2021-351-Minutes for Meeting August 16,2021 Recorded 8/30/2021iBOARD OF
COMMISSIONERS
1 300 NW Wall Street, Bend, Oregon
(5 1 ) :388-6570
Recorded in Deschutes County
Steve Dennison, County Clerk CJ2021-351
Commissioners' Journal 08/30/2021 9:04:30 AM
n���s�sioG�-� II�IIII��I'III�IIIIIII�IIIII�II
2021-351
FOR RECORDING STAMP ONLY
Barnes Sa'vvyer Rooir is
r
i._ive _7trC arr"ie( Vireo
I=f P C, 1. \//el"E 'Con
':i vi i�:"S Pau- .I i (i l , % i7i 'O(?�1 �C I�Or C', " 7 hI ii �_h hg. Also C - ::!.. \/\E . r I J
Anderson, �.Jli l:_)' i U rS', < iCC; i.;\% C) i_wV e, �o )r'OI i OUr1S(' 2(i 01' KC F':, i. 71 is ?. C u! \iP
(via Zoroi cal
CALL TO ORDER: Chair DeBone called the meeting to order at 1:00 p.m.
PLEDGE OF ALLEGIANCE
ACTION ITEMS:
1. Consideration of Chair Signature of Document No. 2021-542, a Notice of
Intent to Award for the Paving of Cottonwood Rd: US97 to BNSF RR
Project
County Engineer Cody Smith presented the item for consideration via Zoom
conference call. Mr. Smith reviewed the project. Three bids were received
and the apparent low bidder was Knife River Northwest. Work is anticipated
to being in mid -September.
CHANG: Move approval of Document No. 2021-542
ADAIR: Second
1.30CC_ 1\AE-14INCa Al_1C:1USI 6, 20I_.I !'AGE: I OF 5
VOTE: CHANG: Yes
ADAI R: Yes
DEBONE: Chair votes yes. Motion Carried
2. Consideration of Board Signature of Order No. 2021-036, Naming the
Community Service Shop to Recognize and Honor Jim Smith
Community Justice Interim Director Sonya Littledeer-Evans and Supervisor
Sam Bachman presented the Order for consideration noting the extensive
career of Jim Smith through his years of employment with Deschutes County.
An open house is scheduled.
ADAIR: Move approval of Order No. 2021-036
CHANG: Second
VOTE: ADAIR: Yes
CHANG: Yes
DEBONE: Chair votes yes. Motion Carried
3. Performance Measure Updates - 4t" Quarter
Communications Director Whitney Hale presented via Zoom conference call.
• Administrative Services: Internal Auditor David Givans presented
regarding the process of internal audit reports under the goal of
service delivery.
• Community Development Department: Senior Transportation Planner
Peter Russell presented an update on City of Redmond UGB expansion
under the goal of economic vitality.
B CC: I RE:D ING AL C;UST 16, 2021 PAGE 2 O '>
• Community Development Department: Senior Long Range Planner
Tanya Saltzman presented regarding housing strategies under the goal
of economic vitality.
• Clerk's Office: Interim County Clerk Steve Dennison presented an
update on staffing in the Clerk's Office compared to voter registration
numbers under the goal of service delivery.
• Health Services: Behavioral Health Director Janice Garceau presented
regarding behavioral health and community support programs under
the goal of healthy people.
• County Counsel: County Counsel Dave Doyle presented an update on
the improved technology with the external hosting of the County Code
platform under the goal of service delivery.
4. Presentation: Earthwin
As a follow-up to the discretionary grant review process, Randen Traughber,
Founder and President of Earthwin presented the organization's history and
services. At the time of the BOCC meeting on July 21, 2021, discussions of
discretionary grant applications included a request from Earthwin for $2,500
to fund expenses for project marketing. Commissioner Chang encouraged
Mr. Traughber to include information regarding partnerships in coordinating
efforts with the school system.
5. Presentation: The Owls: A Warrior Society
As a follow-up to the discretionary grant review process, Eric Marley, Founder
of The Owls: A Warrior Society presented the organization's history and
services via Zoom conference call. At the time of the BOCC meeting on July
21, 2021, discussions of discretionary grant applications included the request
from The Owls Warrior Society to fund projects which provide natural
guidance for young men.
BOCC MfEETING nUGUs.I 1E, 2021 PAGE :3 OF
6. American Rescue Plan Funding Update - Childcare
Chief Financial Officer/Treasurer Greg Munn presented the update and
information on childcare demand and supply within Deschutes County.
Brenda Comini, Director Early Learning Hub gave a report on early childcare
and learning services. Karen Prow, Director Neigborlmpact Child Care
Resources presented via Zoom conference call. To increase childcare there
needs to be a strong ready workforce, have agency practices, and facilities.
Discussion held on workforce investment.
OTHER ITEMS:
• Commissioner DeBone reported he participated in a virtual meeting with
Governor Brown this morning and shared a copy of the OHSU COVID
Forecast with the Commissioners. Commissioner Adair stressed the
importance of wearing a proper face mask. Commissioner DeBone
advocates for vaccines and wearing a face mask.
RECESS: At the time of 3:46 p.m. the Board went into recess and reconvened the
meeting at 3:53 p.m.
EXECUTIVE SESSION:
At the time of 3:54 p.m., Executive Session under ORS (192.660 (2) (e) Real Property
Negotiations. The Board came out of Executive Session at 4:26 p.m.
BOCC: IM L: INN ALJ G UST 1116, 2021 PAGE 4OF 5
/; DJ O U I f'\1
Being no further hews to Come before the Board, the Tweeting was adjourned at 4-:26 p.w.
s J of � l F, 1, �r I
D/�1 ED thi.� -- Day a; - --_ —_-- _- 2G2 �� �. Des�l ut s County 3oa��o of
Conirr"ssiorlers. f
_
�X �;;:.F f F,'"Z r f�'.�.� l*<r h� I f�' l�. f f /-�.�
ATTEST,
RECORMEIG SECRETARY
BOC:C: \/Il.f:_1 it\C A ;GIGS; 16, 2rir1 PAG- F 5 OF 5
ES CO
OA
F
COMMISSIONERS
BOARD OF COUNTY COMMISSIONERS MEETING
1:00 PM, MONDAY, AUGUST 16, 2021
Barnes Sawyer Rooms - Deschutes Services Bldg - 1300 NW Wall St - Bend
(541) 388-6570 1 www.deschutes.org
MEETING FORMAT
In response to the COVID-19 public health emergency, Oregon Governor Kate Brown issued
Executive Order 20-16 (later enacted as part of HB 4212) directing government entities to utilize
virtual meetings whenever possible and to take necessary measures to facilitate public
participation in these virtual meetings. Since May 4, 2020, meetings and hearings of the
Deschutes County Board of Commissioners have been conducted primarily in a virtual format.
Attendance/Participation options include: A) In Person Attendance and B) Live Stream
Video: Members of the public may still view the BOCC meetings/hearings in real time via the
Public Meeting Portal at www.deschutes.org/meetings.
Citizen Input: Citizen Input is invited in order to provide the public with an opportunity to
comment on any meeting topic that is not on the current agenda. Citizen Input is provided by
submitting an email to: citizeninput@deschutes.org or by leaving a voice message at 541-385-
1734. Citizen input received by 8:00 a.m. before the start of the meeting will be included in the
meeting record.
Zoom Meeting Information: Staff and citizens that are presenting agenda items to the Board for
consideration or who are planning to testify in a scheduled public hearing may participate via
Zoom meeting. The Zoom meeting id and password will be included in either the public hearing
materials or through a meeting invite once your agenda item has been included on the
agenda. Upon entering the Zoom meeting, you will automatically be placed on hold and in the
waiting room. Once you are ready to present your agenda item, you will be unmuted and placed
in the spotlight for your presentation. If you are providing testimony during a hearing, you will be
placed in the waiting room until the time of testimony, staff will announce your name and unmute
your connection to be invited for testimony. Detailed instructions will be included in the public
hearing materials and will be announced at the outset of the public hearing.
For Public Hearings, the link to the Zoom meeting will be posted in the Public Hearing Notice as
well as posted on the Deschutes County website at https://www.deschutes.org/bcc/page/public-
hearing-notices.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ACTION ITEMS
1. 1:00 PM Consideration of Chair Signature of Document No. 2021-542, a Notice of Intent
to Award for the Paving of Cottonwood Rd: US97 to BNSF RR Project
2. 1:10 PM Consideration of Board Signature of Order No. 2021-036, Naming the
Community Service Shop to Recognize and Honor Jim Smith
3. 1:25 PM Performance Measure Updates - 4th Quarter
4. 2:10 PM Presentation: Earthwin
5. 2:20 PM Presentation: The Owls: A Warrior Society
6. 2:30 PM American Rescue Plan Funding Update- Childcare
OTHER ITEMS
These can be any items not included on the agenda that the Commissioners wish to discuss as part of
the meeting, pursuant to ORS 192.640.
EXECUTIVE SESSION
At any time during the meeting, an executive session could be called to address issues relating to ORS
192.660(2)(e), real property negotiations, ORS 192.660(2)(h), litigation, ORS 192.660(2)(d), labor
negotiations, ORS 192.660(2)(b), personnel issues, or other executive session categories.
Executive sessions are closed to the public, however, with few exceptions and under specific guidelines,
are open to the media.
7. Executive Session under ORS 192.660(2)(e) Real Property Negotiations
ADJOURN
Deschutes County encourages persons with disabilities to participate in all programs
and activities. This event/location is accessible to people with disabilities. If you need
accommodations to make participation possible, please call (541) 617-4747.
August 16, 2021 BOARD OF COUNTY COMMISSIONERS MEETING Page 2 of 2
01CS CO
j C?<BOARD F
COMMISSIONERS
MEETING DATE: August 16, 2021
SUBJECT: Q4 Performance Measure Updates
BACKGROUND AND POLICY IMPLICATIONS:
Departments have completed their Q4 performance measure updates.
At the August 16 Board meeting, the following departments will provide updates on progress made
during Q4 on selected performance measures:
Administration
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
Measure: Achieve 95% survey rating of overall quality of internal audit reports.
Q4 Update: One audit report issued with eight survey responses providing a 93% overall survey
rating.
Clerk's Office
Goal: Service Delivery
Objective: Ensure quality service through the use of innovative technology and systems.
Measure: Compares election staff FTE to voter registration.
Q4 Update: See graph below.
County
FY 2016/17
Reg Voters/FTE
FY 2017/18
Reg Voters/FTE
FY 2018/19
Reg Voters/FTE
FY 2019/20
Reg Voters/FTE
FY 2020/21
Reg Voters/FTE
Deschutes 63,137
66,031
69,002
71,645
75,530
Clackamas 54,815
56,796
58,360
59,753
61,266
Jackson 48,103
59,642
63,635
64,879
69,173
Lane 49,433
50,234
43,224
43,779
36,039
Marion 37,606
39,386
40,525
41,781
43,098
C
'PI
ol
f
vt
ON
AN
a
v,
Registered Voters to FTE
'R
i
ACM
k�
x
F�
i.
ty r(�°M
ME
kkkyyy
ga
C
RIPE
V t
t+
fIN
L
Re c.t- _ L.
r
.. ,.i
1`, �..
�.. .� _..
_:I (_�.(le`
It 10 n
Goal: Economic Vitality
Objective: Administer land use policies that promote livability.
Measure: Amend the City of Redmond Urban Growth Boundary to implement HB 2336, a pilot
project to increase the supply of affordable housing units.
Q4 Update: The Board conducted a public hearing on May 26th and adopted Ordinance 2021-
005 on June 16th.
Goal: Economic Vitality
Objective: Support affordable housing options through availability of lands, project planning
and appropriate regulation.
Measure: Complete rural vacant residential lands analysis and develop a County housing strategy
to inform the 2021 Comprehensive Plan Update.
Q4 Update: Staff will provide an update the next steps associated with SB 391. Enacting this
legislation will take at least 12 to 18 months since it involves statewide mapping of wildfire risks.
Healthrvi
Goal: Healthy People
Objective: Promote well-being through behavioral health and community support programs.
Measure #1: See Behavioral Health Oregon Health Plan clients needing emergent/urgent visits
within 24-48 hours.
Q4 Update: 100% (103/103)
Measure #2: See Behavioral Health Oregon Health Plan clients needing routine visits within one
week.
Q4 Update: 98% (324/332)
Lggal Counsel
Goal: Service Delivery
Objective: Ensure quality service through the use of innovative technology and systems.
Measure: Legal will implement remote work site processes (developed on -the -fly during the
COVID-19 emergency) to allow for a more robust and comprehensive level of 24/7
responsiveness.
Q4 Update: Staff will provide an update on the County's new online code hosting platform.
BUDGET IMPACTS:
None.
ATTENDANCE:
Whitney Hale, Communications Director and staff from each selected department.
BOARD OF
COMMISSIONERS
FY 2021 Goals and Objectives
Mission Statement: Enhancing the lives of citizens by delivering quality services in a cost-effective
manner.
Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
• Provide safe and secure communities through coordinated public safety services.
• Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
• Collaborate with partners to prepare for and respond to emergencies and disasters.
Healthy People: Enhance and protect the health and well-being of
communities and their residents.
Support and advance the health and safety of Deschutes Countys residents.
Promote well-being through behavioral health and community support programs.
Help to sustain natural resources in balance with other community needs.
Economic Vitality: Promote policies and actions that sustain and stimulate
economic vitality.
• Support affordable and transitional housing options through availability of lands, project
planning, and appropriate regulation.
• Administer land use policies that promote livability.
• Maintain a safe, efficient and economically sustainable transportation system.
• Partner with organizations and manage County assets to attract business development, tourism,
and recreation.
Service Delivery: Provide solution -oriented service that is cost-effective and
efficient.
• Ensure quality service delivery through the use of innovative technology and systems.
• Support and promote Deschutes County Customer Service "Every Time" standards.
• Promote community participation and engagement with County government.
• Preserve and enhance capital assets, strengthen fiscal security, and ensure sufficient space for
operational needs
Provide collaborative internal support for County operations.
FY 2021 Performance Measures
Department Goal Objective
Measure
Q1 Update
Q2 Update
Q3 Update
Q4 Updates
Enhance operational capabilities at
Goal Met. Backup center as well as
existing backup center by deploying radio
training room remain fully
dispatch consoles as well as fully
Goal Met -Backup Center fully
functional and ready for activation if
Goal met in Q2. Both location
9-1-1 Service District Service DeliveryEnsure quality service through the use of
functional CAD system computers. Utilize
functional on all systems. CAD,
needed. Some testing this quarter
remain full functional as read to
y
Goal Met, No change in Q3 status
g
innovative technology and systems.
the most of the small space by
Radio, Phone, COVID-Measures
has been ongoing with deployable
be activated if needed
accommodating five consoles which will
laptops for 911 call taking that can
be available at any time for staff in an
potentially be used anywhere with
emergency situations.
internet service.
Goal Met - DSS Reporting and
Analytics Software training
scheduled for all user agencies.
With CAD system deployment complete,
Coordination with Tyler Tech for
continue focus on the needs of internal
software enhancement requests
Goal Met - Staff continues to learn
Staff committed to the testing and
staff and external partners to meet the
e
ft
of CrewForce iOS software to
additional system capabilities in
building of CAD system software
Goal met. CAD upgrade completed
Ensure quality service through the use of
9-1-1 Service District Service Delivery
operational use needs the new CAD
support FD operational needs.
greater detail and subsequently
upgrade in Q4 which will include
in May of 2021. Confirmed system
innovative technology and systems,
system and its integration with law
o
Punch list of support items for
identify and implement operational
coordination and training with
acceptance items met to close out
enforcement and fire records
system/software acceptance is
efficiencies and enhanced
partner agencies.
the project.
progressing. Starting to review
workflows with partner agencies,
management.
the newest software version that
contains system acceptance
items and multiple significant
software enhancement requests.
Goal Met - 96% of EMD calls
scored (314 out of 326) as
Continue to meet and exceed the
compliant or higher. 90% scored
(293 out of 326) at highly
Emergency Medical Dispatch call taking
compliant. Staff working on
Provide safe and secure communities
standards established by the International
software revision updates, policy
Goal Met - 97.3% of EMD calls
Goal Met - 97% of EMD calls scored
Goal Met. 98% of EMD calls scored
9-1-1 Service District Safe Communities through coordinated public safety services.
Academies Emergency Medical
refinement, and review
scored as complaint or higher.
as compliant or higher
as compliant or higher.
Dispatch andd consider formal application
committee mandates to fully
for district medical accreditation in those
meet all Accreditation
standards.
requirements in anticipation of
applying for Accreditation in the
future.
Continue to meet and exceed the
Goal Met - of Et calls
Emergency Fire Dispatch call taking
out of 32
scored (313 ou27) as
9-1-1 Service District Safe Communities Provide safe and secure communities
standards established by the International
compliant or higher. 86% scored
Goal Met - 97.9% for EFD calls
Goal Met - 97% of EFD calls scored
Goal Met. 97% of EFD calls scared as
through coordinated public safety services.
Academies of Emergency Fire Dispatch.
(281 out of 327) at highly
scored as compliant or higher,
as compliant or higher
compliant or higher
Measured monthly by random call
compliant.
sampling used for quality assurance.
Goal Met, Do no have our busiest
Goal met - Busiest hour again
Goal Met. Busiest hour again was
Goal Met. Busiest hour was 3pm-
hour this quarter, but we have
Support and promote Deschutes County
9-1-1 Service District Service Delivery
was 4pm-5pm 94.22% of 911 calls
4pm-5pm. 94.55% of 911 calls were
4pm. 93.63% of 911 calls were
experienced a 35% increase in call
Customer Service "Every Time" standards.
answered in 10 seconds or less..
answered in 10 seconds or less.
answered in 10 seconds or less.
volume from June to July and
averaging about 1200 calls a day,
Slight decrease is overall
Collaborate with partners to prepare for and
Coordinate with 9-1-1 and DCSO to
o
86.5 /o increase from the 13,261
registrations due to significant
°
12.6 /o increase from Q1 for a total
Between April 1 and June 30, 2021
Administration Safe Communities respond to emergencies and disasters.
p g
increase the number of web -registered
on July 1. 11,473 new si nu s!
J y g p
database cleanup by staff to
of 27,565 web registration o t-in's
g p
we had 1,801 new web registrations.
g
Deschutes Alerts subscribers
eliminate duplicates and entry
errors.
Deschutes County continues to
coordinate with COIC to
The County has executed new grant
Maintain a safe, efficient and economically
Secure state and federal funds to support
implement our STIF projects.
Deschutes County is currently
Deschutes County is currently
agreements for the FY 2021-23
Administration Economic Vitality sustainable transportation system.
local public transit services in partnership
Deschutes County's STIF and STF
administering STIF, STF and 5310
administering STIF, STF and 5310
biennium for the STF, STIF and 5310
with local providers.
committees will meet in
funds with local transit providers.
funds with local transit providers.
December to discuss applications
programs.
for the upcoming biennium.
FY 2021 Performance Measures
Department Goal
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Economic Vitality
Service Delivery
Service Delivery
Service Delivery
Economic Vitality
Objective Measure _ Q1 Update
Partner with organizations to manage
County assets to attract business
development, tourism and recreation.
Preserve and enhance capital assets,
strengthen fiscal security and ensure
sufficient space for operational needs.
Leverage funds for job creation and
business recruitment, support and
diversification through County economic
development loan program
Maintain Risk Management reserve at the
80% confidence level of adequacy, based
on an actuarial study of the County's
workers' compensation and general
liability claims.
Provide collaborative internal support for Achieve 95% survey rating of overall
County operations. quality of internal audit reports.
Provide collaborative internal support for
County operations.
Number of workplace accidents that
require days away from work, or
transferred workers per 100 employees
(DART Rate).
Support affordable housing options through
availability of lands, project planning and Work with non-profit agencies to increase
the supply of affordable housing.
appropriate regulation.
EDCO expects to bring new
business loan requests to the
BOCC during Q2.
Q2 Update
During Q2, the BOCC approved a
$10,000 Economic Development
Loan that will result in the creation
of at least 10 new full time jobs.
Q3 Update
During Q3, the BOCC approved two
Economic Development Loans that
will result in the creation of 22 new
jobs.
Q4 Updates
During Q4, the BOCC approved one
Economic Development Loan that
will result in the creation of six new
jobs.
The Risk Management reserve is No additional information in this No additional information in this The Risk Management reserve is at
at the 90% confidence level of quarterquarter. the 90% confidence level of
adequacy. . . adequacy.
In Quarter 1, 1 audit report was In Quarter 3, 2 audit reports were Quarter 4, 1 audit report issued with
issued (Fair & Expo report) and it No additional information in this issued and received seven survey eight survey responses providing a
received 6 survey responses for a quarter. responses providing a 8S% overall 93% overall survey rating.
93% overall survey rating. survey rating by report.
The DART rate will be reported on No additional information in this
later in the year. quarter.
Property management continues
to monitor inventory to identify
Property Management has been
property that may be appropriate
working with Bend Heroes
for affordable housing. Over the
Foundation and Central Oregon
last quarter, though on the fringe
Veterans Outreach to finalize two
of affordable housing, property
agreements -memorandum of
management engaged the Board
understanding and a ground lease
concerning interest in warming
for the Veterans Village project. The
participation.
shelter participation. The Board
agreements are close to final form
determined that County-
and will be memorialized in the next
owned property was available, a
few weeks.
fiscal contribution may be
available for the coming season.
Property management continues
Calendar Year DART Rate: 2.1; target No additional information this
is 2.0 quarter.
Property Management has
Property Management is working
identified two properties in
with Housing Works, Habitat for
Redmond that may be well suited
Humanity and other community
for Habitat for Humanity. Habitat
partners and the Board to help with
has confirmed their interest, so next
the process of determining possible
step is scheduling time to discuss
County -owned property for
with the Board.
affordable housing projects.
to monitor inventory to identify
Property Management is currently
Property Management is preparing
Property Management in
property that may be appropriate
for housing.
preparing the annual tax
to bring to the Board five asset
collaboration with Administration,
affordable Over the
foreclosure deed and will acquired 7
properties that may be considered
identified six County -owned
Identify asset or foreclosure properties
last quarter, though on the fringe
tax foreclosed properties, roughly
for disposition. Three of these
properties to consider for
Support affordable housing options through
that may be appropriate for housing
of affordable housing, property
mid -February 2021. There is a
properties could likely be developed
disposition, that may include
Economic Vitality availability of lands, project planning and and/or social services and assist the
manage merit
t engaged the Board
property in the La Pine that may
as affordable housing. Or properties
partnering with nonprofits and/or
appropriate regulation.
developer in bringing projects to fruition.
concerning interest in warming
have merit to be considered for
could be sold the open market
other agencies to provide affordable
shelter participation. The Board
affordable housing. Additional
and funds usedd to support other
housing. These properties were
determined that no County-
evaluation will be required once the
projects and/or partners, for
presented to the Board and next
owned property was available, a
County has possession of the
examples.
steps are in process of being
fiscal contribution may be
property.
considered and developed.
available for the coming season.
Support affordable housing options through Seek opportunities to partner with other
Economic Vitality availability of lands, project planning and jurisdictions to stimulate affordable
appropriate regulation. housing projects.
Property management continues
to monitor inventory to identify
property that may be appropriate
for affordable housing. Over the
last quarter, though on the fringe
of affordable housing, property
management engaged the Board None at this time.
concerning interest in warming
shelter participation. The Board
determined that no County -
owned property was available, a
fiscal contribution may be
available for the coming season.
Property Management is preparing
Property Management in
to bring to the Board five asset
collaboration with Admin, identified
properties that may be considered
six County -owned properties to
for disposition. Three of these
consider for disposition, that may
properties could likely be developed
include partnering with nonprofits
as affordable housing. Or properties
and/or other agencies to provide
could be sold on the open market
affordable housing. These
and funds used to support other
properties were presented to the
projects and/or partners, for
Board and next steps are in process
examples.
of being developed.
2
FY 2021 Performance Measures
Department Goal
Objective
Measure
Q1 Update
Q2 Update
Q3 Update
Q4 Updates
We have continued to maintain the
Support and promote Deschutes County
Veterans' Services: See customers within
Wait time is currently less than 10
Currently appointment wait times
Appointment wait times have been
less than 10 day wait period for
Administration Service Delivery
Customer Service "Every Time" standards.
10 days
days.
are within 10 days and usually less
holding steady within the 10 day
scheduled appointments. Time
than one week.
period and usually within one week.
frame is usually less than the 10 day
goal.
Deschutes County for FY 2020 was
Ensure quality service through the use of
Accounts managed per FTE compared to
This information is not available
This information is not available
This information is not available
2,706 accts / FTE with the seven
Assessor's Office Service Delivery
innovative technology and systems.
other Oregon counties.
until late in the 3rd quarter of
until late in the 3rd quarter of fiscal
until late in the 3rd quarter of fiscal
county average being 2,869. Please
fiscal year
year
year
see budget document for more
detailed information
Ensure quality service through the use of
Written approval by the Department of
Assessor's Office Service Delivery
innovative technology and systems.
Revenue for the Assessor's certified Ratio
received approval
received approval
received approval
received approval
Study.
mailings scheduled to occur
Ensure quality service through the use of
Percentage of tax statement mailed by
starting 2020; tax roll October 19,
all tax statements were mailed
all tax statements were mailed
all tax statements were mailed
Assessor's Office Service Delivery
innovative technology and systems.
Oct. 25th.
is finaled and certified with tax
timely
timely
timely
statements currently at the 3rd
party printers
Written certification from the Department
This information is not available
This information is not available
This information is not available
Assessor's Office Service Delivery
Ensure quality service through the use of
of Revenue approving the County
until late in the 3rd quarter of
until late in the 3rd quarter of fiscal
until late in the 3rd quarter of fiscal
received approval
innovative technology and systems.
Assessment Function Assistance (CAFFA)
fiscal year
year
year
program
Deschutes County for FY 2020 was
Ensure quality service through the use of
Administrative expenses as a percentage
This information is not available
This information is not available
This information is not available
1.60% compared to 7 county
Assessor's Office Service Delivery
innovative technology and systems.
of taxes imposed compared to other
until late in the 3rd quarter of
until late in the 3rd quarter of fiscal
until late in the 3rd quarter of fiscal
average of 1.64%. Please see
Oregon Counties
fiscal year
year
year
budget document for more detailed
information
Clerk's Office Service Delivery
Ensure quality service through the use of
Compares recording staff FTE to the
To Report at Fiscal Year End
To Report at Fiscal Year End
To Report at Fiscal Year End
Reported in chart format via email.
innovative technology and systems.
number of pages recorded.
Clerk's Office Service Delivery
Ensure quality service through the use of
Compares election staff FTE to voter
To Report at Fiscal Year End
To Report at Fiscal Year End
To Report at Fiscal Year End
Reported in chart format via email.
innovative technology and systems.
registration.
Support and promote Deschutes County
Percentage of customers rating levels of
No report this quarter. No
No report this quarter. No
No report this quarter. No
Clerk's Office Service Delivery
Customer Service "Every Time" standards.
service as very good to excellent.
responses received between July
responses received between Oct 1 &
responses received between Jan 1 &
Reported in chart format via email.
1 & Sept 30.
Dec 31.
Mar 31.
Support and promote Deschutes County
Election personnel cost comparison per
Clerk's Office Service Delivery
Customer Service "Every Time" standards.
1,000 ballots tallied for countywide
To Report at Fiscal Year End
To Report at Fiscal Year End
To Report at Fiscal Year End
Reported in chart format via email.
elections.
Amend the City of Bend Urban Growth
Staff participated in a conference
Administer land use policies that promote
Boundary to implement HB 4079, a pilot
call with City of Bend's Growth
A Deschutes County/City of Bend
The City of Bend staff is scheduling
The City of Bend is scheduling
Community Development Economic Vitality
livability.
project to increase the supply of
Management Department in
staff meeting will be scheduled
monthly meetings to discuss HB
monthly meetings to discuss HB
August 2020. No timetable for
monthly to discuss HB 4079.
4079.
4079.
affordable housing projects.
completion was discussed.
The City of Redmond applied for
The Board is conducting a work
The Board conducted a work
Amend the City of Redmond Urban
a UGB amendment to begin
session on the UGB Amendment
session on the UGB amendment for
The Board conducted a public
Community Development Economic Vitality
Administer land use policies that promote
Growth Boundary to implement HB 2336,
implementing HB 2336. A
affordable housing pilot project on
the affordable housing pilot project
hearing on May 26th and adopted
livabili ty'
a pilot project to increase the supply of
p p pp y
hearings officer proceeding is
g p g
January 13. The public hearing date
on January 13. The public hearing
Ordinance 2021-005 on June 16th.
affordable housing units.
expected in late November or
is TBD.
date is TBD.
early December.
3
FY 2021 Performance Measures
Department
Community Development
Goal
Safe Communities
Objective
Collaborate with partners to prepare for and
respond to emergencies and disasters.
Measure
Complete DLCD grants with public
involvement to develop and consider
recommendations to address wildfire
hazard mitigation and Goal 5 wildlife
habitat inventories to inform the 2021
Comprehensive Plan Update.
Q1 Update
Wildfire: staff is preparing for two
months of community
engagement tentatively set to
begin on October 19th. In light of
COVID-19 the format will consist
of communications plan
involving press releases, social
media and CDD newsletter
among other formats. Two
virtual open houses will be held
on November 19th and
December 3rd, live streaming on
Facebook. Lastly, staff are
exploring the idea of a survey for
Deschutes County
residents. Wildlife: the first
Technical Advisory Committee
meeting was held August 27th
with the goal of selecting three
inventories/species that the
project will focus on. The
committee recommended mule
deer winter range habitat,
sensitive bird habitat and elk
winter range habitat.
Q2 Update
Wildfire: Staff is administering an
18-month $20,000 TA Grant from
the Department of Land
Conservation and Development
(DLCD) to incorporate Wildfire
Mitigation Advisory Committee
recommendations into the
Comprehensive Plan and
development code and begin
updating Goal 5 wildlife habitat
inventories. CDD recently
completed a two month community
conversation, including a statistically
valid survey, regarding two
measures that can be employed to
better protect our communities
from wildfire (R327.4 and defensible
space). Staff is preparing a
summary report of the community
conversations. This will be discussed
at the Board's 1 /20 work session.
Wildlife: Staff will seek public input
on three new/updated wildlife
inventories relating to mule deer
winter range, sensitive bird habitat
(bald and golden eagles) and elk
winter range. Community
conversations consisting of virtual
open houses, ArcGIS Story Maps,
and informal surveys will occur in
March.
Q3 Update
Both the wildfire hazard mitigation
and Goal 5 wildlife inventories
projects will be completed by May
31, consistent with DLCD grant
requirements. CDD is scheduled to
meet with the Board on April 28 to
receive direction to consider
adopting R327.4 and/or defensible
space standards into County Code.
CDD is conducting open houses on
April 15 and 29 to receive public
input on three new wildlife
inventories. Afterwards, sometime
in late May or early June, staff will
seek direction from the Board to
consider adopting the inventories by
initiating amendments to the
Comprehensive Plan and zoning
code.
Q4 Updates
CDD is scheduled to discuss wildfire
mitigation (SB 762) with the Board
on July 14th. Enacting this
legislation will take at least 12 to 18
months since it involves statewide
mapping of wildfire risks, defensible
space standards for new and
existing development and building
code guidelines. CDD expects to
brief the Board and seek direction
regarding three new wildlife
inventories in late July or early
August.
Ensure quality service through the use of
Community Development Service Delivery
Achieve 6-10 inspection stops per day to
Achieved an average 9.35
Achieved an average 9.39 inspection
Achieved an average 8.46 inspection
Achieved an average 8.63 inspection
innovative technologyand stems,
Y
provide quality service.
p q Y
inspection stops per da
p p p Y•
stops per da
p p Y•
stops per day,
p p Y�
stops per da
P p Y•
Missed: Achieved an average
Missed: Achieved an average
Missed: Achieved an average
Missed: Achieved an average
turnaround time on building plan
turnaround time on building plan
Ensure quality service through the use of
Achieve an average turnaround time on
turnaround time on building plan
turnaround time on building plan
reviews of 13.98 days during the
reviews of 22.37 days during the
Community Development Service Delivery innovative technology and systems.
building plan reviews of 8-10 days to meet
reviews of 18.5 days during the
reviews of 16.90 days during the
third quarter, which is an
fourth quarter. It should be noted
or exceed state requirements.
first quarter.
second quarter.
improvement over the second
this team welcomed a new staff
quarter.
member in June 2021 to assist with
the increase in volume.
Within Range: Administrative
Sustain the issuance of land use
Achieved: Administrative
decisions with notice were issued
Achieved: Administrative decisions
Achieved: Administrative decisions
Ensure quality service through the use of
Community Development Service Delivery
administrative decisions with notice within
decisions with notice were issued
within 50.9 days on
with notice were issued within 36.2
with notice were issued within 42.4
innovative technologyand stems.
y
45 days and without notice
within 34.2 days on average
Y g
average, narrow) missing the
g Y g
days on average during the third
Y g g
days on average during the fourth
Y g g
during the first quarter.
target, but well within the 30 to 60
quarter.
quarter.
day range.
Community Development
Service Delivery
Ensure quality service through the use of
innovative technology and systems.
Community Development Service Delivery Ensure quality service through the use of
innovative technology and systems.
Sustain the issuance of land use
administrative decisions without notice
within 21 days of completed application.
Improve the issuance of onsite septic
system permits within 15 days of
completed application to within 12 days of
completed application.
Achieved: Administrative
decisions without notice were
issued within 17.6 days on
average during the first quarter
Achieved: Onsite septic system
permits were issued within 5.71
days during the first quarter.
Achieved: Administrative decisions
without notice were issued within
21.9 days on average during the
second quarter.
Achieved: Onsite septic system
permits were issued within 4.08
days during the second quarter.
Achieved: Administrative decisions
without notice were issued within
11.5 days on average during the
third quarter.
Achieved: Onsite septic system
permits were issued within 2.64
days during the third quarter.
Achieved: Administrative decisions
without notice were issued within
19.4 days on average during the
fourth quarter.
Achieved: Onsite septic system
permits were issued within 6.57
days during the fourth quarter.
FY 2021 Performance Measures
Department
Goal Objective
Measure
Q1 Update
Q2 Update
Q3 Update
Q4 Updates
Achieve compliance with the ATT
Help to sustain natural resources in balance
(Alternative Treatment Technology Septic
Achieved: Reporting compliance for
Community Development
Healthy People with other community needs.
System) Operation and Maintenance
Will have an update in Q2
ATT operation and maintenance
p
No change from Q2.
No change for Q2.
(O&M) reporting requirements of 95% to
achieved at 98%.
protect groundwater.
Within Range: Voluntary
Within Range: Voluntary compliance
Achieved: Voluntary compliance in
Achieved: Voluntary compliance in
Community Development
Provide safe and secure communities
Safe Communities
Improve voluntary compliance in code
compliance in code compliance
in code compliance cases during the
code compliance cases during the
code compliance cases during the
through coordinated public safety services.
enforcement cases from 85% to 90%.
cases during the first quarter
second quarter occured in 87.9% of
third quarter occurred in 94% of
fourth quarter occured in 86% of
occured in 85.2% of cases closed.
cases closed.
cases closed.
cases closed.
Missed: A total of 66.9% of code
Improve the resolution of code
Narrowly Missed: A total of 74.1 %
Narrowly Missed: A total of 71.5% of
Within Range: A total of 77% of code
compliance cases were closed
within 12 months during the fourth
Community Development
Provide safe and secure communities
Safe Communities
enforcement cases within 12 months from
of code compliance cases were
code compliance cases were closed
compliance cases were closed
quarter. It should be noted, during
through coordinated public safety services.
75 /o to 85 /o.
closed within 12 months during
within 12 months during the second
within 12 months during the third
this time period, staff prioritized
the first quarter.
quarter.
quarter.
updating the Code Compliance
Policy and Procedures Manual.
A 2020 Rural Housing Profile for
A 2020 Rural Housing Profile for
Deschutes County contains a
Deschutes County contains a
summary of existing conditions, a
summary of existing conditions, a
Staff have met with the Board
twelve-month market analysis,
housing strategies employed by
twelve month market analysis,
housing
CDD is scheduled to discuss rural
Complete rural vacant residential lands
four times since July 2020 and will
other counties, institutional
strategies employed by
accessory dwelling units (SB 391)
Support affordable housing options through
analysis and develop a County housing
return in November to continue
challenges, and opportunities for
other counties, institutional
with the Board on July 14th.
Community Development
Economic Vitality availability of lands, project planning and
strategy to inform the 2021
the discussion. Staff has
providing additional rural
challenges, and opportunities for
Enacting this legislation will take at
appropriate regulation.
Comprehensive Plan Update.
prepared a housing profile which
housing. The Board accepted the
providing additional rural housing.
least 12 to 18 months since it
will continue to evolve through
report in November. One of the
The Board accepted the report in
involves statewide mapping of
Board discussions,
Board's highest priorities as it
November. One of the Board's
wildfire risks.
relates to housing is pursuing rural
highest priorities as it relates to
accessory dwelling unit legislation in
housing is pursuing rural accessory
dwelling unit legislation in 2021.
2021.
Community justice
Community justice
Community justice
Community justice
Successfully test whether juvenile
In Progress. 3 identified; 1
Reduce crime and recidivism through
probation officers can positively
declined to be referred; 2
Safe Communities prevention, intervention, supervision and
referred for screening but
enforcement.
twith
intervene with youth wh Substance Use
declined to participate after
Disorders
screening.
Reduce crime and recidivism through
Complete criminogenic risk assessments
Safe Communities prevention, intervention, supervision and
of supervised adult clients within 10 days
7.6 days
enforcement.
of intake.
Reduce crime and recidivism through
Ensure 75% of supervised adult clients
Safe Communities prevention, intervention, supervision and
have active and updated Behavior Change
27.30%
enforcement.
Plans.
Reduce crime and recidivism through
Safe Communities prevention, intervention, supervision and
enforcement.
In progress. Southern Oregon
University has received raw data
Have two completed validation studies by for first validation project (Brief
January 2021, one for existing intake Screen) and conducted initial
assessment and one for existing detention meeting with juvenile staff to
risk assessment. identify elements of the
qualitative research question
associated with the validation.
Reduce crime and recidivism through Ensure 65% of cognitive -behavioral group
Community justice Safe Communities prevention, intervention, supervision and participants report skill acquisition 100%
enforcement. (Juvenile MRT, Adult MRT and Adult
Moving On).
In progress. No youth currently
In progress. 2 new youth identified
identified or participating. COVID-19
and participating; 1 additional youth
In progress. 4 newyouth identified and
has depressed referral numbers.
referred and declined.
7.9 days
7.6 days
8.0 days
64.10%
78.00%
79.50916
In progress. Southern Oregon
Complete. Report received. Brief
In progress. Southern Oregon
University has completed qualitative
Screen provides fair prediction; RAI
University is conducting quantitative
research and is currently conducting
provides strong prediction. The
analysis and will begin qualitative
.
quantitative researchActivities are
division will be working to identify
interviews Jan. 8 to Jan. 22.
expected to conclude on time.
areas to strengthen for each of the
tools.
100%
100% 100%
5
FY 2021 Performance Measures
Department
Community justice
Community Justice
Community Justice
Goal
Safe Communities
Safe Communities
Safe Communities
Objective
Reduce crime and recidivism through
prevention, intervention, supervision and
enforcement.
Reduce crime and recidivism through
prevention, intervention, supervision and
enforcement.
Reduce crime and recidivism through
prevention, intervention, supervision and
enforcement.
Measure
Ensure 100% of contracted adult
treatment providers are providing or
actively working on an action plan to
treatment that qualifies as "evidence -
based" according to the Correctional
Program Checklist.
Q1 Update
1 Providing; 4 Actively working on
Action Plans; 3 Pending. Date
TBD due to COVID.
Remain at least 10% below the state's pre -
Justice Reinvestment Program county
prison utilization baseline of 1,716 months
(the number of months at the time of the 25%
baseline measurement that Deschutes
County adults in custody were
serving/sentenced). As of January 2020 we
were at 1,199 or 30% below baseline.
Transition from written to digital monthly MET
reporting of adults on supervision.
Maintain over 90% of victims who report
Provide safe and secure communities
after case closure that they either agree or
District Attorney's Office Safe Communities through coordinated public safety services.
strongly agree that the victims' assistance 97%
program helped them make informed
decisions about their situations.
Currently the long term, 1 year average
recidivism rate for PCS crimes in
Reduce crime and recidivism through
Deschutes County for is 50.6 /o. Goal is to
District Attorney's Office Safe Communities prevention, intervention, supervision and
maintain a one (1) year recidivism rate for 35.47%
enforcement.
all enrolled Goldilocks Clean Slate
participants 40% or less.
Currently the long term, two year average
recidivism rate for PCS crimes in
Reduce crime and recidivism through
Deschutes County is 62/0. Goal is to
District Attorney's Office Safe Communities prevention, intervention, supervision and
40.41%
maintain a two (2) year recidivism rate for
enforcement.
all enrolled Goldilocks Clean Slate
participants 45% or less.
Reduce crime and recidivism through
District Attorney's Office Safe Communities prevention, intervention, supervision and
enforcement.
Achieve minimum 50 percent positive
Deputy District Attorney survey responses
(total of "very good" and "good"
responses) to the following questions:
• Ability to call and/or meet with victims in
a timely manner: from 25 percent to 50
percent.
• Adequately Prepare for Trial: from 19
percent to 50 percent.
• Ability to work on case follow-up tasks:
from 20 percent to 50 percent.
Improve the structural resilience of
Collaborate with partners to prepare for and County buildings through improvements
Facilities Safe Communities respond to emergencies and disasters, to seismic restraints and by completing
structural engineering reviews at targeted
facilities.
• Ability to call and/or meet with
victims in a timely manner: from
25 percent to 50 percent. 44.45%
• Adequately Prepare for Trial:
from 19 percent to 50 percent.
38.89%
• Ability to work on case follow-up
tasks: from 20 percent to 50
percent. 27.78%
Planning is underway for an
engineering review of the South
County Services Building.
Structural seismic improvements
are currently being incorporated
into the planned Courtroom
Remodels at the Main
Courthouse.
Q2 Update
1 Providing,- 4 Actively working on
Action Plans; 3 Pending. Date TBD due
to COVID.
-36%
MET
88%
35.51 %
41.00%
• Ability to call and/or meet with
victims in a timely manner: from 25
percent to 50 percent. 47.37%
• Adequately Prepare for Trial: from
19 percent to 50 percent. 42.11%
• Ability to work on case follow-up
tasks: from 20 percent to 50
percent. 36.84%
Design for seismic improvements
associated with the replacement of
the the courtroom roofs and
skylights at the Main Courthouse is
complete. The work will be
incorporated into the upcoming
courtroom remodel project.
Q3 Update
Q4 Updates
1 Providing- 4 Actively working on 1 Providing,- 4 Actively working on
Action Plans; 3 Pending, Date TBD due Action Plans; 3 Pending. Date TBD due
to COVID. to COVID.
-47%
MET
93%
35.21 %
41.69%
• Ability to call and/or meet with
victims in a timely manner: from 25
percent to 50 percent. 52.39%
• Adequately Prepare for Trial: from
19 percent to 50 percent. 33.33%
• Ability to work on case follow-up
tasks: from 20 percent to 50
percent. 33.33%
Courtroom remodels will begin in
Q4 for seismic improvements of the
roof structure part of the planned
work.
-50%
92%
34.82%
42.62%
• Ability to call and/or meet with
victims in a timely manner: from 25
percent to 50 percent. 47.05%
• Adequately Prepare for Trial: from
19 percent to 50 percent. 47.05%
• Ability to work on case follow-up
tasks: from 20 percent to 50
percent. 34.17%
Gas seismic shut off valves were
installed at (4) buildings as part of
ongoing seismic resiliency
improvement projects. Courtroom
Remodels were underway in Q4
with seismic upgrades to roof
envelopes completed at 2 of 3
courtrooms. The 3rd courtroom will
be completed in early Q1.
FY 2021 Performance Measures
Department
Facilities
Facilities
Facilities
Facilities
Fair & Expo
Fair & Expo
Goal
Service Delivery
Service Delivery
Safe Communities
Objective
Ensure quality service through the use of
innovative technology and systems.
Preserve and enhance capital assets,
strengthen fiscal security and ensure
sufficient space for operational needs.
Provide safe and secure communities
through coordinated public safety services.
Measure
Utilize existing facility management
software to track lifecycle planning for
facility Heating Ventilation Air
Conditioning (HVAC) assets.
Continue the development and
implementation of the facility asset
management and replacement plan
Partner with Public Safety Campus
stakeholders to plan for facility
improvements in support of operational
objectives.
Q1 Update
An inventory of HVAC equipment
county -wide as been completed.
Data entry of the information in
to existing software will be
undertaken as staff time permits.
Review of Phase II assessments is
underway in preparation for the
FY 2022 budget development.
With the completion of the
Stabilization Center, near term
projects as identified in the Public
Safety Campus Master Plan are
currently being developed.
Projects included, parking
expansion, Community Service
Shop, and Parole and Probation
expansion.
Ensure safe access to County facilities and Inspections and planning are
Healthy People Support and advance the health and safety services through annual inspection of 80% underway to identify projects for
of Deschutes Countys residents of sidewalk inventory and complete Q3, in spring of 2021.
repairs as needed.
Safe Communities
Service Delivery
Collaborate with partners to prepare for and
respond to emergencies and disasters.
Build and continue effective partnerships
with Federal, State and Local emergency
or incident response providers including
preparation, training and planning.
Ensure quality service through the use of Develop and implement Fair/Large event
innovative technology and systems. traffic mitigation plan and strategies.
Partner with organizations to manage
Fair & Expo Economic Vitality County assets to attract business
development, tourism and recreation.
Strive to achieve more than $48 million in
annual economic impact generated from
Fair & Expo events and facilities. This
measure uses economic multipliers
established by Travel Oregon and updated
with Travel Industries of America travel
index.
Fair & Expo has worked with
DCSO, and local, state and
federal Fire fighting organizations
on the Green Ridge Fire, and the
Lionshead fire. DCFE played a
role in each of these, and through
Oct. remains the Incident
command for the Lionshead fire.
DCFE also worked with the
American Red Cross as an
Evacuation shelter during recent
fire activities, as well as with the
P.E.T. Evacuation team for the
housing of displaced animals and
livestock.
Q2 Update
The inventory is being utilized for
preventative maintenance planning
and (2) digital control upgrade
projects are underway.
Phase II building assessment review
continues as part of FY 2022 budget
preparation. Work to create a 5-
year plan for upgrade of stormwater
controls in conjunction with our
DEQ permit requirements will be
undertaken in Q3.
Design is complete for the
Community Service Shop and
associated Parking "B" expansion.
Plans are underway to issue an RFP
for construction services.
Inventory work continues to identify
projects for spring of 2021.
Fair & Expo is working with DCSO
and DC Public Health on PPE
distribution, COVID testing, and as a
possible Covid Vaccination location.
a long term agreement with FEMA
was approved and signed, for the
use of specific parking areas at F&E
for large scale natural disasters.
A full traffic and parking plan was A full traffic and parking plan was
put together in anticipation of the put together in anticipation of the
2020 Fair. This plan was not 2020 Fair. This plan was not utilized
utilized due to the cancellation of due to the cancellation of 2020 Fair,
2020 Fair, but is in the process of but is in the process of being
being updated for the 2021 and updated for the 2021 and beyond
beyond Fairs. Fairs.
Q3 Update
HVAC controls upgrades at the
IT/Facilities Warehouse and the
Historical Museum were completed
in Q3.
A 5-year plan for upgrades of
stormwater controls was completed
in Q3 and will be presented to the
budget committee.
Contract has been issued for
construction and work is scheduled
to begin in Q4 on the Community
Service Shop.
(3) repair projects have been
identified for completion in Q4. The
work has been awarded and is
scheduled.
Fair & Expo is currently the site of
the Covidl9 Mass Vaccination Clinic
in partnership with Public Health, St
Charles and more.
A full traffic and parking plan was
put together in anticipation of the
2020 Fair. This plan was not utilized
due to the cancellation of 2020 Fair,
but is in the process of being
updated for the 2021 and beyond
Fairs.
Q4 Updates
No change.
UIC plan was presented to the BOCC
and the cost estimates were
presented as part of the FY 2022
Budget. Projected retrofit costs are
significantly reduced due to new
innovations in retrofit equipment.
Plans are underway to begin
implemented the identified
improvements in FY 2022.
Community Service Shop
construction is scheduled to be
complete in early Q1. Design of the
Adult P&P Expansion is at 60%
completion.
(3) separate sidewalk repairs were
completed on the downtown
campus: at the Health Services
DCDC, Community Development,
and the Deschutes Services Building.
Fair & Expo continued to serve as a
staging area for incidents in Central
Oregon; including fire fighting
response, evacuation center needs
and more.
An updated traffic and parking plan
has been developed with the work
of Chris Doty and the Roads
department. We will implement this
plan in Q1 FY22 for the 2021 Fair &
Rodeo, with additional elements
deployed in FY23/CY22 Fairs
Due to the impacts of Covidl9 Due to the impacts of Covid19 Due to the impacts of Covidl9 Due to the impacts of Covidl9
economic impact is not expected economic impact is not expected to economic impact is not expected to economic impact is not expected to
to meet this original target. meet this original target. meet this original target. meet this original target
FY 2021 Performance Measures
Department
Fair & Expo
Fair & Expo
Fair & Expo
Goal
Economic Vitality
Economic Vitality
Service Delivery
Objective
Partner with organizations to manage
County assets to attract business
development, tourism and recreation.
Partner with organizations to manage
County assets to attract business
development, tourism and recreation.
Support and promote Deschutes County
Customer Service "Every Time" standards.
Finance Service Delivery Ensure quality service through the use of
innovative technology and systems.
Measure
Provide a safe, modern event venue to
our community that attracts more than
750,000 visitors annually.
Development of a refined facility
marketing plan, with focus on creation of
target market segments. Create and
utilize local partnerships to increase
awareness of Deschutes County Fair &
Expo and the Deschutes County Region.
Continue to achieve minimum of 90% or
greater customer service satisfaction in all
areas.
Improve the efficiency of payments by
implementing and/or expanding
electronic processes in employee
reimbursements and expansion of ACH
accounts payable payments and use of
purchase card payments.
Q1 Update
DCFE is focused on facility wide
improvements that will benefit
each of our visitors, now and into
the future. Recent updates
include the installation of LED
lighting in the Event Center,
providing a much needed
modernization, and cost savings.
Q2 Update
DCFE is focused on facility wide
improvements that will benefit each
of our visitors, now and into the
future. Recent updates include the
completion of a new LED lighting
system in the Event Center,
providing a much needed
modernization, and cost savings.
Future project research is ongoing,
and includes possible additional LED
lighting upgrades, and other
EnergyTrust rebate certified projects
A full analysis of prior marketing
expenditures was conducted, and a
A full analysis of prior marketing
facility marketing plan was created
expenditures was conducted, and
for 2020. This plan identified key
a facility marketing plan was
target markets including,
created for 2020. This plan
Livestock/Equestrian events and
identified key target markets
Sporting events as the 2 primary
including, Livestock/Equestrian
economic drivers. DCFE has seen
events and Sporting events as the
success in the outreach into the
2 primary economic drivers.
Equestrian/livestock area with the
Despite the impacts of Covidl9,
recruitment of new events including
DCFE has seen success in the
Cascade Chute Out, Challenge of
outreach into the
Champions, Oregon Angus Show,
Equestrian/livestock area with the
and more. For FY22 F&E will host
recruitment of new events
multiple new equestrian events
including Cascade Chute OUt,
including the new High Desert
Challenge of Champions, Oregon
Summer SHowcase Morgan Horse
Angus Show, and more.
Event, Sanctuary Barrel Races, and
the return of the Columbia River
Circuit Finals Rodeo.
While events have been severely
impacted by the effects of
Covid19, DCFE received an over
90% customer satisfaction rating
through Q1
In process.
While events have been severely
impacted by the effects of Covid19,
DCFE received an over 90%
customer satisfaction rating through
Q1
On hold pending additional
Munis/system support.
Q3 Update
DCFE Buildings & Grounds
Committee will be meeting in April
to discuss end of FY21 and FY22
facility projects. These may include
continued LED upgrades facility
wide, restroom upgrades/updates,
and more
Q4 Updates
DCFE continues to invest in facility
upgrades including energy efficient
LED lighting projects throughout the
Fair & Expo campus
An analysis of prior marketing
An analysis of prior marketing
expenditures was conducted, and a
expenditures was conducted, and a
facility marketing plan was created
facility marketing plan was created
for 2020. This plan identified key
for 2020. This plan identified key
target markets including,
target markets including,
Livestock/Equestrian events and
Livestock/Equestrian events and
Sporting events. DCFE has seen
Sporting events. DCFE has seen
success in the outreach into the
success in the outreach into the
Equestrian/livestock area with the
Equestrian/livestock area with the
recruitment of new events in 2020
recruitment of new events in 2020
and 2021 including Cascade Chute
and 2021 including Cascade Chute
Out, Challenge of Champions,
Out, Challenge of Champions,
Oregon Angus Show, and more. For
Oregon Angus Show, and more. For
FY22 F&E will host multiple new
FY22 F&E will host multiple new
equestrian events including the new
equestrian events including the new
High Desert Summer Showcase
High Desert Summer Showcase
Morgan Horse Event, Sanctuary
Morgan Horse Event, Sanctuary
Barrel Races, multiple Columbia
Barrel Races, Columbia River Reining
River Reining Horse Shows, a US
Horse Shows, and the return of the
Team Penning Nationals Event and
Columbia River Circuit Finals Rodeo.
the return of the Columbia River
Circuit Finals Rodeo.
DCFE continues to receive a
customer satisfaction rating
DCFE continues to receive a customer
exceeding 90% for all events
through Q3
Implementation of the employee
reimbursement module is pending
additional Munis/system support.
Staff has transitioned the following
On hold pending additional
number of vendors to ACH during
Munis/system support.
the year: 5 in Q1, 5 in Q2, 29 in Q3
and 45 in Q4. The use of purchase
cards to make payments has
increased from 602 transactions in
Q1 to 1,097 transactions in Q4.
FY 2021 Performance Measures
Department
Finance
Finance
Goal
Service Delivery
Service Delivery
objective
Ensure quality service through the use of
innovative technology and systems.
Ensure quality service through the use of
innovative technology and systems.
Measure
Continue to find ways to improve
operational processes by reducing labor
requirements and data transfer errors
while improving the customer service
experience including the transition of Dog
Licensing registration system from a
manual, in -person process to an online
system, transition paper property tax
statements to "e-statements" and more
efficiently capture room tax accounts.
Improve efficiency of County budget
process and development of the annual
budget document.
Q1 Update
1. Dog Licensing. The IT
department is finishing the
changeover to a new database
for dog licensing. Once complete,
we will be able to provide online
registrations for new pets.
2. Property Tax. New for this year
is the production and mailing of
property tax statements from a
third party vendor. This will save
the county over $10,000 in
printing and mailing costs and a
week's worth of staff time. E-
statements will be offered
starting in January 2021.
3. Room Tax. Reviewing options
to replace existing collections
system.
In process. Implemented a more
efficient budget calendar that
recognizes ISF and PR projections
cannot be completed until
February due to th COLA. In
process of purchasing Budget
software to help with narrative
and visual automation of budget
book.
Continue to develop new and functional
business intelligence tools to assist County
Ensure quality service through the use of departments with efforts to improve
Finance Service Delivery innovative technology and systems. transparency and monitoring of fiscal and In process.
operating activities, decision support and
process improvements.
Q2 Update
1. Online ability to license new dogs
is still waiting for IT to finish
changing over the data base. Once
complete, it should be an easy
transition. 2 Property tax statement
mailing went well with new 3rd
party vendor. 2nd trimester
statements will be mailed out
around Jan 25th and will include the
option for taxpayers to "opt in" to e-
statements. This will not only be a
benefit to the taxpayers as they will
be notified of their statement much
sooner than waiting for the mail but
it should also give them a link to
pay. The County will be able to save
postage by not mailing the
statement and would also be able to
view if a taxpayer downloaded or
viewed the statement. The 3rd party
will have online help for any issues
with e-statements so we won't have
to field any of those calls. 3. In
process of reviewing online filing
software platforms for Room Tax.
Had demo with iGov which sounds
like a more user friendly system that
allows the County to assist the
customer without having to contact
the software company. IT seems to
approve so now waiting for project
estimate as well as checking several
other options.
The FY22 budget calendar has been
modified to provide for the budget
process to commence after
CPI/COLA information is available.
This starts the budget process in
February, up to two months later
than in prior years to provide better,
more up to date information for the
budget building exercise. We have
researched electronic budget book
options that will significantly reduce
the amount of staff time required to
assemble the budget document.
We've narrowed the options down
to three and should have a decision
soon.
Developed an alternate
methodology for tracking time spent
on grants/projects outside of the
traditional NOVAtime time tracking.
Functionality allows for passive -time
collection to the entire County.
Q3 Update
1. Checked with IT and they plan on
having the ability to license new
dogs online up and going by July 1,
2021. #2 E-statements options were
started with the 2nd trimester
mailing for those property tax
accounts that want to opt in. To
date 100 users have signed up for e-
statements. We will again have that
option available on the 3rd
trimester statements so we hope
that with each mailing the number
of e-statements users will greatly
increase. For the fall statements we
plan on doing more PSAs. 3. Finance
just signed a contract with MuniRevs
for online room tax registration,
filing, and payments as well as one
of their products, Lodging Revs for
vacation property locates. We
expect that revenues could increase
once overall compliance is met for
reporting. We plan on going live by
July 1, 2021.
We've recalibrated the calendar by
delaying the budget development
start date to align with the
availability of CPI information in
early February. This allows
departments to develop their
budgets later in the year with better
information. We've selected a
budget document builder software
and have included the costs as a
special request in the FY22 budget.
No updates.
Q4 Updates
1. Checked with Shad in IT and they
were not able to have the new dog
licensing application up and running
online by July 1 st due to Office 365
installation. They hope to have it
ready by possibly September 1 st.
2. Property tax E-statements.
Completed and in production.
3. Room tax software. New software
application went live July 1. Staff is
working with software provider and
taxpayers to transition to new
system. More information on
outcomes after system is fully
functioning.
The BOCC approved the acquisition
of the Workiva electronic budget
builder program. Implementation
of the system is scheduled to begin
in July and will be operational for the
FY23 budget process.
Currently working on utilizing
BusinessTrack software to allow
departments to view p-card
transactions activity throughout
month.
FY 2021 Performance Measures
Department Goal
Finance
Health Services
Health Services
Health Services
Health Services
Health Services
Health Services
Health Services
Health Services
Service Delivery
Healthy People
Healthy People
Safe Communities
Healthy People
Healthy People
Healthy People
Healthy People
Service Delivery
Objective
Support and promote Deschutes County
Customer Service "Every Time" standards.
Promote well-being through behavioral
health and community support programs.
Promote well-being through behavioral
health and community support programs.
Reduce crime and recidivism through
prevention, intervention, supervision and
enforcement.
Support and advance the health and safety
of Deschutes Countys residents
Support and advance the health and safety
of Deschutes Countys residents
Support and advance the health and safety
of Deschutes Countys residents
Support and advance the health and safety
of Deschutes Countys residents
Support and promote Deschutes County
Customer Service "Every Time" standards
Measure
Develop and implement annual customer
service survey for the Finance
department.
See Behavioral Health Oregon Health Plan
clients needing emergent/urgent visits
within 24-48 hours.
See Behavioral Health Oregon Health Plan
clients needing routine visits within one
week.
Reduce recidivism by 60% among
individuals served by the Forensic
Diversion Program.
Reduce outbreaks and spread of disease
by completing 95% of communicable
disease investigations within 10 days, as
defined by the Oregon Health Authority.
Reduce outbreaks and food -borne illness
by inspecting a minimum of 95% of
licensed facilities (e.g. restaurants,
pools/spas/hotels, etc.) per state
requirements.
Assure 90% of women served in the DCHS
clinic and at risk for unintended
pregnancy use effective methods of
contraception after receiving services.
Assure 80% of pregnant women being
served by DCHS receive prenatal care
beginning in the first trimester.
Offer a behavioral health appointment
that falls within the seven (7) day period
post -discharge to 82.7% of individuals
discharged from Sageview.
Q1 Update Q2 Update
In lieu of a formal survey,
Treasurer/CFO conducts annual
"check in" meetings with
department heads and lead staff
to review the prior year and seek In process.
input on how Finance can
improve services. The feedback
is used to establish improvement
goals in the Finance Department.
99% (102/103)
99.7% (314/315)
100% (96/96)
100% (373/373)
Q3 Update Q4 Updates
Completed.
100% (124/124)
98% (382/390)
Completed.
100% (103/103)
98% (324/332)
61 % ([449-176]/449) 61 % ([455-177]/455) 61 % ([472-185]/472) 61 % ([480-186]/480)
(449 total arrests 18 months prior (455 total arrests 18 months prior to (472 total arrests 18 months prior to (480 total arrests 18 months prior to
to FD services; 176 total arrests FD services; 177 total arrests post 18 FD services; 185 total arrests post 18 FD services; 186 total arrests post 18
post 18 months) months) months) months)
92% (33/36) (for those diseases 95% (21 /22) (for those diseases that 100% (28/28) (for those diseases 100% (33/33) (for those diseases
that have a 10-day completion have a 10-day completion that have a 10-day completion that have a 10-day completion
requirement. This does not requirement. This does not include requirement. This does not include requirement. This does not include
include coronavirus cases) coronavirus cases) coronavirus cases) coronavirus cases)
66% (225/340) (OHA freeze and 44% (185/420)
extreme risk level mandated that EH (OHA did not allow field inspections
19% (61 /319) 27% (113/420) stay out of facilities and that many for portions of this quarter, and
of these facilities were closed for a many of these facilities were closed)
period during Q3)
95.S% (336/352)
91 % (58/64)
97% (28/29)
FY20 Benchmark: N/A (data was
Achieve 100% of employee action changes not tracked prior to this FY)
Human Resources Service Delivery Ensure quality service through the use of processed in good order (timely and Q1 Performance: 99.03% of all
innovative technology and systems. accurately.) employee action changes
processed in good order.
91.7% (177/193)
90% (60/67)
94% (31 /33)
92.4% (209/226)
95% (71 /75)
94% (15/16)
90.4% (207/229)
93% (44/48)
92% (35/38)
Q2 Performance: 99.89% of all
employee action changes processed Q3 Performance: 98.27% of all Q4 Performance: 99.64% of all
in good order, employee action changes processed employee action changes processed
in good order. in good order.
FY21 Aggregate Performance:
99.54% of all employee action FY21 Aggregate Performance: FY21 Aggregate Performance:
changes processed in good order. 99.21 % of all employee action 99.31 % of all employee action
changes processed in good order. changes processed in good order.
10
FY 2021 Performance Measures
Department
Human Resources
Human Resources
Human Resources
Human Resources
Goal
Service Delivery
Service Delivery
Service Delivery
Service Delivery
Objective
Preserve and enhance capital assets,
strengthen fiscal security and ensure
sufficient space for operational needs
Preserve and enhance capital assets,
strengthen fiscal security and ensure
sufficient space for operational needs.
Promote community participation and
engagement with County government
Provide collaborative internal support for
County operations.
Measure
Comparison of percent of director,
managers, and supervisors in County
workforce in relationship to percentage in
community population for women and for
minorities.
Maintain health care cost inflation at or
below national average of 5-7% for self -
funded plans.
Comparison of percent of County
workforce in relationship to percent in
community population for women and for
minorities.
Increase the number of exit interviews
completed and returned by 10%.
Q1 Update
46% of DC
Officials/Administrators
(Directors and Managers) identify
as Female, compared to 36% of
Community
Officials/Administrators identify
as Female.
5% of DC Officials/Administrators
(Directors and Managers) are
Minority, compared to 7% of
Community
Officials/Administrators are
Minority (Male/Females.)
The DC Health Plan is running at
-12.7% for the most recent three
month period (Jun -Aug 2020) as
compared to the 2019 plan year.
Many health plans, including the
DC Health Plan, are experiencing
lower than average claims due to
treatment avoidance due to
COVID-19.
55% of DC Total Workforce
identify as Female, compared to
47% of Community Workforce
identify as Female.
7% of DC Total Workforce are
Minority as compared to 10% of
Community Workforce are
Minority (Male/Females.)
FY20 Benchmark: 60.61 % exit
interviews completed.
Q1 Performance: 46.67% exit
interviews completed and
returned to HR in FY21 Q1.
In an effort to increase the
completion rate, HR staff will be
adding an additional check -in
with existing employees prior to
their departure requesting the
exit interview be completed.
Q2 Update
45% of DC Officials/Administrators
(Directors and Managers) identify as
Female, compared to 36% of
Community Officials/Administrators
identify as Female.
4% of DC Officials/Administrators
(Directors and Managers) are
Minority, compared to 7% of
Community Officials/Administrators
are Minority (Male/Females.)
The DC Health Plan is running at
-14% for the most recent three
month period (Sept -Nov 2020) as
compared to the 2019 plan year.
Many health plans, including the DC
Health Plan, are experiencing lower
than average claims due to
treatment avoidance due to COVID-
19. In addition, the DC Health Plan
large claim frequency in 2020 is
lower than in 2019 when the
frequency was higher than actuarial
norms.
55% of DC Total Workforce identify
as Female, compared to 47% of
Community Workforce identify as
Female.
7% of DC Total Workforce are
Minority as compared to 10% of
Community Workforce are Minority
(Male/Females.)
Q2 performance: 57.14% exit
interviews completed and returned
to HR in FY21 Q2.
Aggregate FY21 performance:
52.78%.
Analysis of those not participating in
the exit questionnaire process in Q2
showed a higher than usual number
of no -notice terminations (voluntary
or involuntary); circumstances for
which response rate is typically
lower than other groups.
Q3 Update
46% of DC Officials/Administrators
(Directors and Managers) identify as
Female, compared to 36% of
Community Officials/Administrators
identify as Female.
6% of DC Officials/Administrators
(Directors and Managers) are
Minority, compared to 7% of
Community Officials/Administrators
are Minority (Male/Females.)
The DC Health Plan is running at
-4.4% for the most recent three
month period (Dec -Feb 2021) The
end of 2020 and early 2021 saw an
increase in claims cost due to
increased utilization making up
some of COVID-19 postponed
services. The DC Health Plan large
claim frequency in 2020 continues
to be lower than in 2019 when the
frequency was higher than actuarial
norms.
55% of DC Total Workforce identify
as Female, compared to 47% of
Community Workforce identify as
Female.
7% of DC Total Workforce are
Minority as compared to 10% of
Community Workforce are Minority
(Male/Females.)
Q3 performance: 65.52% exit
interviews completed and returned
to HR in FY21 Q3.
Aggregate FY21 performance:
58,46%.
Q4 Updates
47% of DC Officials/Administrators
(Directors and Managers) identify as
Female, compared to 36% of
Community Officials/Administrators
identify as Female.
5% of DC Officials/Administrators
(Directors and Managers) are
Minority, compared to 7% of
Community Officials/Administrators
are Minority (Male/Females.)
The DC Health Plan is running at
-1.4% for the most recent three
month period (Mar -May 2021), The
change from earlier in the year is
attributed to a recent increase in
large claims, 4 time more than the
same period in 2020, and an
increase in utilization, making up
some of the COVID-19 postponed
services.
56% of DC Total Workforce identify
as Female, compared to 47% of
Community Workforce identify as
Female.
7% of DC Total Workforce are
Minority as compared to 10% of
Community Workforce are Minority
(Male/Females.)
Q4 performance: 44.23% exit
interviews completed and returned
to HR in FY21 Q4,
Aggregate FY21 performance:
52.14%.
Decreased performance in Q4
attributed to elimination of Health
Services HR Analyst position and
related discontinuation of Health
Services internal exit interview
requirement, and high number of
PERS retirements which is typically a
population with low response.
11
FY 2021 Performance Measures
Department
Human Resources
Information Technology
Information Technology
Goal
Service Delivery
Service Delivery
Service Delivery
Objective
Support and promote Deschutes County
Customer Service "Every Time" standards.
Ensure quality service through the use of
innovative technology and systems.
Ensure quality service through the use of
innovative technology and systems.
Measure
Achieve 100% of classification reviews
delivered for consideration within one
month of receipt of final draft from
department.
Improve the cyber-security profile by
creating data network segmentation
between department operations and
automated method of monitoring the
active connections to the county network.
Establish a standard for secure data
communications to support a mobile
workforce regardless of scale.
Q1 Update
HR has not received any
classification reviews for FY21 Q1
(No benchmark for this data as it
was not tracked prior to this FY.)
Status: In progress. The project is
in the vendor selection stage. An
RFP was issued at the end of
August. Responses have been
collected and are being reviewed.
Status: Complete. We have
employed the use of three Virtual
Private Network (VPN)
technologies for remote
workforce data communications.
Solutions from Microsoft, Cisco
and Fortinet are in play.
Variances in the fleet of County
laptops precludes using a single
technology. If we could, we
would focus on using the
Microsoft product. The Fortinet
VPN is a stop -gap solution for the
DA as they are on a separate
authentication scheme from the
rest of the County. The IT
Department had the equipment
available from a recent proof of
concept and deployed for the DA
at no cost. The County will
continue to use the FOB based
remote access for those who
access from non -County owned
computers.
Q2 Update
0% of classifications received were
delivered for consideration within
one month. (6 classifications were
received in Q2.)
HR is working to update the
reclassification guide to include
improved materials to support a
more complete submittal and timely
review.
Progress slowed by the effects of
the pandemic on staff availability as
the project requires the coordinated
efforts of staff outside IT.
However, IT internal efforts continue
to progress. Enhancements to
endpoint security continue. A major
upgrade to the systems that protect
out email inboxes and computers
from the likes of malware and
malicious content is 95% complete.
No update. This measure was
achieved in Q1.
Q3 Update
75% of classifications received were
delivered for consideration within
one month of receipt by HR. 4
classification reviews were received
in Q3.
The updated reclassification guide is
providing a more complete
submittal to HR resulting in a more
timely review.
A complete upgrade to endpoint
security and related systems has
been completed. The Microsoft 365
implementation has caused us to
reconsider our approach to
monitoring active connections.
There are features in Microsoft 365
that will aid in achieving this
objective.
No update. This measure was
achieved in Q1.
Q4 Updates
100% of classifications received
were delivered for consideration
within one month of receipt by HR.
3 classification reviews were
received in Q4.
The updated reclassification guide is
providing a more complete
submittal to HR resulting in a more
timely review.
Updates to the security of the
county computing infrastructure will
continue into next year. Though the
initial goal had a focus of
improvement through network
segmentation, changes to the
computing environment redirected
efforts to areas of cybersecurity
where investments would have a
greater impact. Overall the counties
cybersecurity posture is good and
will continue to be improved.
No update. This measure was
achieved in Q1.
12
FY 2021 Performance Measures
Department Goal Objective Measure
Implement and promote the tools
Information Technology Service Delivery Provide collaborative internal support for available in Microsoft 365 to improve
County operations. communications between teams and
departments.
justice Court
justice Court
Legal
Legal
Legal Counsel
Natural Resources
Q1 Update
Q2 Update
Q3 Update
Q4 Updates
An integrator was selected via RFQ
and contracted to assist IT with the
The Microsoft 365 cloud ecosystem
implementation of M365. A fixed-
has been integrated to the county's
fee scope of work have been
Microsoft 365 update is well
computing environment. All
Status: In progress. An
negotiated and is within budget
underway with the assistance of a
software services are available and
implementation partner has been
Execution of the scope of estimates.
contractor. Work is being done on
are being reviewed. Licensing
selected via RFP. Implementation
work is to begin during Q3.
strategizing the implementation and
services have been established.
planning to begin in October of
decisions on security and licensing.
Funding secured through the
2020.
Should the implementation require
The cloud security structure is in
budget process.
staff to touch every end -point
I Id b
place and functioning.
E f h
computer, imp ementation cou e
severely delayed during the
pandemic. Our goal is to achieve a
no -touch implementation.
xecution o t e imp ementation
plan for Microsoft 365 and related
services will occur in fiscal 2022.
101 small claim cases were filed
117 small claim cases were filed
82 small claim cases were filed
Promote community participation and
90% resolution of small claim cases before
Zero small claims cases filed due
during first quarter 2020-2021. Five
during second quarter of 20-21.
during third quarter of 2020-2021.
Service Delivery engagement with County government
trial.
to COVID-19 moratorium on new
of these were scheduled for trial.
Five of these were scheduled for
Seven of these were scheduled for
filings.
That is a resolution rate of
trial. That is a resolution rate of
trial. That is a resolution rate of
approximately 95%.
approximately 96%.
approximately 91 %.
Collected $187,407 in fines within
Collected $201,971 in fines within 90
90 days of judgment. Entered
days of judgment. Entered $176,687
$129,655 in new receivables (this
drastically due
Collected $ 59 in fines within 90
in new receivables. Collections
fines °
number reduced
fewer during
Collected $173,776 in fines within 90
m2
days of judgment. Entered $198,229
larger than receivables due to
Provide safe and secure communities
Safe Communities
Rate of collections on 50 /o of above
to citations COVID-
days of judgment. Entered $216,261
in new receivables for the same
COVID-19 policy of increasing length
through coordinated public safety services.
within 90 days of judgement.
19). Judge initiated COVID-19
in new receivables for same time
time period. Rate of collections
of judgment time frame before
multiple case pay-off incentive
period. Rate of collections 80%.
collections turnover in order to
making collections larger than
81 °�0
'
assist the public with payment of
receivables. Rate of collections
outstanding obligations. Rate of
over 100%.
collections 114%.
The ongoing COVID-19 emergency
response has highlighted strengths and
weaknesses associated with providing real
Legal operates on 24/7 basis -
Staff in County Legal are available at
Staff at County Legal remain
Collaborate with partners to prepare for and
Safe Communities
time, 24/7 support to county departments
access is immediate with phone,
all times to address concerns of
available on a 24/7 basis to respond
24/7 in -person and remote
respond to emergencies and disasters.
during the duration of an emergency
text and email.
County officials and employees.
to emergency situations.
operations continue
event. Legal will develop internal
processes to insure immediate,
comprehensive and coordinated support.
Legal will engage internal emergency
Legal has encouraged
Officials and staff have and continue
operations staff and partner agencies to
department heads to share after -
to contact County Legal after hours
All county departments are familiar
Collaborate with partners to prepare for and
Safe Communities
review/audit existing processes with the
hours contact information for
and on the weekends. This service
with methods for contacting County
24/7 in -person and remote
respond to emergencies and disasters.
p g
goal of identifying successful processes,
g fY g p
Legal with supervisor and
function is extreme) important and
y p
Legal whenever needed and
g
operations continue
p
and fine-tuning, rejecting and/or replacing
management staff
many evolving matters cannot "wait
regarding varied subject matters.
all others.
until Monday morning."
The assistant attorneys in County
remote operations are necessitating
Legal will implement remote work site
County Legal has now fully
Legal are transitioning from nearly
new technology supports for virtual
Ensure quality service through the use of
processes (developed on -the -fly during
implemented the ability to
exclusively remote operations to a
hearings, conferences, depositions
Service Delivery
ry innovative technology and systems.
the COVID-19 emer ) to allow for a
emergency)
work/operate erate from remote
p
hybrid system that sees them
and other contested case matters;
more robust and comprehensive level of
locations. IT (Steve Maier) has been
returning to the office on a limited
Legal will coordinate with industry
24/7 responsiveness.
critical in this regard.
basis.
partners to identify the best
technology options
The fall FireFree event is held in
Maintain or increase public participation
partnership with Republic Services°
The spring FireFree event brought in
Safe Communities Collaborate with partners to prepare for and
in Fire Free events as measured by yard
No events in Q1, fall event will be
to offer 50% off yard debris disposal
No events in Q3, spring event will be
56,046 cubic yards across all
respond to emergencies and disasters.
debris collected
held in Q2
at Knott Landfill. 8686 cubic yards
held in Q4
Deschutes County run sites.
were collected, approximately 100
cubic yards less than 2019.
13
FY 2021 Performance Measures
Department
Natural Resources
Road Department
Road Department
Road Department
Road Department
Road Department
Road Department
Goal Objective
Measure
Help to sustain natural resources in balance
Maintain or increase the number of
Healthy People with other community needs. communities participating in the Firewise
USATM Program.
Q1 Update
Firewise communities total 37, 1
additional from last quarter,
Boonesbourough. 3 additional
communities are pending.
Maintain a safe, efficient and economically Sustain Pavement Condition Index (low
Economic Vitality To be reported in Q2
sustainable transportation system. 80s)
Economic Vitality Maintain a safe, efficient and economically Achieve 96% of roads rated good or better To be reported in Q2
sustainable transportation system. (PCI above 70)
Achieve 50% of bridges rated good or
Economic Vitality Maintain a safe, efficient and economically better (Deck, Superstructure, and 51% of bridges rated good or
sustainable transportation system. better
Substructure Ratings all above 7).
Service Delivery
Service Delivery
Service Delivery
Preserve and enhance capital assets,
strengthen fiscal security and ensure
sufficient space for operational needs.
Preserve and enhance capital assets,
strengthen fiscal security and ensure
sufficient space for operational needs.
Preserve and enhance capital assets,
strengthen fiscal security and ensure
sufficient space for operational needs.
Provide a maintenance treatment or
resurface 14.0% of the County's road
pavement asset.
Sustain the weighted average Bridge
Sufficiency Rating at or above 85.
Provide further implementation and
development of the Road Capital
Improvement Plan.
Q2 Update
Firewise communities now total 40,
3 additional from last quarter.
Indian Ford Meadows East,
Mountain High and Wyndemere
were all newly recognized as sites.
PCI: 83 (achieved goal)
98.6% in good condition (goal
achieved)
Q3 Update
Firewise sites now total 42, 2
additional from last quarter. The
Parks and Trout Creek Village were
added as recognized sites.
Reported in Q2
Reported in Q2
51 % of bridges rated good or better Reported in Q2
15.4% (92 miles of chip, 9.9 miles Reported in Q1
of slurry, 6.7 miles of AC)
Weighted Average Sufficiency
Rating = 87 (out of 100)
FY21 Q1 Road CIP progress
includes:
Paving of S Century Dr: US
97 to Venture Ln - Construction
100% complete
• Old Bend Redmond
Hwy/Tumalo Rd Intersection
Improvement- Construction 75%
complete
Sisemore Bridge
Rehabilitation - Construction 75%
complete
Highway Warning Systems -
Construction contract awarded
2020 Guardrail
Improvements - Construction
contract awarded
Tumalo Rd/Tumalo PI
Intersection Improvement -
Construction bids received
• Johnson Rd Curve Warning
Signs - Construction bids
received
Paving of Fryrear Rd -
Preliminary engineering 90%
complete
• NE Negus Way/NE 17th St
Improvement - Preliminary
engineering 60% complete
• Rickard Rd: Groff Rd to US
20 Improvement - Preliminary
engineering 30% complete
Hunnell Rd: Loco Rd to
Tumalo Rd Improvement -
Preliminary engineering 20%
complete
Transportation System Plan
Update - Consultant contract
awarded
Reported in Q1
Weighted Average Sufficiency Rating Reported in Q1
= 87 (out of 100)
FY21 Q2 Road CIP progress includes:
Old Bend Redmond
Hwy/Tumalo Rd Intersection
Improvement -Construction 100%
complete
• Sisemore Bridge Rehabilitation
- Construction 100% complete
• Highway Warning Systems -
Construction 100% complete
• 2020 Guardrail Improvements
- Construction 100% complete
Johnson Rd Curve Warning
Signs - Construction 100% complete
• Paving of Fryrear Rd -
Preliminary engineering 100%
complete
Tumalo Rd/Tumalo PI
Intersection Improvement -
Construction 25% complete
NE Negus Way/NE 17th St
Improvement - Preliminary
engineering 90% complete
• Rickard Rd: Groff Rd to US 20
Improvement - Preliminary
engineering 90% complete
Paving of Powell Butte Hwy -
Preliminary engineering 90%
complete
• Hunnell Rd: Loco Rd to Tumalo
Rd Improvement - Preliminary
engineering 30% complete
Transportation System Plan
Update - Work in progress
FY21 Q3 Road CIP progress includes:
Tumalo Rd/Tumalo PI
Intersection Improvement -
Construction 90% complete
• NE Negus Way/NE 17th St
Improvement- Preliminary
engineering 100% complete and
ready to bid
• Rickard Rd: Groff Rd to US 20
Improvement - Project Awarded
and construction scheduled for June
2021
Paving of Powell Butte Hwy -
Project awarded with construction
eminent. • Paving of Fryrear
Road - Construction 90% complete
• Hunnell Rd: Loco Rd to Tumalo
Rd Improvement -Preliminary
engineering 90% complete,
continued neighborhood dialogue.
• Transportation System Plan
Update - Public Kick-off April27th
Q4 Updates
Firewise sites total 42, no change
Reported in Q2
Reported in Q2
Reported in Q2
Reported in Q1
Reported in Q1
FY21 Q4 Road CIP progress includes:
Tumalo Rd/Tumalo PI
Intersection Improvement -
Construction complete
NE Negus Way/NE 17th St
Improvement - Project awarded and
construction to begin in July.
• Rickard Rd: Groff Rd to US 20
Improvement- Construction
underway.
Paving of Powell Butte Hwy -
Construction underway with
completion by the end of July
• Paving of Fryrear Road -
Construction complete
Hunnell Rd: Loco Rd to Tumalo
Rd Improvement- Preliminary
engineering 90% complete,
surveying near completion, ROW
acquisition process forthcoming.
Construction early 2022
• Transportation System Plan
Update - 50%
Deschutes Market
Road/Hamehook RAB Design:
Design contract awarded and design
process underway.
14
FY 2021 Performance Measures
Department
Road Department
Sheriff's Office
Sheriffs Office
Sheriffs Office
Solid Waste
Solid Waste
Solid Waste
Solid Waste
Solid Waste
Goal Objective
Measure
Q1 Update
Provide collaborative internal support for Percentage of county -wide light fleet outu
Service Delivery County operations. of life -cycle. (Long term target is 0%, To be reported in Q2/Q3
annual goal is a downward trend).
Q2 Update
To be reported in Q3
Q3 Update
25% of light fleet is out of life cycle
per the light fleet policy.
Maintain current service levels by
Safe Communities Provide safe and secure communities responding to or initiating 80,000 patrol 18,686 community contacts in Q1 15,939 community contacts in Q2 16,409 community contacts in Q3
through coordinated public safety services. community contacts.
Maintain current service levels and
Healthy People Support and advance the health and safety complete 1,100 14-day assessments (a Completed 145 14-day
of Deschutes County's residents questionnaire concerning the overall Assessments in Q1
health of inmates).
Healthy People
Service Delivery
Healthy People
Support and advance the health and safety
of Deschutes County's residents
Ensure quality service through the use of
innovative technology and systems.
Help to sustain natural resources in balance
with other community needs.
Maintain current service levels and
complete 4,400 sick call visits (response to
an inmate requests to see the doctor or
someone on the nursing staff).
Develop a performance dashboard
providing real-time data for management
oversight of solid waste operations to
better help make decisions in staffing and
other cost controls.
Continue to meet or exceed the general
industry compaction standard of 1,200
Ib/cy to ensure efficient use of the Knott
Landfill resource.
Work with solid waste service providers to
Healthy People Help to sustain natural resources in balance increase the diversion rate and collect
with other community needs. more recyclables than the prior year's
62,118 tons.
Service Delivery
Service Delivery
Completed 1,014 sick call visits in
Q1
The first round of reporting is
complete with initial volume and
financial data. DEQ waste
disposal tons, transaction counts
and revenue from the scale
software provides insight into
daily activities and assists in
regulatory reporting, staffing and
other needs. Continued efforts
will enhance the reporting
capabilities and provide
additional data, such as recycling
and costs.
Calculations through August 2020
show we are exceeding the
industry standard of 1,200 Ib/cy
with an annual average over
1,500 Ib/cy.
More than 64,000 tons were
collected and recycled through
Q4 2020 (July 2019 to June 2020).
The prior fiscal year revised
annual target of 60,676 was
exceeded by 5.5%.
Q4 Updates
Reported in Q3
Completed 150 14-day Assessments Completed 136 14-day Assessments Completed 146 14-day Assessments
in Q2 in Q3 in Q4
Completed 1,017 sick call visits in Q2 Completed 929 sick call visits in Q3 Completed 844 sick call visits in Q4
The initial volume and financial
dashboards are actively used by
management to track daily traffic
volumes as well as daily and
monthly disposal tons. The build of
additional data sources and
enhancements will commence later
in the fiscal year once the new
Accountant is fully trained and upon
completion of delayed projects due
to focusing on COVID safety
initiatives.
The most recent rate of 1,362 Ib/cy
exceeds the general industry
compaction standard of 1,200 Ib/cy
Mulch grinding of yard debris and
wood waste positively impacted the
first quarter diversion numbers. Q1
2021 (July - Sept 2020) 23K tons in
total recyclables exceeds the YTD
target by 13% (based on an annual
goal of 62K tons).
Complete construction of the Negus
Preserve and enhance capital assets,
Design is progressing. We are
Design is underway and we are
Transfer Station facility improvements to
strengthen fiscal security and ensure
behind schedule due to COVID,
nearing the stage where detailed
sufficient space for operational needs. accommodate population growth in the
but we still hope to solicit for cost estimates will be available.
Redmond area.
construction this fiscal year.
Support and promote Deschutes County Attendant cash transaction error
Customer Service "Every Time" standards, percentage be better than the historical
high of 0.13 /o.
Disposal activities are seasonal
with higher utilization in the
summer months. Even with large
volumes of transactions, the
average number of attendant
cash transaction errors was
0.06% for Q1 2021 (July - Sept
2020), well below historical highs.
The Q2 2021 (Oct - Dec 2020)
average attendant cash transaction
error rate was 0.05%, an
improvement over last quarter and
well below the historical high.
The newly developed dashboard
and reports are being refined as
needed to accommodate change
requests or provide additional
content. The scale software system
feeding these reports is undergoing
a conversion to a new
version/release and database
structure which will require
significant report repairs once the
system is implemented.
We are exceeding the general
industry compaction standard with
the most recent rate of 1,407 Ib/cy, a
slight improvement over the prior
quarter.
Over 42K tons have been diverted
through Q2 2021 (July - Dec 2020),
exceeding the YTD target by 18%.
This is an increase of almost 12K
tons in comparison to prior fiscal
year-to-date, the majority of which is
from yard debris.
Cost estimates came in significantly
higher than budgeted. The scope of
the project has been reduced to
minimal improvements needed to
provide safe services to the citizens.
Current schedule has construction
beginning FY22.
The attendant cash transaction
error rate was better than the
historical high with 0.05% for Q3
2021 (Jan - Mar 2021). This is
consistent with last quarter and a
slight improvement over quarter
one.
No new reporting updates for this
quarter - the goal was met and
dashboards and daily volume
reports are live and actively being
used by management.
The June 2021 compaction
calculation of 1,301 Ib/cy, or an
annual average of -1,500 Ib/cy, is
above the 1,200 Ib/cy industry
standard.
YTD Q3 2021 (Jul 2020 - Mar 2021) is
exceeding the YTD target by 13%
with the diversion of over 54K tons
of recyclables. Although slightly
down from last quarter, we are
exceeding the prior fiscal year-to-
date by 1 OK tons.
Design process is well underway
and we anticipate soliciting for a
building vendor in Q2 2022. Land
use authorizations and findings
from the Community Development
Department have been approved.
The number of errors slightly
increased in Q4 2021 (Apr - Jun
2021), but transaction volumes
increased over 7.6K per month so
the cash transaction error
percentage maintained at an
average of 0.05%.
15
FY 2021 Performance Measures
Department Goal
Solid Waste Service Delivery
objective
Measure
Support and promote Deschutes County Develop and deploy a customer service
Customer Service "Every Time" standards. satisfaction survey.
Q1 Update
COVID and other factors have
had us shift priorities, focusing
on projects that minimize contact
and ensure safety. Rolling out a
satisfaction survey is still slated
for completion this fiscal year.
Q2 Update
The development and deployment
of a customer service satisfaction
survey is slated for later this fiscal
year.
Q3 Update
Draft survey questions have been
developed and are being
incorporated into an online survey
tool for deployment next quarter.
Q4 Updates
The online customer satisfaction
survey was deployed late in the
fourth quarter and is being
published via customer tickets,
postings on scale houses, and other
means. We will continue to share
the URL (www.
s u rveymo n key/r/dcswfeed back) and
QR code and encourage feedback so
we can ensure good customer
service. Survey results will be shared
with the Board next fiscal year in
our quarterly performance measure
updates.
16
FY 2021 Performance Measures
Goal
Objective
Measure
9-1-1 Service District
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Enhance operational capabilities at existing backup center by deploying radio dispatch consoles as well as fully functional CAD system computers. Utilize the most of the small space b,
9-1-1 Service District
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Since the Tyler CAD system deployment is completed, continue to focus on the needs of internal staff and external partners to meet the operational use needs of the new CAD system r
9-1-1 Service District
Safe Communities
Provide safe and secure communities through coordinated public safety services.
Continue to meet and exceed the Emergency Medical Dispatch call taking standards established by the International Academies of Emergency Medical Dispatch and consider formal al
9-1-1 Service District
Safe Communities
Provide safe and secure communities through coordinated public safety services.
Continue to meet and exceed the Emergency Fire Dispatch call taking standards established by the International Academies of Emergency Fire Dispatch. Measured monthly by randon
9-1-1 Service District
Service Delivery
Support and promote Deschutes County Customer Service "Every Time' standards.
Continue to meet and exceed the National Emergency Number Association (NENA) standard for call answering times by regularly auditing operational and technical practices internally
Administrative Services
Safe Communities
Collaborate with partners to prepare for and respond to emergencies and disasters.
1. Coordinate with 9-1-1 and DCSO to increase the number of web -registered Deschutes Alerts subscribers
Administrative Services
Economic Vitality
Maintain a sate, efficient and economically sustainable transportation system.
2. Secure state and federal funds to support local public transit services in partnership with local providers.
Administrative Services
Economic Vitality
Partner with organizations and manage County assets to attract business development, tourism, and recreation.
3. Leverage funds for job creation and business recruitment, support and diversification through County economic development loan program.
Administrative Services
Economic Vitality
Support affordable housing options through availability of lands and appropriate regulation.
4. Work with non-profit agencies to increase the supply of affordable housing.
Administrative Services
Economic Vitality
Support affordable housing options through availability of lands and appropriate regulation.
5. Identify asset or foreclosure properties that may be appropriate for housing and/or social services and assist the developer in bringing projects to fruition.
Administrative Services
Economic Vitality
Support affordable housing options through availability of lands and appropriate regulation.
6. Seek opportunities to partner with other jurisdictions to stimulate affordable housing projects.
Administrative Services
Service Delivery
Preserve and enhance capital assets and strengthen fiscal security.
7. Maintain Risk Management reserve at the 80% confidence level of adequacy, based on an actuarial study of the County's workers' compensation and general liability claims.
Administrative Services
Service Delivery
Provide collaborative internal support for County operations.
8. Achieve 95% survey rating of overall quality of internal audit reports.
Administrative Services
Service Delivery
Provide collaborative internal support for County operations.
9. Number of workplace accidents that require days away from work, or transferred workers per 100 employees (DART Rate).
Assessor's Office
Service Delivery
Ensue quality service delivery through the use of innovative technology and services.
1. Accounts managed per FTE compared to other Oregon counties. (table)
Assessor's Office
Service Delivery
Ensure quality service delivery through the use of innovative technologry and services.
2. Written approval by the Department of Revenue for the Assessor's certified Ratio Study. (table)
Assessor's Office
Service Delivery
Ensure quality service delivery through the use of innovative technology and services.
3. Percentage of tax statement mailed by Oct. 25th. (table)
Assessor's Office
Service Delivery
Ensure quality service delivery through the use of innovative technology and set -vices.
4. Written certification from the Department of Revenue approving the County Assessment Function Assistance (CAFFA) program. (table)
Assessor's Office
Service Delivery
Ensure quality service delivery through the use of innovative technology and services.
5. Administrative expenses as a percentage of taxes imposed compared to other Oregon Counties. (table)
Clerk's Office
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
1. Compares recording staff FTE to the number of pages recorded.
Clerk's Office
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
2. Compares election staff FTE to voter registration (table)
Clerk's Office
Service Delivery
Support and promote Deschutes County Customer Service "Every Time" standards.
3. Percentage of customers rating levels of service as very good to excellent.
Clerk's Office
Service Delivery
Support and promote Deschutes County Customer Service "Every Time" standards.
4. Over the last five years the number of passport applications has significantly trended upward.
Clerk's Office
Service Delivery
Support and promote Deschutes County Customer Service "Every Time" standards.
5. Election personnel cost comparison per 1,000 ballots tallied for countywide elections. (table)
5. City of Bend and Redmond Affordable Housing:
a. Amend the City of Bend Urban Growth Boundary to implement HB 4079, a pilot project to increase the supply of affordable housing projects.
Community Development Economic Vitality
Administer land use policies that promote livability.
b. Amend the City of Redmond Urban Growth Boundary to implement HB 2336, a pilot project to increase the supply of affordable housing units.
with public involvement to develop and consider recommendations to address wildfire hazard mitigation and Goal 5 wildlife habitat inventories to inform the 2(
Community Development
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
7. Achieve 6-10 inspection stops per day to provide quality service.
Community Development
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
8. Achieve an average turnaround time on building plan reviews of 8-10 days to meet or exceed state requirements.
Community Development
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
9. Sustain the issuance of land use administrative decisions with notice within 45 days and without notice within 21 days of completed application.
Community Development
Service Delivery
Ensue quality service delivery through the use of innovative technology and systems.
10. Improve the issuance of onsite septic system permits within 15 days of completed application to within 12 days of completed application.
Community Development Healthy People
Help to sustain natural resources in balance with other community needs.
4. Achieve compliance with the ATT (Alternative Treatment Technology Septic System) Operation and Maintenance (O&M) reporting requirements of 95% to protect groundwater.
Community Development
Safe Communities
Provide safe and secure communities through coordinated public safety services.
1. Improve voluntary compliance in code enforcement cases from 85% to 90%.
Community Development
Safe Communities
Provide safe and secure communities through coordinated public safety services.
2. Improve the resolution of code enforcement cases within 12 months from 75% to 85%.
Community Development Economic Vitality
Support affordable and transitional housing options through availability of lands, project planning, and appropriate regulation.
6. Complete rural vacant residential lands analysis and develop a County housing strategy to inform the 2021 Comprehensive Plan Update.
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
1. Successfully test whether Juvenile probation officers (CJO's) can positively intervene with youth with Substance Use Disorders
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
2. Complete criminogenic risk assessments of supervised adult clients within 10 days of intake.
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
3. Ensure 75% of supervised adult clients have active and updated Behavior Change Plans.
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
4. Have two completed validation studies by January 2021, one for existing intake assessment and one for existing detention risk assessment.
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
5. Ensure 65% of cognitive -behavioral group participants report skill acquisition (Juvenile MRT, Adult MRT and Adult Moving On).
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
6. Ensure 100% of contracted adult treatment providers are providing or actively working on an action plan to treatment that qualifies as "evidence -based" according to the Correctional
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
7. Remain at least 10% below the state's pre -Justice Reinvestment Program county prison utilization baseline of 1,716 months (the number of months at the time of the baseline measu
Community Justice
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
S. Transition from written to digital monthly reporting of adults on supervision.
District Attorney
Safe Communities
Provide safe and secure communities through coordinated public safety services.
District Attorney
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
2. Currently the long term, 1 year average recidivism rate for PCS crimes in Deschutes County for is 50.6%. Goal is to maintain a one (1) year recidivism rate for all enrolled Goldilocks
District Attorney
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
3. Currently the long term, two year average recidivism rate for PCS crimes in Deschutes County is 62%. Goal is to maintain a two (2) year recidivism rate for all enrolled Goldilocks Cie
District Attorney
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
4. Driving under the influence of intoxicants trial conviction rate.
5. Achieve minimum 50 percent positive Deputy District Attorney survey responses (total of "very good" and "good" responses) to the following questions:
oAbility to call and/or meet with victims in a timely manner: from 25 percent to 50 percent.
oAdequately Prepare for Trial: from 19 percent to 50 percent.
oAbility to work on case follow-up tasks: from 20 percent to 50 percent.
District Attorney
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
Facilities
Safe Communities
Provide safe and secure communities through coordinated public safety services.
1. Partner with Public Safety Campus stakeholders to plan for facility improvements in support of operational objectives.
Facilities
Safe Communities
Collaborate with partners to prepare for and respond to emergencies and disasters.
2. Improve the structural resilience of County buildings through improvements to seismic restraints and by completing structural engineering reviews at targeted facilities.
Facilities
Healthy People
Support and advance the health and safety of Deschutes County's residents.
3. Ensure safe access to County facilities and services through annual inspection of 80% of sidewalk inventory and complete repairs as needed.
Facilities
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
4. Utilize existing facility management software to track lifecycle planning for facility Heating Ventilation Air Conditioning (HVAC) assets.
Facilities
Service Delivery
Preserve and enhance capital assets, strengthen fiscal security and ensure sufficient space for operational needs.
5. Continue the development and implementation of the facility asset management and replacement plan.
Fair & Expo
Safe Communities
Collaborate with partners to prepare for and respond to emergencies and disasters.
1. Build and continue effective partnerships with Federal, State and Local emergency or incident response providers including preparation, training and planning.
Fair & Expo
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
5. Develop and implement Fair/Large event traffic mitigation plan and strategies.
Fair & Expo
Economic Vitality
Partner with organizations and manage County assets to attract business development, tourism and recreation.
2. Strive to achieve more than $48 million in annual economic impact generated from Fair & Expo events and facilities. This measure uses economic multipliers established by Travel O
17
FY 2021 Performance Measures
Fair & Expo
Fair & Expo
Fair & Expo
Finance / Tax
Finance / Tax
Finance / Tax
Finance / Tax
Finance / Tax
Health Services
Health Services
Health Services
Health Services
Health Services
Health Services
Health Services
Human Resources
Human Resources
Human Resources
Human Resources
Human Resources
Human Resources
Information Technology
Information Technology
Information Technology
Legal Counsel
Legal Counsel
Legal Counsel
Natural Resources
Natural Resources
Property Management
Road
Road
Road
Road
Road
Sheriffs Office
Solid Waste
Solid Waste
Solid Waste
Solid Waste
Solid Waste
Solid Waste
Goal
Objective
Economic Vitality
Partner with organizations and manage County assets to attract business development, tourism and recreation.
Economic Vitality
Partner with organizations and manage County assets to attract business development, tourism and recreation.
Service Delivery
Support and promote Deschutes County Customer Service `Every Time" standards.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Service Delivery
Support and promote Deschutes County Customer Service "Every Time" standards.
Safe Communities
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
Healthy People
Promote well-being through prevention, intervention, supervision and enforcement.
Healthy People
Support and advance the health and safety of Deschutes County's residents.
Healthy People
Support and advance the health and safety of Deschutes County's residents.
Healthy People
Support and advance the health and safety of Deschutes County's residents.
Healthy People
Support and advance the health and safety of Deschutes County's residents.
Service Delivery
Support and promote Deschutes County Customer Service "Every Time' standards.
Service Delivery
Provide collaborative internal support for County operations.
Service Delivery
Support and promote Deschutes County Customer Service "Ever) Time" standards.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Service Delivery
Preserve and enhance capital assets, strengthen fiscal security and ensure sufficient space for operational needs.
Service Delivery
Preserve and enhance capital assets, strengthen fiscal security and ensure sufficient space for operational needs.
Service Delivery
Promote community participation and engagement with County government.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Service Delivery
Provide collaborative internal support for County operations.
Safe Communities
Collaborate with partners to prepare for and respond to emergencies and disasters
Safe Communities
Collaborate with partners to prepare for and respond to emergencies and disasters
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Safe Communities
Collaborate with partners to prepare for and respond to emergencies and disasters.
Healthy People
Help to sustain natural resources in balance with other community needs.
Economic Vitality
Partner with organizations and manage County assets to attract business development, tourism, and recreation.
Safe Communities Provide safe and secure communities through coordinated public safety services.
Service Delivery
Ensure quality service delivery through the use of innovative technology and systems.
Healthy People
Help to sustain natural resources in balance with other community needs
Healthy People
Help to sustain natural resources in balance with other community needs
Service Delivery
Preserve and enhance capital assets, strengthen fiscal security and ensure sufficient space for operational needs.
Service Delivery
Support and promote Deschutes County Customer Service "Every Time" standards.
Service Delivery
Support and promote Deschutes County Customer Service "Every Time" standards.
Measure
3. Provide a safe, modern event venue to our community, that attracts more than 750,000 visitors annually.
4. Development of a refined facility marketing plan, with focus on creation of target market segments. Create and utilize local partnerships to increase awareness of Deschutes County
6. Continue to achieve minimum of 90% or greater customer service satisfaction in all areas.
1. Improve the efficiency of payments by implementing and/or expanding electronic processes in employee reimbursements and expansion ofACH accounts payable payments and usf
2. Continue to find ways to improve operational processes by reducing labor requirements and data transfer errors while improving the customer service experience including the transil
3. Improve efficiency of County budget process and development of the annual budget document.
4. Continue to develop new and functional business intelligence tools to assist County departments with efforts to improve transparency and monitoring of fiscal and operating activities,
5. Develop and implement annual customer service survey for the Finance department.
1. Ensure that 20% of individuals served by the Forensic Diversion Program will experience a reduction in recidivism.
2. See Behavioral Health Oregon Health Plan clients within state timelines as specified in the following categories: 1) Emergent/Urgent: within 24-48 hours, and 2) Routine: within 2 we
3. Reduce outbreaks and spread of disease by completing 95% of communicable disease investigations within 10 days, as defined by the Oregon Health Authority.
4. Reduce outbreaks and food -borne illness by inspecting a minimum of 95% of licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state requirements.
5. Assure 90% of women served in the DCHS clinic and at risk for unintended pregnancy use effective methods of contraception after receiving services.
6. Assure 80% of pregnant women being served by DCHS receive prenatal care beginning in the first trimester.
7. Offer a behavioral health appointment that falls within the seven (7) day period post -discharge to 82.7% of individuals discharged from Sageview.
1. Increase the number of exit interviews completed and returned by 10%.
2. Achieve 100% of classification reviews delivered for consideration within one month of receipt of final draft from department.
3. Achieve 100% of employee action changes processed in good order (timely and accurately.)
4. Comparison of percent of director, managers, and supervisors in County workforce in relationship to percentage in community population for women and for minorities.
5. Maintain health care cost inflation at or below national average of 5-7% for self -funded plans.
6. Comparison of percent of County workforce in relationship to percent in community population for women and for minorities.
1. Improve the cyber-security profile by creating data network segmentation between department operations and automated method of monitoring the active connections to the county r
2. Establish a standard for secure data communications to support a mobile workforce regardless of scale.
3. Implement and promote the tools available in Microsoft 365 to improve communications between teams and departments.
1. The ongoing COVID-19 emergency response has highlighted strengths and weaknesses associated with providing real time, 24/7 support to county departments during the duration
2. Legal will engage internal emergency operations staff and partner agencies to review/audit existing processes with the goal of identifying successful processes, and fine-tuning, rejec
3. Legal will implement remote work site processes (developed on -the -fly during the COVID-19 emergency) to allow for a more robust and comprehensive level of 24/7 responsiveness.
1. Maintain or increase public participation in Fire Free events as measured by yard debris collected
2. Maintain or increase the number of communities participating in the Firewise USA Program.
Manage the purchase, sale, and lease of County -owned property and research to resolve related issues.
to or initiate 80,000 patrol community contacts
3. Develop a performance dashboard providing real-time data for management oversight of solid waste operations to better help make decisions in staffing and other cost controls.
1. Continue to meet or exceed the general industry compaction standard of 1,200 Ib/cy to ensure efficient use of the Knott Landfill resource.
2. Work with solid waste service providers to increase the diversion rate and collect more recyclables than the prior year's 62,118 tons.
6. Complete construction of the Negus Transfer Station facility improvements to accommodate population growth in the Redmond area.
4. Attendant cash transaction error percentage be better than the historical high of 0.13%.
5. Develop and deploy a customer service satisfaction survey.
18
61
BOARD OF
COMMISSIONERS
MEETING DATE: August 16, 2021
SUBJECT: Presentation: Earthwin
RECOMMENDED MOTION:
N/A
BACKGROUND AND POLICY IMPLICATIONS:
At the july21 Board meeting, the Board of Commissioners reviewed discretionary grant
applications for the first quarter of fiscal year 2022. Earthwin submitted a discretionary grant
application, and, during their review of applications, the Board indicated an interest in learning
more about the organization and its work. Earthwin founder Randen Traughber will attend the
Board's August 16 meeting to share information about the organization.
BUDGET IMPACTS:
N/A
ATTENDANCE:
Randen Traughber, Founder and President, Earthwin
c�� ES co
G{BOARD OF
COMMISSIONERS
MEETING DATE: August 16, 2021
SUBJECT: Presentation: The Owls: A Warrior Society
RECOMMENDED MOTION:
N/A
BACKGROUND AND POLICY IMPLICATIONS:
At the July 21 Board meeting, the Board of Commissioners reviewed discretionary grant
applications for the first quarter of fiscal year 2022. The Owls submitted a discretionary grant
application, and, during their review of applications, the Board indicated an interest in learning
more about the organization and its work. The Owls founder Eric Marley will attend the Board's
August 16 meeting to share information about the organization.
BUDGET IMPACTS:
N/A
ATTENDANCE:
Eric Marley, Founder, The Owls: A Warrior Society
OX Es CpU
BOARD OF
COMMISSIONERS
MEETING DATE: August 16, 2021
SUBJECT: American Rescue Plan Funding Update
RECOMMENDED MOTION:
A to -be -determined motion will be required if they Board chosen to fund additional
projects from ARPA funds.
BACKGROUND AND POLICY IMPLICATIONS:
This is a recurring agenda item to provide the Board of County Commissioners updates on
the status of ARPA funds and the opportunity to review eligible project requests for funding
consideration.
Discussion items for today's update:
1. Building the Supply of Early Care and Education in Central Oregon Presentation.
2. Review ARPA funding requests.
BUDGET IMPACTS:
None. Budget appropriations for the entire $38 million ARPA funding award are included
in the FY 2021-22 Adopted Budget.
ATTENDANCE:
Greg Munn, County Treasurer and Chief Financial Officer
Dan Emerson, Budget Manager
Brenda Comini, Early Learning Hub
Karen Prow, Neighborlmpact Child Care Resources
8/11/2021
Raise Up Oregon: A Statewide Early Learning System Plan
2019 https://oregonearlylearning.com/raise-up-Oregon
Role of Early Learning Hub and Child Care Resource and
Referral
Regional Early Care and Education Sector Plans - Published
Fall 2019, 2021 - inform public funds investment
Regional Data on Supply by location, type and
capacity
Parent survey results
Strategies to link public funding to highest need
01
8/11/2021
Business Identification of Workforce Child Care
needs/Community campaign and conversations - 2018
US Chamber Road Show in Central Oregon - 2019
Development and hiring - Child Care Accelerator -2019
Early Care and Education Sector Plan - 2019 (Biennial Updates)
Bend and Redmond Task Force work
Stakeholders:
Chambers of Commerce/Businesses - initiated by Bend Chamber Director
Governor's Community Solutions Office - Regional Coordinator
Higher Education - Central Oregon Community College, OSU Cascades
Workforce Investment Board - EC Works (East Cascades)
County and City Planning and Building Departments, Fire Marshal's Office,
Child Care Licensing
Coordinated Care Organization (CCO) - Central Oregon Health Council
Data update in process - will include in Aug 16 presentation
%)
8/11/2021
Enhancements to
C[RCore Services:
~ Building pathways
for format
education and
credentiahng
~ Business
Consultation and
Coaching
�~Aligning
Regulatory
Agency Practice
' Policy guidance
across agencies
' Lead contacts for
Child Care in
Building
Authorities
Joint reviews/
inspections
VOW-13mmufflim-
Pathways to Certificates and AADegree with tuition, book and pee,
support;
focus onnon-traditional students
Blended. braided funding OD[/[LD. Muh, CCK. Foundations,
ieverage/naviqate
�Business Consultation andCoaching
' Financial Modeling and access to resources
' Blended funding and Resources Hub pilot, CCR. Shared Service
Alliance
Certified Apprenticeship prUQraOl
Paid apprenticeship placements in high quality care centers
Pursuing state and federal funding partnerships
3
8/11/2021
Multiple Regulatory oversight for Facility Siting, Building
and Renovation
Regional Solutions Agency Convening
Leveraging coordination/partnerships with state agencies
Leading ARPA fund conversations with Regional governments
Advocating for Code and Fee Adjustments to reduce
barriers for child care
Joint Regulatory Review/Inspections
Minimize conflicting guidance
Reduced review timelines and expense
Designated Child Care Expertise/Advocacy
City of Bend - Business Advocate with navigation for providers
City of Redmond - Predevetopment Team - Regulatory B provider
COVID-19 Recovery Grants: Licensed or License -exempt programs providing
care during Feb 2020, suspended care between
March 2020 and June 2021
ARPA Child Care Stabilization. Designed to stabilize existing child care
businesses (not start-up) $248,908,466
Eligible providers - tcense-exempt receiving
subsidy, registered or certified family, certified
centers. Bonus $$ for infant/toddler, extended
hours, serving families receiving subsidy,
providing care in language other than English
ARPA Local and State Funds: State Legislator Support - $1M OSU -Cascades Little Kits
$200,000 Redmond Learning Center/REACH
El
8/11/2021
Churches - Westside Church site for Expanded Head Start Program; Presbyterian
Church and faith partners siting ReVillage -a Cooperative Care Program; OSU
Cascades COVID Response Pilot - now Little Kits
Micro -Center Model
Modeling Opportunities Exchange - recruiting a Program Provider to manage
administrative support and staffing for multiple small sites
Child Care Accelerator - inventory potential sites, child care needs
RFQ developed for operator - none available
Leveraging Facilities Funds
Expanded Little Kits Care and Early Learning Lab - OSU-Cascades /COCC
partnership; ARPA Funding - Senator Knopp, Deschutes County - $2m combined
Requested - outlying area child care project support (Redmond, Sisters, La Pine);
Deschutes ARPA Funding, additional opportunities
Redmond: Little Kits Expansion, leverage both child care
capacity and workforce development
MountainStar Relief Nursery - expanded
preschool
Sisters: Parks and Recreation and School District
Partnerships
La Pine/Sunriver: MountainStar Relief Nursery - La Pine
preschool and Relief Nursery 0-3 capacity
building
5
8/11/2021
Brenda Comini, Director, Early Learning Hub
N Plli �rnir r�,r
541-480-8993
Karen Prow, Director, Neighborlmpact Child
Care Resources
541-323-6557
Central Oregon
Early Care and Education
Sector Plan
Early Learning Hub Early w,_--
of Central Oregon Learning
& ''Wellness
December 2019 LAST A LIFETIME
January 2020 Approved
OL 1 >a
Better Together
Early
Learning
& Wellness
•RRar uRrmrio Nue
tlfC6NTpRG ON{GON
Purpose
The Central Oregon Stewardship Workgroup for Early Care and Education Sector Expansion
will oversee the regional Early Care and Education planning process and develop the ECE
system plan for the region.
Responsibilities
With authority delegated by the Early Learning Leadership Council (Hub Governance Council)
the Regional Stewardship Committee will:
• Represent the perspectives of key constituencies and communities in the regional ECE
sector planning process
• Develop a base of common knowledge and understanding about the ECE system
• Contribute to the planning for and successful facilitation of family and provider
engagement activities
• Review and make meaning of quantitative and qualitative data
• Inform the preparation of deliverables to ELD
• Prioritize issues to target in the regional ECE system plan
• Make recommendations to the Hub Governance Council about the structure needed to
oversee the implementation of the regional ECE system plan.
Membership
Early Learning Leadership Council has appointed the following Regional Stewardship
Workgroup membership with cross sector representation across the geographic span of
Central Oregon. Community engagement activities will also be conducted to gather
parent/caregiver specific needs and early care and education professional perspective to service
needs in the Region.
The Stewardship Workgroup will convene for three sessions in October and November to
form recommendations to the Early Learning Leadership Council for key deliverables for
Student Success Act expansion efforts and Regional Early Care and Education Strategic Plan.
Stewardship Workgroup members agree and commit to this charter as indicated by signatures
below.
Central Oregon Early Care and Education Plan - Jan 2020 Approved Page 1
"MV
Learning
F. Wellness
Paul Andrews
Kim Brown
Kendra Coates
Caroline Cruz
Amy Howell
Maribel Jimenz
Misty Kopplin
DeeAnn Lewis
Desiree Margo
Teresa Martin
Donna Mills
Cassandra Moses
High Desert ESD
paul.andrews(�Odesd.org
Neighborlmpact Head Start/Early HS
limb @neighborimpact.org
HDESD P-3 Initiative
kendra.coates(@hdesd.org
Warm Springs Health and Human
caroline.cruz@wstribes.org
Services
Central OR Community College ECE
ahowell(d) occ.edu
Program
Parent, Barnes Butte Elementary
mjimenez5@cocc.edu
Teacher, COCC ECE Program
Instructor,
Warm Springs Health and Human
misty.kopplin _ wstribes.org
Services
deeann) _ frconline.org
desiree.margo@redmondschools.or
teresam(@madrastcic.org
don na.mills d( cohealthcouncil.org
c.moses wstribes.org
Care
Lora Nordauist or Bend — La Pine School District lora.nordQuist a( ..bend.k 12.or.us
designee
Ken Parshall
Gabriella Peden
Karen Prow
Heather Rogan
Kara Tachikawa
Oliver Tatom
Diane Tipton
ELLC Leadership
Tim Rusk
Patty Wilson
Family Resource Center/Parenting Hub
Redmond School District — Redmond
Early Learning Center
The Children's Learning Center
Central Oregon Health Council
Warm Springs Head Start and Tribal
Jefferson County School District/ESD
Parent, Juntos Aprendemos Leadership
NI Child Care Resource and Referral
Oregon Child Development Coalition
Mountain Star Relief Nursery
Parent
HDESD Early Intervention/Early
Childhood Special Education
Chair
Vice Chair/Chair-Elect
Brenda Comini
Director
Marci Oakes
Program Coordinator
Whitney Swander
Data Director
Cora Ives
Data Specialist
Jen Rusk
Rusk Coaching & Consulting
I<1?arshall@509j.net
gabriel la.peden(Qhdesd.org
I<arenp@nei hg borimpact.org
heather.rogan ocdc.org
karat(C)mtstar.org
olivertatom(cbgmail.com
diane.tipton(c_hdesd.org
timr@mtstar.org
pattM(cbneigh borimpact.org
brenda.comini(@hdesd.or
marci.oakes(dhdesd.org
whitney.swan der(d�hdesd.org
cora.ives@hdesd.org
jen.rusk&gmai1.com
Central Oregon Early Care and Education Plan — Jan 2020 Approved Page 2
q
E
�u
C.
oj
V)
IJ',' I S <l rl H '1-1
{its€ DIJ a
P
t7
U-
0
0
�.
u
di4spiemaiS
saaulaed
aao:) OZ
Geographically: <100% FPL - Sisters, Crook County, Redmond, Bend, La Pine/Sunriver
100% up to 200% FPL - Crook, Deschutes, Jefferson Counties, Warm Springs
Children who are emerging bilingual speakers without access to quality care and
education with cultural and linguistic supports
Geographically: Prineville, Culver, Sisters, Madras, Bend, Redmond
Children experiencing social complexity and trauma
Indicator Focus:
• Parents incarcerated or single parent
• Parents accessing mental health/substance abuse services
• Children in foster care or experiencing homelessness
Children experiencing developmental delay and/or health complexity
Indicator Focus: Children participating in Early Childhood Special Education in need of
preschool opportunities at recommended duration with inclusion supports
Children identifying as Native American without access to culturally specific
programming including native language and indigenous history supports
Geographically: Warm Springs and broader Central Oregon area.
L p c
'� M ed c '0 0 .� p N \ L. •L a7 Q1 ) c a) ccd E
�e w ao
E U � cs �°in a0 Os o O p c y N E
u ao 0 ai v� cu v '� a �' 0 3 L n a °� ° � aetli � u
.= 0 3 aci o = L a c>, ca c oo O "' E w
a) p i j N. L ecl a) id m0 E o a + L bq c L ! N o c > w L i
� t U w d U t>d bo `^ "Id p O ' c "O O c O 0 NC -A o `° O c ns
L o ao o 2 w aci w o 41 U L > o -° y ,cd .� c
ao E o •,— v ° v a N a c U c °o Cd c u a d— u `d fd v"i 3 aLi o
:D '" v aVi °O\o aVi a L o ai ° aLi v o bO cn w C c a— c p c 3
p a) _C O a) C H C M C U w U c w p w 11, �p LL o O y V c s
a c cO +°� p n c 3`' d `d v p N N 'A U U> c ° °
H C co b4 a) Cl L a) m a) [d cd 0 O W m +'
v bO -a o o E o o d ayi = A `n '" c a o .T c ° N t
•c w C X •� c L L u :C �' u E N o t' w o L O c c O L U c o +_' E o w
c c c ° ° o (d °� CL >+ c n a a L p a o a' o N °o a c
O O CL 1 co L Y � L > CL N L L O L U U U M 'a� U L C O [d
m IDd Ln .0 (d Q L d v U U 1 • • • • — 0. 41 U
b-0
C
V C U ° J O C
Y t
L p ,=41
L� Cp a)0 N a) L
td n
a) L O UO -0 LL
0--a bq ° > U s L. w c b0 aa)
E O O y c L L C
„d a) �n bq i- O O °
C ~ C y V w 'N Ln U O 4.. vroi td a)
>. 3 UO
a, 4) O w49 °: °° b
Q) 'O U -i L V y�j M-C O
a)i LL C
a"p y 3' 0.L_ o Yd L >
0 c v o U L L� U E c at z
=o�cca��voo� a�d
41
C 'v O ,d to a) �, >_ L d _V u
b M A N a+ 41 -p C Ll a� N C L E
i m i C 0-0 O L N 0 u O C >` c
0 1L+ L
O m t o. td u f u .5 c OC U t aVi
>
W v�
N
M
D
c
No
o
J
LL
U
N
o
O
E
N
C
p
N
o
0
"O
C
FL C
V
o,
U
K
m
J N
a) •'O
>
r,
V
N
N
w
M
w
N
N
to
�-1
N
W
e
o
O
o
0
o-,t
o
0
0
0
J
a
LL
u
6
c
O
YO o
N
N
O
a
E>
E
°
'O
O O
p
C
�- C
'O
`°
0 o
n
U
U
m
� -c
n
z
3
E
�Exd�
0 ld ° lid �
L
.O L
c
0 U v
N d -a 'O
y U
N Ri N
N
y C -p V
oo 3 E n
Z -a c O
0
OA
N
N
a)
td
C u
ui ro
a%
0
`.�
a)
C cd
E
;� J N
O
cad f>�
a m U
U
L
n
C'
O� IC/f
'
_ L
a) a)
a) '^
Um,
'>
td U
L cd U
L 4=
-p O
a) a) o r al a) U
E N C V ° cn
n O
.O y
U
��\
M
�
y
Q• i
a L U
d
c
'—
L dho
-2 tv L L
dn
3 .>cd
C i >, = L C E
n1 W>
.c C O
o H
C>"
H°
C
L N U
-' O �
OL
c c
J —
Q)
It —
m_ >
— C 7
E;
C=
T y�
a�'i o
bA
a) Q V c
C',t'
v oo
0-cd C= 'C
Q
y •� C
44 u U- [V a)
�O+ 3 a)
N Q� L
'O �
M C�
d
T +� N�
u u C N
C � 'y N C N O
E a �n
o\° ro
E— O
o
u
j 'L
0 i�
U yU—, a)
ut o ui O 'v
E � E 40,
v +'S •U L b°.o d u
L fd
i 'U N
bA •ice
L E
-ri
wrri
.E '
w�`.
L U>
V
:0QE
uo
.0
02 o
L N
wri��°w� �'
L !!� V L `n
0 66=60 va
n.M �
vo V) 0
v°iZ&
0
41
_
0 m
0_
a) 7
N
a)
U 1
U
a)
m T
O _
Q
aj 0 > O L
c >
L Q c-I O
+j
L
0 c6 O>
- 0 m O>
-C 0
U ^ .-i 0
U a) '0 v 0_
v -^ 0
U v , N
0
Q
H co 'O _blo
tNd
bo to m _ 'w ao (D ou � c-o �
O L � >. L s
o v E o c c v•v vo c p o
O u L A
T v h u c o a� o bc° ,, 3 aa) N o a� A aD
, A= L � W -C E>
w `,� u u a�ci o '>~ v 4'' U o 3 41
ai p y n avi
L L O i] O aj -0 d L. d
.E 'aa aci c p c L u E s
c Y u" y o. a� CL ao c °° LMU 41 " c v 3 0
o C> v L a E >> v o o
O� CD _ H C N T A s N W,i'= O� a) p p A 0 O O c n
rl
,Cd c a N y �_ 3 y O —Cd j d u 0 -0 of �
s a) +-' C 0 >� "O cEd C A +�•' bC0 C
A w i A v H > O a 0 ro O o. > i> > •� N E
vai a L a o E O a .. O u a c (n u o a d U .� A
U C •0 O i; 'd
a+ s
i to ai =o o Wtko
aAi 0 A ^ i O
bCp C O >
d-0 Y ro o O u c L
A d d "� ao L O p
O ;.PL O
3 ro s O H }�°. 0 ro s
0) o L VLV.. y d L_ -, co .c
v � Q o a H L- s I E L
� .O 0 "0 -00 Y v s w N
s u O " N % > >
' v c '. ,
L a) L = a) O L 75 fn L a)
VComm 7 L L L d aI
O'd t a u m� u .c c
D-
o
0 0 0 0
0 0
0
0
D
O
N O O N
lD O
O
kD
� J
o a
O
.--I O O w
w O
O
m
m
Q
o
a
0 0 0 0
0 0
0
0
D
to
wIn
e•i M wN
M
c-7
lD
C
u j o
� C
^
w
wIl
n #
WN
co
m
000
c
J in
r-I
N
W
M I, w m
Ln Ln
Ln
r-
r N
m
V
# >
1D
O
� Q m N
n
m
UV
�--1
HIA
�
Q
^
W
Z
0
?
O
~
�
Y
O
N
V
w L CO
a E
W
N
j
W
U.
E
c a a
LL
O
Z
`m
J
a
Q
m in
^
U
t�.i
w
L
Ln
c -0
aLi
0 Cd > a a) 0
to aci
>
s
to V 5 fA
C CO
r- O
_ A °�° U v
v
+-'
a o o ID o o\°
O (n Cps VN
cEd 10
i 3
O (D �O N N
d o
p
Q
y
0 -�
u m> O
L L
V
aa)s
L -0 N i Al
av
d C ..
a) =
a) ;C; W L >
bo u
O
C
Ln
by . L
Jba =
a/ L L
7 N C "0
G O C a)
>, al y "0
bo m
C7= uaUtn
.0
DOa'
L A N 45-C
s u
i
o
-p
w u
w L v O
A
V
a m O o
> E '> ba O
N
>
W +-' a -o
O L.o
A C�
EppED
L C
_�- 0
C o
w- L
L O y a
„ E C
C ba 0
a) v
V
L
a o,
A
A c c L„
C s
0 V
.0 bo
L L_
bra o
7_ s ba w
D• a.. Q W
0 o
uc
>mo>
ov3cAi-�
k
aZ
Co m 0 Z
a p
_
b0 s
0
RSs
E u
N c�Y L
u'cL�l�U
N A a) a��a
U
V
O
C
�i :ps
a)
>-0N
O vi
W —
N h roZ d
C L>
N O>
O
0
C
,e p U L Q) V U L 'N C L O N
u C u •L ro 'u Lb0 b O G ,g
4- a) d N Y !d Y 'y.l O
'U L O X -p co C .� L of N C
o v v y s Y N
N U a) L > �Lid,cEc �OO m � ho
Cb -u
uO su pC to C C s 0 b L
0 C in 3: u c N Y L Y
jJ LL Y a) w Y � � L a) N � � IL_•i
p N d d O td C C O V Y0 3
-0 E U L E C O V
a) L L a) E 0 L 0� y- O C 0
N Y O p 'O O w in �e d 'O d
3 p L a) a) L c -c a) L 0 7 0
1-Y O N Y a) V L C d N C f/
U c v 41
cd
i .-10
O cd a) -0 p vUi
N iv Q 0 td ^ L O
=.�ix-0
y C
� CidO> L
O O
41
� N- "y L'ycO•+
O
OCULnO C L
w lu" � 401
� s
L LbA
avi p a w d a L c
N C a) 0 L L-5 L L
C O �e a)
tb .� O 'a -0 Y ld a)
�C U "O O ld N w c -3 >_ L
'd Id N Y 4J •O C S 'Y fd
a) N Y C = C L 5 u 0
I-N I-c v .O O L
Y L L L Cl L a)
41
O [Cd t d V tYd L u c L
c M
o
0
0
0
M
0)
ri
ri
0)
O
Ln
m
.4
d'
r-I
ri
N
a
t\O
tO
ch
n
a) O
pp
Ln
r 1
N
1-%
N
Ln
M
in pp
o
0
0
0
a) 00
01
W
n
LO
Ln
N
ZT
V
\
\
Ln
\
\
a
m
Ch
It
p�
M
Lo
M
ct
ci
Q
o
0
0
O a)
O
r-I
M
ct
O
M
1-4
r1l
en
Q
CJ C)Ln
I—\
N
\
N
\
r-I
>Z
N
`-I
N
M
o
u
id
O
U
O
O
U
+
LL
LL
LL
CO
o
N
D
V
O
D
`
c-i
Ln
li
00
aj aj
o
ri
\i
Ln
T
I
m
ri
m
to
v
N
1
o
r-I
V
r-I
�
M
3
u
\
\
O
W
ti
Ln
O
O
W
N
O
ri
N
Lo
L
Y
Lr!
a0
W
o
0
m
o,
u
°
—4
L�
L6
U
tY
r-
�H
Itr
Ln
w
GJ
E
O
a1
i0
U
-
co
ai
=
v
Cl
ai
_
Y
— Y
O
n3 u
a) 0
3
o
r
N
eL C
C"
to Q
LL
U
Y
c
O
T c
L
L C N
U O N
C
N
Ln
N
C Y _
a) (d
O .0 E
a) V
A C
> C
U
os
> H
r
p
Ll a) to
tk
N
b.0 '0
N
ti
Y U
L 0 =
c s
Q
o >,
+' Y
(d
V
N
N
p)
ti
i
N
N
a t! L
C
O
E O 7
U
aCi
a
p 00)
F
O
u O i
ro
u
•"
°�r_
c p
c3a).—
C\ E
() O u
L C
u L
a)
N
:
= 4L
w
U
Uo
U
y' a0 'bp a7
V = i UO p
O
N u N C? 3
V d N L c a)0 'O N
L Q N V N -OV
a) V U N O l i `n >
U p a) L
c V O b 0 u N
Y N.0 a) 0 7 7 L L
L L C L Id >, L NJCD
N
y' :EIn 00 =p. p 'OO p O
>. ^ O w > as
Y N L eL m O d
D N
N dQ N 41 L- y 'p c0 �.
41 G) > -C bA iUn L c
'4•i — td 3 c � � cd
C vi N C T= L
7 vb YO u N "O N O .O "O
Y cd O O ed d m L
'L' OU auo
0 3 +' >, O c ,c
y pcm +'>°'41�
C C >, m O
h d aE O 'E v
O O a) "o cud E w C N
v 'c o ° ° ° �• � w i
o O o au tp a u 6 a c e
a C a1 c
o ti v E a G o o° E a s °w
N
T
t:XO "0a).a)
O a7 UO
CU
O
Y
L
°
❑. E
v 3 `a
C
E °
Y
_
3
+_ c
w
a) c
Y
u
v
v
aci
C -°
w CL
O m
T
d
E
a) u
r0 C O
°' �
N
O.
vOi
N
O ..°- 3
C
.L L
U
°
>, s.
m
Y a) a)
N a) > L a)
i1
n7
(6
L
U
C
L O.
L T U
W c
o
°' N
o
GO
c
C'A
O �u
(p 'p Q)
U
+'' E
L
` !0 UO
.0 vi
OL..,,
.�
C
++
_�
° °
O. Q-
Yo -- 3
c
E 3
`�
° °�
U °i
a) O
m
e
c
c a) a� X rn
3 3
3
n
�
`� "O >Z
�n
E T +'
E
L.
c
3
.c
U a)
rn
o a
a a o
a T
v
o u a
na c
o
o ;°
c>
° r`a v ,`o
>
m
a
o
c u
;,
v E u
U
0 -o v v
3
O.
a a) a)
3 m a`
L
o°°
a v
Ln c
a)
Y_
v
�_
c
CL
a
L :� r0 L a)
U ``G !Z c
w- Q
O c Q
` 0
•_�
>'
° c E
^ •C
3 m
Z3 "�
y U
cu
a)
3
Y
'a
° Y a) c
N
'`
a)
Y
—_ m
>
U CL
!F_ > N
U U
N
'O Y
U
a-+
yy a)
-a al
m w
a)
aci
L
Q u c u
L
Q a
U
fl 3a
Q c
c
U
Q
m
u Q 3
>
Q u o cmi
m
-01
• •
•
•
U) - w Ln
•
•
•
O ._
a,
v
U o
@
E
O
Y
++
T of m a) 'a
c L
a) tw
a' M
^o
U O
a) s m
°' 'a
m
>' UO
E a) c m o
> a) +L+
o L
r+W 3
m fl
ai
c
m L a) N
a) o
UA
OC
CLCL
Y
Vu
0
fu
L
Y
Lo. IV >.
W O
vm
)
m
a)
3
a) A
CL
a
0 o v
i-0
•E
m V)
c a) o
v
s a)
c� c
a7
m !n
m
s u tco a)
U 3
a) n>
"O C +' i-+
m
a c
Q
m en Y Y
t0 $ +' c 3
c aJ 3 U
a)
O W
-a Ln
O m s 0. u m"
u .E c
3
z O. w
C m
m
o
\
00
lD
o
n *
to
O
In
00
`-)
in
O
>Z
Ln
N
N
aLn
-i
N 00Ln
\
o
N
lD
N
\
co
u
)
0 °.
N
m
0
0
Y
o
Ol
N
o
rn
o
4
00
>Z
U O
�t
m
w
x
0.
n �
° c
0
0
O t
O L
a)
U U
Z U
=
c O
,U ()
E
�>•+
C
C o m
a)
>- Y
Q > (6
Q
E
U v-0-0-C
°
Y
v 3
v
`c
Z O
N
O
00
O
'T
s
CN
ba v
2 a
Y
� 3
m
`c
Z o
1,
00
V
N
N
m
—1
a) v
CL
a
a)
Z
3
r-
N
J
c
p
ao
c
a
0
L"
o
J
C
O
N
C N
0
N
N
y
O
H
L
41
a)
wm
LO
w 3
m
D'
U
in
UO '� y w
aui u 0)n ls- ? O
N 1LA w E O o
3 a)O p,`, �'U>L���
`� O
L U 3 � O p~ u m i c vi
Q u O ci 4>° a .- al a)
u 0 C Lu O u M s 0 0 C .�
t �$ 3 o- -0u> s H O y .O c i
b c J v O y y O N run u W i
L
O L c„ .D °O c E
L aI tV
C72 cnmpcmCU '�Q E H'sn ' uoao
L O c L c O
0-i 0 �C O n a
v w a) m 3 u m N
> E a) W _a) > U d i i a) w
W OL uU- c 1, >vw >.
w .= M L, b0 u C� O i s
d o W a, CO m o a co .E " o
'p N° U '_ a' L U YO
E a, u y 3
u m c E a) °° H� o a 3 v
mO a v avi °) o u) c t i 0 a) c 0
Lu U .0 a O N p V n..N W N V
00
N
C O
C
-O
t O
3
`L° :5
E
m
n v v;
L E N
4°
+-+
=
}cu i1
m no
V V C
C
v
a)-
L cu
3
oQ
o fl
a
CU
m
m aa))
v
O
c E vI
w
v
a) u
m
++ ++
C O
a O O
'O
w m a) C
-O "O
p N
-0
r L
u aj N *J n
o
" m
oo 0 v
C O- to
Lu
,N
C=
O
v a) E
`0 3
c
m i
, C
m
L @ m
'6 m
° o
a-'
u E
a)
c
O C L
O
_0 h0 a)
C C C
0 •C
CU (ua)
Y m
a")C_ m
U
G O
O
y O
L s "a
a LCL cu O -O
m m L
L (L0 L
+ =
c
Q> 4-
+- aJ N
0 L Y
o a) p
a)
L Q L O
a 0 Q. u
a m
C
m
L
H a
a-i O
r� c -i 3
v c a
m c ° a) m
T v
m _ o0
N t s V m L L
? E E > a)
:m ( v o o 0� cp L
mo
O
a)V, C m i� 0
C a) O L ._ m u
0 3 m_> Lno
>. -0 u a)O > t
O 3 a1 Q L C
a) O a) L a) C
-O C Q Q "O +-+ N
C O T Y a) vi w m m a)
m P.+ O-0-0 � t, i a) >
i u-0 o m � a) m 0 > L
U = N ++ 0))
a) C C = C N
O m t Q u m
IVd
-0pA
N u
V-
s \
L
L •
m
O c
72 i
>
°
/n
u
T O
O
atli
r>
Ln
t L
In
a U
a)
V v
U
d i
-o `A n
aI
3 W
C C
(U^
Q
L C
U UJ
m
m
L N
u
a O
o
d O
a)
E u U
N
u E
m c
v cu
v
u O
Ln CD
L .r
.Q L
L g CL
w m
v°I w
w r-I-i 1`— u
11 d
c
m
u
bA
(uu
a)
U 7`
C
E
m
L
c
C
a)
= Y
Q
4- m
L
U UA
N
o
c� z
3 °
Q Q
C �5..1
L
w L L O U L> N N u
N u u to nA > s u a) m
•L T0 U U ate+ _ a.+ .O Y O
41 w. O o o� d,-O,= O a)
a) C U o C () i u= a) a) a) F+
> b4 U N OU ~ c a) C >
o_4,' td N U'u m C o
c Lnr_ 3 w N >. a
L
L W d °
cLd> c L. s c x(),Ow ai to =0
d ? m co o� E m0 3 a°i
> a) O_ '� L `� s� E 'd Ca0 ti a) L
H = O 0 ba i > 0 U
= N rd i m C N w 0 end i i C
CT L Z V) O '3 L a) C- O C b= -0 L O
Up
44
cc
•� U f i y_ •C.C" Q a)NV c> oON�TUe
a)
N � C°i -0 "5 � m N u m tL a)
L
u
JA
I
�'
o
O
O
N
cu
4
N
E
v
U
0 U L
al
"6 a)
m
O Q! 3
E dC0
:E ECL
cu
aJ
O
O
L
L
0- �_ 3 ++
L O
u O
Y O_
L
m
a) O_
a
_
a) L 3 L o
u as
3 "- v
�0\1
a) Er
N O
a)-aN u
0
m — 3 01
o
3
u
u
v
3
o -a C c°
a) u •Q
a
u
N _o w
O
C n3
0) u
UA
O C T i.+ O
- N
O a) T
L (a
O
O
f6 i
O L — al
aJ U 'O
(6
N 1E a) O
Q
O. U
u
-p
al ca
+' a) a) �^
'6 a 3 "O 'O
7 C Q
to L
Q C T U
\
\
C
U N O Y O U •e-
� L
U m E a E
o
v
00
a
°' 3 o T u
c o
L O •+�
v
ns Q '+�
a)
° "°
41 p N 3 L Y
4- o —
u w —
3
w C
+O+
o_; c o at c
v —_
aE O 'O Y 3 -a N C 3
L
c M
X to -aQl
3` 3
O ++ ° 3 o
y N E o
"p
aJ
a) Q. 3 C Q 'a-+
j
U O Q! o N
L
.O
O l0
cu n
n3
40
L O Q aJ •0 v N
L
^ V
"p
C
bb
OL
mO_
0 +L+
`
h.0 >' u C
+3' vOi N
a
m a m w
cca ,Li, m •C W
a
Y
(a (a }L o O
L CI- UD
3 p a a
c v
i s L v
m
.� .E 3 n Lu
o• a o, 3
w u
v� '-` a` )i u�
o o
.°
c a cLa Y u
3 3 c o `o
o
c° u 4-
O
°
m C= o
v
u
Q�
u = +� O \
N U 3
Q Q u
L) O
m 3 O>
O -O C
*' p
m
a) L\ N Q C
OD
a
m
Q C ti-
W
O L C Q '�' >,
'' O
+m
m
i C
E O 40
a) p
O }.
3
a ca O
C -a 3� m ++
'j
M
O
al cu
p a1 N a1
p Y o O
cL
O
L tL6 fl. r C
c`
O cu X
U fL6
N p
Ql of
u N C
> Ql _ >
O_ X O O_ O Ln 'cp
U t]a C N C
[a O ca '' a
cf cc 2 0
5 'O
c n. m U w o
u
<u N V)
cn °� a w Q n_ n E
F- LL � a>i
M
k o
v
o
o
ai
u O
a) u
O
O
N V
c 4-C
a)
a
C
p C
-0 a
m
C
WL C E
>`
C
L C E
C
L C E
l_ >
w -C
to O a
4-E
it
LJ (6
N O-
a_ E
O
w
0 o
E w
O
E-0 un
O
ai C
u v
L
Z cs� Q
v
Q 4-
Z u a
Z u g
Ln
Q °u
CA
cu
C
C:
O
v ai
O m
O
a`ni
C Z O
4-.��
O C
-0 Q
-0 O_
v
.E
a) ca
N C i >'
al C E
m
� .�' T
.L''
L a m
O c
rLo
co p
c to O p
v-
L a) C\
E
E-0 bm
a1 E C\
o
aJ E C\
3M E L e
a v ai m
� O
v v
m v ai m
+1
w fa
o n o
fa Y Lfi
o
M Y ^
� o
f6 Y
in o
Y 4.
c diN v
v m y
v v
N m V
N m N
d E N
E c_0
E
E N�
E c
a) L
L
L
T L
L
L m �'>
-0
-0 >
>
>
-0 O
>
-0 O
O
O
O
= cu Q
= ca a
= ca Q
= Q
= N O_
H
N
Y
c
c
C
C p
o
0 m
ro
0-
Y
+�
Q
x
(C6
C U
0 fu
0
L- d
a) E t c
0_ c p co
-a 0
a c
L
N
aC)
C: o
i $
O mC
O
U o a)
na) NJO
'
a)
LL
T N c u
0 cu CL
o 0
0
C:v
i
W v Q
L L -O
u\
O
Q
CL
a1 -O
tm YO
Q
O U N
0 0
0 0
v .�
a) O C O U
_
0
C W bb M E
Q
a) �
a)
0 0 0
E Y
t N ro 0
X
ro
a)
c m
— 0\ Y
.ro O -p a) ro
4- - E
ro
N o >, U
=
C)
bB 0
t Y
�' c
N
t Q
a c ;,
ro—
— \ 0_
6 L C�
jj c
_
O ea
.0\-I
L C
cE6 a) N y C
C
N L
a)a � `�'
o c 5 0
`-- 3
o
> Q Y O v
O Q m
U a)
Y _0
Q O
-0
L
_C a) u
Q O u
JN�
Q) u
a) O
cc N
w d
ro N
O-
Y
O m v
u
00 Q
-0
E
E
Y
x w 0 a) ++
a) O- �i ro N
E
N N
U
>
ro
E >, a—
p N`
m -0
T L
O
Q 5
m 0 -0 Q�
vN Y �
m
--
a) @ Q m o
Y m O0 >-
c
v 0
Ql
ro O W W
L 0 0
C C Q CL C
-0 L C
0
y
-0 O-
C
O ++ Q ro (Ya
N (u N N o
V
ro
CL+T+
'++
'> C U
C ro
O >
ro >- O-a) C
Y -0 O
C NCL
0 CL
o O Q
U t t u 0
a -0N
O
to t —— u
N ro
0
ro != m> U
Y L
E N
>'
>
O—
O Q o ru U
m cn a)
u -0 i a)
Q O C
- ro
ro U_
CD
O by s>_.
2
E= N 0 ro
U
0 2
N
W
0
Y O v0i
C o Y tb },�
`1 Y
+ C 0
j ro E
-0U u
a) t C C C
C a)
C ro L
p N
a) bn -
w Q >- >-
a > 0
0
7 a) p
.0 O a) m
a) m,
-Cro
a U M U
1- CL-0Q .-
m L O
U
21
O
'.
NS
rY
oIN
�
co
`5
a
2.Fv'- ~
Qz
m
.�-�
09
m
ev
p
a
sueN'S
a
Z
,
IN r
m
_
r
�g
mxga
4
O
pp
c
o
y
y
D
p
QQQQQ
c
c
ia•
in
'p
u
}}�
7
C'o
(U
OCA
�
O N
Y
m 0
o
N
�
L.L E
0
ro
0 u
a s
a)>
E fl
_0
a) Q
> u N a)
L u a) L
N 0) -_ c
°
ro
Q E
o
E
>
c.E E
+' E *'
U
tto
c C
ro
V
a E
O u
U
s O
U v
tw
Y T
00
W O C CyL
E T
C
a)
y, L
'M Q 'p
-Ca)
N L
u >
o — E
L m
E
i u0
0 > U \
m
Q CU
N
cu Y
(�
_E
N
pa
N
YO
cu C
C >. •� Q
a) .�
ro L
ro
O
CL
a) 'tj VI
C?
IY/1 1�/i
E cc E
O ro
a)
L
a) E ro
0 0 Y Q
CLU
a1
is Q a)
0
C C
0
U a)
3
— 1
w
O -0 N
N
a)
fl
a) U
E
v
N 'O
C
Q
aJ C i
a1
U Co
U
s E !�
E w
0
V-
N CL
L = Y
U N
2 .5 ro a
a) >.
0
3 cuai
J
ao) o E
0 m
N
bA C 'Eb —
0
C O i
U
.0 fl. � v
N Y
u Cu a)
a) ro a) ro
3
:Ev o
o m L N
+L- ,
d
U C
ro U
v a) v Y
Q a)
> v
ro E
0 N ro a)
to — i
U C
a)
0p
> O cu6
p
Y
m
Q>U
CLOL
N—\u
CL a
m L C:o
IV
c
u a)
U-D C W N
N
Lo
_0 v o
E c
3
> O�_
,°-) �
avi
o o L U
a,L
L
Qa) ro
Uo Q>.E
Yam_
C E o
fu
.T
OC
Q 0
cv0i v
L6 a O v
t
Lp `' a)
0 E-
aJ ba)LD a0i
U 3
C
s a
U Y N
� Y
� ro c Y N
cu i
cu L a) 0 0
a) N 0. 0 U
cu
N u
L_ N E
E
N L o
7
C:'�
Qu o E
c C
:3 QN
o c
a)
m.>_ mo m
to G)
N E a)
p E
u
y
L
a) V) i 0\
4'- C -) O
cu
L
b4 \ '+, N
N
L a) C rb C C
A LLU
U
aC)o 00-
C
m t L
cu Q0L
(1) :E Q O :
u O
1- J H 0
Z U o N m
Q u
_Q
L
O
L
O L
O
O
v a) N
m Q
ai
i T
ri
) c
a)
ac
IB
O L
CL
Y
Q
> c
W
U
CL
M \
' O
(3) m
Q
aJ
= Y
CL
c
c
ar
O E
N
O t6
U
c a)
E
a� T
o_
to a�
u
O c
L-0 UO
N
a) O
C
(a
p
U
O
L VOi u
L
d
=
a,
T) a)
c
7
o x
Y
� N aJ
Y CL
c
U
VI
CIA
u
_ a
tIo
to N
c
O C
O_+
+�
fl_ Q
N
.0
'aOJ
Ou
tYi7
.fl 3
O-C
(U
Yto
N
JT�
> UO w
a
'O
to LatO
Q c A
U
-
a)
�
T
In -d >-
O wY O
a''
M W
c
a) _
a) m _=
r = �
al
L
Y
co v t
L
o aJ
a)
N 40 f0
U U
L v r
y .0
>
x— v\
v
of
a c v
ro
m
E
_ 3
v
aJ
-�
_
aiaJ
_
v
CU o `°
`
u `° -0
c
U
_ :
U t c u
m
o
ai
aai
X ,,
o
m
v a)
u fl
-C
au a)
U
i
aa)
U 0 Y
`•�
U'
O u
x
a) Y
s
_ o
U
Y
j
T N 0 0
0 O
+O+
:EO
rc
a
v] ao
o
a)w
O- N
U _O
hO
E U
vOi a) a0
aJ
N— "O
_+L—+
"a
N- CLL (LS
m
(Q
CL
VI O I-
CL
O
tw
N Y
CL CL M
a)
v m s aaj
m w
v o w
3
z
o� o o
3
u N
v-
aJ = u
+
to
o u 3
0
A aJ
N
b N to O
N
-C w
o a u
s- w
a
YO
to>
'E
w
c o
0
•p
o w ouA
-0
arcs
N r
c m .�
mO
m
v] O c
+�
p
tO Z
t
c>
avlJ y
a)
j OU
O
U
u 3 v
>
c
fl.
Q.
W
Co
C O
4=
— -+
c
y m
to
.Q
o
01 3
c
a1 'O
fl. v
pn 'u
aJ
L
to
p
L =
ca
S
c0 Q '
c a) O
O
E
(6
U
O
'�"'
N
N
•�
-6 C O.
o
a)
C L
W
t6
UA O CL •�
*' O
"c a
c
to o
Oa
E
o
O N o 0_
u
C
a/i
r
m -C O-
c
to p O =
NO
O
"a ±+
O
,�
tLO
L N - Q
a) O UD
QUA
O
— v N
N a)
-J C �:
u—
O
Y N
` L U vOi N
d +_T+
ntv
v
p
+�
3 U = o
c •= o
io
3
W
C L O N
]Yi]
U 3
Q]
O
O
w
N cO c E d
a) N EL
p
= N a)
C:
C p--
Etw Y-
N c
fl.
Z ,C
:I.. i-� O
aJ Y 00
m
'tp £-0
a) r o
0
m
UO
u c
c
aJ
_ _ LU o O
v
> y
o 3
u�
L
O
a) -00
v m
E N
w
c =p
m
a) N m
c a) Y
` i U O > u
C L Y
JZ
U
-0 UN
Vt
Q
(6 (6
f6 t6 Y t6
fC
C O
r_
- U
O
Q Y c �CL
OJ "O
O
Y
U fU
c
3
3 O-
3
c t
0
o\ E i iB W
`� E
5 4J
U >
r Y
1A N
r r r
N VI N N
r
VI
In to
in
s>..
N U a)
(IA T� W _
�-'� Q
-
x
-"
E E
E E E E
E
E E
E
'a N
0
= u c O O
CU aJ
L
v N
cL c�a
cLa
cLO
m
p �
LA u 'n '_
.0
>
U
O
O-
vO-
0C >>
L
a O
0 0
0 0 0 0
L L L
0
L
0 0
L
0
U to
� O t
L O
C-0 U (a :
r
?
i
E
v O
=
d d
d d d d
a
d o-
CL
of W to
W a U W a U
c 'D
c
W
O
> Y
.- UA U
L
ai
aJ a)
0 E(O
L
Z
p
O -O O
c
>
O
Q v
L
o
u
0 aJ
�- v
a
a E o
0
LL
m
a}
NO
CL
v �
v= N
Q:
N �
v � O
� O �
4- U +'
O 3
V) N
Qi
U
.> O
C
N = f6
O O obn
O m
CL —
3 O s
++ O OA
tn U 3
O
L
� p �
C > p s t
O
U m Q
3
L V)
O
� a
N O
c�j 2O N
L o C
� N �
= O �
{p Q U
rn O
U � �
N
L
J
N T N
� � O
C W
3 v C
> t .O
� 4D
N
U
O U }+
L
O C O
Q/a Q
} Q
Lani U E do L E
N to N
t0 a)
L N
a _
t6 -0 is
N 0 FU
Q E
-C Q
O h0 O
a-+ 3 N
i6 0
a " Gi
a 45 -a
T
V
s
�
V
4,
n
C
R
.t
t,. U
s.
C
e
r
_
ry
n
i-t
r
r
r
.x
�
1
"
`
♦ 3
�
�.
tJ G
y
� 1
i4
w
�
} �,
`.
X
f ?
Yl
'1 X
C
rY
'
;A r
•t
h
♦F
ti
't ..i
�'
a
7
o-
M]
:'X
�
*,
t)
G
Y
T
i
3
tD r- 00
r-i 1-1 —1
a, a) a)
on oa ew
m m m
c. n a
co
m
0
76
c
O
Mo
ai
c
ai
E
a)
W
m
an
c
w
E
m
c
O
m
E
O
c
m
E
E
O
Ln
>
E
rn
\
M
O
v
N
N
O
O
O
a)
F-
"O
-
>
O
O
0
UJ
Q
D.
v
v
Ln
:M
a�i
u
o
'�^
�-{
0
a--1
O
00
0)
O
0
m
O
c
0
0
00
O
Y
i
N
7
>
0
\
C:
Q
O
>
CU
c'J0
u
O
0.
,,.
v
f6
J
OZ V
CL
�
m J Ln CY-1
U
00
a
00
o
cn �O
N c-I
N I Lfl l
o
Ln -1
L
m
M
LO N
O
\ -4
O m
0 0
N -i
n Lf)
LO .—�
Ln o
m 1-i
r`
o
Ln O1
N N
N N -
N Ln
M -
0 0
n N L
� N -
-ct 00 C
m Ln c
N O
M C
C
Ln r` a
m �t =_
t` E
m
N
J
Q U
H
OdD
C
a
Vr
E
u _0
Y
L
W u
L 0_
Y �
au+ c
O 0
G ,C
Q! W
C
Q) Y
d N
LU
W V1
L
VI N
c �
m
Y
In
u �
O =
O 'O
.n �
E a
7 0
C w
E
7
E S
X 0-
ai
E E
O
v �
Y
md cm
E _
N
>
X Y
M
O O
O
a u
m v
� O
W -
-0 L
E L'
O
C 2
N N
u_
Z u
Q/ v
I E
u
L
W f6
Y n
v
a5 �
v �
U
� G
> C
u
u
(U c
> (0
O cu
a m
— c0 N
� w @
a, O E
V i
Y
t N N
p N v>
N 0 aL
Y
- 0- m
O_ I L
i = Y
e � N
o ° 3
.0 O
E u
O N m
� 0
a� 7 L
v u
� v v
� � N
0 Eaj
v
U ai
U U
UJ i Ln
v� O
m
CL
S7.
MWIMMM Run=
a
EarIy
Learning
6 Wellness
lARLTLEAANINO;NU6
OFCfiNTitAL ORBOON
Better Together
Report: Early Care and Education Regional Needs Assessment
1. Background and Purpose
During the months of October and November, the Early Learning Hub of Central Oregon convened focus
groups of Early Care and Education (ECE) Providers by regional cities in Deschutes, Crook, and Jefferson
Counties, and Confederated Tribes of Warm Springs. The purpose of these sessions was to understand, from
the ECE Provider perspective, the current strengths and gaps in our early learning network as we develop our
initial iteration of a regional Early Care and Education Plan. Two specific areas of focus were to gather
providers ideas for strategies and actions they believe can improve our region's early learning opportunities
and alignment with K-12 systems and to gauge interest and capacity for expansion opportunities.
2. Overview of Sessions
The Early Learning Hub conducted a total seven focus group sessions in the following communities: Bend, La
Pine, Madras, Prineville, Redmond, Sisters, and Warm Springs. A total of 62 providers participated in the
sessions, with the number of participants ranging from 3 to 16 in each.
The focus groups were facilitated by Jen Rusk of Rusk Coaching and Consulting; Brenda Comini, Director of
the Early Learning Hub of Central Oregon attended each of the sessions and shared an overview of the
Student Success Act Early Learning strategies and investments and how input gathered would help inform the
local Early Care and Education Plan.
The question guide was developed in consultation with Heidi McGowan, East Consulting & Associates and
Kendra Coates, Regional P-3 Director with High Desert ESD.
3. Focus Group Participants
The focus groups were comprised of early care and education, community programs and K-3 teachers and
administrators. Participants were recruited from regional child care expansion needs conversations, existing
P-3 Teams and Early Childhood Teams and Partners for Young Children members. Within our participants
the following types of providers are represented: Family Care, Center Care, Private and Public Preschool,
Head Start, Community -based programs and K-3 Teachers and Administrators.
Central Oregon Early Care and Education Plan — Jan 2020 approved Page 18
4. Discussion of Key Themes
Below is a summary of the themes that emerged across the seven focus groups.
What's Working?
Across all sessions there was a consensus that efforts to increase collaboration between ECE centers, K-12
systems and families are important and highly valued. In particular, across many communities, participants
cited the intentional visits for preschool classrooms to visit Kindergarten classes as important in helping
children transition for early learning into the K-12 system. Likewise, a number of communities named
community programs and events, like meet -ups, family nights, and acceleration camps, that help smooth this
transition point for both for children and families.
Additionally, a number of sessions also called out the importance of community partnerships that provide
early learning exposure in a community -based setting. Healthy Beginnings and the Deschutes Public Library
were named explicitly in a number of sessions as being key partners to the ECE network.
In communities where ECE capacity has increased due to the expansion of specific programs, noted that these
expansions have been very helpful. In particular, providers named the importance of increased EUESCE
capacity to relieve the need to best serve children with learning delays and disabilities. Also, in communities
where Head Start programs have expanded to full -day programs, participants commented that children are
exiting their programs more prepared to enter kindergarten.
What are children's greatest needs?
The number one issue cited by participants was access to early learning opportunities for children in our
region both due to the limited number of options available and also the high cost of care. As a sub -topic in
this theme, the barriers to access for historically underserved and economically disadvantaged families were
also mentioned across sessions. In particular, the following were cited as additional barriers vulnerable families
commonly face in accessing early learning services: unmet physical needs of children and families, unique needs
of commuting and working parents (transportation and extended hours, for example), and a lack of
community support and sense of social isolation.
The next most common need emerged around a desire for whole child approaches to early childhood
education. In particular, providers cited the need for more focus on social emotional learning and the
development of self -regulation skills, including self -advocacy skills, and essential to their programs. Additionally
within this theme, providers cited the importance of trauma -informed practices both in their programs, but
also the need to support parents in this area as well. Finally, many sessions discussed the needs for increased
access to and connections for children and families to behavioral health services.
Another theme emerged around culturally responsive ECE centers and programming that validates and builds
on childrens' early experiences and identities. The discussions included ECE centers that would be both
culturally and linguistically specific, in particular for Native and Latinx children, that would affirm and build on
language, literacy, and cultural experiences gained at home among families and communities.
Central Oregon Early Care and Education Plan — Jan 2020 Approved Page 1.9
The last theme in this area, focused on improving the transition from ECE to Kindergarten. Nearly every
session touched on some aspect here, some broadly stated a need for better alignment and transition from
ECE to Kindergarten for all students; other sessions honed in on a specific need to support the transition
from EI/ECSE programs into Kindergarten. Among a few sessions, providers focused on the need to improve
the criteria for "readiness" for individuals; some worried that children who were not yet developmentally
and/or emotionally ready for Kindergarten are being pushed into the transition.
Early Childhood and Elementary School Connections
Overall focus group sessions struggled to identify clear connections that exist between Early Childhood and
Elementary Schools beyond what was cited in the what works section above. However, providers did cite an
interest in continuing to expand the number of ECE sites that are co -located specifically in elementary school
buildings. In this area, a few providers also mentioned the value of dual -language programs at elementary
schools to welcome and integrate Spanish-speaking families coming from ECE programs.
Early Childhood and Elementary School Gaps
Participants had significantly more to say about the gaps that exist between ECE and Elementary Schools. An
echo from the greatest needs section, nearly all sessions discussed that limited access to ECE opportunities,
due to few options and the high costs, created a big gap in the early learning system, as many children and
families are excluded. Many also cited that ECE centers are siloed from the K-12 system which deepens these
access gaps. In one community, it is important to note, providers reported that even after accessing ECSE
services, some families are choosing not to pursue a special education designation or services for their child
due to a perception of stigma in their community.
Almost unanimously, provider groups named the opportunity for ECE and ElementarXTeachers to Connect
as a key gap to address. Through these peer -to -peer connections, providers expressed a desire for shared
professional learning opportunities, both formal and informal, and opportunities to better communicate and
collaborate among themselves. While calling out this gap, providers also cited the system barriers to
overcome in making this happen. ECE and Elementary Teachers work on different daily and school year
schedules that make finding mutually available times challenging, but also, a lack of substitute teachers and
infrastructure in the ECE space make it especially challenging to build professional learning into the
school/work day the way K-12 educators are able to do.
On a related note, providers also mentioned a need to better align the cultures and routines from ECE
classrooms to Kindergarten for students, but also for families. In particular, providers discussed the challenges
that children face when they are thrust into a new setting with new expectations without an intentional and
gentle process for children to adapt. The groups also noted that there are very different cultures between
ECE programs and K-12 schools with regard to attendance, arrival times, communication, etc. that can cause
additional stress and challenges for children and families when transitioning from one system to the next
which could be addressed with system alignment and opportunities for intentional planning.
Early Learning Hub Role
Foremost, providers believe the role of the Hub should be to advocate for the importance and value of early
learning in our region. In addition to this, providers believe that the Hub should play a specific role in
facilitating collaboration among ECE and other sectors and increasing ECE system capacity.
Central Oregon Early Care and Education Plan — Jan 2020 Approved Page 20
On the theme of facilitating collaboration, providers suggested the Hub take a leading role in improving
communication between the ECE and K-12 system, but also better integrating diverse cross -sector partners
(housing, health, etc.) into the ECE network to meet the range of families' needs. Additionally, in at least 3
sessions, providers requested that the Hub take on re-forming or re -energize the regional, interdisciplinary
Early Childhood Teams in specific counties/communities. Two of the focus groups also called on the Hub to
collaborate with the Chambers of Commerce and the Youth Career Connect system to create internship
opportunities to increase knowledge about and pathways into ECE careers. A need for a more robust ECE
communication plan was also cited, with participants reporting that often "Hub Communications" are not
often distributed beyond agency directors and administrators, and educators don't always get access to
valuable information.
With regard to increasing ECE system capacity, the general theme was more everything overall! The definition
of increasing capacity ranged from a call to institute universal pre-school access, to increase eligibility and
access for families who earn up to 300% of the Federal Poverty Level. For others increasing capacity referred
specifically to the number of available slots, to the acquisition of space, to access to kitchen and other specific
facilities. Additionally providers stated the Hub role should be to advocate for more resources generally that
could be used to provide additionally subsidies to families, focus on social emotional learning and self -
regulation skill development, and increase professional development opportunities for ECE professionals.
Strategies and Actions
The suggestions and actions that ECE providers put forth are not wholly different from what has already been
discussed in previous sections. For both clarity and brevity, the following is a list of key common
recommendations from the provider focus groups:
• Increase ECE Capacity, specifically
■ Expanded EI/ECSE Services
■ Head Start in Sisters
■ Increased slots/subsidies for low-income families
■ Funding for classroom materials/resources and curriculum
• Pursue more co -location of ECE classrooms in elementary school buildings
• Increase opportunities for collaboration between ECE and Kindergarten teachers
• Implement whole child education, emphasizing Social Emotional Learning
• Increase mental and behavioral health supports for children and families
• Increase culturally and linguistically specific ECE programs
• Support parents to continue learning/education activities at home
• Engage high school students as interns, mentors, or buddies in ECE programs
• Increase community connections and partnerships that provide support for parents
Central Oregon Early Care and Education Plan -- Jan 2020 approved Page 21
ri
N
N
00
O
M
G1
d
L
MA
OC
C
C
m
a
V
G1
0
a
,o a
> 14
o c tm m
M o
v LM
v
O
m
0
� t M
U � rl
n
N �
r.l
0
0
0
00-IT
0
00
0
0
0
c
r+
0 0
0
O rl
O
O Qn
00
m 00
00
m � �
C m= m
d N
m
m Q = Q
W U :3
u O
Y m Y
M
7 c N
a m �
S
� O —
O c
ai
L >
c m
�+ N
@ m
e
U
c. n
a a`r E
u 07
� � H
� a
N
r Y O 0)
- c O c
O O U U
LL Q L U
u m o
s s c n
v v
a o p
0 c0 ^ - O
VI N N ? N U c Y3-
O�0 c i C
@ m O X c m
L ry c Y O
u Os 2;- Qc
Y > Y O 01
c c Y E
L of c
a 7 7
O Er •C E O m
m u u � c a c
+ ` +
S 'V a)'V m 00 O c
a v m m Q= o
0 w Y w X U O
UL_ L DJ tw
Q @ N m 0 a. W
E o a o m m>
E = N c
c.07 .,m, 'U', E
7 U m
C 7 U c U U H O S
c 'i X
c Y O O E O
L
¢ o W O H O O
v= z z O t
01
C
O
O
�Y
7
�
m
�
Q
�
O
N
Q
O
Q
m
Q
v
o
N
in
v
y
>
v
m
c_
�
u
v
v
p
Q
N
M
L
O
L?
m
O
(U
r
-tn
c
m
0
0
m
9
�
u
L
c
m
m
3
d
c
O
w
3
a
v
m
0)
c
O
N L
�
Y
c
m
c
y O
U
Q
d
a
W
—
N
-0Q
U f0
M
O
c
3
�
c
cu
N
O �
0
p
N
@
5 L
O
c
N
Q
0 n
O c
w
Q
c
m
N
mCU
c
m Q
O
O
O
o
O
\
0
Y
0
u N
M M
N
n
r4 _0
r,
L}
6
N
MW
Y
O
O
a� N
m
L N N O.
E N O Q
O.
Q
N
O O N m
m
O
p N N U
U
E N
> � "
N c
c O
O
O (Um
m
u
OJ YO Vl
ci i N 01
0)
'O M ,�
N i Np aL..
aL.+
E: i/}
�'
-00(DN 14
O
rl
m N
(D
c >, N
N c
m
0 @
o
O m 0
CL E O1
0\ O o
o
ON
00 m
o a
N
W *
n N c
* . 3F O
c—
O m
u
U
C c
r Y
7 N
� O
Y a
._ N
m
Lfl
v O
O O
E n
c p-
O m
-0
m �
O 0
I
c
m
E
p
0D
O
Q
E
c
E
cu
c
m
Q
Gi
CU
C
N
C
O
u O-
O Di
IL .,Z,
m c
C m
N
d �
a
a E
Q c
m D
u
u Y Y
m � N
U
C
ai
00
c
O
U
v
Q
cr
¢
O
O
O
�
G
a
o
-I
m
a
Q
.-i
'•i
u
u
O
m
o
C)
O
o
0
o
m
N
0
C
LO
O
a
kO
C
p�
C
O
L
Mu
W
,_....
., _.__,_
..._._..... ..,.,
-. .. --- ---- _ .._._.... � ... .............
.___...._,_
,.._.,_.,
..
. ----- ...... .......... .. _......
......... ....
_. ..........
n
_.
cam.) O
al
m
-O O c Y
C m NO
t6 N :� C
y16
O
al
N O al
>
O
aj
o '°
o a Q
a) a
Cl o y>
O
•ti
in I.A O to Y
E O .w O
bo O Y
al a Y C
O m u
C C O a) C
C YO a E
Y
a) ar m
o c .� E a
a m oo E v
Fumm
a E E o`o a
�n U 30 v O y
FL— �
a) O 3 N
O bDN
—QOY N
o
-O Y
a r4 �n
y)
Y
3
p
N m O ON N m
_ N
au w r
a
L o -0 a
O
O
o
N O
Y=vy>
°°
Ea' �a
a ++ U —
= r o
=3 .� 3
o
v
>
=c
uo
a.
O
0
_
bo N ?�
°�
cu
E
u
Y ` o
ar y c a
V1
O
E C L -C
E
a)
ra O as w
O
a)
E d® o
m
u 3 a oo =
o
OU ~
t E
a)
h> 3u
a) C O Q -O w
C
Ln O C -O 3
`�
a) O U �n - O H
VLn
wC
to
t d `2 toO - E`
C OO co a 0
n
'O
C
N
N N L
E
O O -O i
= m W
O
'O
O
E
C a m p
O
a) O )`a a/
'^ Y 2 N a)
m
c
3
w ou E
o
°7 ° w +^ o c
ni
a)
>o>
ai
O Y
a)
U O E= 3
}
LL
0
0
O= E —_
U
cc
m> ?
LL
a
a�S
Y
C
m E )a x
^ ~^
s
CL
ao
O
E E o
L
u>
m 3 m v
m
U
.O
m o °) n
ap O N 3
w
C
o m
C Y Y
O
Q
Q
N
c
0
w -' 3
Y
m
o
m u
a) e°n �°
Ou to c
a)
V)
—
Nx
C
O
Y O
d y
'O = u m t
O
@
m O m
U O c 0 a) O �n
O c
E
Qrz
a
m m E Y_
fv
m ._ 3
o o E
"
T
s
3 m° o �°
o>.
"
Q i =
O O
d C
£
N
LL
c a a
a m 3 a
O
o
to 3 m
� o N y
N
m
`a)
3
c
o x —S a) m a c
c
m
e
a) t c v
m
a
oo ca
m
c t v O
E
c
—Q,
)`a c m u C ou -Q
m
>
U
v
b0 m c u
C a)
"O
a)
m
C c
O 3 m
c m L O
O
C
+c.+
3 m
Z
m
Y a Y c
3 0 > Q o o
E°
m
m
a) 3 v '3 O o c
a
a
a
A)
i ALy
o u>_ v m
d
o aY`i
o o� 0
3
M u�
3
w� 7E : a -o �-
3 -O
o
C 0
E' m c E a) c o
a1 a2S O u m
m
m
++
a` 0
U
in m
b
m
al m O _ Y N
a o o E a m :E N
Y
Y
m °°
O m
s m Y o m a
al
n ou
o
o Q
w E
m
E N
m O
m 3 m o .X 2 Y 3
- i `O C a) as
c
y
m
co: 41
«9 00 Y 3
C C O C O
m c
Ul 3
u
'O
ate+ O v
V
a)
Oma a
a) N
3 U m '_ fl
01
N
C
O a) 'O E >
y°
C
a al O
a
`1 u
u 0
>, ou c� t v
V
u
a 3
v E c U
0
w£
c o
O
C a>+
ate+
as C O m r C 3
m A
0
O
w
E p
�^ ❑
>
U
C C
U
C C
O
c �n Q u) pU
a) ? c N C Y
1�a,
-2
v
N
C Q O 3
m H m V O
C
Y b0
N
U ba
w
V Y
•N ._
m
Q
O
G U
U
C
''' Y U V
a+
a)
>'
w
Y
❑w_
m„
m *'
C QtLo u
C
V a/ O ai
_
Y m v�i > Q
m
d!
to
vi o
aJ a) Nl _c
Y al
2
~ a)
m
c
a
C
:.
C t
al
v o a) v m `m ai -°
oc
a)
C v
v .�
~
aV+
v❑
o
W C
t
.o
E N
w a >
'o
w
�i
>
o Q 3 m u A
c
v
u
H W v ax) - o o
c 0
a
M o
d Q
Q
d
r
i
O u
U
m o LL
=
a
u
a)
N
a)
as
d
u
u
O
ao
14
N
N
O
.a
d
w
d
a+
M
tw
C
m
a
u
w
O
a`
C C C
0 0 0
0 0 Ln
p 1� N
Ln
�._. ..----- --- --------------------- _ ............... _..... .
do N
C .� y a a)
C — O1
n N O wu
a O O
N 2 @
° a > O c u- Y vi al @
o a) >. o °@ 0 L
on E^ m s a`� ' s o 0 3°° a)
'O Y ° E `° L E a+ m 2 0 a+ 0
c o
'n O al � L T ++ N - c Q1 0) @ O u C 'O
to
-ILu -0 a C O
L t O 30 > 0. Is m N Y `~ M- "6 c
O Q L }, O N n c O a1
O o c .N
> 3 a) v 0° N p-
i c +� L c c =
n@ O L c O t V ,�-; m ° N N m C of vi :F
C o c
N 3 @ m c, >-ar r u o W v Y a)
@
c .n a) @ v). o `a E
'^ L E N Y C C O u N al
N a) y {- C t OL a) w T O C O' ? O O O 3
_ _ C
U)
3 0 3 "`a n 0 " L o s c o o
0 0 a) 0 a0+ = L a) N
o oa `6 Y 3 N a@ v 0 +' O o m v
m `4 @ @ > w 3 v m oa ° ° c ° °
C a) O L pp O O Q) @> C 3 = •� pa C aD
aL C @
.O ~ c C 'a E i y7 O C L L (� .'}' C O o C m a)
o E o o 0 o L o 0 3 a' 3° w@ o E
E U c +� L
@° OL o s c t- E° o@ ani t>
C a) L
3 a E
o () a) a) c o y`a 3�- u m N L a) E
O N p 0 0 t O° O C vi N O u 0 0
ova -:3 _c v' E c aa)) 00
F O a) L a) i C ° c -° 00 N m '^ _° C O 0
eL CCL
tw - O O L O`°°a0 LO 0O NCar 3m v002
u ti L a) OCO
u c 3m £L m 0'h r� °° has °p E
O p 3 c p0.C c a) E o a)
-a a) a) c m c m c> a atiai a`) c t ° °a ` o O
E @ -o @ ., no w >
m f0 @ c� L O c n c v a fl L in °u
n Q ,E 0 0 •= ar o o E c m ax) a) Y 0 o 8 o z 01
atO+ o R 7 i M c� vYi " 0 v� C vi io C `~
- a) L
t o > 0 v@ •`y *n o ar ° � , v m
c 3 N i 3 n v° c c°@ c°@ 0
fa L .-• c N m 0 E m �, o
'N -O Y al VI OE a) C al C N 00 a ` @ @ VI w
j N i t�6 @ vTi as w m O al a-. ° c @ a) O @ n •� a) a)
al @ U
n a 3 3 c w 3 o Y Lnw Y L fl a) v c v E c
N � N V a/ al •u Y u� 7 C U �' x T L w u O @
ar i n v Y ° o v 0 o v o � v 3 a 0 a°1i o m c o
0 9° c a ° @ L c v> v o m w E N E w
E w o n@ 0@ v E c @ E>@
v c o c `a v c c c -0 m- -a a) 3 "° oco @ c v
3 v
3 p a) c°i t c o c _^ 3 .= > ac) 3° m ° v x `a ° 4
a na
-a N N ~ N .II .'^ O al @ @ a) aA O E a) N N C V
N 0 @ C a) _ _O 7 @
n ate) o +a = E LL N@@ a L L v 3 o L ._ L LL ea o E E °-
3 0 @@ 3— c E
E V@ �°, _a n 3 c o L c •� v o a a N o� 0 E n a) 0 c v o
s a+ o C7 ato £ v m v v o v E i Z c nL
a) 3@ O CS °O O c 3 L a) L 0 L L� O v @ y @ O a, a) ,bD
L V 3 -O 7 O Z t L F- O f a O C a) n@ U Z �_ J Z
Z F
Q
o
d
>
o
=
o
0
a�i
a
O
ae
a
ar
Q
u
o
W
m
Ol
O
O
O
O
N
N
O
O
C
C
0
rci
0
0
0
0
F+
0
W
n
m
o
N
in
M
Ln
M
._. _ . ...__
a)
,....,..,_..._ .... ._ _..,. _ _ ___�. _.
O a/
-p C C
............ ............_
____ .
0
.........
O
...... ... ... . .... ,_
_.._._....
pa
C °
° a
YO y Y
° � = tin
c
m
p
C ° _ •�
}^ 3
E u°1
y O N
c
m O m
•in
a) °
> m o N L
'U
O+
C
c a)
C
_
a) Y N
C
m — OQ m
U
o
3 v
o a) o
T N � E o
w_0 u
m-
0
o o a
6 Q 3 c c
00
o
a0) �
C Q
>i m
n
> v m o
3
L 7
o o ar
� a) a+ a)
°
m Y
m m
U V
'O
O
O
C C w Q 0)
Q u
C O
0 N
E ..O
N
fa
Y
E
Y
3 L U
tw u
>
m
3
@
E o
S a y
o 0 3 u a
0 m a) c
Y
a) u
^
v Y n
3 N
a o a)
a) m L Y
>
c
m m Q
`o C t
Y cu
fa L
o v
d T
m
m E a`) —
Cm
m O a°i s i
;n
-
a) a
w
C
m -Q ai
O U O '6
C Y
O m
IA _m
L a) O m°
C U
a)
Q L
a) Y N
m
"O > m L O
Q
~ N C V
m a)
"O
aj
M A c O
O m
Ou N u a)
O Q _O °
E
T
o c a)
a1 m
m Y
C 0
>
O
b0 Y 7
O
p_ O 'in
io
•7�+
y
a/ o c 0 +'
m d
Y N
m C
b Q a)
p v N
a) °�°
a° C E
°c°
0
v c E
@ a) = 0
m
v o
o Y
^ E
al O c O
m E C �>a N
al +
-1 y o O
O °
CU
C U
E
.O U
01
E a) O
-
> N
> a) C)O
O >' O °•
O =3
7 Y
ra
c m
O u a)
s
O
u y v�
a)
v
o
m
a) Y E (D Y
`�
m
N
L 0-0 o
L >'
L m 1�
+L+ 0 O
r>o
in > ` v�
�n C O j Y v=
°-0 N
Y 7 U u
Q U
O °-
a
v o 3 m
> M an d
E 3 o
5°� � w
E°
y m
Y Y Y
N Y N N
Q
d ` `
m
Q V
:a
-O O 7
m
.O m -°
m
Q
in 0 m
3
m .-
m E ba m
°°
Y O
C v-3
en c
++
c
> 0
m m 0
— v c ba
is E ti o ea
`°
u
°- m U
m p¢ °
c a c ti
m>
is
c
n m
Y
ba + a) Q
v@ 0 0
a) m w c`
a)
Y
E L
. a")
m a
o
W N i v
�- 7 Q
-p
O N'A
N c
Q n
La al
U C O
0a m m
vi N N
i Y
00 a o
Y
U o m v
—°
w o
a`
r•i
ai
> c
m
O y O T
a)
U
0
-O '�
m E
Y
U
L
E
a) E. a)
Y a) O U
'6 O L, a)
w .�
O p—
o
Y
a) c Y V o Y
Y
3
3
m 'o O
a)
GJ
°¢ v Y
w e n m
m
m c m
Y
m o 3
0 c
a a) E u
o
M c y aci
'm
O
c a 0
E m tL- 3 0
c m-
o
c . r
E
w
°° o
V
mt a v
a) N i
g
E v N v N
c W
a Q E
G1
C: -0 3 c
m 3 a, L 0 Y
F'
u 0
o o c +�
N E
E
y v
o w a) m
>°-0 s v
c m
-° v- m m ar
s
L o U
C
N
o m 3 aj
u m 0 a m
v
o a0) 3
° �_ _
° U
l9 >> a)
t0
N
c v
d>°> C
Y
m C oa t_'
O
a `m F
V
'L
a1
U -c
3
a)
U = O i)
a)
>
L Y
�n i aJ O 3
E
C
c L U
00
> E Y
v n u
E-
Yo E
m
m E
O
O
E "o _° a)
a) E m X ._ aL+ V
�n
wm- O
L O N O i E
U E
L a)
v c y E
p, c
0 E w o Q
L N C
v
3
�' a1
c o a t/° 0
O C '^ °
o m
ti u- U A¢
u 0
t m
Q
yj
c N
3 Q
a) U
> E v m
L
O
c s
'O
oa ° o c
a`) m o
N Y Q
d
a 0 0
s "'
m Y a
u"
=
-p c
u v o` c m
v
w O
i
o
u -o n E
o
a
°) E m o
o n m p o
n a) ¢
y>
OU
O
U Q
E c NO O 2 E
m O
d °U o _
¢ m `� ° Y
Y O
m
O
J
.� N
i,
m O a 0
-0 E Q N
= S
u '6
C i U
Oa
0,
O a) O U O u
C O
N
C— N '^
01
00 V] d'
= is a)
m .` +L+
V
C
Uma
v c C
U N C
E v v E° 2
`
c
O .L-
n c E Q
'O u
o L o �' Q
>'
H E
m N
m c K a) Y pa
v E c
m
V O
N O
m
a1 '6 "o
3 o
�n �n
V
fa O
d
C
o E u
u E t E
�° o
o-0
V
m u v
o o
v m
'~
N c0 O N
N~ O N 0 N
cpV
'6 m G
° i
°°
m C v y
w T c¢
N t
O %-a
° o Q c
E a) N 'O
° o ff'
E c m
°
Q C Q
n aci 3 o E a)
a) a) E
N u°>
a) `)
L
(j
V
C—
W O p L
0
p L O C i Q 7
'O
-p O C
m O m ya
> O N
L N C p
N E
m L O
'O
C m
L
(A/),
W
'O
U
a) F- N m O
K
W LL p
OC d'
U c
V)
F- o U
E F- Q
V)
p
V)
i
a`
0
0
C
C
0
M
G
CL
C
C
Q c-i
!}'
N
c-I
u
u
O
m
o
m
o
o
0
C
0
C
0 0
C C
0
u
v
0
0
0
n 00
4,i
01
N
M
ul
M C
N
pp
c
N
w
rl
N
O
o
O Y
u �
6)
L O
t- 3
N N
C
N �
� L
4 u
C
a O
o E
C (UO cc
w N
C �
O
N o
v O
o
6J -1
L IA
Y �
C S5
Q O
Y �
f6 f6
a �
f6 N
o E
a 4+
m O
O
> L
a O
a a
m
O y
N O
cu y
N y�
O
c E
:3 6
N N
N Y
f6 r6
� a
C he
m
E
m C
O
O u
6!
u
U@
v
_
n
E
J
C
O
u
m
C
v
u
6l
=
E
C
v
u
N
67
6D
>
C
45
a
O
E
O
a
m
o
E
ai
vi
C6
C
>
_
w
v
3
+
.Lz
S
N
O
C
u
¢
O
w
cr
u
6Ci
@
�
�
3
�O
C
u
�
E
=
ccm
u
Y
°
m
n
C
6) N
m
C
0
a
O
ci
O
U
O
�
v
u v
u
O >
_
aC
Y
o LO
M a.
t!). a
O
N
61
+ N
i
>
C, u
'6
O O
c m
>
o
c
C ti
Y C
a
O 6
C O a
E
CL
m O C J
6/
y 6J
,q 6Cl O
m
m
u E
O
G
L ao L
a E a
L
L
a Y
. o
6i v
u
v
0
°'
ti 0
N
N V? a d
y+
U + u
u _
m 6Ci E `m
E
`m E
u E au
u
a N O v
ai
v v
>
u u
•_
> u
62i
o2S
UM
? N
t
C
@ C
E
O ° .i
O
u
� .E O
v
y
61 O N
> 3>
:3
C N
>t
—
�
U
f6
w yu C w
6)
6J w N
Y y
O +_
-O y
N
v v
o
o
rc)
-, v
yr
J _l
+n
m y in
J
N
E
a
O
v
U
O
Y
O
3
H
Y
61
J
w
v
Y
U
d
m
O
O
d
O
Q
V
O
J
.Q
0
O
U
i
C
O
u
O
(6
a
O
A
UJ
6Ci
v
O
O
u
f6
C
O
O
i
N
U
O
i a
H N ?
C
tA t6 �'
O
N L U
d v a
E
L O u
a L f6
u C
E
o
a v
C O N
� Ul
6J
U CL
c
E
u
v
E �n
m
m O
L > >
S
u 6
L N
• CO � v�i O
i m �
6) 66 O1 a
7 m
C 0u
0 O
CL m o
aCic u
u
y 61 N
Q C
> L C
U O
m E
O
v aL
u
E �n O j w
u=
[2 y Y O =
txo leta
L
"O AN
'O
O 61 O a
U
Ln
)
-i
O ¢
2
cu
E
C
3
0
fV
ci
C
6/
m
'E
m
E
2
0
2
C
6i v
a 0
o L
ai C
> 3
m
C �
@ C
61 61
Y m
v C
a N
E E
O O
U =
0 0
F m
S
Ln
cu
a
N
O
O
O
3
>
O
O
O
6
O
O
O
0
V
n
K
a,
Q
a
G
U
b_D
0
W
co
O
O
n
O O
O
O
O
N
°
u
O
O
O
O
n
m
O O
O O
O
O
O
}i
0
to
O
m
O
0 0
N lD
0
N
to
r
W
__. ........
_....
..._.........._.. ........
.. .._�._ ..
i Q)
�..,.�.. _ .._....
._.v._.., ..,..
.....
.
._..... .., ,. ._.__.. ..._._.........
.. .. ........,
O
al L
lD
Y
.fl Y
E a
m
3
u
c CQj `"
v
c
O
° =
u
.Q
®
=: a)
m
m
E U
fa
Q
U
)
7
O
U N
Q ` L Q C
E
N
Q
'''
E
h0
Q~ tw
O
Y
to
u
a)
u Y
�_
_
yT,
i
C f0 a) -0
=
O
CCL
C
L
a)
O" O U
m
O
—
v
> 3
t-
Q
E v a)
'O O
n
E 'O = O
Q .L
O4S
F
O
,�
O
to'O
O Oa
u
a)
s
O
O O Q
u 2 O_ 0 v�
v�
d
Lq
m"O
•• 0 O' aL.+ '6
Cl Q
in
bcD
N
to
p
u
Q -O
O
m
—
m
`l m
O
•y
O
Y
y
O-
N
00
N 7 vYi
!2 w
Q
E
op
O
O
O N
3
C
m
Q
Y a) Y_ 7
C L a)
w Y E v
u
1
v
m m
C,O-
ar
O
L
m
o
O
>
E v Y
N
c
n
y
—° —°
Y N
CL
s o 3 v
a)
m
V
)
N a)
L
d:
O
m
u
a) E
c
a
3 Y
s
Y
a)
(ULD c p
Z M `^ L
°
Q
`m
•E
a) O
o
w
3
°u
O
L
o 1°
v
o>
3
m o =
Cc:
0
o
°
T Q
v
j c c ,T Y
O
m
O o
m Q
a)
Y
0 .0 E
v 3
m
L
Y= m c a
O
p
3
a,
3 m
cca o
c�
Y v
- o Y -_a
3
N
E
m E
o
m
M
O
°c-° U L, °
a)
s a
wo
°
E a
o
O
�
N 't- ?�
_
Y
i
`m
3 Y L O E s
3
C
a)
v
LL�
p c v
p o E
..-
_
'd
E
L oa
L
Ln
N 'O
T
s°
O O m Q c
_
O
V)i
t
a)
3
° O0 m
m
co Q io °
>
o nQ
o
a,
Q
3
'O
L_
�'
c
N
m
C
N v
{Y.1
c
m Q
N Q L =01
O Y
✓�
a!
a)
Y j
c a) a)
O w
'0
�- ' y
Y
aco
t
3 s
w -0
m
O
Ca m
is
d
°
-
p
a Y O
`o °
E
pa
v O E wrz
L
3
3
a)
m
p
O O
Y 'O
O
O Q E-0 c
O N
°°
f
La)
v_
aJ
.
osc
oN
p
m
>C
C C ry
@
-
O
O
0A
Q
o
Y
O
O
O
C C
O
m
�O Q
O
_
Ne
i
N
Y O
c
_
a) ♦L,,,
o
Q 'O a)
a m m
C
o
O u
o c
n
a) in
i6
N
E -O
U
? m
m
a)
u
a)
3 a
vt O 'nD
co
Q c
u
O
O p E
W C
Y
p
L N E a)
Y>
�L
00
p (a
'O
N
O >
u ° ar
ar c
Y 7
a)
Q
n.
_T
Q O m v -a
p a) -C a)
' - O
'O
N
m
�n
tw C
aL.+
Q N
'C i
E
7
m
E L aL.+ O
O
.E
hD w �. In
a1
Uf v '6
;n C
In ++ m
°U
N
x YO y, h0 m
U
QlA
T >
>
in c
Q E
c c �-
O
>
C
yC,, 'O V = Y
m
u
>
@ N
c aY
m Y
;° N c
O 00 0_
p V m
tN O Y
o p p m
a) T Q)
"
-O
Q
=
Q c 0 u
Q ro N m O
ar ° O
m m
v
L to
E
m E
S.
u L J
y F
-° oc0 Y
v)
Y C aJ
c N
aL+
m
O Q
w-
°
2
N
> }} O
C
— C .— C
f�0
.' — O l7
p ci
t/T
a)
tYil U
a G > a) a) a)
>, m
aT+ Y a)
N
a) —
0
aT�
'Y F .E
- 0 7 0
a) > U a)
-O N
N
J N U 6 0 Y
(J U N
0
V
m
Q m
'~ a)
Q O v m
N a) aT� L t
N Y aL+
w Y
u
(J O a) Q p
Q YO Y
E E
m o
n o E
E E
°
o
m a)
L c
{n
C
0 2
n T
Ln o x
t 2 7 L a)
O n i
c O
c
E c +� O
m" U
C
m e
l7 v
m E m c
Q v
E v}
o—
v_ •x O u
u m o
E
'ice
f0
w
x m
Z N O
^) E 0
7
a) h>
Vto
T a) `
'O L O
a i0
U °'
m x -0
aj
v O`
2
C
•= c n o>
t� m
D
rco
E
m
"j
L
p —y CO
tm
00 '5;
ci
V
L
oa
to rn
O
N x Q m
O O O
in tt ]C O L
y C j
O w
a Q
w m
p
O aD
S Q V E 'O U
C
m VT L m
o
x
0_ x
-
a
o m
m
u
z
Q
s
a
l"I
N
e`I
00
O
d
01
L
i+
Mn
Oa
C
�C
C
IL
u
d
O
a
V
u
O
m
h O O 1-1 1-1
0 r O Oi -4t
I� to O Ln to
M M O M a)
W ~
3
a)
M
fR
0
3@
— C
-0_
wO
n
°'Omm -0O_
yVo
YaL
O al
.NE
EC:
o.
_
-
c-0
a
va)
o T
- y
s
a�Ym
tOuD
u
U
O L
"O
-C
7
Y
L
m
m
O
u
U w
�
+
L
E
OD
E C
O N
�°
3 c L
_
m
3
o
Y iE
m o
u m
° 3
aUJ 0
-ELT
m U
O
'6 E
-. L
OD U
O
c N
to
L m
0
�n .p Y
E o
a) n
m
L
V o
m m
w= o
L
Yo
O
0 i
�, c
Y E
o
w
a
3 0
N
v 3 Q u
°GJ
�
3
c
=@
a) c
m
s
u
m w c0 > m
v
o c
c
^
m
a
(U T
c -o . c
v v
`o
c
0
`°
= =
v
o -mO
'^
0_0 E °J
u
O'
o T
3
`� C
N E
a) )p =
L
-0
0
Y O
o v n
aJ m L Y O
al U OU fa
L
Q m
N
°
v
y a LOl
Y o 0 0
T
a m
E.
E T
=
0 m
a ^
C
O
OO
Q -CO
L C S
m
Y
O O -
O -O
VCL
Ys
Om m Y
O+°
o
M
°
Q
c
vua)
o
m
cQ
m
o 3
QD
=
v
o
ca
Eo
0 to (U
do
o
a) a)
3
0. u
to
0 s '„ Y
E y
c m
a)
o• Y
Y
^ -0
CL " do
OD a)
E V
m
`m ()
p
-2-_
2 n o
_ T O 'O
m C �n
C: p
-0-0
m i
o O O a) L
= O O m
U
Y
a) 0 m
L 0
m L
U x i
E O O
m U
a
C
3
°
d ar m:
Y
O o
EV
a)
,> T Y
c
-0w p
o_
m L s m
-0 m H ° a)
O u C H
Q �,
N
E j O
a
O
m m y-
c> o !E3
ar
Y
v
E >. N
b
c
O
m
p
a 0 m s Y
° h ti C
-p N Y
O O>
O Y, n
-or_
'D
ai w
E p m
LL o
° Y°
o=
O
a) 7 0 a
Ln d
>
O'
N m O
OD
al O =
E =
Q
L
Y N
L p
Y O '6 0
= U
N O U CL
fl.
m 'Z
•�
Y h :=
al
a)
Of
al
O 7
Oa N
C O '6 O
p
N
m
�
C al O
Q
m C L
3 m
m O
s
m o
0O' C m
V) a)
m e
U C m
a) 3
a)
O L!
.2
-_
> Y C
Y o
ar
Y'n
c °1 m
m Y_
a`i
S m
L N o
V
p
E Y
_ tin
'C U C V
a) m 0 co
u O O
)a t
C Y
O d
Ln C
N
N � Y a) 'O
m
m
a-
y Q) y
O
y w
O
C L C
0 v
E? �)
0 ou
c u
v. c
'� 3~ o
a_
T Y =
m m
Q �n E
a
'O C CL
-O a) w
O m
Oo y
U=0 p O h=a —
o C
C=_
U O L Y
V
° u O
LL
u Y
i
m a) C,
m
C 3
C C
y -O
O
Y
7 O o •� a)
Y O
O
vl C
C N
i
.
m)
O EO LO a
=O —ai
Y
p
to
C H
_'O•.0
0
Y
-O Y O
�..'
a., �,
m O
m
a00
Y 1L+ Y �=
v o Q c
ti
Y
u L 0
o n o `m
m
o
=
m 3-
u
> O
T
° y
o o
Y
c
N
o tw
c c `0 3
3 v 3^
E 0.
U
m=
m
'6
Y
a
V N T
O c N Y +�
= w
0°
y
U tJ
O U
u E a!
N 7 YO m
-0 C -6 u C
L
M Y
SC
2 •O
O`
Y in m o
a C Ln
° m cL
u
'O C N
O 'N
N E m
'2 m
p
O_ }�
S d
C D a)
Q) O m
F_- O '_6 m
m a)
E —_ O m L
C 7 OJ
•0 a) U
T
C
O_ F n
vi ++ to
m OD
'O u- O i) C
m 3=
-O
v > n Y s m
in
m o aai
*'
o
c-0
=
�
n O-0
O'
E O N
m° v u
a m
a)
� O
y
.— °
O
> N
(
O
=
O
N CL 'p
m t p
V O 2
�n YO O
L
V O
N
(D ai
uUm-
Y O° Oa
3 v m
OD
='
%n
u w
m
u O f0
v o-0 a)
a) s i
s O0 v u
�'' __
•�
U
'u
mO
•O
Z.
CL
U O
j
C p L
`E
m m
w V O_
3
a)
OOD V
u Oq O
L N
O > E
s s °u
m E (u }Y p
a) m a)
L� E
u °
s a)
o c
n
c 0 0
m=
0 c�
o}
a o a>) o
-0
x
a3) 9 v° y¢
�-
3
m
2
.- u 3
Z z n
I—
O
2
0
0
0
0
Ln
ti
u
u
O
m
0 0
.. 0 0
0 C O
u
0 0
C
V)
W rl Ln
v w a)
v
C C N 4
C
2
U C C c
p
CSO m
' , O
u E
t -6
U -p Ca m vi
p C 7 7 a)
4! y W
m O C m i
U
0 �
O
V N
C
N E O 7 O
C O Y
O u u
d U
W tM m 3
°m' ^ La,
O p, OCD DCi
Y
rn
v in C
(up C al .�
u,
L u 0 N L Y
a)
Q. C
w Q "O C Y O
O
bD
a) L
E O c 0
O.
w H
m N
'O Ln`0
3 to O
aJ
>
y
Qj
c n
Y
V u
m Y CD L Y
a) p c
N V hD
C 3 N a C
m
O_L
pp N y
X
C U a) m
� _6
O a1
en ajY
O
N N C aL+ m m
O 0 U
o C
E bp CL O
C
p a) C ha
> c
O aw m
u
a)
Y a) -O X Y
u E
C:bA a) al m
O y
o
aT+
U m a) 7 C
O
O y
i+ a) () 3
3 ca O
3
inv 80
m y w
y C N
> V 7 'O N
X a) a
t O-
0 Y 0
w a) O C C
Cl C
3 J u
E d y LL
m c
m p aj
T= O Y • L
Qj E
N ubD E
_
O E v "
m —° a)
n
o n 4 0
v
m a�
L
yc m m
-O
m o m
VI -d O. _
•i N
0 E
m m
p V V
w
E a) V
C a)
OO
O- u
v a, a,
p = a
Y
= 3
.m
0 0
c c m
3
Y
w m Y
O
L y
Q O
Y am+ Q) O
'O
a) O v t u
ha m
D_
'� "L
O @ u L
— u
Q
a,
E 3 m-0 m
a
E = o
m -P Vf 1A =
= O
N >
u
ti O
m a� W a
n
0 n
0_
U N
a�
a7 U N i1}
O N O
O
3
3
p
Y m n o ,°3 °)
Ln —M Y
= m
W C m
0 3
a) E .
c E
w—
7 a) E 2 "6
C Y 0 "X
O '^ p
—
0 3= M n
v a, N +° n
° a v
CL
F .E m
0 0
0 0
0 0
O N
to M
V fn
.-i
N
V
O
00
O
O
u
u
0
CD
4�
ar Y
E T
Y M
VI
c
>
0
_
O n
Y
m m
L �
m =
m
C 0
O
u �
C
T a a)
�
C
7 a)
u u a
C
U
c "u
0 O
)n m w w cL
i E 2
n a) m Ln
N LL ^
N
a) O C
E v O vs
N
c
a) + m
O.
a0+
C
W
3U-
O
Y V
m a)
3 = Ln
>
v 3
Lvui
N C
m
L .0
o
£E
V
Q
0
E
CL
Q
00
v
on
m
m
d
'
O
w
z
Q
m
+?
—
F-
W
W
}
rmm
a ;
L
C 4F
3 A
O
V oa
C
H
C
a
(A N
0) o
o
ui
Lr
0
otDo,
o
O1Oo C C
oM
00
am
�O 0
W
ri
rl
0 O O
O
O O
O
O O
O
C1
0 0 0
0
0 0
0
0 0
0
a
M O n
O
C O
t0
C O
O
N
t0 O n
Ln
00 01
W
0 O
O
fn
rl O
00
d'
O N
Ln
cyl W
—1-1
N
n
01 00
n
`0
G1
m
N
L
aJ
C
U N
= C
u
m +;
U C
n
C L
`~
m
p
\
O C
�^
O
O
0
O
°0 a
w
�
rn
> —
+0+
c
vOi ai
to
c
u y
O
v i
j
a
O
U
7
�l
r
W
N
M
u C
N
Q
VI
+
_
F+
O u
—_
A
CO
O
U ,CZZI
u
ri a
u E
w
a
0
fa
0
u 5
v £
^ ^
•C @
fa
_
CL 0
O ooCL
C N
n
U
Y E m
-O =
E LL
d
C
w n
Ol
'O
C '0
m
S
C
N
ta 0
r -.— C a,
u
a)u
v C
Go m m
O
C
m _X
.0 m C `�
C
O N
O
C
•� C
-
+m N
U
�n
U 4 0
+�
m m
u
ar C
'v� y
U
0
' ? d N
U oo n n�
> L
_ '�
al
° a
M
a o a E
m x
OO'O
LO
;°
U U
W C
o
Y
C C C Cl a,
m m
>
O
a
v O??
> +' O
C
Gl
7 vOi vOi @
NCO °COY
0 G w-
N
O O
N
O
s �" -
0 io
o
a
v v n
0 �e m
c c
W
W_
do
U U
a a;
d
O
C N a C Cr
O O
Y O
N
cuo
IIn
+ L
`�° �° u
o u
._ =
O
U
a
0 m ami ami d
U C oo
N m n 0
w
E
m C
o
> C
a
O t t -M
Y U Y Y h
u
_
a
-D 0. d> a �-
'- >>
C
O
C
E>
d> O 4/
e 3 m
C
N
C C U
U O cu
U 00
r
u
1~.7
= L L m
`w _—
m 01 N
'_
i7
u O
20' O O O m
m 4S O N
.0
C 0) C
•U
F,
•£
C
Vl r•1 Y
C
0) "-
s0+ L U O O `
w C •=
Ul N -
CO
-
+?+ a>+
of
E
Zmwcw
O L
N > O Q1
C
L ro
�' a+
D= p C C CD OU
OU N
_O 41 O1
+, 01
U
f0 C U U
O O O
m C
f6 C
t 'a+ O O -,
- �^ m 2
O L a-1
F-- ei
G
W O
E L rO
'pp
O Y
N O O u
` m
s O
j 0
U>
O
u m O O j
m m o
0 v
m> m
Ly
m n
m 0> v a
X o
d
a"i s>
0 05
m
S Z Z p
�- -
O W
: v=
d(U Q Q U
U w
1- p
v v p>
to a
Q
3 U U
O
a
a
u
U
Z
a
ate+
O
GJ
O
3
O
O'
mm
Z
O
c
o
Li
Q
0
0
0000
0
00
0 0
0
0
0
00 00
>
Lri
vi
-zz�
of of
H
n
m
Ln
0 0
ar
ul
0 0
0
o
m
o
0 0 0
0
a
0 0
0
o
v
0
O 0 0
0
.q
0 0
O
O
N
O
0 0 0
O
1-4
O O
O
O
cf
O
O O O
O
l0
O O
O
Ln
Ln
a)
O N of
t0
00 O
r
N
r'1 m rn
c
>
`"
�
t
fi)
r
d
u
_
�
O
I
an
t
O
c
a
a
1
y
C
7
N
Vf
U
e+
i
C
E
J
C
In
O
1
_0
fl
C
O
E
i
W
"O
dD
Vyl
(U
CC
O.
W
f
a
w
OD
u
o
_
1
c
¢00
a
I
E
a
=
p
u
LL
`
L
u
C
m8
N
i
Qi
N
p
E
Q
I
O
U
3
h
IL
bn
c
d
3
a
CL
c
E
i
N
= to
00 CL
f6
m
W
i
a+
C
V
f
t
V
'L
�
m
v
00
E m
'�
i
-O C-
��,,
Y f0
aw to f
O
of
c
f6 i
`
C
ro
Q
O C
o
Vi
v
U N
O '�
V
=
ry
n .�
Y = V
to
y
fu
c
x
p.
� v
u �
c c c
:=
V a
r
v
� a
a E
•�
E
��
a-0
��YyW=
=
���-2
o
_L
O
w�,
w
Q
v
c v
E
�, > o
N
t
U
v
N
to
L
E 00
>, o
.>, Cl i
L
O
O
N
O
M •O
•—
O
C C
N 'an'
Q
N
u
w d f
f
4a
CL
O
O
N E
O
Y
` N .0�
f6 3
••
A
E
_
v� O O
v
O = O U
m U—
++
C
p
f0 Y m
E
tl
>Z V
p
ii
Q
-�
T u
a 0c0 = 0
N
3
C
f0 f_ m o
v a v
2
u C=
o m m=
O
N
u
C1 =
m m
t o v U
�+
O
O
a
�n E
O
c
�n Q N
O= E Z
V
C
c
ai w
uo
' m y
y c
Q
w
O 1
f`a +_T
a@
a►Y'
a p U E
O fEu fEa
a t s
o 0
a�i v
vi
rEo uni
@ t Q
_'
a s J
i
_
'O
O Y Q u
E
CD a �n m
E U U
"O 'O
OC u
'O .E
a
N
�
OC U 00
H vl w
f0
a
1
[r -O C
p
0
CO ; D aO+ U
O
K 7
N
a
= C
E c
0 = 0 J
o t
o
v O
a
o o
o
JJ >
3
m
d
p
p
(�
U
`0
++ N p
W
+L+ N 0 uui fL
.� -O "O
"p C
a0+ O C
N
-6 H N
Ol Y L+
H
.O
f0
LL
f6 E 7 O
J N O LL
O
Z
O t t0
Z �— 0 J
N 01 N
Z= IY
01 O
CC K
E 7
IA N V]
m
E
O
m
01 Q/
d C ....
l.i O !, f
.O tN f
x
Q
In
-,
w ]
Q
..
Ln
i r0
u
U ou
M
E f9 Y
_
i a o
b0 > 'O
W C a)
p0
a J= U N
i C LL fua
U :E v a
i 0 u ocn
Q L 6 O
N !+ C
U a�i U li
x
N
O
m
a
x
.�.
O
O
cr
O
00
Z
w
O
V1
Q
O
O
O
O
H
N
N
d
_m
W
O O O O
0 0
O 1l O O
O O n
0 0
O
O
O O O O
O O
O I, 0 0
O O .--I
O O ul t-
O
O
0 0 0 0
0 0
O I, 0 0
O O -4
In O Ol 1-
O
O
O d O O
O O
O m O d
O O V•
1� O G -zf
O'
O
0 0 0 Ln
O O
O dt O O
O to i,
w O to W
O
O
V1 M Ln M
O v
to O N l0
I-
M O M m
O
O
Vcr
3
a
cc
_
v
a
0
U.
cL
a E
E
u
m J W (n
C
Ln
bA
'�
N N
N
O
V
m m m m
c
v
a a a o
;
c i
°
w/
m ar
y
Q
m
�
N
Y Y Y Y
O
w a
O Q
2
aj
d
m
V
c C c c
u u u u
E
o E a
3
o
o
c
ami
n
c
d
+°
°
•r-
�
v v m
m m m m
c t m
3 C
j
-
j
o u
?
3 L
d7
p
u u u u 3
0 3 3 °o
ar
0
Q
1
'6 -6 "O -O
i- O
ba r
c'
Y
C
m
`o
°' 01
U U U U o d
Y v 0
0
O
`�
Q�
`-'
Y
C
c
�.
Gl
66 b6 0'6 bii O
c C = .m+
O n. N
'a m
'6
O
w v
L p
4
L.
ba W bD b0 C
'p m m
m
cu tip
00
m O
~O O
al u
_ _ _ _
Vl
C
u m
N
,,
3 C
N
C C C C d O
0_ Y �T+ aT+ +T+
Y 3
__
? E
> +.'
E m a)
W O. L
i "0
N O
J
m m m m v
00 C C C C
C O
al 'O
a) („ )
"O = L
7 0 �
O. +-, C
L O
V
G>
L'
E E E E
0_ E E>
O o
c -^ °'
0 n 0
t
+.
T T 0
c:
0 0 0 0 0
0 0 o
c
E
ar c
•T m�
x E o
� p
m
O Q
C
co ro is s G.
w w w w U a
S x x x
L
in x x
CL 0
a
c m
0 u
u
C O 0
m p, _
is U a ai
O0
(D
�+
f6
�n �n �n v� aJ O
w
w0 w0
= v
aJ v0-
0 E
3 aJ
u '6
O - '6 O
� -O 3 i
i 'O C an
d
—
oa H
v0-
Y Y Y Y
C Y m
{/� a1 S
L d
tioO
- U C V
a) Vf O
+O C
m Q
m ba
-O Y Y Y Y
m Y
bD a)
4Z m
ba 'M
m, Y
3 .0 'O —
3 L
V
H
d
Y Y- Y m 3�
m m m m
w m=
'3 ar aJ
O c m
m v w N
i cc m 0
m m o 0
m a1
J J �l J C' O
Q S S S x
d M Q
O m m
u
Z Z w N
F— G O
` 0 m N
aJ Z
C
-
=
x
x
m
u
M
a1
to
a
X
0 0 0 0 w 0
ar
LD
ui C C C C Lr C
cr
°
0�0�0Z
a
CD
n0
o0om o
en ; c ri a
Q
R N e-I
t°
O O w
l0
O O O w
O
O O O
V
C O C V
O
OOO14 O
CO
0 LO
Ln0
LA
F
pm
-i t0 N
n
O O m n
a
N O i� CY
O
O
O
O
O
�
O
}
N
a+
cu
cu
z
c
cr
E
C
>
>
O
r
a,
U
L
a
o
u
p
C
O
0->
CL 0-
O
a`
a_
u
LU
C
Y LL
U
=
N
m
a
_:
O
m C
o
v
C
tf
V
N
t•"I
T
N
o
a0
.�
C
a
:+
yYj
0
_O N
m
i+ U
N
LL
N
al
C
IA
� W
•�
O
.0
I
y E
a
•>
fa
_ E
al
U
0)3
0 C
to aJ v
L
N al
N
_C
!n
C
•N
=
r
~
N
C = L.L
aJ O C
= w
°
E
a
in
C -=_ +>+
"
C
O
0 t0
hD
aJ vl 7
N
VI
E u O
Ca)
a+ E w
Q7
O
>
O>
>?
U
-Z
N
O Q> 1-
E
�' T
OC L U
N
N a-•
C O
Vf '°
O
v m
�
y
bp
C
3
0
> Ira C
3
C
C W
> m
Y
W Y
u Q C W
O
.G
-° W
G1a U
N i0 C
aJ
C
3 0
U
o a s
to (7 C
0
L O
N
O
c ar
Q7 al
.o °X' u
al O
c
C E
3>
?
>T - E c�
}a
f0
C
Q/
Q° (a N
X 7
a5 W O
X
Y > i� E
,ems a7 y
Q VI 0 W
O1
U
U
C
N E L
L aJ
4+ N
C W
VI Ham- W N
C m
V'
3
a
O
� m
2?
v U
;� i
O �_ Q u G.
° 3 O
L
f6
�— al y
�.+
7
O V1 ns
C aq
L
�+
v
— U
al N Y Y
C al
C m .0
E
—
.O Q O=
E O O
H
O
E y
ro U O
u
V
C �n
7.
a) a)
i ++
O
LL O. Q
"6 C E
7 , C
O
as a!
a)
N
W
5 _O as >
'i
(/)
G7
fa a)
°' a
C >
w o u c�
O �
U W
O 7
z z>
y Q
E° Q o
O a1 N
•m U o
y m
z m o
0
U o_
7 w to
a v,
GJ
O
as
F-
G
a`
IXa
z°Z
12
m
CL
a
a
'
0
z
a
0
0
o
0
0
.�
_
mLn
~
"'
n
W
V1
01
}
0
0
0
d
d
N
u
LO
v
m
a
z
D
0
un
W
T�
1
U
cn
w
H
U
a
U
W
Q
U
0
J
U
Q
m
d
o0
C),
4—
ON
`�
rl
m
LL
00
r-
It
rl
m
00
110
\
-,
1,
\
't
\
rH
Ln
4-1 O
N
t-
\
m
aJ
f
l0
l0
O
Ln
E
v
LL
O
L
_
o
n3
a
E
m
N
N
�
o
a)
aj
N
0
0
0
i—
N
L Ln
a) � o 0
U� o 0 0
i
Lyn,
o
oo- m \ 000 Ln
0_ Ln � O tmn
a,
C
c
O
L
a)
..Q
'L
C
a)
�
V)
c
o
a)
c
O
E
U
JO
N
m
J
(n
'.
Q
c6 N N
0 ' Ol to to N
O
�7
O
uIm �n a)
N � O N c-I
O
LL
Itt
Ol
N
E
a
m
00
�0
i
N
00
Il-
00
a
\
--1
1l
\
Or-
'5
O
000
0000
m
0
�
t-
d
m
Ln
�
0_
i-
v—
O
n3
a
Q)
-a
Q
o
a)
m
N
`LLL_
0000
L l0
a ri N
'0 rn �cn
0000
O
O
Ql
r-
v
1.0
o
Lr)
h
\
Ln
O
\
O
\
\
O
00
d
M
Ln
d•
a)
O
L
a)
'L
a)
C
�
c
�
c
o
a)
V)
O
�
-0O
E
U
Q)
m
--j
t7i
cr-
i V)
v, L
0
3 U Qj
'6 to
- � L
LnO Q
E n V,
O L
o > -0
N >
0
U LL 0.
0 (D 0 0 0 0 0
0 CD 0 0 C) 0 0 0
r" >
(D
cjn
CID
C).
<'D 0
co
0
0
2
z
R
I
)o C) CY >
C) 00
Co-
cn
0
Co (D 0
u
FD
CL
C-)
op
r)
C
I
S
�
\
\.
Im
I
Q.13
raj
DO
10, tM
0Bt 20
P. 00 10
10
0
10 1',q N M
fl— 0
0 N, 0 co m
Al
40
th
4 1, 1�
11
6 Nla' I
fA" I
hdh
W Mo. 2I
All,
0
3 0
Nloy 21ci
2.9 Nhv 21
j
tO I
101"I)l
I'd It
)X h'l "I
"J
CO
C)
CD
(D
111)
C I
on
o
00
0
0
0
0
0
C)
0
\
"—�-p
I