N 4" poo'ZEL$ o O in ap aO rl 4" WEW EQUIPMENT (Slide -in Sander Variable Message Board (2) Guard Rail Cleaning Attachment Asphalt Reclaimer Toolcat UTV Loader Scales Sub -Tots (REPLACEMENT EQUIPMENT l 12Ft 2-way Snow Plow Asphalt Distributor Truck Small Anti-Icer Spray Truck Paint Truck Chassis Small Excavator (replacing backhoe) Anti-Icer Tank and Spray System Brush Chipper Sub -Total Vehicle and Equipment Total 51%inFY21 and sustainable transportation system. ecc is cost-effective and efficient. is cost-effective and efficient. ,::ga2ZSMMZBSSFMWMIZSMSigttMtaiSEMMESISMMta „: IR I • E E 1/1 ■ 5-Year CIP annually adopted by Board of Commissioners P used for internal planning ■ 10-Year C ■ Categorized into 4 programs: 11 al 1 111 0 z Il. a. 0 a 0 N 0 N >I- WI I I Z a. o 0 cc o� zo d' LL N Z_ M 0 N W co (1) 0 n CC Q W 1 LO CO N 0 N 1 N N 0 N LL 03 N Ti l-1 00 N. 40 a o E w 1 LC) co N 0 N i N N 0 N >•• LL ;Jal9 Ell001:2114115] i ri N 0 N >NN U. ntersection Improvement 73 ct O d Bend Redmond Hwy/Tuma 0 w rx 0 Li w m 'R• E T"J M101:011111C ovement E Redmond cc w — LL Q ZIP 011teg • MPLET rl N 0 N mprovement ntersection 0 E Redmond m 0 ■ Construct roundabout ■ Intersection illumination • c O b� M LO t0 N Li) N CY) I' vi (.M LO O) O: Li) O T rl e'I (� -a N LO d' 00 0 01 N I� 0) m tot.tot 0 O O N c N 'OD =00 O O vs O r1 N CD'- O O O > >, N N N = >- >- ›- O 1 .I Li- m LL. L.L. ■ 0 ■ ■ ■ 0 F ■ FY 2021 R▪ i ▪ 0 ■• •R• E T� AMPLE 1 vi 0 N U. >NI mprovement 0 0 4-0 0 0 o R d/Tu m a co E 1-- 2:1011*Ilig L I MPLE cmi CN 1 CN U.. 4-0 a) E a) 0 1:2. E ntersection 0E 0 co 1- 0 E 1- -c; tx co „AMAMI Scope • Construct roundabout • Intersection illumination CY) N- 00 CD ILO N CIO 0) 0) (0 grt N N ri 00 LO N 0 CO e-F *ft VI to to 44. co o N 0 • 0 0 N N N >- >- >- u. LL. 0 • • • • FY 2021 2aD LD I 1 I r'I N 0 (NJ as a) a) 0 E a) cn a) Q O U a) 'oA c0 —co 1.. a) (o a) 'OA so a) c) co O. a) CC ■ Concrete Wearing surface reconstruction U 00 rl LO rl 00 0) Ln rl 0 1� O rl o0 o o oo O� 1- r! rl LC) 00 c a) E a) U Q O vi a) rl N N 1 - 0 0 0 NNN t0 O >- >- >- O M N LL LL- LL • ■ O • • • ■ ■ V) 0 almov Hwy 97 to Venture Ln 13 z c (1) 0 0 c cci 0_ as 0 06 ■ 3" pavement grind Multi -use path improvements $ 450,089 FY 2021/Tota N o ■ 0 TRIAlltoW ROW** I 1 1 ri 0 N as a) > 0 4-, c a) E CD > 0 a 0 CT. M 0 C) . ■ Shoulder repair 4.0 cn 0 0 FY 2021/Total - • ;1:WI tot �� LW-WILMA IC 0 N CO U c 0 0 E > 'GA ca a) m 4)' ) 0. = 0 0 ■ N CD (1) 401) c Ca Lakes Hwy. t0 1• d' M e1 FY 2021/Total - N 0 ■ U i tO i5 CD V 0 cn 0 0: o ▪ o 11) 1 0 N bA ▪ N c 0 u) U ca a.+ u) N 0 N C) ■ 0 ■ ■ t/) U FY 2021/Tota 0 2kTeIell'MESI V V 2 0 W c J A a-+ 0 0 4) m 0 0 0 (5 0 ■ 3" Pavement Overlay ■ Construct centerline rumble strip ■ Delineation Estimated Cost O c c 1 -0 c O To +N in 0 .1 M ti O Q- d- co O O 0 E d' O 4 — co O I.- In " a)N LO N — O � � O tfl* t a 'v -a ++ O c ++ co Q N — O Y ) cN N v N c A N , ca N O to O N Y —, N + N cn o 'a >- a.+ O Li-H .v o O N E to (1) FY2021- "• RE 49 mprovement Rd to US 20 0 as irX c.) intersection at US 20 0 0 G) O O O c O N N N O C4 O O To Q- i O 40 to to N E Contract awarded • R Ce1114.V z 0 1 Ti O N mprovement NE Negus Way & a)< ▪ a o O_ o CO E0. a.' O rl N a)j a N N N • 'an 0)0 0 0 0 Z ca dp N N N Tri 0 (a C) ■ • • N • • ■ ■ 4-' (/) W t/) ■ Bid opening - May 26, 2021 ;J:i•IH:»'1:a z ec 0 1 Ti O N 14. CD i 0 N v c as c 4) c 2 m 0 i ccs ^o c.") i L v, u) .a CO 0 L 0 oo „- O E a) H N = a; U iji N E 0 a-, No 0 O u • _ N U ■ N To U Estimated Cost FY 2021/Total - thDYCI !1 *:1� Z Cr 0 i ri N 0 N U. >El a 0 a z Q Cl- 2 UJ co (1) a c o N a) NN z N I- Y :a N O 0 p oo O 00 a) = Q, LO ri CO N O N O LA tLi A N 1- = = -p M 00 ei as O ar CO O d' N O Ct is a. ca O N a.: O CAAER if} a) Zao .I...4- _ __ = O bin o a) �y U U .4... O ILi . — r N O >>. - > � +r +' = N W CD m a) 0 0. = a) aG -o 'i en= 2 E Q= co m = 4-0 . l O ca > O 0 = a C.)3 = �, = 0 O = a) O a.. a) = U �- a) _ , as'OJ) CD= .0 v>- O = N N o..3 O a) ++ D. •= O = p O= N N Rf 4-0 i N •• U> a) 0 Ca.4- U O 4+ U) O Q s .- - Q. ++ U- L1. it ++ Li-O inca U • ■ ■ ■ O • ■ ■ ++ • • (A c.) cn r I;JTsJI*sU O. N N 0 Nil- >- AMOUNT $ 10,000,000 $ 1,250,000 $ 2,363,532 $ 108,510 $ 1,716,142 I_D c000 Ln 1f Lf -1 t4 $ 671,000 $ 6,700,000 $ 150,000 8 gym°° 0 v-t N to O) t/) 3 l0 t/} $ 310,838 § i88 N in- § (NI t/) § L11 t/? 1000b0S $ g§§§ 488N Isis M hf in 1-1 tn. .-1 tn- to $ 275,000.00 0 Ln t4 $ 279,575 I §§ 00 tn. VT FY 2022 PROGRAM TOTAL $ 884,575.00 (PROGRAM (PROJECT TERREBONNE REFINEMENT PLAN/PROJECT US20: TUMALO MULTI -USE PATH CROSSING NE NEGUS WAY AND NE 17TH ST IMPROVEMENT TRANSPORTATION SYSTEM PLAN (TSP) UPDATE RICKARD RD: GROFF RD TO US 20 HUNNEL ROAD: LOCO RD TO RODGERS RD HUNNEL ROAD: RODGERS RD TO TUMALO RD DESCHUTES MARKET RD/HAMEHOOK RD ROUNDABOUT US20: COOK AVE/O.B. RILEY RD (TUMALO) POWELL BUTTE HWY/BUTLER MARKET ROUNDABOUT ......____ FY 2022 PROGRAM TOTAL POWELL BUTTE HWY: COUNTY LINE TO MCGRATH RD COTTONWOOD RD: US 97 TO BNSF RR DESCHUTES MKT RD: HAMEHOOK RD TO YEOMAN RD ALFALFA MKT RD: MP 4T0 DODDS RD HAMBY RD: US 20 TO BUTLER MARKET RD BEND ZONE LOCAL ROADS REDMOND ZONE LOCAL ROADS FY 2022 PROGRAM TOTAL ISIGNAGE IMPROVEMENTS GUARDRAIL IMPROVEMENTS SIDEWALK RAMP IMPROVEMENTS FY 2022 PROGRAM TOTAL SMITH ROCK WAY BRIDGE #15452 REPLACEMENT GRIBBLI NG RD BRIDGE #17C30 REPLACEMENT(ODOT LBP/SFLP) 1 WILCOX AVE BRIDGE #2171-03 REPLACEMENT WILCOX AVE BRIDGE #2171-04 REPLACEMENT z O E- i cc UJ O v~) z CC H z I—o Lz a w cc aV)V) w 0_ � 0_ TRAFFIC SAFETY BRIDGE CONSTRUCTION FY 2022 CIP TOTAL $ 29,612,821.00 PR•ECT - la•TitiV U M PROVEM ENT HUNNELL RD: LOCO RD TO TUMALO RD •o ca ca o J 0 CC G) c G) N 3 0) }' G) c � o bA V > o. N c -o o = v-o cam tx 'OACC ca c - O Oi'c a;3 -0E 0.ZCC0 �F- . N 0 N N V> 40 40 FY 2022 - FY 2023 - N N O N c _ N cn o = •— O � co O .r, M N co O >+ o O N c O 0 • • N N 0 N 2 w H z O U DESCHUTES MARKET RD/HAMEHOOK RD ROUNDABOUT ■ Construct roundabout c O AFP c Y c O O 0 +J N O 0. .0 C CO c 0 V O :. N c 0 0 Summer 2022 2 w v) >- �� v/ z 0 PR • ECTS - : = ► ' •]:�:l U POWELL BUTTE HWY/BUTLER MARKET RD ROUNDABOUT co c N '— O sa N '0 O 00 4•J O CD ▪ N O O O O a "0 CD LO Ls) CI.a ei 11 .c) N a. Eft to c .- C O r) bu0 N O N .Q 0 0 -0 NO Z. N O N a) O c� N d i 0 • E = 0 IIi FO— — • et 0 0 0 (/) 0 N 0 Co ■ 0 . ■ ++ ■ ■ ■ N 0 � N N 0 N ..� ;1 '6' V US 20: TUMALO-COOLEY RD s o 'O0 o c V .0A X O CO CO > a) Q O 0 0 Cr Ce 0. O LO N �, I I 1 1 O (1) ~O O O O O O o O 0000 41* .,.,ca O OOOO ca L. O O O O ..., O O F- C c M CO 1� N cc O o O t0 rl .c CO . � � 40 >"40 40 O >, 'i I 1 1 O a) a., Ix o 0 0 0 0 0C.) 0 N N N 75 ., U .�.+ N S= a) c ILL u. 1— O O O O O = O> O a_ 0 EV M •FA CI 0 Q U a. N 0 t) ■ ■ O ■ V) 0 P�J 4,)1!8 f8 'C) Z 0 ' PR•JECTS - : ; ► ' • : - 1 V N County Contribution O ■ U FY 2018 - • $ 10,000,000 • FY 2022 - $ 10,130,000 Total Project Cost • $22 - 29 Million (per ODOT) N $21 Million earmarked in HB 2017 Status ■ ODOT refinement process ongoing C &Jim N N 0 N z o R• ECTS .. • U AMOUNT -1 ri m Ql $ 618,144 $ 310,838 0 tri uO N $ 200,000 0 0 0 Lf1 0 0 0 111 i/? if). if)- in. PROJECT POWELL BUTTE HWY: COUNTY LINE TO MCGRATH RD OTTONWOOD RD: US 97 TO BNSF RR DESCHUTES MKT RD: HAMEHOOK RD TO YEOMAN RD 'ALFALFA MKT RD: MP 4 TO DODDS RD HAMBY RD: US 20 TO BUTLER MARKET RD BEND ZONE LOCAL ROADS REDMOND ZONE LOCAL ROADS v AMOUNT 0 0 0 0 0 0 0 0 0 0 SIDEWALK RAMP IMPROVEMENTS $ 75,000 W 0 a SIGNAGE IMPROVEMENTS GUARDRAIL IMPROVEMENTS N N 0 N z 0 • ECTS - = ' I I U a 3 N To - _ 0. C .Z C 4-1LL E- O 4.4 CC V 0 N CO (1) 0 V) SMITH ROCK WAY BRIDGE #15452 REPLACEMENT 0 O O = O O O O O M v �A LA O O CV .Q 40 40 0 >' 3.. N = O E O U a.+ E E a) = i N — N 3 o _o '0.0 N laX=+'L .Q a) a) o 0 o o N i o co , 72. y- O — v O _ N 440 N C- Q- fX ,� 0 +., LLL H 4 fY 0 N CO 0 • 0 ■ ■ ++ ■ cn 0 cn ■ Construction in 2022/2023 C`• Z 0 tn a FY 2021 Special Request by Fund Department Road Position Type: Regular Fund 325 Project or Position Title PW Equipment Operator Description and Itemized Costs Step 2 Describe Specific Personnel Needs Reinstating this position will enable fully staffing operations crew. Date 3/23/2021 Priority: 1 # FTE 1.00 Salary / Wages 49,205 Benefits 35,050 Position Total 84,255 Materials/Svcs Capital Outlay Total Cost 84,255 Revenue Offset Net Cost 84,255 Justification Position was eliminated during FY 21 budget due to COVID funding concerns. Funding has exceeded expectations. Funding Source Administrator Comments: In Proposed: No 8u!Moaaog ieuaalui Vd21V lenua}od slassv lelluassa-uoN }o ales aAJasal" S213d _au pa}aolleUn W O O 00 0 p .� Ol O O •.j CO 0 0 •v •0 O O O Other Possible Sources of Funds: Ending Balance/Available for Future spun3 to sash lelol spun3 to sash spun3 Jo saDanos lelol N V all 00 W W P. O O O O 01 Q1 V 0 0000 �1 VI 0 O O O O VI .� N.)I-A I-• rP P 01 W lJ'i 1p N W O ID N 0o Ul 0 O U'1 0n 0o O O O O 1 Iri 41. 0 0 O 0 Ul Q1 O O O O .A �N lJ'1 Ul N 00 N N O W w Ui (1 O h—, rF••► O 0 0 CO V, O O O 1I.., 00 UJ1 0 0 0 Ul 0 W lJ7 lJl 00 N O O Iv p 0 0 41. V 0 0 O O V V F, (II lfl al Ol O O PI W 0 O W F, O :;; O 1- co 04 7' 01a T c :z co 0) 0) (D O 01 0 rn W I-1 N V A O 00 O00 o w 0 1-4 •A spun Jo sawnos m et fD 3 n tu '+ CL Z A o0J C 3 rP '+ fD a 1 r N _ N -0 Ts Q 0 0 tD 3 a COfD et 3 0 11 0) 00 '0+ Q. T C fig 0 13 '+ 0 rn ZZ70'90 pasinea Department Facilities Position Type: Regular FY 2022 Special Request Facilities Date Fund 620 Project or Position Title Project Coordinator Description and Itemized Costs Position would plan, develop, and manage minor remodels, and capital maintenance replacement projects (roofs, HVAC, major painting and flooring). Coordinate asset management plan and Underground Injection Control (UIC) permit compliance. This position was approved through the FY 2021 budget process and was included in the adopted budget. It was removed from the budget in July of 2020 after final adoption due to economic concerns related to the COVID-19 pandemic. Describe Specific Personnel Needs The square footage managed by he Facilities Department has doubled since 2004 and additional square footage has been added in the last two years. Many of those buildings have now reached an age at which increased maintenance and capital replacement of building systems are required. Overall County growth, changes in department programs, and increased occupant density have led to an increase in requests from other departments and offices for remodel and reconfiguration projects. This increased workload has grown beyond the capacity of current Facility Department staffing levels. 3/4/2021 Priority: 1 # FTE 1.00 Salary / Wages 58,451 Benefits 38,034 Position Total 96,485 Materials/Svcs Capital Outlay Total Cost 96,485 Revenue Offset Net Cost 96,485 Justification Currently, the duties listed above are shared among four separate positions --Administrative Analyst, Maintenance Supervisor, Project Manager, and Facilities Director. To accommodate growth and to increase capacity in each of these positions, the listed duties would be consolidated in one position. This would increase the department's capacity to manage work as part of an overall net decrease from the FY 2020 level of 25 FTE. Funding Source The position would be funded as an ongoing portion of the Facilities Department personnel costs within Fund 620. Administrator Comments: In Proposed: No ROAD DEPARTMENT ROAD CAPITAL IMPROVEMENT PLAN FISCAL YEARS 2022-2026 MAY21,2021 ROAD DEPARTMENT ROAD CAPITAL IMPROVEMENT PLAN FISCAL YEARS 2022 - 2026 Date: May 21, 2021 Chris Doty, P.E., Road Department Director Cody Smith, P.E., County Engineer Colby GeDeros, P.E., Transportation Engineer— Report Compilation Rachel Pinkston, M.S., GIS Analyst — Mapping TABLE OF CONTENTS Executive Summary 1 Introduction 1 Project Selection 3 Funding 4 CIP Organization 6 Appendix A — FY 2022-2026 CIP Summary Appendix B - FY 2022-2026 CIP Program Maps Appendix C — Project Information Sheets and Location Maps i ROAD DEPARTMENT FISCAL YEARS 2022 - 2026 ROAD CAPITAL IMPROVEMENT PLAN EXECUTIVE SUMMARY This report summarizes the Deschutes County Road Department's five-year Road Capital Improvement Plan (CIP) for Fiscal Years 2022 through Fiscal Year 20265. The Department has identified $78,119,259 in total project expenditures for the five-year period. The projects included in the CIP include intersection and corridor improvements, major pavement preservation, bridge replacement and rehabilitation, and other project types to modernize, maintain, and increase safety on the County road system. This report includes the summary, justification, scope of work, budget, anticipated schedule, and map for each project. INTRODUCTION Deschutes County Road Department is responsible for the improvement, operation, and maintenance of the 929-mile County road system. Pursuant to the Deschutes County Transportation System Plan and Federal Highway Administration standards, County roads are grouped under one of three main functional classes: • Arterial o Links cities, larger towns, and other major traffic generators, providing interregional service. o Spaced at distances so that all developed areas are within reasonable distance of an arterial highway. o Provides service to corridors with trip length and travel density greater than that predominately served by rural collector or local systems. o Secondary route for movement of goods and services. • Collector o Distributes trips from arterials to their final destination, and conversely, collects traffic from local streets and channels it onto arterials. o Spaced at intervals to collect traffic from local roads and provide all developed areas a reasonable distance from a collector road. o Provides service to the remaining smaller communities. o Links locally important traffic generators with rural destinations. • Local o Primarily provides access to adjacent land/properties. o Accommodates travel over short distances as compared to arterials and collectors. o Provides access to adjacent land and access to higher classified roads. o Carries less than 1,500 vehicles per day. Much of the County's arterial and collector road network was established prior to the 1940s, while much of the County's local road network was established through private development after the 1940s. With 1 ROAD ROAD CAPITAL IMPROVEMENT PLAN DEPARTMENT FISCAL YEARS 2022-2026 the population and tourism growth in Deschutes County in recent years, the need to improve mobility and safety on the County Road systems has become increasingly crucial. WEIGHTED AVERAGE SUFFICINCY RATING TOTAL #=OF CULVERTS -2,056 FIGURE i — DESCHUTES COUNTY ROAD SYSTEM AT A GLANCE This report has been developed to: • Identify the Department's Capital Improvement Plan for Fiscal Years 2022 through 2026. • Guide the annual development of the Department's Road CIP Fund budget. • Identify funding sources and funding requirements for projects. • Assist the Department Director and Department managers with the scheduling of staff and resources 2 ROAD ROAD CAPITAL IMPROVEMENT PLAN DEPARTMENT FISCAL YEARS 2022-2026 PROJECT SELECTION Projects included in the Department's Capital Improvement Plan are selected from the following primary sources: • Transportation System Plan The County's Transportation System Plan (TSP) was adopted as part of the County Comprehensive Plan in compliance with Statewide Planning Goal 12. The Transportation System Plan includes an inventory of the County's transportation infrastructure and identifies long-term goals and project needs determined through an extensive public input process. The current TSP covers the 20 year period from 2010 to 2030. Projects identified in the TSP have been prioritized as High, Medium, and Low priority. • Asset Management Programs The Department implements various asset management programs to efficiently manage over $550 million worth of County road infrastructure. These asset management programs generally include a database of all the County's road assets and their condition that is populated through routine inspections conducted by Department staff or contractors. Projects are identified within the Department's asset management programs based on asset conditions, then are prioritized based on safety concerns, lifecycle cost, functional classification, or other criteria. Road asset management programs implemented by the Department include: o Pavement Management System — The Department manages its pavement assets using the StreetSaver web -based software application. The system includes the routine inspection of sample units of every road section in the County road network. Inspection data is used to calculate a pavement condition index (PCI) for each unit, in turn calculating a weighted average PCI for each road section, each road, and the County road network as a whole. o Bridge Management System — The Department manages its bridge assets using the PONTIS web -based application through ODOT. The system includes routine element inspections of all bridges. Inspection data, combined with load rating reports and other bridge data, is used to calculate a sufficiency rating for each bridge and provide maintenance and improvement recommendations. o General Asset Management — All other road appurtenant assets, including signs, guardrails, culverts, storm sewers, cattle guards, illumination, traffic signals, roadside shoulders, and other features, are managed through PubWorks, an enterprise software that the Department operates for internal cost accounting and general asset management. • Special Studies and Planning Efforts The Department conducts special studies when needed to evaluate safety, operations, or other concerns for hotspot locations, corridors, or systemically. The need for these studies generally arises as a result of changes to traffic volumes or patterns in a particular area or implementation of new state or federal standards. • State and Federal Funding Programs The Department actively pursues funding through several state and federal programs. Recurring funding programs that are dedicated to particular project types include: 3 ROAD ROAD CAPITAL IMPROVEMENT PLAN DEPARTMENT FISCAL YEARS 2022-2026 o Surface Transportation Block Grant Program (ODOT) — Annual local agency allocation of federal Surface Transportation Program that provides funding for any State Highway Fund -eligible projects or procurements. o Federal Lands Access Program (FHWA) — Provides funding for projects on roads that provide access to federal land high use recreation sites or economic generators. o Local Bridge Program (ODOT) — Provides funding for Oregon local agency bridge rehabilitation or replacement projects. o All Roads Transportation Safety Program (ODOT) — Provides funding for hotspot and systemic safety improvements on Oregon public roads. o Safe Routes to Schools (ODOT) — Provides funding for projects that enhance safe multimodal transportation to Oregon schools. FUNDING Contracted public improvement and major maintenance projects are budgeted annually in the Road CIP Fund (Fund 465) budget. Road CIP Fund revenue comes from the following primary sources: • Transfer from Road Fund —The Road Fund is the Department's operating budget. The Department implements a "trickle -down" approach to budgeting for the Road Fund, whereby baseline operations and maintenance of the County road system are prioritized, and remaining revenues are transfer to the Road CIP fund. The primary source of the Road Department's revenue is the allocation received from the State Highway Fund (SHF). The State Highway Fund is comprised of: o Fuel Tax (46%) o Motor -Carrier Fees (Freight), weight -mile tax (32%) o DMV Fees (license, registration, etc), (22%) Approximately 30% of the annual State Highway Fund revenue is allotted to Oregon counties, with each county receiving an amount based on the number of registered vehicles in the county. In June of 2017, the Oregon Legislature passed a transportation funding package via HB 2017 which provided a 7-year phase -in of a 10-cent state fuel tax increase, in addition to other funding mechanisms. The additional funding delivered by this legislation has provided a substantial revenue infusion to the Road CIP Fund. Other Road Fund revenue sources include federal payments such as Payment In Lieu of Taxes (PILT), federal lands timber receipts, and the Secure Rural Schools Act payments. • System Development Charges — Private development in unincorporated Deschutes County is charged a one-time assessment based on the number of P.M. peak -hour trips the development is anticipated to generate. These system development charges are used to fund projects identified in the TSP based on the methodology instituted with the County's system development charge resolution (2013-020). • State/Federal Grants — Upon award of funding through state and federal programs described above. 4 ROAD ROAD CAPITAL IMPROVEMENT PLAN DEPARTMENT FISCAL YEARS 2022-2026 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 ROAD FUND (325) REVENUE BEGIN FUND BALANCE $ 6,051,532 $ 2,400,000 $ 2,472,000 $ 2,546,160 $ 2,622,545 STATE HWY FUND $ 18,406,443 $ 19,000,000 $ 20,140,000 $ 21,800,000 $ 22,200,000 FOREST RECEIPTS $ 627,207 $ 627,207 $ 627,207 $ 627,207 $ 627,207 PILT $ 1,741,291 $ 1,741,291 $ 1,741,291 $ 1,741,291 $ 1,741,291 FEDERAL REIMBURSEMENTS $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 PARTNER AGENCY REVENUE (1% INCREASE/YR) $ 809,779 $ 817,876 $ 826,055 $ 834,316 $ 842,659 EQUIPMENT/MATERIAL SALES $ 50,000 $ 51,500 $ 53,045 $ 54,636 $ 56,275 INTERFUND PAYMENTS (3% INCREASE/YR) $ 1,147,492 $ 1,181,917 $ 1,217,374 $ 1,253,896 $ 1,291,512 OTHER (1% INCREASE/YEAR) $ 126,609 $ 127,875 $ 129,153 $ 130,445 $ 131,749 INTEREST (0.5%) $ 146,052 $ 130,988 $ 137,281 $ 146,190 $ 148,816 TOTAL ROAD FUND (325) REVENUE $ 29,356,404 $ 26,328,655 $ 27,593,407 $ 29,384,141 $ 29,912,055 ROAD FUND (325) EXPENDITURE PERSONNEL (3% INCREASE/YEAR) $ 6,583,883 $ 6,781,399 $ 6,984,841 $ 7,194,386 $ 7,410,218 MATS/SERV (3% INCREASE/YEAR) $ 7,797,847 $ 8,031,782 $ 8,272,736 $ 8,520,918 $ 8,776,545 CAPITAL OUTLAY (3% INCREASE/YEAR) $ 180,000 $ 50,000 $ 51,500 $ 53,045 $ 54,636 TRANSFER TO ROAD BLDG/EQUIP CIP (330) $ 2,000,000 $ 2,500,000 $ 3,000,000 $ 3,000,000 $ 1,500,000 TRANSFER TO ROAD CIP (465) $ 10,394,675 $ 6,493,473 $ 6,738,170 $ 7,993,247 $ 9,469,435 CONTINGENCY (3% INCREASE/YEAR) $ 2,400,000 $ 2,472,000 $ 2,546,160 $ 2,622,545 $ 2,701,221 TOTAL ROAD FUND (325) EXPENDITURE $ 29,356,404 $ 26,328,655 $ 27,593,407 $ 29,384,141 $ 29,912,055 SDC FUND (336) REVENUE BEGIN FUND BALANCE $ 3,403,311 $ 2,327,712 $ 321,399 $ 615,875 $ 1,047,426 SDC (2% INCREASE/YEAR) $ 1,500,000 $ 1,530,000 $ 1,560,600 $ 1,591,812 $ 1,623,648 INTEREST/OTHER (1.8%) $ 88,260 $ 69,439 $ 33,876 $ 39,738 $ 48,079 TOTAL SDC FUND (336) REVENUE $ 4,991,571 $ 3,927,151 $ 1,915,875 $ 2,247,426 $ 2,719,153 SDC FUND (336) EXPENDITURE TRANSFER TO ROAD CIP (465) $ 2,663,859 $ 3,605,752 $ 1,300,000 $ 1,200,000 $ 1,500,000 CONTINGENCY $ 2,327,712 $ 321,399 $ 615,875 $ 1,047,426 $ 1,219,153 TOTALSDCFUND(336)EXPENDITURE $ 4,991,571 $ 3,927,151 $ 1,915,875 $ 2,247,426 $ 2,719,153 ROAD CIP FUND (465) REVENUE BEGIN FUND BALANCE $ 20,619,715 $ 6,350,319 $ 8,382,275 $ 6,961,481 $ 4,447,340 TRANSFER FROM ROAD FUND (325) $ 10,394,675 $ 6,493,473 $ 6,738,170 $ 7,993,247 $ 9,469,435 TRANSFER FROM SDC FUND (325) $ 2,663,859 $ 3,605,752 $ 1,300,000 $ 1,200,000 $ 1,500,000 ODOT STBG (FEDERAL HWY TRUST FUND) $ 697,494 $ 746,319 $ 798,561 $ 854,460 $ 914,272 OTHER GRANTS $ 1,424,359 $ 1,467,929 $ 585,937 $ 339,441 $ 1,216,710 INTEREST (1%) $ 343,757 $ 171,959 $ 172,190 $ 170,092 $ 163,310 TOTAL ROAD CIP (465) REVENUE $ 36,143,859 $ 18,835,750 $ 17,977,133 $ 17,518,721 $ 17,711,068 ROAD CIP FUND (465) EXPENDITURE CAPITAL OUTLAY $ 29,612,821 $ 10,359,297 $ 10,925,766 $ 12,983,787 $ 14,237,588 MATERIALS & SERVICES (0.5%) $ 180,719 $ 94,179 $ 89,886 $ 87,594 $ 88,555 CONTINGENCY $ 6,350,319 $ 8,382,275 $ 6,961,481 $ 4,447,340 $ 3,384,925 TOTAL ROAD CIP FUND (465) EXPENDITURE $ 36,143,859 $ 18,835,750 $ 17,977,133 $ 17,518,721 $ 17,711,068 TABLE 1- FY 2022-2026 COUNTY ROAD REVENUE AND EXPENDITURES PROJECTTIONS 5 ROAD DEPARTMENT ROAD CAPITAL IMPROVEMENT PLAN FISCAL YEARS 2022-2026 FIGURE 2 — FY 2022-2026 ROAD CIP FUND REVENUE AND EXPENDITURES PROJECTTIONS CIP ORGANIZATION Projects prioritized and selected from the above -listed sources are programmed into the five-year CIP and scheduled based on available revenue and Department project delivery capacity. Projects are organized in the CIP under four programs: TRANSPORTATION SYSTEM PAVEMENT PRESERVATION TRAFFIC SAFETY Includes major road improvement projects identified in TSP, special studies, or funding agreements. Also includes County contributions to ODOT state highway projects. Includes contracted pavement preservation projects identified in the Department's pavement management system. Includes contracted safety improvements, including signage, guardrail, and delineation, to bring assets in compliance with current state or federal standards. 6 ROAD ROAD CAPITAL IMPROVEMENT PLAN DEPARTMENT FISCAL YEARS 2022-2026 Includes bridge replacement and rehabilitation projects identified in the Department's bridge management system. Appendix "A" of this report includes a summary of the five-year Road Capital Improvement Plan (CIP) for Fiscal Years 2022 through Fiscal Year 2026. Appendix "B" of this report includes County -wide maps depicting the project locations by program. Traffic Safety Program projects and local road pavement preservation projects are not depicted on these maps, as these projects are systemic and cover multiple corridors, some of which are still to be determined. Appendix "C" of this report includes individual project information sheets and location maps. Project begin -construction years are indicated on maps and the header of each project information sheet with a color -coded tab, similar to the one depicted in Figure 3 below. FIGURE 3 — BEGIN -CONSTRUCTION FISCAL YEAR TAB 7 APPENDIX A FY 2022-2026 CIP SUMMARY UPDATED: 05/21/2021 z g ✓ z " 0 ce r a z = J • F N Tn E. N. h Q W V ' ON C N Q N W Y O to t>L PROJECT TOTALS $ 10,000,000 $ 1,250,000 $ 2,363,532 $ 108,510 N ry e�-1 111kri w N UT N 4 O O ~ N N M N VT VT $ 6,700,000 $ 2,454,968 $ 1,675,444 $ 6,517,746 $ 4,230,000 $ 600,000 000'OTL $ 000'016 $ $ 1,282,500 I $ 150,000 $ 100,000 $ 931,140 $ 618,144 $ 310,838 $ 1,384,543 $ 410,000 $ 1,003,920 $ 1,034,376 $ 2,043,822 $ 3,323,233 $ 1,757,258 $ 1,621,286 $ 1,166,042 $ 1,437,764 $ 716,282 $ 400,000 $ 1,000,000 $ 500,000 $ 2,500,000 $ 1,000,000 O O O O O 0 O v UT VY $ 150,000 $ 1,005,000 $ 814,700 $ 450,000 $ 450,000 $ 1,317,000 $ 1,085,000 $ 300,000 p N N It. VT VT N y VT VT VT N VT VT 0 m UT VT $ 3,000,000 $ 400,000 $ 775,000 $ 575,000 $ 932,500 $ 150,000 0 VT VT VT VT N UT VT UT VT UT VT VT $ 866,042 $ 1,037,764 $ 716,282 $ 400,000 VT UT $ 500,000 $ 500,000 000'00T $ 000'ooT $ N VT VD VT VT VT $ 785,000 $ 300,000 FY 2025 VT VT VT VT UT vn VT UT V1 N N 00 MOO m . Vf N O O p M m V• U) $ 135,000 $ 135,000 $ 350,000 UT UT UT VT VT VT VT V• $ 2,523,233 CO 1.0O N CO N 44 .. VT VT $ 300,000 $ 400,000 N VT O O VT V> 000'Oos $ $ 350,000 $ 100,000 VT VT VT UT $ 805,000 O O tOOv1 VT VY FY 2024 UT an in V• UT VT VT ut VT in m O in. VT UT $ 250,000 $ 70,000 VT VT V) V) VT UT VT VT VT VT I $ 803,920 $ 817,376 $ 1,513,822 $ 800,000 -$- 200,000 $ 407,000 VT VT VT N 00 0 o VT N a VI vt N 00 0 0 1 o m VT UT N VT $ 250,000 $ 250,000 $ 415,500 44 VT FY 2023 VT VT VT VT 0 O UT UT $ 1,959,390 $ 1,481,000 $ 746,000 $ 150,000 $ 200,000 VT Ut UT VT VT VT UT Ut VT VT $ 1,119,543 $ 210,000 $ 200,000 $ 217,000 O m N UT VT VT VT UT VT N UT VT $ 500,000 $ 500,000 000'OOT $ 000'00T $ $ 75,000 $ 500,000 N p 41 N N VT VT 0 O N w l O VT VT N VT N 0 N N. LL $ 10,000,000 $ 1,250,000 $ 2,363,532 $ 108,510 $ 1,716,142 $ 582,786 $ 1,586,154 671,000 $ 6,700,000 $ 150,000 UT VT UT VT V> VT N u> . m UT N 00 O . M VT UT $ 265,000 $ 200,000 UT UT VT VT ✓• VT VT UT VT Ut $ 500,000 '... $ 500,000 5 O O O o VT UT $ 75,000 $ 505,000 $ 279,575 $ 50,000 $ 50,000 S - VT VT PROJECT TERREBONNE REFINEMENT PLAN/PROJECT USZO: TUMALO MULTI -USE PATH CROSSING NE NEGUS WAY AND NE 17TH ST IMPROVEMENT TRANSPORTATION SYSTEM PLAN (TSP) UPDATE RICKARD RD: GROFF RD TO US 20 RUNNEL ROAD: LOCO RD TO RODGERS RD RUNNEL ROAD: RODGERS RD TO TUMALO RD DESCHUTES MARKET RD/HAMEHOOK RD ROUNDABOUT US20: COOK AVE/O.B. RILEY RD (TUMALO) POWELL BUTTE HWY/BUTLER MARKET ROUNDABOUT BUCKHORN RD: HWY 126 TO MP 1.6 (FLAP) NW LOWER BRIDGE WAY: 43RD ST TO HOLMES RD BUCKHORN RD: MP 1.6 TO LOWER BRIDGE WAY TUMALO PEDESTRIAN IMPROVEMENTS S CENTURY DRIVE / SPRING RIVER RD ROUNDABOUT S CENTURY DR / HUNTINGTON RD ROUNDABOUT TUMALO RESERVOIR RD: O.B. RILEY RD TO SISEMORE RD SW HELMHOLTZ WAY: OR 126 TO ANTLER N CANAL BLVD:REDMOND CITY LIMITS TO HWY 97 POWELL BUTTE HWY: COUNTY LINE TO MCGRATH RD COTTONWOOD RD: US 97 TO BNSF RR i DESCHUTES MKT RD: HAMEHOOK R0 TO YEOMAN RD ALFALFA MKT RD: MP 4 TO DODDS RD HAMBY RD: US 20 TO BUTLER MARKET RD NW HELMHOLTZ WAY: W ANTLER AVE TO NW WALNUT AVE THREE CREEKS RD: SISTERS CITY LIMITS TO FS BOUND. (FLAP) BURGESS RD: SUNRISE BLVD TO 5 CENTURY DR (FLAP) CLINE FALLS RD: HWY 126 TO COOK AVE. S CANAL/OLD BEND REDMOND HWY: 61ST ST TO TUMALO RD JOHNSON RD: SHEVLIN PARK TO TYLER RD OLD BEND REDMOND HWY: TUMALO RD TO US 20 POWELL BUTTE HWY: MCGRATH RD TO US 20 HOLMES RD: NW LOWER BRIDGE WAY TO EDMUNDSON RD (FLAP) TUMALO RD: GRAYSTONE LN TO CLINE FALLS HWY BEND ZONE LOCAL ROADS LA PINE ZONE LOCAL ROADS _. REDMOND ZONE LOCAL ROADS SISTERS ZONE LOCAL ROADS SIGNAGE IMPROVEMENTS GUARDRAIL IMPROVEMENTS SIDEWALK RAMP IMPROVEMENTS SMITH ROCK WAY BRIDGE #15452 REPLACEMENT GRIBBLING RD BRIDGE #17C30 REPLACEMENT(ODOT LBP/SFLP) WILCOX AVE BRIDGE #2171-03 REPLACEMENT WILCOX AVE BRIDGE #2171-04 REPLACEMENT HAMEHOOK RD BRIDGE #17C32 REPLACEMENT S CENTURY DR BRIDGE #16181 REHABILITATION (ODOT LBP/SFLP) BURGESS RD BRIDGE #09C783 REPLACEMENT (PROGRAM 111 1r 21 Z O r r O Z K r Z O G IT az r Z CU Q a TRAFFIC SAFETY BRIDGE CONSTRUCTION vo O N. U. N SUMMARY • a o 0 N c w O O 0 N 07 O N • ~ VY UT Vi UT in pp 0 00 0,0 on 8 0 N O O ui O ON o a . v ti N Vi N VT VT N in in in Vf {p m N O O ID N .-� O Pc',n Na O n N+ CDa m O V 01 N .ti N VT UT M Vf Fl C V N ti V 0 v M 0 .-t VT vn vTv. v1 -VI L4 • O h U � CO LL z C. 1- Ou a o r m LL a 0 APPENDIX A-1 APPENDIX B FY 2022-2026 CIP PROGRAM MAPS CANAL BLVD' HUNNEL RD RICKARD RD DESCHUTES COUNTY ROAD DEPARTMENT Bridge Construction a • 6 2 O a @ _ N 6 • O 0 'm C r U � ▪ O Po N D U L n .. l0 • C O 73 • C U N • C N N O in 3 ° = aNl m _ o aN V) ''^^ U atn UJ O U = O` 'N `o ° �.al )U = E c , 0 OU o m m-O • ONi o 3 O , g1 mo rn c@i O a «U « n � c a 4g1: � ,o W N a v 3M Op aT=N m 10p�p1 WD n 8'=0O • U ON O m • E c d o n c+- E D N a O � 0 3 E ▪ " 2 3'Li 1 1wDa vm a3�v • naz 3 IV «'N a G N U O 'O W C N @ N T E m N D G - C v = Transportation System Pavement Preservation f— O APPENDIX B-1 SISTERS NW LOWER BRIDGE WAY: 43RD ST to HOLMES RD BUCKHORN RD: MP 1.6 to LOWER BRIDGE BUCKHORN RD: HWY 126 to MP 1.6 r f 1266 TUMALO PEDESTRIAN IMPROVEMENTS: 4TH ST, 5TH ST, 7TH, & 8TH ST TUMALO RESERVOIR RD: O.B. RILEY RD to SISEMORE RD HUNNEL RD: LOCO RD to TUMALO RD SOUTH CENTURY DR & SPRING RIVER RD Legend 2021 2022 2023 2025 2024 2026 U MALO ( 97� SOUTH CENTURY DR & HUNTINGTON RD 0 TERREBONNE NE 17TH ST & NE NEGUS WAY REDMOND DESCHUTES MARKET RD & HAMEHOOK RD POWELL BUTTE HWY & BUTLER MKT RD RICKARD RD: GOSNEY RD to US 20 4.5 20 9 Miles TRANSPORTATION SYSTEM PROJECTS Z:1ArcGIS_Products\CIP_2020_2030 Maps\TransportationSystemProjects\TransportationSystemProjects.mxd APPENDIX B-2 HOLMES RD: NE LOWER BRIDGE WAY to EDMUNDSON RD SIS T ERS THREE CREEKS RD: SISTERS CITY LIMITS to FS BOUNDARY CLINE FALLS RD: HWY 126 to COOK AVE JOHNSON RD: SHEVLIN PARK RD to TYLER RD D OLD BEND REDMOND HWY: TUMALO RD to US 20 COTTONWOOD RD: US 97 to BNSF RR BURGESS RD: SUNRISE BLVD to S CENTURY DR Legend — --2021 S U N R IVER {971 A PINE 20232025 TERREBONNE NW HELMHOLTZ WAY: W ANTLER AVE to NW WALNUT TUMALO OND S CANAL BLVD/ OLD BEND REDMOND HWY: 61 ST to TUMALO RD TUMALO RD: GRAYSTONE LN to CLINE FALLS HWY POWELL BUTTE HWY: COUNTY LIMITS to MCGRATH RD ALFALFA MKT RD: MP 4 to DODDS RD POWELL BUTTE HWY: MCGRATH RD to US 20 HAMBY RD: US 20 to BUTLER MKT RD DESCHUTES MARKET RD: HAMEHOOK to YEOMAN RD 20 0 5 10 Miles I I I 11 PAVEMENT PRESERVATION PROJECTS 2022 2024 2026 Z:\ArcGIS_Products\CIP_2020_2030 Maps\PreservationProjects\PavementPreservationProjects.mxd APPENDIX B-3 SISTERS SUNRIVER Legend 2021 2023 • 2025 2022 2024 2026 T U M ALO SOUTH CENTURY DR BRIDGE 97 TERREBONNE SMITH ROCK WAY BRIDGE GRIBBLING RD BRIDGE 0 2.5 5 Miles BRIDGE CONSTRUCTION PROJECTS Z:WrcGIS_Products\CIP_2020_2030 Maps\BridgeProjects\BridgeProjects.mxd APPENDIX B-4 APPENDIX C PROJECT INFORMATION SHEETS AND LOCATION MAPS TRANSPORTATION SYSTEM NE 17th St and NE Negus Way Improvements NE 17th St and NE Negus Way are contiguous County roads, located northeast of the City of Redmond, that connect NE Maple Ave to O'Neil Hwy. The roads currently have an average width of 24 feet. Several intersection throughout the corridor are inadequately configured and provide limited sight distance. • Project Justification: • Road Name: • Functional Classification: • ADT: NE 17th St Rural Collector 2,372 (2019) Deschutes County TSP 2010 — 2030 (Medium Priority) Pavement Condition Index Rating - 24 out of 100 NE Negus Way Rural Collector 5,463 (2019) SCOPE OF WORK • Full -depth reclamation of the existing 24 ft.-paved roadways. • Widening the roadways to 28 ft.-wide pavement with 2 ft-wide aggregate shoulders. • Reconfiguring the easterly intersection of NE Negus Way with NE Maple Ave. • Realign NE Upas Ave at its intersection with NE Negus Way. • Realignment and/or superelevation improvements of portions of NE Negus Way. • Removal of roadside hazards. • Improving the approach to O'Neil Hwy. FUNDING FY 2020 FY 2021 FY 2022 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $109,111 $337,628 - $446,739 RIGHT OF WAY - $33,400 - $33,400 CONSTRUCTION - $500,000 $2,363,532 $2,863,532 TOTAL $109,111 $871,028 $2,363,532 $3,343,671 SCHEDULE FY 2020 FY 2021 FY 2022 QTR 1 PRELIM. ENGINEERING QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 RIGHT OF WAY CONSTRUCTION APPENDIX C-1 TRANSPORTATION SYSTEM A),:Off E:1 s( It; lc? i9at�sc ii !-,}a�' 3 Otet,i APPENDIX C-2 TRANSPORTATION SYSTEM PROJECT ye . NE 17TH ST & NE NEGUS WAY APPENDIX C-3 Rickard Rd: Groff Rd to US 20 Rickard Rd is an east -west rural collector located southeast of Bend that connects Knott Rd to US 20. The final 2 miles of Rickard Rd, beginning % miles east of Groff Rd and ending at US 20, is an unpaved road. Rickard Rd is increasingly popular a the . ......... ... .... ... increasingly ...+.a. •fi'Y popular a.�u� as a bypass forInc east side of the City of Bend between US 97 south of Bend (via Knott Rd) and US 20 east of Bend. • Project Justification: • Functional Classification: • ADT: TRANSPORTATION SYSTEM Deschutes County TSP 2010 — 2030 (High Priority) Rural Collector 2,901 (2019) SCOPE OF WORK • Constructing/widening the roadway to 32 ft.-wide pavement with 2 ft-wide aggregate shoulders from end of pavement to US 20. • Minor improvements — Groff Rd to end of pavement. • Removal of roadside hazards. • Improving the approach to US 20. • Paving of Rickard Rd between Gosney Rd and end of pavement. FUNDING FY 2021 FY 2022 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $189,310 - $189,310 RIGHT OF WAY - - - CONSTRUCTION $572,000 $1,716,142 $2,288,142 TOTAL $761,310 $1,716,142 $2,477,452 PRELIM. EiNGiNEERiNG CONSTRUCTION SCHEDULE FY 2021 FY 2022 QTR 1 ( QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 APPENDIX C-4 TRANSPORTATION SYSTEM PROJECT RICKARD RD: GOSNEY RD to US 20 APPENDIX C-5 PAVEMENT PRESERVATION Paving of Powell Butte Hwy: County Line to McGrath Rd Powell Butte Hwy is north -south arterial and a major commuting link between Bend, the community of Powell Butte and the City of Prineville. This segment is experiencing significant pavement distress and shoulder deterioration. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 52 out of 100 Rural Arterial 5,653 (2019) SCOPE OF WORK • Paving. • Shoulder repair. • Minor improvements — Striping and Delineation. FUNDING FY 2021 FY 2022 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $620,760 $931,140 $1,551,900 TOTAL $620,760 $931,140 $1,551,900 SCHEDULE FY 2021 FY 2022 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-6 PAVEMENT PRESERVATION PROJECT POWELL BUTTE HWY: COUNTY LINE to MCGRATH RD APPENDIX C-7 TRANSPORTATION SYSTEM Hunnell Rd: Loco Rd to Tumalo Rd Hunnell Road between Loco Rd at the northerly Bend city limit and Tumalo Rd is a north -south rural collector road as identified in the Deschutes County Transportation System Plan (TSP). Hunnell Road is an unimproved dirt road only passable by high -clearance vehicles from Loco Rd to Rogers Rd and is a combination of gravel and paved road of variable width from Rogers Rd to Tumalo Rd. The road serves as a backage road to US 97, which is access controlled. • Project Justification: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (High Priority) Rural Collector 398 (2019) SCOPE OF WORK • Constructing/widening the roadway to 34 ft.-wide pavement with 2 ft-wide aggregate shoulders. • Realigning Hunnell Rd at the intersection with Pohaku Rd. • Constructing a new crossing structure at the Pilot Butte Canal crossing. • Removal of roadside hazards. • Installing concrete splitter islands and speed feedback systems. • Improving the approach to Tumalo Rd. • Legalizing the right of way where necessary. FUNDING HUNNELL ROAD: LOCO RD TO ROGERS RD FY 2020 FY 2021 FY 2022 FY 2023 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $58,049 $139,925 $22,960 - $205,934 RIGHT OF WAY - - - - CONSTRUCTION - - $559,826 $839,739 $1,399,565 TOTAL $58,049 $139,925 $582,786 $839,739 $1,605,499 HUNNELL ROAD: ROGERS RD TO TUMALO RD FY 2020 FY 2021 FY 2022 FY 2023 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $135,447 $262,955 $97,111 - $480,513 RIGHT OF WAY - - $182,782 - $182,782 CONSTRUCTION - - $1,306,261 $1,959,390 $3,265,651 TOTAL $135,447 $262,955 $1,586,154 $1,959,390 $3,928,946 APPENDIX C-8 TRANSPORTATION SYSTEM PROJECTS TOTAL FY 2020 FY 2021 FY 2022 FY 2023 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $193,469 $402,907 $120,071 - $686,447 RIGHT OF WAY - - $182,782 - $182,782 CONSTRUCTION - - $1,866,087 $2,799,129 $4,665,216 TOTAL $193,469 $402,907 $2,168,940 $2,799,129 $5,534,445 SCHEDULE FV 2020 FY2021 FY 2022 FY2023 QTR 1 PRELIM. ENGINEERING QTR 2 QTR3 LQTR4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 RIGHT OF WAY CONSTRUCTION APPENDIX C-9 HUNNELL ROAD: LOCO ROAD TO TUMALO ROAD IMPROVEMENT CONCEPT PLAN NOVEMBER 4, 2020 ROAD DEPARTMENT Harper Tionf Peterson Righellis Inc. IMPROVED ROADWAY SECTION RIGHT OF WAY TYPICAL ROADWAY SECTION nm*oeLA E C/L 60 ROW SCALE: 1" = 1,200' RIGHT OF WAY 30' 30' GRAL'fL PINE SNOU.DER RIGHT OF WAY I lr SIRE GRAVEL LANEI TRAVEL 006E TRAVEL IANE LANE SHOULDER RAISED MEDIAN ROADWAY SECTION 60'ROW 11611116111161.1.01011110111111110 RIGHT OF WAY EXAMPLE SPLITTER ISLAND (SKYLINERS ROAD) glik IMPROVED POHAKU ROAD Air INTERSECTION ALIGNMENT NEW CANAL CROSSING STRUCTURE 0 DYNAMIC SPEED FEEDBACK SIGNS SPEED LIMIT 35 YOUR PEED 37 "NO THRU TRUCKS" SIGNAGE ALL -WAY STOP AT ROGERS ROAD CO LOCOaRp; TRANSPORTATION SYSTEM PROJECT HUNNEL RD: LOCO RD to ROGERS RD APPENDIX C-11 PROJECT AREA SISTERS LA PINE TRANSPORTATION SYSTEM PROJECT HUNNEL RD: ROGERS RD to TUMALO RD APPENDIX C-12 TRANSPORTATION SYSTEM Deschutes Market Rd / Hamehook Rd Roundabout Deschutes Market Rd is a north -south arterial located northeast of Bend. It is frequently used as a bypass to US 97 from east Bend. The Deschutes Market Rd and Hamehook Rd intersection is a 3-legged intersection and presently is stop sign -controlled on the north leg only. These roads have seen moderate traffic growth due to development and completion of the Deschutes Market interchange at US 97. Growth is expected to increase as development in the area continues. • Project Justification: • Road Name: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (High Priority) Deschutes Market Rd Hamehook Rd Rural Arterial Rural Collector 6,912 (2019) 5,909 (2020) SCOPE OF WORK • Constructing a roundabout. • Installing illumination. • Installing new signs, striping and delineation. • Clearing roadside obstructions. FUNDING FY 2021 FY 2022 FY 2023 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $75,000 $257,000 - $332,000 RIGHT OF WAY - $114,000 - $114,000 CONSTRUCTION - $300,000 $1,481,000 $1,781,000 TOTAL $75,000 $671,000 $1,481,000 $2,227,000 SCHEDULE FY 2021 FY 2022 FY 2023 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 1 QTR 3 QTR 4 PRELIM. ENGINEERING RIGHT OF WAY CONSTRUCTION APPENDIX C-13 TRANSPORTATION SYSTEM PROJECT DESCHUTES MARKET RD & HAMEHOOK RD APPENDIX C-14 PAVEMENT PRESERVATION Paving of Cottonwood Rd: US 97 to BNSF RR Cottonwood Rd is located north of Sunriver and provides a critical connection between north Sunriver and US 97. The 1.84 miles segment from US97 to the Cottonwood Bridge over the Burlington Northern Santa -Fe (BNSF) railroad is classified as a rural collector. Cottonwood Rd continues as a local access road rom the railroad crossing into Sunriver. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 84 out of 100 Rural Collector 4,035 (2018) SCOPE OF WORK • Paving. • Minor improvements — Striping and Delineation. FUNDING FY 2022 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - RIGHT OF WAY - - CONSTRUCTION $618,144 $618,144 TOTAL $618,144 $618,144 SCHEDULE FY 2022 QTR 1 QTR 2 1 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-15 PAVEMENT PRESERVATION PROJECT COTTONWOOD RD: US 97 to BNSF RR APPENDIX C-16 PAVEMENT PRESERVATION Paving of Deschutes Market Rd: Hamehook Rd to Yeoman Rd Deschutes Market Rd is a north -south arterial located northeast of Bend. It is frequently used as a bypass to US 97 from east Bend. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 80 out of 100 Rural Arterial 9,675 (2019) SCOPE OF WORK • Paving. • Minor improvements — striping and delineation. FUNDING FY 2022 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - RIGHT OF WAY - - CONSTRUCTION $310,838 $310,838 TOTAL $310,838 $310,838 SCHEDULE FY 2022 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-17 PAVEMENT PRESERVATION PROJECT DESCHUTES MARKET RD: HAMEHOOK RD to YEOMAN RD PROJECT AREA APPENDIX C-18 PAVEMENT PRESERVATION Paving of Alfalfa Market Rd: M.P. 4 to Dodds Rd Alfalfa Market Rd is an east -west rural arterial beginnig at Powell Butte Hwy and ending 9.45 miles to the east at a 4 way intersection with Johnson Ranch Rd, Willard Rd and Walker Rd. The road provides access to Prineville Reservoir and the Crooked River Highway. This segment is experiencing significant pavement distress and shoulder deterioration. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 76 out of 100 Rural Arterial 1,608 (2019) SCOPE OF WORK • Paving. • Shoulder repair. • Minor improvements — Striping and Delineation. FUNDING FY 2022 FY 2023 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $265,000 $1,119,543 $1,384,543 TOTAL $265,000 $1,119,543 $1,384,543 SCHEDULE FY 2022 FY 2023 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-19 PAVEMENT PRESERVATION PROJECT ALFALFA MARKET RD: MP4 to DODDS RD APPENDIX C-20 PAVEMENT PRESERVATION Paving of Hamby Rd: US 20 to Butler Market Rd Hamby Rd is an north -south arterial located east of Bend that begins at US 20 and ends at Butler Market Rd. It is a popular commuting link and is increasingly used as an eastside bypass of Bend between US20 and US97 via Butler Mkt Rd, Hamehook Rd, and Deshutes Mkt Rd. It also provides access to Buckingham Elementary School. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 78 out of 100 Rural Arterial 4,037 (2019) SCOPE OF WORK • Paving. • Minor improvements — Striping and Delineation. FUNDING FY 2022 FY 2023 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $200,000 $210,000 $410,000 TOTAL $200,000 $210,000 $410,000 SCHEDULE FY 2022 FY 2023 QTR 1 PRELIM. ENGINEERING QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 I QTR 3 QTR 4 CONSTRUCTION APPENDIX C-21 PAVEMENT PRESERVATION PROJECT HAMBY RD: US 20 to BUTLER MKT RD APPENDIX C-22 BEN PAVEMENT PRESERVATION Local Road Pavement Preservation Pavement preservation on local roads generally consists of asphalt concrete pavement overlays or slurry seals on local road networks in individual maintenance zones (Bend, Redmond, Sisters, and La Pine). Annual selection of local roads to receive pavement preservation work is determined based on the Department's pavement management system. SCOPE OF WORK • Contracted paving or sealing of local roads. FUNDING FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. TOTAL $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 APPENDIX C-23 TRAFFIC SAFETY Signage Improvements Annual signage improvements include installing new traffic control devices or upgrading existing traffic control devices in accordance with current state and federal standards. Additionally, localized traffic control device improvements are sometime warranted to address specific operational or safety needs. SCOPE OF WORK • Contracted installation of regulatory signs, warning signs, and other traffic control devices. FUNDING FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. TOTAL $100,000 $100,000 $350,000 $350,000 $100,000 APPENDIX C-24 TRAFFIC SAFETY Guardrail Improvements Annual guardrail improvements include upgrading existing guardrail systems to current state and federal standards and installing new guardrail systems at locations where warranted. SCOPE OF WORK • Contracted installation of guardrail systems. FUNDING FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. TOTAL $100,000 $100,000 $100,000 $100,000 $100,000 APPENDIX C-25 TRAFFIC SAFETY Sidewalk Ramp Improvements Sidewalk ramp improvements include replacing pedestrian ramps in urban unincorporated areas and the City of La Pine to meet current PROWAG accessibility guidelines in accordance with the Department's ADA Transition Plan. SCOPE OF WORK • Contracted replacement of sidewalk pedestrian ramps. FUNDING FY 2022 FY 2023 FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. TOTAL $75,000 $75,000 APPENDIX C-26 BRIDGE CONSTRUCTION Smith Rock Way Bridge #15452 Repalcement The Smith Rock Way Bridge is a timber bridge located east of Terrebonne that was constructed in 1971. The bridge is structurally deficient and load posted at 30 tons. Smith Rock Way is an arterial that extends east from Terrebonne and after approximately three miles crosses into Crook County where the road eventually terminates at the O'Neil Highway by Lone Pine. Due to its proximity to the length -restricted O'Neil Highway, trucks often use Smith Rock Way as an alternate route, despite the Toad restricted structures along Smith Rock Way. • Project Justification: • Bridge Name: • Road Name: • Functional Classification: • ADT: Bridge Sufficiency Rating — 76.9 out of 100 North Unit Canal (Smith Rock Rd) Bridge #17CO2 Smith Rock Way Rural Arterial 729 (2016) SCOPE OF WORK • Remove the existing structure and replace it with a single -span, precast, prestressed concrete slab structure. • Pave bridge approaches. • Install bridge approach guardrail. FUNDING FY 2021 FY 2022 FY 2023 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $30,000 $155,000 - $185,000 RIGHT OF WAY - - - - CONSTRUCTION - $350,000 $500,000 $850,000 TOTAL $30,000 $505,000 $500,000 $1,035,000 SCHEDULE FY2021 FY2022 FY2023 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 I QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING i CONSTRUCTION I 1 1 APPENDIX C-27 BRIDGE CONSTRUCTION PROJECT SMITH ROCK WAY BRIDGE: # 15452 APPENDIX C-28 SISTER API�NE 4__.. __1 BRIDGE CONSTRUCTION Gribbling Rd Bridge #17C30 Repalcement The Gribbling Rd Bridge is a timber bridge located east of Bend that was constructed in 1958. As development continues and population increases to the east of Bend, Gribbling Rd has become an important route for north -south travel and secondary access in case of fire emergency. The bridge is structurally deficient and scour critical. The bridge is load posted at 5 tons. Because of the width and load restriction of the bridge, Deschutes County Rural Fire Protection District #2 will not take their trucks over the bridge, resulting in longer response times. • Project Justification: Deschutes County TSP 2010 — 2030 (Low Priority) ODOT Local Bridge Program Bridge Sufficiency Rating — 22.0 out of 100 • Bridge Name: COID Canal (Gribbling Rd) Bridge #17CO2 • Road Name: Gribbling Rd • Functional Classification: Rural Local SCOPE OF WORK • Remove the existing structure and replace it with a single -span, precast, prestressed concrete slab structure. • Pave bridge approaches. • Install bridge approach guardrail. FUNDING FY 2021 FY 2022 FY 2023 TOTAL FUNDING SOURCE ODOT LBP ODOT LBP ODOT LBP ODOT LBP PRELIM. ENGINEERING $50,000 $101,200 - $151,200 RIGHT OF WAY - - - - CONSTRUCTION - $178,375 $535,125 $716,500 TOTAL $50,000 $279,575 $535,125 $864,700 SCHEDULE FV 2021 FV 2022 FV 2023 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 I QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING i I I CONSTRUCTION I ! APPENDIX C-29 BRIDGE CONSTRUCTION PROJECT GRIBBLING RD BRIDGE: # 17C30 APPENDIX C-30 TRANSPORTATION SYSTEM Powell Butte Hwy / Butler Market Rd Roundabout Powell Butte Hwy is a north -south arterial and major commuting Zink between Bend, the community of Powell Butte and the City of Prineville. Butler Market Rd is an east -west road that provides access from the City of Bend to Powell Butte Hwy and the Bend Municipal airport. Powell Butte Hwy is intersected northeast of Bend by Butler Market Road at a 3- legged intersection with a stop sign near the airport. • Project Justification: • Road Name: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (High Priority) Powell Butte Hwy Rural Arterial 7,259 (2019) SCOPE OF WORK • Constructing a roundabout. • Installing illumination. • Installing new signs, striping and delineation. FUNDING Butler Market Rd Rural Arterial 3,754 (2019) FY 2022 FY 2023 FY 2024 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $150,000 $225,000 - $375,000 RIGHT OF WAY - $71,000 - $71,000 CONSTRUCTION - $450,000 $1,558,968 $2,008,968 TOTAL $150,000 $746,000 $1,558,968 $2,454,968 SCHEDULE FY2022 FV 2023 FY 2024 QTR1 QTR2 I QTR3 QTR 4 QTR 1 I QTR 2 I QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 I QTR 4 PRELIM. ENGINEERING RIGHT OF WAY CONSTRUCTION APPENDIX C-31 N 0 N.- ; TRANSPORTATION SYSTEM PROJECT "i POWELL BUTTE HWY & BUTLER MARKET RD APPENDIX C-32 PAVEMENT PRESERVATION Paving of NW Helmholtz Way: W Antler Ave to NW Walnut Ave NW Helmholtz Way is located west of Redmond and runs north -south beginning at W Antler Ave and ending at NW Coyner Rd. The segment from NW Antler Ave to NW Maple Ave is classified as a rural arterial and the segment from NW Maple Ave to NW Coyner Rd is classified as a rural collector. The existing pavement width is 24'. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 76 out of 100 Rural Arterial/Collector 2,224 (2019) SCOPE OF WORK • Widening the roadway to 28 ft.-wide pavement with 2ft.-wide aggregate shoulders from W Antler Ave to NW Walnut Ave. • Paving from W Antler Ave to NW Walnut Ave. • Minor improvements — Striping and Delineation. FUNDING FY 2023 FY 2024 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $200,000 $803,920 $1,003,920 TOTAL $200,000 $803,920 $1,003,920 SCHEDULE FY 2023 FY 2024 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-33 PAVEMENT PRESERVATION PROJECT NW HELMHOLTZ WAY: W ANTLER AVE to NW WALNUT AVE APPENDIX C-34 PAVEMENT PRESERVATION Paving of Three Creeks Rd: Sisters City Limits to FS Boundary Three Creeks Rd spans 15.85 miles north -south from the southern city limits of Sisters to Three Creeks Lake. The first 3.9 miles of Three Creeks Rd, from the city limits to Forest Service Road #1600-370, is a Deschutes County rural collector road. It then becomes a Forest Service road to its terminous. Three Creeks Rd primarily provides access to the Deschutes National Forest and Three Sisters Wilderness for recreational users. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 68 out of 100 Eligible for Federal Lands Access Program Rural Collector 687 (2016) SCOPE OF WORK • Paving. • Minor improvements — Striping and Delineation. *Projec FUNDING FY 2023 FY 2024 TOTAL FUNDING SOURCE DESCHUTES CO.* DESCHUTES CO.* DESCHUTES CO.* PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $217,000 $817,376 $1,034,376 TOTAL $217,000 $817,376 $1,034,376 t is eligible for FHWA Federal Lands Access Program funding. SCHEDULE FY 2023 FY 2024 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-35 LOG&T'lTfx PAVEMENT PRESERVATION PROJECT THREE CREEKS RD: SISTERS CITY LIMITS to FS BOUNDARY APPENDIX C-36 PAVEMENT PRESERVATION Paving of Burgess Rd: Sunrise Blvd to South Century Dr Burgess Rd is an east -west arterial located west of La Pine that connects US 97 to South Century Dr. The section from Sunrise Blvd to South Century Dr is frequently used by recreational motorists and cyclists accessing the high Cascade Lakes and Three Sisters Wilderness areas, as well as the Ponderosa Pines and Wild River subdivisions. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 72 out of 100 Eligible for Federal Lands Access Program Rural Arterial 2,206 (2019) SCOPE OF WORK • Paving. • Minor improvements —Striping and Delineation. FUNDING FY 2023 FY 2024 TOTAL FUNDING SOURCE DESCHUTES CO.* DESCHUTES CO.* DESCHUTES CO.* PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $530,000 $1,513,822 $2,043,822 TOTAL $530,000 $1,513,822 $2,043,822 *Project is eligible for FHWA Federal Lands Access Program funding. SCHEDULE FY 2023 FY 2024 QTR 1 QTR 2 QTR3 QTR4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-37 PAVEMENT PRESERVATION PROJECT BURGESS RD: SUNRISE BI VD to S CENTURY DR APPENDIX C-38 LAj* NE BRIDGE CONSTRUCTION Wilcox Ave Bridge Replacements Approximately .4 miles west of the Crook County line on NE Wilcox Ave are two timber bridges built in 1969, the 13' (west) structure # 02171-03 and the 16' (east) structure # 02171-04. Both bridges are experiencing rotting wood, spalling on concrete abutments and checking throughout the timber structure. NE Wilcox Ave is an east -west collector located east of Terrebonne that runs parallel to Smith Rock Way from NE 1st St, and after approximately 3 miles crosses into Crook County where it connects to Smith Rock Way. It provides primary access to Smith Rock State Park for recreational users. • Project Justification: • Bridge Name: • Road Name: • Functional Classification: • ADT: Bridge Sufficiency Rating — 82.8 out of 100 (# 02171-03) Bridge Sufficiency Rating — 82.8 out of 100 (# 02171-04) Wilcox Ave Bridge # 02171-03 Wilcox Ave Bridge # 02171-04 NE Wilcox Ave Rural Collector 1,802 (2020) SCOPE OF WORK • Remove existing structure # 02171-03 and # 02171-04 and replace with two reinforced concrete box culverts. • Pave approaches. • Install culvert approach guardrail. FUNDING FY 2022 FY 2023 FY 2024 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $100,000 $60,000 - $160,000 RIGHT OF WAY - - - - CONSTRUCTION - $240,000 $500,000 $740,000 TOTAL $100,000 $300,000 $500,000 $900,000 SCHEDULE FY2022 FV2023 FY2024 QTR 1 I QTR 2 QTR 3 I QTR 4 QTR 1 QTR 2 I QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 I QTR 4 PRELIM. ENGINEERING ; I CONSTRUCTION 1 i � I APPENDIX C-39 PROJECT AREA REDMAD BRIDGE CONSTRUCTION PROJECT WILCOX AVE BRIDGES: # 2171W and #2171E 1 APPENDIX C-40 Buckhorn Rd: Hwy 126 to M.P. 1.6 Buckhorn Rd is an unpaved, north -south collector located west of Redmond that connects NW Lower Bridge Rd to OR 126. Buckhorn Rd provides access to 28,741 acres federal lands, including several designated trail use areas for recreational users in the Crooked River National Grasslands. • Project Justification: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (Medium Priority) Eligible for Federal Lands Access Program Rural Collector 80 (2018 Estimated) SCOPE OF WORK • Constructing/widening the roadway to 28 ft.-wide pavement with 2 ft-wide aggregate shoulders from Hwy 126 to M.P. 1.6. • Other improvements such as signage, delineation, fencing and marked trail crossings. FUNDING FY 2023 FY 2024 FY 2025 TOTAL FUNDING SOURCE DESCHUTES CO.* DESCHUTES CO*. DESCHUTES CO.* DESCHUTES CO.* PRELIM. ENGINEERING $150,000 $111,572 - $261,572 RIGHT OF WAY - - - - CONSTRUCTION - $427,000 $986,872 $1,413,872 TOTAL $150,000 $538,572 $986,872 $1,675,444 *Project is eligible for FHWA Federal Lands Access Program funding. SCHEDULE FY2023 FY2024 FY2025 QTR1 QTR2 QTR3 QTR4 QTR1 QTR2 QTR3 QTR4 QTR1 QTR2 QTR3 QTR4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-41 cy 0 TRANSPORTATION SYSTEM PROJECT BUCKHORN RD: HWY 126 to MP 1.6 APPENDIX C-42 NW Lower Bridge Way: 43rd St to Holmes Rd NW Lower Bridge Way is a rural collector that runs east -west beginning at US 97 and ending near Holmes Rd. It is a primary route for both recreational and residential traffic. The section from NW 43rd St to Holmes Road has varying roadway width from 24' to 30' and deteriorating pavement condition. NW 43rd St is a major collector and the primary access route for over 5,000 residents of Crooked River Ranch. NW 43rd St intersects NW Lower Bridge Way at a three-legged stop controlled intersection where there has been a history of crashes. • Project Justification: • Road Name: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (Medium Priority) Pavement Condition Index (PCI) — 73 out of 100 NW Lower Bridge Way NW 43rd St Rural Collector Rural Collector 6,358 (2020) 6,435 (2020) SCOPE OF WORK • Construct a single -lane roundabout at the intersection of NW Lower Bridge Way and NW 43rd St. • Widening NW Lower Bridge Way to 28 ft.-wide pavement with 2 ft-wide aggregate shoulders from NW 43rd St to Holmes Rd. • Minor improvements — signing, guardrail and delineation. • Removal of roadside hazards. • Paving of NW Lower Bridge Way between NW 43rd St and Holmes Rd. FUNDING FY 2023 FY 2024 FY 2025 FY 2026 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $200,000 $650,608 - - $850,608 RIGHT OF WAY - $150,000 - - $150,000 CONSTRUCTION - $800,000 $1,717,138 $3,000,000 $5,517,138 TOTAL $200,000 $1,600,608 $1,717,138 $3,000,000 $6,517,746 SCHEDULE FV 2023 FY 2024 FY 2025 FY 2026 QTR 1 PRELIM. ENGINEERING QTR2 1 QTR3 I QTR4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 I QTR 2 QTR 3 ( QTR 4 RIGHT OF WAY CONSTRUCTION APPENDIX C-43 TRANSPORTATION SYSTEM PROJECT LOWER BRIDGE WAY: 43RD ST to HOLMES RD APPENDIX C-44 PAVEMENT PRESERVATION Paving of Cline Falls Hwy: OR 126 to Cook Ave Cline Falls Hwy is north -south arterial that extends between Tumalo Road in Tumalo and OR 126 near Eagle Crest Resort. Cline Falls offers access to Cline Falls State Park off of OR 126 and is popular with area cyclists both for the road itself and access to mountain bike trails near Cline Buttes at the north end. The road provides access to western Redmond from Tumalo. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 80 out of 100 Rural Arterial 4,819 (2019) SCOPE OF WORK • Paving. • Minor improvements — Striping and Delineation. FUNDING FY 2024 FY 2025 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - RIGHT OF WAY - - - CONSTRUCTION $800,000 $2,523,233 $3,323,233 TOTAL $800,000 $2,523,233 $3,323,233 SCHEDULE FY 2024 FY 2025 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-45 0 ? PAVEMENT PRESERVATION PROJECT CLINE FALLS RD: HWY 126 to COOK AVE APPENDIX C-46 PAVEMENT PRESERVATION Paving of S Canal Blvd/Old Bend - Redmond Hwy: 61st St to Tumalo Rd Old Bend -Redmond Hwy is a north -south arterial that offers a parallel local route to US 97 for those traveling between Bend and Redmond. The road is popular with area cyclists due to its relatively good shoulders and scenic connecting routes that link Old Bend -Redmond to Cline Falls Highway. Nearing Redmond, the road becomes S Canal Blvd. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 78 out of 100 Rural Arterial 4,585 (2019) SCOPE OF WORK • Paving. • Minor improvements —Striping and Delineation. FUNDING FY 2024 FY 2025 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $200,000 $1,557,258 $1,757,258 TOTAL $200,000 $1,557,258 $1,757,258 SCHEDULE FY 2024 FY 2025 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-47 PAVEMENT PRESERVATION PROJECT =S CANAL BLVD/ OLD BEND REDMOND HWY: 61 ST to TUMALO RD APPENDIX C-48 PAVEMENT PRESERVATION Paving of Johnson Rd: Shevlin Park to Tumalo Reservior Rd Johnson Rd is a north -south arterial located west of Bend that spans from the city limits of Bend to Tumalo Reservior Rd, offering an alternative route from west Bend to Tumalo. The road is popular with area cyclists due to its relatively good shoulders and scenic connecting routes that link the Three Sisters Scenic Bikeway to Bend and Shevlin Park. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 82 out of 100 Rural Arterial 2,935 (2019) SCOPE OF WORK • Paving. • Minor improvements — Striping and Delineation. FUNDING FY 2024 FY 2025 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $407,000 $1,214,286 $1,621,286 TOTAL $407,000 $1,214,286 $1,621,286 SCHEDULE FY 2024 FY 2025 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-49 PAVEMENT PRESERVATION PROJECT oHNSON RD: SHEvL!N PARK RD to TYLER RD APPENDIX C-50 Hamehook Rd Bridge #17C32 Repalcement The Hamehook Rd Bridge is a timber bridge located northeast of Bend that was constructed in 1977. As development continues and population increases to the north and east of Bend, Hamehook Rd has become an important route for north -south travel and road users bypassing Bend for access to and from US97. The timber structure is experiencing checking and cracking throughout the deck and girders; existing concrete piers, abutments and footings are delaminating and cracking and; metal bridge railing is substandard and in need of repair. • Project Justification: Bridge Sufficiency Rating — 73.9 out of 100 • Bridge Name: North Unit Main Canal (Hamehook Rd) Bridge #17C32 • Road Name: Hamehook Rd • Functional Classification: Rural Collector SCOPE OF WORK • Construct a temporary detour bridge. • Remove the existing structure and replace it with a single -span, precast, prestressed concrete slab structure. • Pave bridge approaches. • Install bridge approach guardrail. FUNDING FY 2023 FY 2024 FY 2025 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $96,500 $96,500 - $193,000 RIGHT OF WAY - $50,000 - $50,000 CONSTRUCTION - $269,000 $805,000 $1,074,000 TOTAL $96,500 $415,500 $805,000 $1,317,000 SCHEDULE FY2023 FY2024 FY2025 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR2 QTR3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING RIGHT OF WAY CONSTRUCTION APPENDIX C-51 d. 0 BRIDGE CONSTRUCTION PROJECT HAMEHOOK ROAD BRIDGE: # 17C32 APPENDIX C-52 TRANSPORTATION SYSTEM 2025 Buckhorn Rd: M.P. 1.6 to Lower Bridge Way Buckhorn Rd is an unpaved, north -south collector located west of Redmond that connects NW Lower Bridge Rd to OR 126. Buckhorn Rd provides access to 28,741 acres of federal lands, including several designated trail use areas for recreational users in the Crooked River National Grasslands. • Project Justification: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (Medium Priority) Eligible for Federal Lands Access Program Rural Collector 80 (2018 Estimated) SCOPE OF WORK • Constructing/widening the roadway to 28 ft.-wide pavement with 2 ft-wide aggregate shoulders from M.P. 1.6 to Lower Bridge Way. • Other improvements such as signage, delineation, fencing and marked trail crossings. FUNDING FY 2024 FY 2025 FY 2026 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $250,000 $100,000 - $350,000 RIGHT OF WAY - $40,000 - $40,000 CONSTRUCTION - $840,000 $3,000,000 $3,840,000 TOTAL $250,000 $980,000 $3,000,000 $4,230,000 SCHEDULE FY 2025 FY2026 FY2027 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING RIGHT OF WAY CONSTRUCTION APPENDIX C-53 PROJECT AREA TRANSPORTATION SYSTEM PROJECT BUCKHORN RD: MP 1.6 to LOWER BRIDGE WAY APPENDIX C-54 TRANSPORTATION SYSTEM 2025 Tumalo Pedestrian Improvements Tumalo is a rural unincorporated community located west of Bend that has seen significant population growth, residential development and economic investment in recent years. 4th St, 5th St, 7th St and 8th St are urban local roads that extend east -west from Cook Ave, with 5th St and 7th St connecting to US20 and 4th St running adjacent to the Tumalo Community School. Each of these roads have lack sidewalks and other pedestrian facilities creating an incomplete network of pedestrian access routes between key destinations. • Project Justification: • Road Name: • Functional Classification: • ADT: • Constructing sidewalks and • Constructing sidewalks and • Constructing sidewalks and • Constructing sidewalks and Deschutes County TSP 2010 — 2030 (Medium Priority) 4th St, 5th St, 7th St, 8th St Urban Local 2,682 (5th St - 2019) SCOPE OF WORK curb ramps on 4th St from Wood Ave to Bruce Ave. curb ramps on 5th St from Wood Ave to Cook Ave. curb ramps on 7th St from US 20 to Cook Ave. curb ramps on 8th St from Cook Ave to Riverview. FUNDING FY 2024 FY 2025 FY 2026 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $70,000 $30,000 - $100,000 RIGHT OF WAY - - - - CONSTRUCTION - $100,000 $400,000 $500,000 TOTAL $70,000 $130,000 $400,000 $600,000 SCHEDULE FY2024 FY2025 FY2026 QTR 1 I QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 I QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING ; CONSTRUCTION APPENDIX C-55 TRANSPORTATION SYSTEM PROJECT TUMALO PEDESTRIAN IMPROVEMENTS: 4TH ST, 5TH ST, 7TH ST, & 8TH ST APPENDIX C-56 PAVEMENT PRESERVATION 2025 Paving of Old Bend -Redmond Hwy: Tumalo Rd to US 20 Old Bend -Redmond Hwy is a north -south arterial that offers a parallel local route to US 97 for those traveling between Bend and Redmond. The road is popular with area cyclists due to its relatively good shoulders and scenic connecting routes that link Old Bend -Redmond to Cline Falls Highway. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 78 out of 100 Rural Arterial 4,220 (2019) SCOPE OF WORK • Paving. • Minor improvements —Striping and Delineation. FUNDING FY 2025 FY 2026 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $300,000 $866,042 $1,166,042 TOTAL $300,000 $866,042 $1,166,042 SCHEDULE FY 2025 FY 2026 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING CONSTRUCTION APPENDIX C-57 PAVEMENT PRESERVATION PROJECT OLD BEND REDMOND HWY: TUMALO RD to US 20 APPENDIX C-58 = vJ PAVEMENT PRESERVATION 2025 Paving of Powell Butte Hwy: McGrath Rd to US 20 Powell Butte Hwy is north -south arterial and a major commuting link between Bend, the community of Powell Butte and the City of Prineville. This segment includes a single lane roundabout at the intersection of Powell Butte Hwy and NE Neff Rd/Alfalfa Market Rd. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 80 out of 100 Rural Arterial 6,519 (2019) SCOPE OF WORK • Paving. • Paving of roundabout and roundabout legs at NE Neff Rd/Alfalfa Market Rd. • Minor improvements — Striping and Delineation. FUNDING FY 2025 FY 2026 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $400,000 $1,037,764 $1,437,764 TOTAL $400,000 $1,037,764 $1,437,764 SCHEDULE FY 2025 FY 2026 QTR 1 PRELIM. ENGINEERING QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 CONSTRUCTION APPENDIX C-59 HIGH NELSON RD JASON'ROI yNEFF:RD;n. PAVEMENT PRESERVATION PROJECT POWELL BUTTE HWY: MCGRATH RD to US 20 APPENDIX C-60 ALFALFAMKT=RD PROJECT REDMOND AREA 'fJ RBN b -�iis5'? SISTER LA PINE South Century Dr / Spring River Rd Roundabout South Century Dr is a rural arterial that runs through Sunriver and connects US97 to Forest Service Road 42. Spring River Rd is an east -west rural aterial that begins in Sunriver at an intersection with South Century Dr and turns into River Summit Dr 4 miles to the east. The South Century Dr and Spring River Rd intersection is a 3-legged intersection and presently is stop sign - controlled on the south leg only. • Project Justification: • Road Name: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (Medium Priority) South Century Dr Rural Arterial 10,479 (2019) SCOPE OF WORK • Constructing a roundabout. • Installing illumination. • Installing new signs, striping and delineation. • Clearing roadside obstructions. FUNDING Spring River Rd Rural Arterial 5,901 (2020) FY 2025 FY 2026 FY 2027 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $135,000 $200,000 - $335,000 RIGHT OF WAY - $242,000 - $242,000 CONSTRUCTION - $333,000 $1,334,000 $1,667,000 TOTAL $135,000 $775,000 $1,334,000 $2,244,000 SCHEDULE FY 2025 FY 2026 FY 2027 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING RIGHT OF WAY CONSTRUCTION APPENDIX C-61 TRANSPORTATION SYSTEM PROJECT SOUTH CENTURY DR & SPRING RIVER RD APPENDIX C-62 South Century Dr / Huntington Rd Roundabout South Century Dr is a rural arterial/collector that runs through Sunriver and connects US97 to Forest Service Road 42. Huntington Rd is a north -south rural collector that begins at the intersection with South Century Dr and continues south through La Pine until it meets US97. The intersection has at a slight skew (106 degree) and the western and southern approaches are controlled with stop signs while the northern approch is uncontrolled. There were 10 reported crashes at the intersection during the most recent five year period of available crash data (2014-2018). • Project Justification: • Road Name: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (Low Priority) South Century Dr Rural Collector 7,736 (2020) SCOPE OF WORK • Constructing a roundabout. • Installing illumination. • Installing new signs, striping and delineation. • Clearing roadside obstructions. FUNDING Huntington Rd Rural Collector 2,590 (2020) FY 2025 FY 2026 FY 2027 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $135,000 $191,000 - $326,000 RIGHT OF WAY - $61,000 - $61,000 CONSTRUCTION - $323,000 $1,296,000 $1,619,000 TOTAL $135,000 $575,000 $1,296,000 $2,006,000 SCHEDULE FY2025 FY2026 FY 2027 QTR 1 PRELIM. ENGINEERING RIGHT OF WAY QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 I QTR 3 QTR 4 CONSTRUCTION APPENDIX C-63 PROJECT AREA TRANSPORTATION SYSTEM PROJECT SOUTH CENTURY DR & HUNTINGTON RD APPENDIX C-64 Tumalo Reservoir Rd: O.B. Riley Rd to Sisemore Rd Tumalo Reservoir Rd is located southwest of Tumalo and spans from O.B. Riley Rd to Sisemore Rd. The segment between O.B. Riley Rd and Bailey Rd serves as part of the Twin Bridges Scenic Bikeway. The existing pavement width ranges from 22 to 25 feet and the existing shoulders are deteriorating. • Project Justification: • Functional Classification: • ADT: Deschutes County TSP 2010 — 2030 (Low Priority) Pavement Condition Index (PCI) Rating — 79 out of 100 Rural Collector 1,430 (2019) SCOPE OF WORK • Widening the roadway to achieve 30 ft.-wide pavement with 2' aggregate shoulders. • Paving. FUNDING FY 2025 FY 2026 FY 2027 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING $350,000 $117,000 - $467,000 RIGHT OF WAY - $30,000 - $30,000 CONSTRUCTION - $785,500 $2,356,500 $3,142,000 TOTAL $350,000 $932,500 $2,356,500 $3,639,000 SCHEDULE FY 2025 FY2026 FY 2027 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 PRELIM. ENGINEERING RIGHT OF WAY CONSTRUCTION APPENDIX C-65 '.-,z P(NE-11)RST TRANSPORTATION SYSTEM PROJECT TUMALO RESERVOIR RD: OB RILEY RD to SISEMORE RD APPENDIX C-66 Z -- Paving of Holmes Rd: NW Lower Bridge Way to Edmundson Rd Holmes Rd is a rural collector east of Terrebonne and Redmond that connnects NW Lower Brige Way to OR 126. Holmes Rd provides access to Bureau of Land Management lands and recreation sites. • Project Justification: • Functional Classification: • ADT: Pavement Condition Index (PCI) Rating — 81 out of 100 Oregon Federal Lands Access Program Rural Collector 813 (2019) SCOPE OF WORK • Paving. • Minor improvements — Striping and Delineation. FUNDING FY 2026 FY 2027 TOTAL FUNDING SOURCE DESCHUTES CO.* DESCHUTES CO.* DESCHUTES CO.* PRELIM. ENGINEERING - - - RIGHT OF WAY - - - CONSTRUCTION $716,282 $1,671,326 $2,387,608 TOTAL $716,282 $1,671,326 $2,387,608 roject is eligible for FHWA Federal Lands Access Program funding. SCHEDULE FY 2026 FY 2027 QTR 1 PRELIM. ENGINEERING CONSTRUCTION QTR 2 1 QTR 3 QTR 4 QTR 1 QTR 2 ( QTR 3 t QTR 4 APPENDIX C-67 PAVEMENT PRESERVATION PROJECT HOLMES RD: NE LOWER BRIDGE WAY to EDMUNDSON RD APPENDIX C-68 Paving of Tumalo Rd: Graystone Ln to Cline Falls Hwy Tumalo Rd is an east -west rural collector between Bend and Redmond that connects Deschutes Market Rd to Cline Falls Hwy. • Project Justification: Pavement Condition Index (PCI) Rating — 84 out of 100 • Functional Classification: Rural Collector • ADT: 7,529 (2019) SCOPE OF WORK • Paving. • Minor improvements — Striping and Delineation. FUNDING FY 2026 FY 2027 TOTAL FUNDING SOURCE DESCHUTES CO. DESCHUTES CO. DESCHUTES CO. PRELIM. ENGINEERING - - - RIGHT OF WAY - CONSTRUCTION $400,000 $815,000 $1,215,000 TOTAL $400,000 $815,000 $1,215,000 SCHEDULE FY 2026 FY2027 QTR 1 QTR 2 PRELIM. ENGINEERING QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 CONSTRUCTION APPENDIX C-69 PAVEMENT PRESERVATION PROJECT TUMALO RD: GRAYSTONE LANE to CLINE FALLS HIGHWAY APPENDIX C-70 South Century Dr Bridge #16181 Rehabilitation The South Century Dr Bridge #16181 over the Burlington Northern — Santa Fe (BNSF) railroad is a 3-span prestressed concrete bridge located east of Sunriver that was constructed in 1976. The bridge is showing significant signs of efflorescence, cracking and spalling throughout the structure and concrete railing and is suspected to have been constructed with poor quality concrete materials. South Century Dr is an east -west arterial located near Sunriver that connects US 97 to the Cascade Lakes Highway. The segment from US 97 to Sunriver is a primary access route for recreational users and residents of Sunriver to/from US 97. • Project Justification: • Bridge Name: • Road Name: • Functional Classification: • ADT: Bridge Sufficiency Rating — 78.7 out of 100 South Century Dr over BNRR Bridge #16181 South Century Dr Rural Arterial 8,559 (2019) SCOPE OF WORK • Repair reinforced concrete. • Replace concrete bridge rail. • Replace bridge deck surfacing and add a waterproofing membrane. • Upgrade bridge approach guardrail. FUNDING FY 2025 FY 2026 FY 2027 TOTAL FUNDING SOURCE ODOT LBP ODOT LBP ODOT LBP ODOT LBP PRELIM. ENGINEERING $300,000 $144,000 - $444,000 RIGHT OF WAY - - - - CONSTRUCTION - $641,000 $962,000 $1,603,000 TOTAL $300,000 $785,000 $962,000 $2,047,000 SCHEDULE FV2025 FY2026 FY2027 QTR 1 QTR 2 QTR 3 ! QTR 4 QTR 1 QTR 2 I QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 I QTR 4 PRELIM. ENGINEERING I �� CONSTRUCTION 1 APPENDIX C-71 ENTURY DR PROJECT AREA BRIDGE CONSTRUCTION PROJECT SOUTH CENTURY DRIVE BRIDGE: # 16181 APPENDIX C-72 6/3/2021 Fisca I Year 2021 ® 2022 BUDGET COMMITTEE I JUNE 3, 2021 IT art ««tL fl General operations, service contracts, maintenance funds, personnel services. $3.19M (+7.9%) Primary resource: Internal service fees ntFun •s 661 -:Reserve Planned enterprise technology upgrades and lifecycle replacements. $1.06M (+2.6%) Primary resource: Internal service fees Development and maintenance of digital information related to land and real property. $0.33M (+52.9%) (less contingency +1.3% ) Primary resource: Recording fee„.-- 1 6/3/2021 Microsoft 365 Implementation Current status: Working with contractor to lay the cloud foundation. To do: Sync all network accounts. Migrate mailboxes. Conduct training new on requirements and usage. Deploy new apps and features. Migrate intranet data. Implement disaster recovery. Cybersecurity improvements Conduct cybersecurity assessment and repeat assessments annually. Develop application to actively monitor the mobility of network connected computing assets. l` sA . 1 7 5 1111ry 15 t F ,i mit 03 ES 3500000 3000000 2500000 2000000 1500000 1000000 500000 0 FY2020 r 3-Year Revenue Budget FY2021 es ISF O OTHER sBNWC ti G w...r_ti v.0 FY2022 5 ES (. 2 6/3/2021 Chan es in C and e • uire ents WMMMMMMMMMMMMMMMWZSMMMMMMMMMW?alMMWW,VMMMM,MMM'iggWMMMMMMMMMMgOMMMWMM BNWC • 2020 decrease in contingency. (-$160,000) 2021 shortfall in personnel services. (-$125,000) Increase in requirements • Personnel Services (+4% » +8%) • Maintenance agreements (+$35,000) • Move funding to M365 subscriptions from fund 661 to material & services in fund 660. Implement independent charge -back formula for M365 cost recovery. Anticipate the cost of M365 services to increase over the next three budget cycles before leveling off. 3 Ivl !MANAGEMENT Worked with the Board of Commissioners and numerous other County Departments and Community Partners to realize and execute the Veterans Village project. 171 Worked with the Board of Commissioners and the Deschutes Children's Foundation to finalize and execute a new 20-year Operation Agreement for the Becky Johnson Community Center. Completed real property public auction resulting in disposition of 23 properties with gross proceeds of $768,000. ❑ Assist in facilitating and identifying County -owned asset and foreclosure property to support affordable and transitional housing. ❑ Identify County -owned assets to market for sale outside of the public auction process. ❑ Provide support where needed to help Board achieve their objectives. ❑ Continue to work with DSL to finalize pending DSL Land Exchange to provide County with 140- acres south of the Fairgrounds. ❑ Participate in Landfill Siting Work Group and assist with land selection and acquisition process. ❑ Identify properties for North County Expansion and manage property acquistion process as directed by the Board. ❑ Identify and Disposition County -owned Assets as directed by the Board. ❑ Work with Board and City of La Pine to determine next steps for Newberry Neighborhoods. ❑ Continue to assist and finalize conveyance of 40-acres to City of Redmond for Skyline Village. ❑ Participate in Regional Emergency Services Training & Coordination Center (RESTCC) project team and assist in facilitating land matters as directed by the Board. ❑ Complete Real Property Public Auction. ❑ Continue to work with IT to create Property Database for County's property portofolio. June 2021