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2023-62-Minutes for Meeting January 18,2023 Recorded 2/27/2023���31 ES coo 2� BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County Steve Dennison, County Clerk CJ2023-62 Commissioners' Journal 02/27/2023 9:39:53 AM �ysV`FSCv`' II'II"I'I"II�I'II'III'I'll 2023-62 12:30 PM WEDNESDAY, JANUARY 18, 2023 Deschutes Services Building VIRTUAL MEETING PLATFORM Present were Commissioners Anthony DeBone, Patti Adair, and Phil Chang. Also present were Nick Lelack, County Administrator; Dave Doyle, County Legal Counsel (via Zoom); Deputy County Administrator Erik Kropp; Deputy County Administrator Whitney Hale; Internal Auditor David Givans; and Brenda Fritsvold, Board Executive Assistant. Additional staff present were District Attorney Steve Gunnels; Health Services Director Janice Garceau; and Human Resources Director Kathleen Hinman. This meeting was audio and video recorded and can be accessed at the Deschutes County Meeting Portal website www.deschutes.org/meetings. Commissioner Priorities Commissioner DeBone: • Possible budget request from the DA's Office to digitize files that are stored in the old courthouse to free up space for staff, • Need to address land use and housing cost issues; • Coordination with the City of Bend and other municipalities, especially with respect to addressing homelessness; • The County's leadership and administration make for a great organization; • How the cost of housing impacts recruiting efforts; BOCC RETREAT JANUARY 18, 2023 PAGE 1 OF 5 • Land Access is important —affordability, the opportunity to purchase real estate as an investment. In the 1950s, much of the southern area of the County was subdivided into one -acre parcels which facilitated ownership and pride. Commissioner Chang: • Long-term funding for workforce and affordable housing projects. Our community is at a deficit for housing units, and public investment is necessary to get units at the price point we need to support working people where they work. • Employee housing —a recent survey of employees confirmed that the issue of housing costs is significant. If we can address this, we wouldn't have to raise salaries and benefits so much. KOR's land trust program is an innovative opportunity. • Enable the DSL land exchange to move forward, which will require offering a sufficient number of appropriate places where people can go to access pathways out of homelessness. • The need for more behavioral health treatment beds, which will entail securing federal or state funding for additional beds and treatment capacity. • County parks, especially Fort Thompson Lane and upstream from Lower Bridge. Support moving these feasibility studies forward, developing viable park concepts and finding the needed capital to get these built. Commissioner Adair: • Workforce housing-- rural ADUs are a real opportunity for Deschutes County; • A public/private partnership to build workforce housing in the DSB parking lot; • Childcare availability and affordability; • Hwy 97 - more funding needed for improvements; • Hwy 20 - ODOT is building four roundabouts but the work is taking a long time; • Need more hospital beds —very low numbers per capita; • Bunkhouse Project in La Pine for veterans; • Need to be accountable with respect to ARPA funds —make sure that the money is being used and reallocate if it is not; • Terrebonne Sanitary Sewer plan and Community Plan update; • Firefree - the County is years ahead of other communities in these efforts but needs to engage cities to become involved; • Continue to provide great service to community; • Employee retention; • Compensation and the effects of high inflation; • Homeless population —the Revere roundabout is filling up again; • Need to put more energy into the safe parking program. BOCC Meeting Schedule for 2023/2024: The Board reviewed the 2023 calendar and determined its meeting dates for the year, subject to change. BOCC RETREAT JANUARY 18, 2023 PAGE 2 OF 5 Committee Assignments for 2023: The Commissioners reviewed their appointments and concurred in the following changes: Association of Oregon Counties Legislative Committee —transfer from Adair to Chang Coordinated Homeless Response Office -assign to Adair Central Oregon Intergovernmental Council —transfer from Chang to Debone Deschutes County Investment Advisory Committee --transfer from Chang to DeBone Deschutes County Public Safety Coordinating Council —transfer from DeBone to Chang Redmond Economic Development, Inc. —transfer from DeBone to Chang COIC's Regional Housing Council —assign to Chang Break. At the time of 1:45 pm, a break was taken. The meeting reconvened at 1:54 pm. Department Participation: Departments requested to present during the afternoon discussion were the District Attorney's Office, Human Resources and Health Services. Steve Gunnels, District Attorney, spoke to the challenge of recruitment and retention, due to the high cost of housing and childcare, and reported a fairly high turnover of staff and volunteers in recent years. He said these efforts are also complicated by a growing bias against the criminal justice system, which influences some people to prefer working in the civil sector. He described another challenge posed by the backlog of trials and cases which were delayed during the pandemic. Break. At the time of 2:10 pm, a break was taken. The meeting reconvened at 2:13 pm. Commissioner DeBone suggested that the records storage area on the 4tn floor could be converted for offices or meetings rooms. He said the first step would be to assess all of the records being stored there to determine which can be scanned and thus stored electronically. Responding to Commissioner DeBone, Gunnels said the delays in accessing mental health treatment present a tremendous challenge to the criminal justice system. Gunnels called for State hospital resources to address this problem. Kathleen Hinman, Human Resources Director, agreed that the Bend area's cost of living may be a deterrent to recruitment and retention efforts. She said it could help to offer creative opportunities to support those who are relocating —for example, allowing remote work before new hires are fully moved. She said many people want the flexibility of remote work and reported that some departments have requested salary increases to keep up with the rising cost of living. BOCC RETREAT JANUARY 18, 2023 PAGE 3 OF 5 Commissioner Chang referred to the results of an employee survey which indicated that staff who have been here for less than ten years experience difficulty in securing rental housing or purchasing a home. Janice Garceau, Director of Health Services, reported on the expansion of the Homeless Outreach Services Team, which has quadrupled the department's capacity to assist persons with mental health issues or substance use disorders. Commissioner Chang spoke to: efforts to reform Measure 110, compulsory treatment for substance abuse disorders, and the need to address the overflow at State hospitals. Discussion ensued regarding possible legislative actions this session. Commissioner Adair encouraged efforts to address obesity, which leads to many health issues. Garceau advised framing this work in terms of nutritious eating and physical activity to foster good health. Break: At the time of 2:52 pm, a break was taken. The meeting reconvened at 3:09 pm. Group Discussion —Budget Priorities: The Board discussed the following potential budget priorities: the need for workforce and other affordable housing, and if and how the County could help buy down the cost of housing for County employees using either TRT or County operating funds, and/or by partnering with other entities; how short-term rentals can constrain housing supply and drive up housing costs; the need for modest starter homes with basic amenities; and the fact that the County was able to lower the property tax rate while home values are rising. Other Items: Deputy County Administrator Erik Kropp reported that two County -owned vehicles are ready to be sent to public auction and asked if the Board supported donating one of these to Mountain View Community Development for use in providing services to persons residing at the safe parking site. The Board was in consensus to support this donation as described. ADJOURN: Being no further discussion, the meeting was adjourned at 5:00 p.m. DATED this Day of 2023 for the Deschutes County Board of Commissioners. BOCC RETREAT JANUARY 18, 2023 PAGE 4 OF 5 ATTEST: f�� � ,l� , ANTHONY DEBONE, CHA R tt m' PATTI ADAIR VICE CHAIR - . �oy el�'z PHIL CHANG, COMMISSIONER BOCC RETREAT JANUARY 18, 2023 PAGE 5 OF 5 Deschutes County Department / Office Summaries FY 2024 Anticipated Opportunities and Challenges 9-1-1 • Hiring and retention of staff • Completion of current radio enhancement plan items and begin discussion and scoping of enhancements or expansion for the next 2-5 years • Complete CAD system software upgrade • Implement procedures for non -law enforcement mental health crisis response program in coordination with Deschutes County Behavioral Health • Coordinate with County IT on establishment and implementation of new cybersecurity policies, procedures and technologies Administration • Support departments and staff (retention, recruitment, training, and recognition; office/space needs; succession planning; major facility projects) • Continue to implement and support initiatives implemented in FY 2023 (Coordinated Houselessness Response Office, internal Diversity, Equity and Inclusion Organizational Assessment, C-PACE, Wolf Depredation and Compensation Committee, Camping Feasibility Study, and more). • Improve operations such as collaborating with Legal to review and enhance the County's contract and document routing processes; Board meeting packet process; procurement; policy review and potential revisions; and more. Sustain service levels during rapid regional growth and change Internal Audit Opportunities • Determine the right audits at the right time to include in the internal audit work plan for FY 2024 and 2025. BOCC goals and input will help frame some audits. • Can the County develop a vision statement that integrates with the mission statement? • Can we leverage technology to provide services across the County? Challenges • Talent acquisition/retention -How is the County addressing hiring and retention demands with the current economic environment in C.O.? • Does the County want to establish any priorities around environmental, social, and governance (ESG) impacts? • ESG performance could be vital to a sustainable and resilient future. How does the County want to focus on opportunities in this space, which could include: tackling climate change, providing financial stability, and supporting affordable housing to name a few. Opportunity could be to report back to the community on what the County is doing. The County could develop additional performance metrics in this area. • Developing more appropriate performance metrics to inform service decisions. Risk • Cyber liability insurance: the cost of coverage continues to increase. We will continue to purchase cyber liability through the Oregon Public Entity Excess Pool (OPEEP) which helps leverage our collective purchasing power. • Continued increase in workers compensation PTSD claims due to a relatively recent state law change that for public safety staff, a PTSD claim is presumed to be work related unless proven otherwise. Assessor's Office • Employee recruitment, training, retention 0 20+% of staff has less than 6 months experience o Multiple key staff will retire in next year and a half • Maintain up to date and accurate assessment records o Ability to accurately and timely appraise all new construction with continued rapid growth, particularly within the incorporated cities. o Accurately tract and update values in volatile real-estate market. o Stay current on tax maps and ownership changes o Maintain timely exemption records, including complex and expanding Low Income Housing and Enterprise Zone exemptions Clerk's Office • Space for conducting elections. In coordination with Facilities and Property Management, the Clerk's Office is currently having a space study conducted. The findings of this study will likely highlight the fact that the Clerk's Office has outgrown its space for conducting elections. The current space designated for the board, observers and balloting is insufficient for conducting large elections. Office layout/workflow, storage and parking during elections are related issues as well. We need to take the information provided from the space study and determine the best path forward that meets the needs of our growing operation. • Implementation of a new voter registration system (Oregon Votes). The implementation of a new voter registration system (Oregon Votes) will require extensive staff training, data conversion, and updates to operational processes and documentation. Aside from the challenges of implementing a new voter registration system are significant opportunities that will improve backend efficiencies and expand voter services. The system will be modernized compared to the existing one that has been in place since 2004 (or 2005). There will be enhanced functionality and reporting which will provide great efficiencies. The public facing portal hosted by the SOS will be significantly improved and offer beneficial features to voters. • Clerk's Office to have a presence in Redmond. With the county office space being added on the Kingwood property in Redmond, the Clerk's Office is looking forward to servicing customers from this new site. The services provided to our Redmond customers will be: recording, issuance of marriage licenses; voter registration and ballot pickup/drop off (during election cycles). Community Development Operations • Retention and Recruitment and Staffing o Employees continue to leave CDD to pursue other opportunities in Central Oregon and out-of-state o CDD committed to ongoing training; while actively recruiting to fill positions (Building Inspectors, Plans Examiners) o Continued staff turnover in Building Safety is causing significant training demands by senior -level staff o Training staff on the complexities of the state building code requires significant resources • Technology o Embracing new technology (Accela, drones for building inspections, website development, community involvement, archiving.) which will help our various divisions monitor their workloads, streamline certain processes, and capture data and information that allows for strategic planning, budgeting, and more efficient day-to-day operations • Unpermitted Short -Term Rentals o Coordinating with Administration, Finance Department, Legal, and the Board to ensure that Transient Room Tax registrations comply with building, land use, and/or onsite wastewater requirements Housing • General o Coordinate with cities on their growth management plans o Efficiently process residential building permits in La Pine and Sisters (among other areas) o Address other issues and opportunities as identified by regional partners • SB 391 o Track 2023 Legislative Session and (anticipated) legislation that decouples SB 391 (Rural ADUs) from SB 762 (Wildfire Mitigation). Prepare amendments for the Board's consideration Wildfire Mitigation • Monitor and prepare to implement SB 762 to address defensible space and building standards to mitigate wildfire hazards/risks in the wildland urban interface Groundwater Monitoring • Collaborate with the Department of Environmental Quality with their groundwater monitoring efforts in South County High Profile Entitlements • City of Bend Outback Facility Expansion o Process plan amendment, zone change, Goal 4 and Goal 11 exception applications • New Landfill Site o Process conditional use and site plan review applications • Thornburgh Destination Resort o Process land use applications Comprehensive and Community Planning • Complete the County Comprehensive Plan update • Complete Tumalo Community Plan update • Complete Transportation System Plan update • Complete a Sisters rural trail plan • Support planning and development of the County -owned 325 acres in the Newberry Neighborhood Community Justice Opportunities • Participate in statewide efforts to modernize demographic and other industry data collection and use to better understand operational activities and how they impact client and community outcomes. • Engagement with community members and partners impacted by community justice. Both divisions have made efforts since 2020 to increase understanding and engagement with those most impacted so that opportunities for success and support are shared by all community members. We anticipate making good strides in this area during FY24, including through some dedicated state funding, and partnerships with youth -serving agencies across the region to create a youth engagement council. • Creating targeted programmatic resources for all members of the community on juvenile or P&P supervision that support their identities, wellness, resilience and success. This includes culturally and gender - responsive initiatives built specifically to support individuals from all of our communities, and efforts to support substance use disorder treatment of individuals on supervision (both juvenile and P&P). • Provide expanded physical space for staff, community and client gathering, meeting and engaging as we look to the end of the pandemic -juvenile and P&P. P&P's yearlong construction project will be concluded in spring 2023, offering many opportunities for space and use collaboration with community partners, and with staff. Challenges • Changes to community justice population numbers and needs: Criminal justice reform, decriminalization of drug possession, impacts of COVID on school and law enforcement practices continue to change juvenile and parole and probation (P&P) in terms of fluctuating referral numbers, state budget allocations, increased basic needs of clients such as housing (particularly for individuals on supervision for sexual offenses or with serious and pervasive mental health disorders), and substance use disorder treatment quality and quantity. • Maintaining capacity for rigorous implementation, monitoring and evaluation of the department's many evidence -based practices. We have held several FTE vacant in anticipation of future budget restriction and in the face of a changing population through the course of the pandemic. These vacancies mean that several administrative and supervisory staff are routinely covering duties for positions other than theirs. This has suppressed administrative and supervisory capacity to conduct robust quality assurance and/or substantially translate research and evaluation efforts that occurred in 2021 and 2022 into operational improvements. • Staff recruitment and retention in the juvenile detention facility. A three-year vacancy rate of 44% has reached critical proportions with impact on staff wellness and threat to youth and staff safety. The department will be working creatively and flexibility to address the dire situation. District Attorney's Office Opportunities • Development of an outreach and training program including more training for law enforcement, high schools and community groups. • Working closely with the Marijuana grant- have a dedicated DA Investigator to write search warrants. • Penthouse project. Scanning old files in order to make the fourth floor of the old courthouse building habitable and useable. Challenges • Employee retention. In 2020, we anticipated that the pandemic would be our biggest operational challenge, but we were wrong. In 2021, while adjusting to the impact of COVID-19, we experienced high rates of attorney and staff turn -over. The impact on work efficiency, productivity and morale was significant. • Addressing the backlog of trials, hearings and the Bench Warrant Queue. The court held more than 1300 warrants due to the limited capacity of the jail and court system during the Pandemic. Due to limited space available for trials, fewer trials than normal have been conducted in the last two years. This has created a backlog of trials that will have to be addressed in the near future, at the same time we have eight homicide cases pending in the courts (six of those set for trial). • Space- Although we have acquired the Mike Maier building space we are still waiting to hear if we will have a dedicated conference room for our office. • The increasing amount of expungements and public records request. Facilities • Addressing current office space and parking needs of County Departments • Addressing long-term facility planning; specifically the updating of the Public Safety Campus Plan and creation of a downtown campus plan, and county- wide facilities planning • Increased capital maintenance requirements due to age of building and continued expansion of County owned and managed square footage • Staffing: Managed growth of department FTE and retention of current employees to meet maintenance and cleaning requirements of recent increases square footage of County facilities (North County Campus, Adult P & P) and demands of remodel and new construction projects • Development and completion of planned capital construction projects including the Courthouse expansion, North County Campus, Adult Parole & Probation project, and related Public Safety Campus projects. Fair & Expo Expo Operations • Organization o Continue to re -organize and expand staff/capabilities o Additional staff for operations to assist with additional/larger events and facility maintenance due to age/use • Financial Viability o Strong bookings going into FY 24 position DCFE well for'24 o Focus on multi -year agreements to provide stability longterm • Facility Improvements o Buildings & Grounds Committee discussions ■ Well/Water • Single largest issue facing DCFE in short term ■ Continued use of Energy Trust Programs to maximum benefit o Fund 617 ■ Continues to grow, but still underfunded. Need to continue to grow this fund to a Fund balance in line with current and future facility needs. • Strategic Planning o DSL Land Acquisition ■ Masterplan planning determinant on acquisition o Master Plan of entire Facility/campus ■ Including to be acquired land Annual Fair • Financial Viability o Budget planning/understanding of Financial/economic condition by summer of 2023 • Traffic Management o Continued evolution of traffic management Plan ■ Focus on both ingress and egress ■ Egress issues minimal in 2022; but ingress issues continue • Parking lot management; key goal for 2023 F i na nce/Tax/Treasu rer • Evaluate long-term financial forecasts, ensure operational stability and structural balance (ongoing revenues equals ongoing expenses), and explore financial solutions for funding capital projects and maintenance. • Monitor ARPA expenditures and ensure approved projects are on track with funds allocated. • With the updated GovOS (MuniRevs) software, continue to improve efficiencies and expanded reporting of Transient Room Tax revenues, including data visualization. • Implement four new financial reporting standards as established by the Governmental Accounting Standards Board (GASB) to ensure financial statements are prepared in conformity with Generally Accepted Accounting Principles (GAAP) as applied to governmental units. • Software implementations, upgrades and training for Munis (financials and payroll), Debtbook (leases and debt), Workiva (financial reporting), and others. • The County lacks central oversight and training of procurement requirements. A formally trained and dedicated central public procurement professional position would provide a robust procurement function and contribute to lower costs, lower litigation risk, higher standardization and improved education and training of staff countywide. The procurement function also needs to evaluate current policies and practices on the use of procurement cards to improve the efficiency and effectiveness of the purchasing process. Health Services Behavioral Health • Challenge: BH clinical positions experience higher than average vacancies. Investments and strategies that improve recruitment and retention should be prioritized. • Opportunity: Federal, State and local BH investments are expanding and improving services to vulnerable populations Public Health • Challenge: PH programs will have an increasing role in responding to environmental hazards and threats • Opportunity: PH modernization and Family Connects Oregon provide investments in PH offerings that will expand services, capacity and innovation Health Services • Challenge: Housing is an across the spectrum challenge. The lack of affordable, accessible and low income housing is impacting both our service population and our ability to retain and recruit staff Human Resources • Create a management work group to address the modernization of County policies and rules. • Bring consistency to employee engagement and performance through establishment and HR support of core competencies for staff in supervisory, managerial, and director -level positions. • Enhancing HR support and expertise through transition to a HR Business Partner model in which departments and offices are assigned dedicated HR staff. • Reorganizing HR to a business partner model to include cross -training of staff while maintaining current service levels. • Support departments and offices in efforts to address staff retention. Commit to looking at feedback from staff surveys and work on addressing individual department needs. • Continue to support employee and supervisory skills training to enhance professional growth and succession planning in anticipation of continued loss of institutional knowledge through retirements. • Remaining a competitive employer in current labor market and competition associated with remote work and upward wage adjustments. • Balance providing robust and competitive health insurance and benefits package while managing the rising costs of health care. Justice Court • Citation filings are up, approaching FY 2019/2020 when JC came close to balancing its budget. However, collections are down 25% due to 2020 legislation removing license suspension for fine non-payment going forward. Collections will be further impacted by Governor Brown's recent order remitting (forgiving) pre-2020 fine balances for citizens with suspended license based on failure to pay. • JC is experiencing an uptick in Sovereign Citizen/Constitutionalist refusal to recognize government authority to require a license to drive. Legal Counsel Retaining current attorneys o The increase in remote work options means that lawyers residing in Bend can remote work for law firms and other legal employers in Portland and the Valley. • Hybrid workplace o We continue to fine-tune our hybrid workplace as the availability of at least some remote work assists with both recruitment and retention. • Behavioral health issues o Recent court decisions have focused a spotlight on the lack of resources available to criminal defendants with mental challenges (Aid & Assist) and others in the community dealing with mental challenges (civil commitment). The lack of available treatment beds compromises the entire system and has turned the civil commitment system into not much more than a revolving door. Legal continues to work with Behavioral Health, St. Charles, the Public Defender's Office and the Court to identify innovative ways to process cases. o The master agreement with St. Charles to provide psychiatric treatment/facilities expires at the end of 2025. St. Charles has indicated willingness/interest to continue beyond 2025, but to date, no significant meetings/negotiations have taken place. Legal will continue to work with Holly Harris and her staff to engage with St. Charles. • New landfill o Legal is working with Admin, SW and other county departments on this complex project. We expect many challenges (both in and out of court). Natural Resources • Increasing the pace and scale of prescribed fire within the County. • Reducing and preventing the future spread of noxious weeds. • Reducing vegetation biomass disposed at landfills and transfer stations. • Reducing juniper encroachment and restoring sage -steppe ecosystems. • Optimizing grant funding opportunities for noxious weed and fuel reduction treatments. Property Management • The effect of houselessness on County -owned property o Overall management of property o Imminent risks, e.g. fire, safety, criminal activity, etc. o Environmental impacts, e.g. solid and human waste, etc. o Economic impact, e.g. delay of DSL land exchange, cost of clean ups (direct to budget), etc. o Recreational impacts, e.g. passive recreation locals and tourists • Address office space needs organizationally due to staff growth • County's real property inventory o Addressing complex issues, e.g. access, encroachments, property line issues o Streamline certain functions by Board delegating authority to Property Manager ■ Certain conveyances, certain easements, etc. • Identify County -owned property and provide support to viable projects that bring affordable housing and shelter options to the region Road Opportunities • HB 2174 (2019 session) has authorized a path to divert SRS funding to an Intergovernmental Entity, which in turn will enable counties to increase PILT funding by approximately $800,000. The Road Department will present a proposal in 2023 to establish an Intergovernmental Entity to allow for increased payments in FY 25. • Upon completion of the TSP and Capital Improvement Plan update (spring 2023), the Road Department will initiate an update to the System Development Charge. • Introduction of several large scale projects into the DC TSP will require regional partnership and coordination. While it is not anticipated that DC will be the lead agency on projects such as the US 97/Quarry Avenue interchange, the County may seek to support efforts of others to pursue funding and project development. Challenges • In FY 24 ODOT will bid the US 97 Project in Terrebonne in a much different bidding climate than during the project scoping phase. Potential exists for significant construction cost increase due to the impact of inflation. ODOT budget constraints may make for interesting conversations between ODOT and the County to address potential budget shortfalls. • It has been a challenge to fill open positions, especially engineering related positions. • Inflation, supply chain, equipment availability continue to impact daily operations and capital programs. Solid Waste • Solid Waste Management Facility Siting o Will be down to three/five sites. ■ Doing technical evaluation • Public Engagement. • Facilities Improvements o Negus Transfer Station construction completion o Southwest Transfer Station planning and design build o Administration office minor remodel • Fire Free o Establish new event location due to landfill limitations o product handling- dispose/grind/compost, o Where do costs reside • Software Updates and Conversions o Cost accounting system replacement o Scale software conversion to multi -site and replication o Negus implementation and integration • New Franchise Agreement Development/Implementation o Solid Waste, Recycling, Composting ■ Intergovernmental Agreement to administer programs for service quality and program compliance ■ Recycling Modernization Act implementation and compliance • New program elements • Reporting requirements ■ Diversion Plan • Design for new infrastructure to Recover/Recycle ( C&D and SSR) and compost in County ■ Waste Characterization Study to identify possible increased diversion opportunities • Landfill Gas Beneficial Use o Contract will be signed in the coming weeks 0 2-year permit/construction period 0 20-year operations with $400,00-600,000+/year revenue for Solid Waste Veterans' Services Opportunities • Work with Quon Design and Communication of new promotional opportunities • Continue to provide and promote top of the line customer service • Open a new outreach office in Redmond when the North County service center opens Challenges • Resume outreach opportunities to local care facilities and in -home services, due to health restrictions ��`�vT E S C0 G2� BOARD OF COMMISSIONERS BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT 12:30 PM, WEDNESDAY, JANUARY 18, 2023 Allen Room - Deschutes Services Building - 1300 NW Wall St - Bend (541) 388-6570 1 www.deschutes.org MEETING FORMAT: In accordance with Oregon state law, this meeting is open to the public and can be accessed and attended in person or remotely, with the exception of any executive session. To view the meeting via Zoom, see below. Zoom Meeting Information: This meeting may be accessed via Zoom using a phone or computer. • To join the meeting from a computer, copy and paste this link: bit.ly/3h3ogdD. • To join by phone, call 253-215-8782 and enter webinar ID # 899 4635 9970 followed by the passcode 013510. CALL TO ORDER AGENDA ITEMS 1. 12:45 PM Commissioner Priorities Break at 1:45 PM 2. 2:00 PM BOCC Scheduling for 2023 / 2024 3. 2:10 PM Committee Assignments Discussion Break at 3:10 PM 4. 3:20 PM Group Discussion: Budget Priorities 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. ADJOURN Note: The Board's annual retreat will resume on Friday, January 20`h OKIDeschutes County encourages persons with disabilities to participate in all oil programs and activities. This event/location is accessible to people with disabilities. If you need accommodations to make participation possible, call (541) 388-6572 or email brenda.fritsvold@deschutes.org. January 18, 2023 BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT Page 2 of 2