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2024-154-Minutes for Meeting April 29,2024 Recorded 6/14/2024Q��vi ES COG2_< BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County C J2024_154 Steve Dennison, County Clerk Commissioners' Journal 06/14/2024 3:52:32 PM oC\�VlFS C�G2� II I I I III I I'll II I I III I I I III ll 111 „ 2024-154 DESCHUTES COUNTY BUDGET COMMITTEE MEETING April 29, 2024 This 2024 Budget Committee meeting was held in the Barnes Sawyer room at 1300 NW Wall Street, Bend and livestreamed on YouTube. Audio and video recordings of the meetings may be accessed at www.deschutes.org/meetings. Present were Budget Committee Members Krisanna Clark -Endicott, Jim Fister, and Judy Trego (Trego arrived at 9:35 am), and Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were County Administrator Nick Lelack, Deputy County Administrators Whitney Hale and Erik Kropp, County Counsel David Doyle, Health Services Director Janice Garceau, Deputy Director of Public Health Heather Kaisner, Deputy Director of Behavioral Health Holly Harris, Health Services Business Officer Cheryl Smallman, Sheriff Shane Nelson, DCSO Business ManagerJoe Brundage, Captain Michael Shults, Chief Financial Officer Robert Tintle, Budget and Financial Planning Manager Dan Emerson, Senior Budget Analyst Camilla Sparks, Management Analyst Laura Skundrick, and BOCC Executive Assistant Brenda Fritsvold. Call to Order: Board of County Commissioners Chair Patti Adair called the Deschutes County Budget Meeting to order at 9:09 am. Public Comment: None Selection of Budget Committee Chair: Commissioner Adair noted the previous Chair of the Budget Committee was Bruce Barrett, who no longer serves on the Committee. Commissioner Chang nominated Jim Fister to serve as Chair of the Budget Committee for 2024. Clark -Endicott seconded the nomination, which was approved 5 - 0 (Trego not present). April 29, 2024 BUDGET COMMITTEE MEETING Page 1 of 11 BUDGET COMMITTEE LAY MEMBER TRAIING David Doyle, County Counsel, summarized State regulations pertaining to the structure and operations of local Budget Committees, noting that all Budget Committee meetings are open to the public and all relevant records are subject to public records laws. Doyle also reviewed the authority and process of the Elected Official Compensation Board, which recommends compensation for all elected officials. Doyle additionally referenced an email provided to all Committee members which answered questions posed by Fister—the questions concerned the role of Committee members, engagement with elected officials, and obtaining information from or otherwise engaging with non -elected County staff. In response to Commissioner DeBone, Doyle said it is not unlawful for a Commissioner to meet with a fellow Budget Committee member, but neither is this a best practice. Doyle particularly advised members of the Committee to guard against discussions that would constitute a serial meeting if had with multiple members of the Committee. Responding again to Commissioner DeBone, Doyle confirmed that the sharing of information between Committee members is permissible. With respect to requests of staff, County Administrator Nick Lelack offered an informal rule that if a request for information, analysis or other response would require 15 to 30 minutes or more of staff time, the request is presented to the full group before any resources are allocated. Commissioner DeBone summarized the advice to be transparent and professional with respect to communications between the Committee members. Lelack agreed, adding that staff cc's all of the Committee members when responding to a question from one so everyone is aware of the information that's being shared. LONG-TERM FINANCIAL FORECAST Robert Tintle, Chief Financial Officer, introduced the presentation from the Finance Department on the long-term financial forecast. Dan Emerson, Budget & Financial Planning Manager, provided an overview of the General Fund, Transient Room Tax and Capital Reserve accounts, explaining the role of the General Fund and the need to maintain adequate reserves to support current service levels, capital maintenance, and future capital construction. Emerson presented a table detailing expected General Fund revenues and expenditures through FY 2028 and reviewed assumptions underlying the forecast, including that property tax collections will achieve a 5.2% growth rate year over year. In response to Commissioner Chang, Emerson confirmed that this growth in the assessed value of property is primarily expected to occur in incorporated areas. Commissioner Chang said in April 29, 2024 BUDGET COMMITTEE MEETING Page 2 of 11 this case, the County should strive to facilitate this growth. Tintle added that for FY 2024, a 5.6% actual increase in property tax collections exceeded the 4.9% anticipated increase. Continuing, Emerson said staff costs are impacted by step increases, labor contracts, cost of living adjustments, and the County's contributions towards employee retirement accounts. Noting other impacts from sustained high inflation and increases in health insurance rates, he referred to a chart showing the historical and projected surplus fund transfers made from the General Fund to the Capital Reserve fund and spoke to the fiscal impacts of known and possible future needs, including operating expenses for the courthouse expansion, when completed, and modifications to voting machines required as a result of ranked choice voting, if approved. County Administrator Nick Lelack reported that the proposers of the Housing Trust Fund will come back to the Board on May 8t", at which time the required oversight and enforcement of this program will be taken up. Continuing, Emerson said although the maximum property tax rate is being levied, expenditures are expected to exceed revenues in FY 2027 or possibly as soon as FY 2026 due to FTE growth and record inflation, among other factors. Trego suggested that the County evaluate all of the properties it owns and consider selling some of these to realize one-time revenues. Commissioner Chang said while Property Management is identifying properties to sell, not all County -owned land can be developed. Lelack added that while this forecast is based on the best information which is currently available, more information will be sought from the departments later this year to fine- tune the assumptions which are used to generate the forecast. Noting that inflation is not subsiding, Commissioner Adair said many private companies are restructuring their organizations and government too needs to become leaner. Clark - Endicott added that the County cannot budget solely according to revenues but must evaluate if expenditures are growing too quickly. Commissioner Chang said the County's population growth puts more demand on services. Continuing, Emerson presented a graph illustrating General Fund expenditures by year from FY 2022 to FY 2028, noting that since 2022, General Fund expenditures have grown at a rate of 10% per year while revenues increased by 5.2% per year. He then shared a graph depicting General Fund surpluses and deficits from FY 2022 to FY 2031, saying that at current expenditure levels, the deficit in FY 2031 is projected to be over $15 million. Emerson said the current annual growth of General Fund expenditures is no longer sustainable and the County may need to substantially reduce growth in FY 2026. Fister said materials and services should be less than 17% of expenditures. April 29, 2024 BUDGET COMMITTEE MEETING Page 3 of 11 In response to Fister, Deputy County Administrator Whitney Hale said in FY 2023, overtime costs were 2.18% of total personnel costs across the entire organization. Turning to the discussion of the Transient Room Tax (TRT) fund, Emerson provided an overview which explained how these revenues are distributed to: Visit Central Oregon for tourism marketing; general County operations; and the Fair & Expo. Emerson shared a forecast projecting TRT Fund revenues and distributions from FY 2024 out to FY 2034, noting this forecast is based on a 2.0% annual increase in revenues rather than the 2.5% anticipated increase previously utilized. Members of the Budget Committee suggested that the proposed budget project flat TRT revenues into the future rather than 2.0% annual increases. Responding to comments, Tintle said the proposed FY 2025 budget will show a decrease in the amount of TRT revenues for FY 2025 as compared to FY 2024. Adding that this fund has no contingency, Tintle said the amounts identified as "discretionary TRT/Capital Reserve" serve as a buffer to the other allocations in case the actual TRT revenues fall short of projections as has occurred the last three years. Continuing, Emerson noted that a portion of TRT revenues will be used to pay the debt service of the bond taken out for the courthouse expansion project. Since TRT revenues are more volatile than others, however, there is a risk that if these revenues fall short, the debt service for the courthouse bond could become a liability to the General Fund and reduce funds available for other uses. Emerson next provided an overview and associated forecast of the Capital Reserve Fund, which relies on transfers from the General Fund and the TRT fund. Current projections do not show any available General Fund revenues for Capital Reserves after FY 2026. In summary, Emerson said because General Fund revenues are being outpaced by costs, for FY 2026 and beyond the County will need to evaluate several options to ensure ongoing financial stability. These options may include: reduced or flat -growth budgeting; decreasing or eliminating transfers for capital needs; reprioritizing services; decreasing or removing the environmental health fee subsidy from the TRT fund; and/or using ARPA dollars to reimburse eligible General Fund expenditures. Commissioner DeBone said the County's financial path is clearly narrowing. He summed up the need to make well -considered, professional decisions and continue to provide services with the resources that are available. Commissioner Chang said while personnel growth is a factor in cost increases, so are significant capital expenditures such as the courthouse expansion project. He suggested that in the future, the County consider funding the latter through discrete bond measures instead of from the General Fund. April 29, 2024 BUDGET COMMITTEE MEETING Page 4 of 11 A break was announced at 10:48 am. The meeting resumed at 10:56 am. ELECTED OFFICIALS COMPENSATION COMMITTEE (Commissioners Adair, DeBone and Chang were not present for this agenda item.) Kathleen Hinman presented materials prepared for the consideration of the Elected Officials Compensation Committee (EOCC) as it convenes to evaluate the current compensation of the County's elected officials along with possible adjustments. Hinman shared that last week, the Board of County Commissioners (Board) had modified the comparable labor market for Deschutes County, as follows: eliminating Jackson County as a comparable; directing the use of Clackamas, Lane and Marion Counties and the City of Bend as comparables; and adding the use of two aggregator surveys which are Oregon - wide. In response to Clark -Endicott, Hinman said the Board directed to drop Jackson County as a comparable because that jurisdiction's budget is smaller than Deschutes County's, and the cost of labor and living in that area is very different. Trego elaborated on the cost of housing in Jackson County as compared to Deschutes County. Laurie Grenya, a consultant with HR Answers, Inc., shared a presentation on the role of the EOCC and factors to consider when determining compensation for elected officials. She explained howjob matching is done and how and why cost of living differentials are determined, and cautioned against causing compression between positions when adjusting salaries. Responding to Fister, Hinman said the City of Bend was suggested as a comparable as it is viewed as the largest public sector competitor with the County in terms of who the County competes with for staff. Discussion ensued about which comparables to use when evaluating and recommending compensation for Deschutes County's elected officials. Fister proposed increasing the compensation of each of the elected officials for FY 2024-25 by a 4% cost -of -living adjustment in line with what non -elected staff are expected to receive. Hinman reminded the Committee of its previous attempts to maintain a minimum 5% difference between each official's salary and that of their closest direct report. At Lelack's suggestion, Fister stated the opportunity for comment from any of the elected officials —no comments were provided. April 29, 2024 BUDGET COMMITTEE MEETING Page 5 of 11 Assessor Trego moved approval of a 4% increase in the Assessor's salary for FY 2024-25. Clark - Endicott seconded the motion, which carried 3 - 0. Clerk Trego moved approval of a 4% increase in the Clerk's salary for FY 2024-25. Clark -Endicott seconded the motion, which carried 3 - 0. County Commissioner Trego recused herself from discussing or voting on the compensation for County Commissioners. Clark -Endicott moved approval of a 4% increase in the Commissioners' salary for FY 2024- 25. Fister seconded the motion, which carried 2 - 0, with Trego having recused herself. District Attorney Trego moved approval of a 4% increase in the portion of the District Attorneys salary for FY 2024-25 which is paid by the County. Clark -Endicott seconded the motion, which carried 3 - 0. Sheriff Trego moved approval of a 4% increase in the Sheriff's salary for FY 2024-25. Clark -Endicott seconded the motion, which carried 3 - 0. Justice of the Peace Trego moved approval of a 4% increase in the Justice of the Peace's salary for FY 2024-25. Clark -Endicott seconded the motion, which carried 3 - 0. Treasurer Trego moved approval of a 4% increase in the Treasurer's salary for FY 2024-25. Clark - Endicott seconded the motion, which carried 3 - 0. Fister asked that if any of these changes would cause a compression issue, that information be brought back to the EOCC before the budget is approved. A break was taken at 11:44 am. The meeting reconvened at 11:47 am. HEALTH SERVICES Health Services Funds Overview: Health Services Director)anice Garceau presented an overview of the Health Services department, including its mission and organizational structure. She also described the April 29, 2024 BUDGET COMMITTEE MEETING Page 6 of 11 department's service areas, as follows: behavioral health, administrative services, and public health. Behavioral Health: Holly Harris, Deputy Director of Behavioral Health, explained the Community Mental Health Program (CMHP) which is designated to provide services mandated by the State. She shared information on mandated services, core services, and safety net services, the latter of which include school -based health centers and outpatient support for mental health and substance use. Harris added that the County's Behavioral Health division is a certified community behavioral health clinic (CCHBC) which provides services at multiple locations outside of traditional settings. Saying that a CCBHC requires integration with primary care to address disease and decrease morbidity, she noted that Deschutes County outperforms other Oregon CCBHCs on nearly every metric. The CCBHC has generated over $20 million in revenue to the County since its inception in 2017. Harris listed services provided by Behavioral Health, including comprehensive care for youth and families and crisis and other intensive services. In FY 2024, the division established a Community Crisis Response Team to ease the burden on law enforcement, among other accomplishments. Public Health: Heather Kaisner, Deputy Director of Public Health, presented an overview of the division's programming and services which include disease prevention, health promotion, emergency preparedness, and environmental health services. Kaisner shared FY 2024 accomplishments, noting that 75% of crisis situations are resolved at the Stabilization Center, with 30% of cases diverted from higher cost care. She added that the division has reduced its staff turnover rate from 15.92% to 6.55%. FY 2024-25 Proposed Budget: Turning to the subject of the Behavioral Health Reserve, Garceau listed allowable uses, optimal uses and planned uses of these funds, with the planned uses as follows: CCBHC integration infrastructure and space needs, certain one-time funding gaps, and maintenance of a 25% operating budget reserve. Commissioner Chang commented that this department pays for its own capital needs. Business Officer Cheryl Smallman presented an overview of the department's financials, focusing on Fund 274. She described revenue sources, including government grants and payments, capitation and fees for service, and transfers from the General Fund. She also April 29, 2024 BUDGET COMMITTEE MEETING Page 7 of 11 described anticipated expenditures, saying major one-time expenditures for FY 2024-25 include needed office remodels and behavioral health housing. In response to Commissioner Adair, Smallman said the projected overtime cost for next year is $108,000 across the department. Smallman added that salaried persons who cover shifts are not eligible for overtime, so may instead receive a stipend in lieu of overtime. Continuing, Smallman reviewed staffing changes from FY 2024 to FY 2025, including the reduction of four FTE COVID staff (these positions were limited duration). She listed short - and long-term fiscal considerations, noting that the department was recently informed that it can claim 15% of federal grants in indirect expenses, an increase from 10%. Near -term issues include expiring funds, including ARPA and other funds related to COVID-19. Long- term issues include the provision of after-hours services at the Stabilization Center, which are difficult to bill out and thus receive revenue for. Responding to Commissioner DeBone, Harris said the department requires a minimum of three people on duty at the Stabilization Center at any one time, although the ideal number is four or five. Discussion ensued regarding the difficulty in delineating the operating costs of the Stabilization Center because its services are tied so closely to the crisis program. Smallman then reviewed the department's three special and capital requests, all of which are included in the FY 2024-25 proposed budget. These requests are as follows: 1. An Administrative Support Specialist for IDD (1.0 FTE) 2. A vehicle for the Community Navigator program 3. Tenant improvements and renovations at the La Pine Community Health Clinic Commissioner DeBone asked about a 3% difference in Fund 274's line item for materials and services. Smallman spoke to efforts to streamline needs and said one-time costs were incurred in FY 2024, which she expected to also happen in 2025. Commissioner DeBone noted the substantially higher cost of many products and services in the general market. A break was announced at 1:57 pm. The meeting resumed at 2:09 pm. SHERIFF'S OFFICE Sheriff Shane Nelson, Business Manager joe Brundage and Corrections Captain Michael Shults introduced the presentation on the DCSO's proposed FY 2024-25 Budget. Brundage expanded on the memo provided in the agenda materials, explaining the establishment, with voter approval, of two separate law enforcement tax districts (Countywide and Rural), which went into effect in FY 2008. April 29, 2024 BUDGET COMMITTEE MEETING Page 8 of 11 Sheriff Nelson said the DCSO is the only Sheriff's Office in Oregon which is not supported by the General Fund —instead, it is directly funded by the voter -created law enforcement tax districts. Nelson referred to an agreement that the DCSO's budget would be supplemented by TRT, and the understanding that this supplement would increase by 3% every year. He noted that the property tax rates for each of the law enforcement districts were increased to their maximum allowed amounts last year. Brundage shared a graph showing the amount of TRT revenues allocated to the DCSO from 2008 to 2024. He added that the Sheriff's Office began contributing to Stabilization Center in 2018. Brundage next reviewed several identified measures to reduce costs. These include maintaining current staffing levels, reducing capital expenditures, and minimizing overtime costs as possible. Captain Shults added that some retired staff provide court or transport services, which helps prevent mandatory overtime. Brundage concluded that the DCSO"s proposed FY 2024-25 budget is slightly below the department's FY 2023-24 budget. Sheriff Nelson sought $700,000 in a one-time TRT allocation in FY 2025 to make up for years in which the TRT contribution was not increased to DCSO. He further proposed that the department's 2024 TRT allocation be increased by 3% for 2025. The sheriff stressed that it is not appropriate to have rural residents bear public safety costs which result from search and rescue responses or other law enforcement services required for people who do not live in the county. Commissioner Chang noted that not every visitor to Deschutes County pays TRT, since some of these people stay with friends, are just passing through, or own second homes here. A break was announced at 3:01 pm. The meeting resumed at 3:16 pm. ECONOMIC DEVELOPMENT OF CENTRAL OREGON (EDCO) Jon Stark, Chief Executive Officer of EDCO, shared information on EDCO's programs and services and presented a FY 2024-25 budget request of $321,389, plus table sponsorships at three events. Stark said EDCO's work is focused on five different industries: high tech, lifestyle products, advanced manufacturing, scientific, and administrative centers. He reviewed revenue sources, including memberships and contracts, spoke to efforts to attract employers to relocate to Central Oregon, and said EDCO mentors and advises companies on matters such as access to capital and business strategies to grow and expand, if desired. April 29, 2024 BUDGET COMMITTEE MEETING Page 9 of 11 Patricia Lucas provided an update on economic development activities in La Pine, including a storefront improvement program, the receipt by the City of $1.5 million to build an incubator building, and the expansion of the La Pine Community Health Center. Eric Strobel provided an update on economic development efforts in Sisters, including the establishment of new businesses such as Leaven and Love which offers gluten -free sourdough bread. Steve Curley provided an update on economic development efforts in Redmond, including the airport expansion project. Brian Vierra, Venture Catalyst Director for EDCO, reported on the number of start-ups in the pipeline and additionally on an innovation hub which was awarded funding from various parties including the State of Oregon, OSU, and the Bend Chamber of Commerce. Don Myll provided an update on economic development efforts in Bend, noting that 100 acres at juniper Ridge will be made available for development in the near future. Responding to Commissioner Chang, Stark said EDCO's overall budget is approximately $1.9 million. VISIT CENTRAL OERGON Dana Whitelaw, Chair of the Visit Central Oregon (VCO) Board, introduced Mackenzie Ballard, VP of Marketing. Ballard shared VCO's extensive efforts to promote tourism in the region, speaking particularly to the establishment of a marketing fund which is used to increase tourism in the off season. Emerson asked why VCO is not anticipating carrying over any funds from 2024 to 2025. Ballard said the organization opted to add initiatives and put some funds towards workforce development. Continuing, Ballard reviewed changes in projected expenditures in FY 2025 using County funds and reported on revenue received from Travel Oregon and how that is spent. She described VCO's marketing program and campaigns, shared the return on digital advertising investments, and provided an overview of the purpose and outcomes of the Future Fund initiative. CONCLUSION Tintle said the proposed budget will be finalized before the Budget Committee reconvenes in May. Committee members offered general comments regarding growing residential development opportunities across the county as urban areas expand and the need to April 29, 2024 BUDGET COMMITTEE MEETING Page 10 of 11 remain cognizant of the financial impacts of high interest rates and other fiscal realities. ADJOURNMENT: At 4:49 pm, Chair Fister declared the Budget Committee meeting adjourned. — ,� n DATED this 1 day of U 2024 for the Deschutes County Board of Commissioners. PATTI ADAI R, CHAIR ATTEST: RECORDING SECRETARY lei ANTHONY DEBONE, VICE CHAIR PHIL CHANG, COMMISSIONER April 29, 2024 BUDGET COMMITTEE MEETING Page 11 of 11 vT E S COG2a BOARD OF COMMISSIONERS BUDGET COMMITTEE MEETING 9:00 AM, MONDAY, APRIL 29, 2024 Barnes & Sawyer Rooms - 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. Members of the public may view the meeting in real time via Zoom or the public meeting portal at www.deschutes.org/meetings. Public comment will be allowed in person and via Zoom. Zoom Meeting Information: This meeting may be accessed via Zoom using a phone or computer. • To join the meeting via Zoom from a computer, use this link: http://bit.ly/3h3ogdD. • To join by phone, call 253-215-8782 and enter webinar ID # 899 4635 9970 followed by the passcode 013510. 9:OOAM 9:00 - 9:05AM 9:05 - 9:20AM 9:20 - 10:30AM CALL TO ORDER PUBLIC COMMENT INTRODUCTION BUDGET COMMITTEE LAY MEMBER TRAINING LONG TERM FORECAST Dan Emerson, Budget Manager April 29, 2024 BUDGET MEETING Pagel of 2 10:30 - 11:30AM ELECTED OFFICIALS COMPENSATION COMMITTEE 11:30 - 11:40AM Recess 11:40AM - 2:OOPM HEALTH SERVICES 2:00 - 3:20PM 3:20 - 3:50PM 3:50 - 4:OOPM 4:00 - 5:OOPM ADJOURN Working Lunch SHERIFFS OFFICE Janice Garceau, Health Services Director Sheriff Shane Nelson ECONOMIC DEVELOPMENT OF Jon Stark, CEO CENTRAL OREGON (EDCO) Recess VISIT CENTRAL OREGON Mackenzie Ballard, VP of Marketing 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, call (541) 388-6572 or email brenda.fritsvold@deschutes.org. April 29, 2024 BUDGET MEETING Page 2 of 2 LOCAL BUDGET LAW (ORS 294.305 to ORS 294.565 and OAR 150-294) • Budget Committee shall consist of members of the governing body and an equal number of electors who are appointed to 3-year terms by the governing body • Appointed Budget Committee members receive no compensation • Appointed Budget Committee members may not be an officer, agent, or employee of the County • The Budget Committee shall hold at least one public meeting and must provide the public with opportunity to ask questions and make comments • The Budget Committee may demand and receive information that the Budget Committee deems necessary and may require the attendance of designated officers/employees of the County • The Budget Committee is subject to Oregon public meetings and public records laws; in this context it is important to be cognizant of the following: - serial meetings and the necessity to avoid - only meet during noticed public proceedings - written communications, if even remotely concerning the budget or the budget process, are subject to public records requests and subsequent production ***************************************************** • From an operational perspective and consistent with best practice, the Budget Committee should work off of the same data base; this is difficult to do if individual Budget Committee members have meetings with county departments/staff apart from the noticed public budget proceedings • Favorable optics, fairness, and public confidence are best promoted through adherence to operational best practices Authority ORS 204.112 mandates that the governing body appoint a county compensation board (consisting of 3 to 5 members) to annually recommend to the governing body compensation for the county elected officers. Comparable Data. The county compensation board (CCB) has discretion to identify the appropriate comparable labor markets. The CCB is not restrained by comparable labor markets identified by staff or the governing body. Process. Upon providing its recommendations to the full budget committee (which of course includes the governing body), the work of the CCB is complete. Discretion of Governing Body. The governing body may accept the recommendations of the CCB, in full or in part, or may disregard the recommendations altogether. Role of Citizen Budget Committee Members - What is the basic role of the BC member? Acting in concert with the other BC members, the primary role is to review, discuss, make additions or deletions, and approve the proposed budget presented by the Budget Officer. Additionally, the budget committee sets the necessary tax rate/levy. - Are the rules different for us than they are for the commissioners? In the context of the budget committee and the budget process; the Commissioners need to adhere to the same rules and processes as the citizen members of the budget committee. - If a department is providing information to the commissioners, can they also provide the same information to the budget committee? Information (requests for and distribution of) should all go through the budget officer (Nick) and/or designated finance staff (Dan). - Are we allowed to "have an opinion" on something in terms of organizing the budget? Certainly, you are entitled to hold views and opinions on issues relevant to the work of the budget committee. - If we see an item in public session, are there any limitations to following up? (via the process the finance team has provided) You have every right to reach out to Nick or Dan to seek information or follow up. The budget committee may ask for information they require "for the revision and preparation of the budget document" (ORB 294.428 (3) and the public hearing on the budget is to afford "an opportunity to ask questions about and comment on the budget document" (ORB 294.426(1)(b)). As already noted, best practice is that information requests go through the budget officer or budget manager. - Are there specific concerns with citizen members having or getting information outside a normal budget cycle process? No legal concerns. However, best practice is that Nick or Dan be your point of contact. - What guideline questions should the citizen members ask themselves? Sorry, do not understand this question. Engaging Elected Officials Do we have different rights or duties as part of the budget committee in terms of engaging or discussing issues with elected officials? No. Just like other folks in the community, you may reach out to elected officials as you see fit. However, if the purpose for reaching out is associated with budget committee business, best practice is that you coordinate through Nick or Dan. - Citizens are allowed to request information from public officials, are we limited by our role? Legally, no. Operationally, best practice is to coordinate through Nick or Dan. - Can elected officials direct staff to work with us or talk to us? That is up to the elected official. Given a quorum is four on the current committee, could a department engage all three of the citizen members in an information session w/o the three commissioners? Technically, yes. However, County Admin, County Finance and County Legal all recommend against non -quorum meetings that occur outside of the official budget committee process. This is the case whether it is one member, two members or three members. In addition, please take care not to discuss specifics of the ensuing year's budget at any such informal meetings until the statutory notice requirements for the first budget committee meeting have been satisfied If we are given information, is it incumbent on us or the office to ensure that all three get the same data? Yes, hence the direction that all inquiries route through dick or Dan. Engaging non -elected staff All three of us have wide-ranging interests and influence, and often engage management or staff in various ways. Where does the line cross from talking to a county employee vs. getting information or being influenced on the budget? There is no bright line. You need to use your best judgment, keeping in mind that the budget committee is a public committee that is to undertake the public's business in an open and transparent manner. - Is there a prohibition for BC members from attending information sessions, such as County College, since those allow you to develop relationships with county employees? No prohibition. - We cannot direct staff in any way, but can we ask questions to get information outside of a formal meeting? Yes, provided those are directed through Nick or Dan. - Is the process for getting info in place for transparency or to filter the information that the committee would otherwise get? Primarily for transparency. Also to allow the budget officer to have knowledge of issues and information that have been requested/obtained to ensure that all budget committee members are privy to the same information. K Getting information - Where does the line cross in terms of getting information to being lobbied or influenced to vote in a certain manner? You have to use your best judgment on that. In a perfect scenario, the budget committee members enter the budget hearings possessing the same information as every other budget committee member and with a mind that is open and not already decided on any particular matter(s). - If, in another role, a budget committee member gets non -confidential information or knowledge about a department, is that prohibited from being used in the budget committee since we got it outside the process? (I'd assume no, but wondering where there are limits) No. That said, best practice is to disclose that information to Nick or Dan if you feel that it has any bearing on the budget matters that the Budget committee will be considering. 3 Date: April 19, 2024 To: Board of County Commissioners From: Dan Emerson, Budget and Financial Planning Manager Re: General Fund Update Commissioners, In preparation for our discussions on April 29 with the Budget Committee, I wanted to provide updated information on the financial status of General Fund (GF) revenues, expenditures, and forecasts. The information presented ,is an update from our mid -year budget discussions. The information in the table below forecasts a best -case scenario of operating General Fund revenues and expenditures through FY28. GF Revenue FY22 Actual I FY23 Actual I FY24 Projected I FY25 Estimate FY26 Forecast I FY27 Forecast FY28 Forecast Property Taxes/Other Tax 33,156,781 34,961,150 38,516,987 39,958,000 42,026,408 44,202,175 46,490,878 Other Revenue 7,150,724 8,334,123 6,834,691 6,617,781 6,771,352 6,640,573 6,807,676 GF Revenue Total 40,307,506 43,295,272 45,351,678 46,575,781 48,797,760 50,842,748 53,298,554 GF Expenditures GF DA Transfers Out-Juv justice Transfers Out - Health Service GF Assessor Other Transfers Out Other GF Departments GF Clerk GF Tax GF Veterans' FY22 Actual I FY23 Actual I FY24 Projected I FY25 Estimate I FY26 Forecast I FY27 Forecast FY28 Forecast 8,677,696 10,906,691 11,400,123 12, 792,303 13, 728, 961 14,735,797 15,818, 233 6,304,397 6,529,064 6,798,630 8,143,712 8,713,772 9,323,736 9,976,397 5,909,168 5,648,912 5,980,140 7,218,715 7,724,025 8,264,707 8,943,236 5,157,534 5,399,847 5,719,602 6,446,794 6,895,787 7,377,777 7,895,318 2,784,121 2,989,304 3,057,627 2,257,589 2,366,041 2,481,739 2,605,187 2,173,050 3,085,847 3,244,619 2,994,637 3,170,334 3,361,300 3,569,032 1,726,621 2,072,135 2,228,642 2,643,643 2,845,208 3,062,542 3,296,917 886,019 834,177 890,966 1,010,434 1,074,837 1,143,858 1,217,861 762,328 758,902 977,540 974,021 1,040,327 1,111,601 1,188,245 GF Expenditure Total 34,380,933 38,224,881 40,297,889 44,481,849 47,559,292 50,863,056 54,410,425 +/- 5,926,572 5,070,391 5,053,789 2,093,932 1,238,468 (20,308) (1,111,871) The current General Fund (GF) forecast uses historical actuals as the basis for assumptions and future year growth estimates. The model is very detailed, the above forecast is a summary of the outputs. The major revenue source of the GF is property taxes. We project a 5.2% year over year increase in the assessed value of property taxes which is in line with the FY25 budget. Major expenditures to the GF include personnel and transfers out. Personnel and Transfers Out are projected to grow by 7% annually due to a combination of continuing high inflation (3.4%), employee personnel step increases, recently bargained labor contracts, new FY26 PERS rates, and incentive pay. The GF forecast estimates a 98% 1300 NW Wall Street, Bend, Oregon 97703 finance@deschutes.org @www.deschutes.org/finance Page 1 of 6 budget to actuals, meaning historical vacancy savings and below budgeted Materials and Services (M&S) costs are captured within the model. With these historical assumptions the GF will have a structural deficit by FY27. The County will need to reduce growth to balance the budget and ensure cash flows cover core expenditures. While the forecast estimates savings from a 98% spending level, budgets are prepared using 100% expenditure levels and must be balanced. The graph below depicts the instability of the GF and shows the decline of the annual transfer of remaining funds after expenditures within the GF. These "surplus" funds are transferred to Fund 060, the County Capital Reserve, and needed every year for capital maintenance, future construction, and other Board priorities. In the past, fund 060 has used these funds to build new County spaces such as the North County building, juvenile justice remodel, and Adult Parole and Probation expansion. When the transfer reaches $0, GF expenditures have outpaced revenues and GF current service levels are no longer sustainable. In addition, the County's capital reserve would not receive a transfer of GF to continue capital endeavors. 8,000,000 7,069,320 7,000,000 GF Surplus Transfer Projection 6,000,000 4,983,197 5,000,000 4,430,707 4,000,000 3,000,000 2,655,363 Notice the decline in surplus transfer was over $2M from FY22 to FY23. If not for raising the County tax levy to the maximum rate, the decline in surplus funds from FY23 to FY24 would have been -$1.6M. We are budgeting a projected --$1.7M decline in surplus funds from FY24 to FY25. This estimate does not include the following potential expenditures: • Fiscal impacts of the salary study • The Housing Trust Fund $1 M • New Courthouse operating expenses • Fiscal impacts of rank choice voting Depending on the outcomes of these items, the GF could be depleted as early as FY26. How did this occur? The expenditure curve caught up to the revenue curve. Page 2 of 6 $60,000,000 $55,000,000 $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 GF Operating Revenue vs GF Operating Expenditures FY22 Actual FY23 Actual FY24 FY25 FY26 FY27 FY28 FY29 Projected GF Operating Revenue GF Operating Expenditures The GF resources only increase at a rate of 5.2% per year. Approximately 1.3% of that increase is needed annually to meet the County s additional cash flow needs in the form of contingency. This leaves the true margin of growth within the GF to be less than 4.0%. When we think of the COLA, and 5% personnel step increases, plus PERS increases, incentive pay, and FTE growth, it is very difficult to stay within 4.0% growth without reductions. In the past, the GF had a large margin of revenue over expenditures that departments could afford to grow at any rate and the impact was virtually unseen. However, over the past few years, record inflation, supply chain issues, new maximum bargaining COLA's, incentive pay, health insurance claims cost spikes and FTE growth, among other factors, have drastically increased the growth of expenditures in the GF. What once was an expenditure curve that was growing marginally faster than revenues, but had more than -$7M of cushion, has shot upward in slope and is nearly surpassing revenues. Today, we anticipate that with the current inflation level and personnel steps, the GF will be depleted as soon as FY26, or FY27 at the latest. Page 3 of 6 Below is a graph of the major expenditures to the GF by year. GF Expenditures by Year 18,000,000 16,000,000 14,000,000 12,000,000 is 14 10,000,000 'q 8,000,000 y j { 6,000,000sm 4,000,000 P' m e,r q r 2,000,000 im GF DA Transfers Out -Juv Transfers Out -GF Assessor Other Transfers Justice Health Service Out 11 j ik � j,s I Other GF GF Clerk Departments GF Tax GF Veterans' ® FY22 Actual 0 FY23 Actual FY24 Projected FY25 Estimate 19 FY26 Forecast FA FY27 Forecast ■ FY28 Forecast Departmental expenditure growth has far exceeded GF revenues. Since 2022 the actual GF operating expenditures are growing at a rate of 10% per year, while revenues are increasing at 5.2% per year. Prior forecasts predicted 5% growth in GF transfers out to departments, in FY25 GF transfers out increased by 11 % despite the elimination of a $625k transfer to the BOCC and County Administration. The current annual growth of GF expenditures is no longer sustainable and reductions in growth will need to occur next FY. FY22 to FY25 Average Annual Growth % GF Revenue Property Taxes/Other Tax Other Revenue Average Growth % FY22-FY25 6.8% -2.5% GF Revenue Average Annual Growth % 5.2% GF Expenditures Personnel Services ISF Average Growth % FY22-FY25 11.7% 18.0% Grant and Contributions -0.8% Other Materials and Services 17.2% Capital Outlay -33.3% Transfers Out (less surplus transfer) 5.8% GF Expenditure Average Annual Growth % 9.8% Note that property tax rate increase is averaging 6.8% year over year growth due to levying the maximum tax rate in FY24. Page 4 of 6 Actual GF Surplus/Deficit (Includes Contingency Requirement) $10,000,000 $5,000,000 $0 FY22 Actual $5,000,000 -$10,000,000 -$15,000,000 -$20,000,000 FY23 FY24 FY25 FY26 Actual Projected At current expenditure levels the deficit would be over -$15M in FY31. The County will need to substantially reduce growth in FY26 and monitor operational growth in future years. What's next? Prior to the FY26 budget development, the GF forecast will be updated to determine how much growth, if any, the FY26 GF budget can sustain. Then potential GF budgetary options will be evaluated , including flat or reduced growth budgeting, elimination or decreased transfers for capital needs, or any combinations of options. Departments will receive direction prior to budget development. Related County Policies: Administrative Policy No. F-14 1. b) Balanced Budget Deschutes County's accounting and budgeting systems are organized and operated on a fund basis. The budget for each fund is balanced, meaning total resources, consisting of beginning net working capital, current year revenues and transfers -in, are equal to total requirements and transfers out, contingencies, unappropriated ending fund balances, and reserves for future expenditures. 2. c) Use of One -Time Revenues One-time revenues or resources shall not be used to fund ongoing operations, unless in the context of a multi -year financial plan to balance expenditures and reserves. One-time revenues should not support ongoing personnel and operating costs. Use of one-time revenues is appropriate for non- recurring capital outlay, debt retirement, contribution to capital reserves, and other non -recurring expenses. Page 5 of 6 2. f) Revenue Management The County will not respond to long-term revenue shortfalls with deficit funding or borrowing to support ongoing operations. Once working capital balances have reached policy levels, expenses will be reduced to conform to long-term revenue forecasts and/or revenue increases will be considered. 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Date: April 24, 2024 To: Elected Officials Compensation Committee From: Kathleen Hinman, HR Director Re: Elected Officials Compensation Committee Meeting - April 29, 2024 Enclosed are the materials prepared for the first EOCC meeting scheduled for April 29, 2024, which include the County's standard comparable market survey for Elected Officials compensation as well as an agenda and presentation from Deschutes County consultant partners, HR Answers, Inc. HR Answers is a Woman -owned Business Enterprise (WEE) located in Tigard, Oregon with over 35 years in business with an experienced team of human resources professionals. The team has extensive experience not only in compensation for private and public sector clients, but also in working with leadership, as well as represented and non -represented employees in its consulting assignments. The team is committed to providing organizations with exceptional consulting by utilizing varied backgrounds and decades of experience. Deschutes County Commissioners provided approval for the County to hire a consultant to complete a Salary, Market, and Equity study for employees. HR staff issued an RFP, conducted first and second round interviews with a Steering Committee earlier this year with the contract being awarded to HR Answers, Inc. This project will encompass a thorough wage review and market analysis for Non -represented and AFSCME represented employees, as well as look at internal equity and pay equity organization -wide. In addition to the project mentioned, the County has partnered with HR Answers to facilitate the work and meetings of the Elected Official Compensation Committee. Deschutes County HR staff, in partnership with HR Answers, will lead the meeting on April 29 and any necessary follow-up meetings scheduled during budget week. Please reach out with any questions you may have; I'd be happy to discuss them with you. 1300 NW Wall Street, Suite 201 Bend, Oregon 97703 (541 ) 388.6553 hr@deschutes.org I www.deschutes.org 0-r E s c�G Q DESCHUTES COUNTY Summary Elected Officials - FY25 Compensation Board Survey Data as 4/24/2024 This survey includes the following elected positions: Assessor Clerk Commissioner District Attorney Sheriff Justice of the Peace Treasurer Salary data was collected from the following Oregon Counties: Population Clackamas 424,043 Lane 384,374 Marion 353,649 Jackson 222,762 Deschutes 212,141 https://worldpopulationreview.com/us-counties/states/or County Compensation Board: https://www.oregonlaws.org/ors/204.112 Table of Contents COLA Summary and Director Pay Reference Compensation Board Blank Recommendation Page Elected Official Total Compensation Survey Summary Elected Official Compensation Survey Detail Pages Assessor Clerk Commissioners District Attorney Sheriff Justice of Peace Treasurer/Chief Financial Officer ELECTED OFFICIALS - FY25 COMPENSATION BOARD SUMMARY OF COLA HISTORY Elected Official COLA Summary 7/1/2016 7/1/2017 7/1/2018 7/1/2019 7/1/2020 7/1/2021 7/1/2022 7/1/2023 Elected Officials COLA COLA COLA COLA COLA COLA COLA COLA Assessor 2.0% 6.0% 3.0% 20.0% 0.0% 3.3% 10.0% 9.0% Clerk 3.0% 2.5% 2.1% 17.0% 0.0% 1.5% 5.5% 10.0% Commissioners 5%* 5.0% 3.0% 6.0% 0.0% 3.3% 5.5% 12.0% District Attorney 1.5% 2.5% 7.0% 26.0% 0.0% 6.6% 8.0% 35.0% Justice of Peace 0.0% 2.5% 2.1% 23.0% 0.0% 1.5% 5.5% 4.0% Sheriff 1.5% 2.5% 2.1% 9.0% 0.0% 9.6% 5.5% 10.0% Adj. to Adj to Ad to 1 1.5% on No Ch to 9 Annual Salary Established vs. Treasurer (Stipend) 1.5% 2.5% $5112/yr $426/yr $5110/yr stipend stipend stipend 'Treasurer Stipend, Order #2020-005 Non -elected positions 7/1/2016 7/1/2017 7/1/2018 7/1/2019 7/1/2020 7/1/2021 7/1/2022 7/1/2023 Bargaining Unit COLA COLA COLA COLA COLA COLA COLA COLA IUOE, FOPPO, DCSEA, DCDAA 1.5% 2.5% 2.1% 1.6% 2.5% 1.5% 5.50% 4.0% 911 1.5% 2.5% 2.1% 1.6% 2.5% 1.4% 5.50% 4.0% NON -REP 2.0% 2.5% 2.1% 1.6% 2.5% 1.5% 5.50% 4.0% AFSCME 1.5% 2.5% 2.1% 1.6% 2.5% 1.5% 5.50% 4.0% FY25 DIRECTOR PAY FOR REFERENCE COLA: 4% (proposed FY25 Budget) Annual Salary Reflects 4 % COLA for FY25 Director Pay Grades 7 Steps, 5% spread between steps Job Description Grade Min Mid Max Director, 911 N426 $63.91 $73.98 $85.64 Director, Facilities $132,421.52 $153,286.56 $177,446.08 Director, Fair & Expo Director, Solid Waste Director, Community Development N427 $67.10 $77.68 $89.92 Chief Financial Officer $139,031.20 $160,952.96 $186,314.24 Director, Community Justice Director, Health Services Director, Human Resources Director, Info Technology Director, Public Works Deputy County Administrator N428 $70.46 $81.56 $94A2 $145,993.12 $168,992.32 $195,638.24 County Administrator N270 $107.39 $122.83 4 steps $222,512.08 $254,503.76 2 DESCHUTES COUNTY Compensation Board - Recommendation Summary Elected Officials - FY25 Changes effective July 1, 2024 FY25 Adjustment Elected Officials Recommendation Notes/Consideration TBD Assessor TBD Clerk TBD Commissioners TBD District Attorney TBD Sheriff TBD Justice of Peace TBD Treasurer Recommendations made with the goal to maintain County's Compensation Philosophy. Additional consideration for FY25 COLA application as survey data does not reflect FY25 COLAs applied to comparator counties. County Compensation Philosophy: 5% above Market Average FY25 Proposed Cost of Living Adjustment: 4% V DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Annual Compensation Comparison Summary Survey Data as of 4/24/2024 COUNTY gssassor Clark Gomm(ssionar Attorney District ntom (State B, County Portion) Sheriff Justice of Peace (annualized, currently� �,BOFT�J Treasurer PERS Deterred Canp� Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Clackamas $ 152,228 $ 170,906 $ 123,056 $ 138,154 $ 125,085 $ 140,433 $ 281,523 $ 295,879 $ 219.636 $ 246,585 $ 128,982 $ 144.808 $ 145.973 $ 163.884 Yes -6% 6.27% Jackson $ 130,083 $ 137,888 $ 115,107 $ 122.014 $ 143,416 $ 157,109 $ 204,144 $ 206,521 $ 167,836 $ 177,905 $ 100,402 $ 106,426 $ 159,806 $ 169,395 Yes -6% 0.00% Lane $ 144,228 $ 163,024 $ 133,286 $ 143,949 $ 87,869 $ 100,519 $ 228,381 $ 234,133 $ 174,282 $ 206,776 $ 118,032 $ 127,475 $ 154,627 $ 163,905 Yes -6% 2.00% Marion $ 145,018 $ 164.595 $ 127,296 $ 144,481 $ 121,077t36.41 $ 218,371 $ 225,641 $ 187,720 $ 213,062 $ 118,518 $ 134,518 $ 118,914 $ 134,967 Yes -6% 7.50% Deschutes Averse excludes DC : 169,437 $ 142 889 189,393 $ 159103 141,351 $ 124 686 155,249 $ 137149 $ 125,152 $ 119 362 2$ 26,767 $ 233 105 239 629 $ 240544 202 914 $ 187 368 227 059 $ 211 082 134 751 $ 116 483 151 585 $ 128 307 164 764 $ 144 830 168 693 $ 158038 Yes - 6% 3.00% %DC Com ared: 15.67% 15.99% 11.79% 11,66% 4.63% -2.79%-0.38% 7.66% 7.04% 13.56% 15.36% 6.42% 6.32% Avers a+5% excludesDC: $ 150,034 $ 167,058 $ 130,920 $ 144,007 $ 125,330 $ 244,760 $ 252.571 $ 196,737 $ 221,636 $ 122,308 $ 134,722 $ 152,072 $ 165,93% DC Com eyed: 11.46% 11.79% 7,38% 7,24% -0.14% -7.93% -5,40% 3,04% 2.39% 9,23% 11.12% 1.74% 1.63% 50th Percentile excludes DC): $ 144,623 $ 163.809 $ 125,176 $ 141,052 $ 123,081 $ 138,928 $ 223,376 $ 229,887 $ 181,001 $ 209,919 $ 118,275 $ 130,996 $ 150,300 $ 163,894 %DC Compared: 14.65% 13.51% 11.44% 9.14% 1,65% 1 -1.84% 1.50% 1 4.07% 10,80% 7.55% 12,23% 13,58% 2.88% 2.84% 75th Percentile excludes DC : $ 150,426 $ 169,328 S 131,789 $ 144,348 $ 138,833 $ 152,940 $ 268,238 $ 280,443 $ 211,657 $ 238,205 $ 126.366 $ 142,235 $ 168,512 $ 168,022 DC Compared: 11.22% 0,06% 6.76% 7,02% -10.93% -12.11% -18,29% -17.03% -4.31% -4.91% 6.22% 6A7ro -2.42% 0.40% Notes: Notes: Elected Officials are on a standard 173,3312080 Pay Schedule Total Pay includes any Add Pays, such as Auto Allowance, but does not include standard cell phone, etc 457 Contribution for DC Elected Officials is a "match" - maximum 3% Lane Countyprovides 2%deferred comp into a 457 for all non -represented positions, including elected, with the exception of commissioners who have declined it Longevity pay is included in Total Pay summary for DC officials, County Commissioners do not receive Longevity Pay. Comparators do not pay longevity pay to any of their elected officials. DA: Base and total salaries include State of Oregon monthly salary For none/acted positions, where applicable, annual salary represents top of pay range DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Survey Data as of 4/24/2024 Assessor The Deschutes County Assessor is responsible for identifying all taxable properties within the County and assigning values and property taxes to those properties. The County Assessor also prepares the County's annual assessment roll. County Annual Salary " PERS Contribution 401(K)/457 Contribution Other Add Pay (Auto, Longevity, Etc.) Total Pa Clackamas (elected, Assessment & Tax) Jackson (elected, does not have Tax) Lane (elected, Assessment & Tax) Marion (elected, Assessment & Tax) $152,228 $130,083 $144,228 $145,018 6.0% 6.0% 6.0% 6.0% 6.27% 2.0% 7.5% $6,720 $170,906 $137,888 $163,024 $164,595 pesci?Utes (electd, does itot have Tax) 169 437 6.OfJ% 3,00% $4,44t) 189 393 Average (excludes DC): $ 142,889 $ 159,103 % DC Compared: 16% 16% Average +5% (excludes DC): $ 150,034 $ 167,058 % DC Compared: 11% 12% 50th Percentile excludes DC): $ 144,623 $ 163,809 % DC Compared: 15% 14% 75th Percentile (excludes DC): $ 150,425 $ 169,328 % DC Compared: 11 % 11 % 2nd in Command N424/Step 7 Deputy Director, Assessor Annual Salary PERS Longevity Total Pay FY24 - 4% COLA $ 154,761 6% 1 $ 4,440.001 $168,753 % Diff Assessor to Deputy 9% FY25 - 4% COLA $ 160,951 6% 1 $ 4,560.001 $175,442 % Diff Assessor to De ut 5% Notes: ORS 308.005 "Assessor" as defined, includes Deputy Assessor. [Amended by 1979 c.689 §25; 1981 c.804 §28; 1995 c.79 §123]® Lane receives a car allowance of $560/mo (6,720 per year) Lane County is Home Rule 5 DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Survey Data as of 4/24/2024 Clerk The County Clerk is chief election official, official keeper of all public records, processing all real property transactions, plats, Commissioners' Journal documents and Board of Property Tax Appeal petitions, and also issues marriage and antique dealers licenses and accepts passport applications. Other Add Pay 401(K)1457 (Auto, County Annual Salary PERS Contribution Contribution Longevity, Etc.) Total Pay Clackamas $123,056 6.00% 6.27% $138,154 Jackson $115,107 6.00% 0.0% $122,014 Lane (non -elected) $133,286 6.00% 2.0% $143'949 Marion $127,296 6.00% 7.5% $144,481 Average (excludes DC): $ 124,686 $ 137,149 % DC Compared: 12% 13% Average +5% (excludes DC): $ 130,920 $ 144,007 % DC Compared: 8% 8% 50th Percentile (excludes DC): $ 125,176 $ 141,052 % DC Compared: 13% 10% 75th Percentile (excludes DC): $ 131,789 $ 144,348 % DC Compared: 7% 8% 2nd in Command N415 Min Max Elections/Recording Supervisor $ 74,442.82 $ 99,760.38 • Diff Clerk to Supervisor: 47% FY25 COLA: $ 77,420.53 $ 103,750.63 • Diff Clerk to Supervisor. 45% n4oies. Lane no longer receives a car allowance 6 DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Survey Data as of 4/24/2024 Commissioner The Board of County Commissioners is comprised of three elected officials who serve four-year terms. The Board is elected at large, serves as the public's elected advocate, and is the policy making body of Deschutes County government. The Board's duties include executive, judicial (quasi-judicial), and legislative authority over policy matters of countywide concern. County Annual Salary PERS Contribution 401(K)/457 Contribution Other Add Pay (Auto, Longevity, Etc.) Total Pay Clackamas Jackson Lane Marion $125,085 $143,416 $87,869 $121,077 6.00% 6.00% 6.00% 6.00% 6.27% 0.0% 0.0% 7.5% $4,800 $6,960 $140,433 $157,109 $100,519 $137,422 Deschutes 125152 6,0©Q1° 3<fJ% 136 415 Average (excludes DC): $ 119,362 $ 133,871 % DC Compared: 5% 2% Average +5% (excludes DC): $ 125,330 $ 140,564 % DC Compared: 0% -3% 50th Percentile (excludes DC): $ 123,081 $ 138,928 % DC Compared: 2% -2% 75th Percentile (excludes DC): $ 138,833 $ 152,940 DC Compared: 1 -11 % -12% Notes: Longevity Pay eliminated for DC Commissioners and added to base pay in FY17 1 DC Commissioner has elected Not to participate in 3% Deferred Comp match Jackson receives mileage of $4,800 per year, $774 for cell phone Lane receives a car allowance $670/month, $8040/year; Commissioners are currently waiving 2% DefComp Clackamas offers Chair 2% more per month 7 DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Survey Data as of 4/24/2024 District Attorney The District Attorney's Office represents the State of Oregon in all criminal cases filed in Deschutes County, advocating for victim's rights and enforcing the laws of the State of Oregon. County State Salary County Stipend PER$ Contribution 401(K)1457 Contribution (Auto, Longevity, Etc.) Total County Pay (State and County) Total Pay Clackamas $164,520 $117,003 6.00% 6.27% $131,359 $281,523 $295,879 Jackson $164,520 $39,624 6.00% 0.00% $42,001 $204,144 $206,521 Lane $164,520 $63,861 6.00% 2.00% $8,040 $69,613.08 $228,381 $234,133 Marion $164,520 $53,851 6.00% 7.50% $61,121 $218,371 $225,641 4 udes Con -3% 0% 79,825 $ 244,760 $ 252 -8% -5% 65,367 $ 223,376 $ 22S % 1% 4% 115,923 $ 268,238 $ 28C % -18% -174 Notes: Clackamas comps are higher - DA received 11.65%, plus COLA - for reference, they also use Multnomah & Washington County as a comparator Notes: State Salary: $13,710/mo (6.5% COLA 12/23) Lane receives a car allowance of $670/mo (8040 per year) - included as Other Add Pay 8 DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Survey Data as of 4/24/2024 Sheriff The Deschutes County Sheriffs Office is a full service organization providing patrol, criminal investigations, corrections, civil and search and rescue. Special operations include a Marine Patrol, K-9 units, and Forest Patrol. PERS 401(K)1457 (Auto, Total Pay County Annual Salary Contribution Contribution Longevity, Etc.)_ Clackamas $219,636 6.00% 6.27% $246,585 Jackson $167,835 6.00% 0.00% $177,905 Lane $174,282 6.00% 2.00% $17,176.92 $206,776 Marion $187,720 6.00% 7.50% $213,062 Average (excludes DC): $ 187,368 % DC Compared: 8% Average +5% (excludes DC): $ 196,737 % DC Compared: 3% 50th Percentile (excludes DC): $ 181,001 % DC Compared: 11 % 75th Percentile (excludes DC): $ 211,657 DC Compared: -4% $ 211,082 7% $ 221,636 2% iM 8% $ 238,205 -5% 2nd in Command Reflects FY25 COLA & Longevity Base Pay Longevity Rates Total PaL--] Captain, N4256 $ 178,133.28 6% $ 5,700.00 1 $ 194,863.28 % Diff Sheriff to Captain 12% Min Max 11-Indersheriff, N427 (not assigned): $ 139,568.00 $ 187,033.60 Notes: OARs: Sheriffs salary shall be fixed in an amount which is not less than that for any member of the Sheriffs staff Lane County - receives a car allowance of $670/mo, $8040 per year (increased 2023) and an additional 6% Advanced DPSST certification pay - - included as Other Add Pay 9 DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Survey Data as of 4/24/2024 Justice of the Peace Justice Court is a state court administered by the County, under the direction of an elected Justice of the Peace. Justice Court handles traffic and ordinance violations, small claims and certain civil matters. utner An vay (Auto, PERS 401(K)1457 Longevity, County Annual Salary Contribution Contribution Etc.) Total Pay Clackamas (Atty) $128,982 6.00% 6.27% $144,808 Jackson (new EE - lower step) $100,402 6.00% 0.00% $106,426 Lane (reflects FT salary, currently at. 5FTE) $118,032 6.00% 2.00% $127,475 Marion $118,518 6.00% 7.50% $134,518 Average (excludes DC): $ 116,483 % DC Compared: 14% Average +5% (excludes DC): $ 122,308 DC Compared: 9% 50th Percentile (excludes DC): $ 118,275 DC Compared: 12% 75th Percentile (excludes DC): $ 12 DC Compared: 6% Reflects FY25 4% COLA Min Max 2nd Cmnd: Court Admin, N418 $ 89,614.00 $ 120,103.48 % Diff JoP to Administrator: 11 % $ 128,307 15% $ 134,722 11% $ 130,996 14% $ 12 6% Notes: JOP an attorney: DC, Clackamas, and Marion 30% of time spent on small claims, 50% on traffic trials and arraignments, 20% of time on admin and misc. Jackson County justice doesn't do small claims, all in circuit court 10 DESCHUTES COUNTY FY25 ELECTED OFFICIALS SALARY SURVEY Survey Data as of 4/24/2024 Treasurer The Finance Department is responsible for collection of property taxes, accounting services, treasury management and financial advice to Administration and the Board of County Commissioners County Annual Salary PERS Contribution 401(K)/457 Contribution ' Uther Add Pay (Auto, Longevity, Etc.) Total Pay Clackamas (elected) Jackson - Finance Director serves as $ $ $ $ 145,973.04 159,806.40 154,627.00 118,913.60 6.00% 6.00% 6.00% 6.00% 6.27% 0.00% 7.50% $ $ $ $ 163,883.93 169,394.78 163,904.62 134,966,94 Treasurer (non-elected/Home Rule) Lane (non -elected) Budget/Financial Planning Manager County Treasurer Marion (elected) DeSCtluteS Count elected 5 .. '.,, $77,383 &00% 3,00% $: $4,347.99:' Des6filutes;Cquhtjll,(iEuivalent $154764 6,00%. 3.00% $ 168;692;7ki Average (excludes DC): $ 144,830 $ 158,037.57 % DC Compared: (1.0 Equivalent) 6% 6% Average +5% (excludes DC): $ 152,072 $ 165,939.45 % DC Compared: (1.0 Equivalent) 2% 2% 50th Percentile (excludes DC): $ 150,300 $ 163,894.28 % DC Compared: (1.0 Equivalent) 3% 3% 75th Percentile (excludes DC): $ 158,512 $ 168,022.24 % DC Compared: (1.0 Equivalent) -2% 0% Notes: FY24 - DC Treasurer salary was set to .5 of CFO Mid -Range Pay Grade N427 FY25 Rates CFO Pay Grade: I N427 MIN I MID I MAX FY25 4% COLA $67.101 $77.681 $89.92 $139,568.001 $161,574.401 $187,033.60 Is ELECTED OFFICIALS COMPENSATION PRESENTED BY; LAURIE GRENYA, HR ANSWERS, INC. RESPONSIBILITY REVIEW OF PREVIOUS COMPARABLES DEFINED IN OREGON WORKAND DISCUSSION REVISED STATUTE QUESTIONS NEXT STEPS ORS 204.112 - County Compensation Board (1) Each county governing body shall appoint a county compensation board. A county compensation board shall consist of from three to five members, who are knowledgeable in personnel and compensation management. (2) The county compensation board shall annually recommend a compensation schedule for the county elective officers mentioned in ORS 204.005 (Election or appointment of county officers). (3) The county compensation board shall annually review the compensation paid to persons comparably employed by the State of Oregon, local public bodies and private businesses within a labor market deemed appropriate by the board for each elective officer; the county compensation board shall take into account such factors as ■ The number of employees supervised, and the size of the budget administered by each elective officer, ■ The duties and responsibilities of each elective officer, and; ■ The compensation paid to subordinates and other appointed employees who serve in positions of comparable management responsibility; ■ prepare and approve by majority vote a recommended compensation schedule for the elective officers and shall submit the recommended compensation schedule to the county governing body. (4) Notwithstanding subsections (1) to (3) of this section, the sheriff's salary shall be fixed in an amount, which is not less than that for any member of the sheriff's department. (1989 c.941 §11 lobs Included ■ Assessor ■ Clerk ■ Commissioners ■ District Attorney ■ Justice of the Peace ■ Sheriff ■ Treasurer Comparators ■ Clackamas ■ Lane ■ Marion ■ Jackson Are the comparators the best for our County? ■ Consideration of cost of living ■ Consideration of comparable jobs ® What comparables will be used going forward? Reminder ORS provides: "State of Oregon, local public bodies and private businesses within a labor market" ■ What data points will be collected? Reminder ORS provides: "...shall take into account such factors as the number of employees supervised and the size of the budget administered by each elective officer, the duties and responsibilities of each elective officer, and; the compensation paid to subordinates..." c �m • • • •-WjgpAA Brenda Fritsvold From: Whitney Hale Sent: Friday, April 26, 2024 2:05 PM To: Brenda Fritsvold Subject: Fw: Elected Officials Compensation Committee Meeting - 4/29 Attachments: HR Memo _ EOCC 2024.04.24.pdf; Deschutes POC 4 16 2024.pptx; DC FY25 EOCC 2024MAY - Current comparables.pdf Forwarding in advance of Monday's EEOC meeting. Thank you! From: Kathleen Hinman <Kathleen.Hinman @deschutes.org> Sent: Friday, April 26, 2024 1:45 PM To: Kathleen Hinman<Kathleen.Hinman@deschutes.org>; Nick Lelack <Nick.Lelack@deschutes.org>; Whitney Hale <Whitney.Hale @deschutes.org>; Erik Kropp <Erik.Kropp@deschutes.org> Subject: Elected Officials Compensation Committee Meeting - 4/29 Greetings Deschutes County Elected Officials (bcc) - On Monday, April 29, the Deschutes County Elected Officials Compensation Committee (EOCC) will convene at 2pm as part of the Budget Committee update meeting. This year the County has partnered with a consultant, HR Answers Inc, to facilitate the EOCC process. The committee members received the attached materials in preparation for the discussion this Monday. The agenda is focused on reviewing roles and responsibilities, review of previous processes, and discussion on comparable positions and next steps. At Monday's meeting, the committee will be provided the recent direction by the Board to adjust the comparable labor market for Deschutes County as mentioned below. The committee may have specific questions or requests for information which HR staff will work to gather, and the committee may seek information directly from staff and County leadership during the meeting. If there is interest, the agenda can afford some time for our leadership to share directly with the EOCC, this sharing will be for consideration and not necessarily for soliciting an immediate response as the EOCC will need time for public discussion, data review, deliberation, and making a motion. Please reach out if you plan to attend the meeting, wish to share information, or have any questions generally as I'd be glad to discuss this with you. Thank you, Kathleen Hinman I Director Pronouns: She/Her - for more information click here COUNTY Pf?t!`AAN. tit:;€:}WR€E5, Tel: (541) 385-3215 I Kathleen.Hinman@deschutes.org From: Kathleen Hinman Sent: Wednesday, April 24, 2024 12:59 PM To: _Department Heads Only <DepartmentHeads@deschutes.org> Subject: Competitive Labor Market - Salary, Market, and Equity Review Update Greetings Department and Office Leadership: Thank you for providing feedback on defining the County's labor market by completing the compensation philosophy survey and for the engaging conversation during the Department Leader Retreat last Friday. As mentioned, attached are the materials shared by HR Answers from Friday's labor market discussion at the Department Leader Retreat. The consultants and I met with the Board on Monday to introduce the consultants, a brief project overview, and to seek direction on defining the competitive labor market to be used. Today, we followed -up with the Board presenting options for consideration in establishing a competitive labor market. The Board approved continued use of Clackamas, Marion, and Lane counties, and added the City of Bend and Oregon -wide aggregator surveys - Economic Resource Institute and Comp Analyst. The Board dropped Jackson County from the comparable labor market list. The project will use a geographic adjustment for each location to address cost of living and cost of labor differences compared to Deschutes County; this is a best practice and was used in the 2017 Salary Study as well. Additionally, the Board approved use of the Oregon -wide aggregator survey to ensure the impacts of the Portland labor market are reflected in our comparable labor market. Please reach out with any questions, I'd be glad to discuss them with you. Best, Kathleen Hinman, IPMA-CP I Director C Pronouns. She/Her for more information click here cy S ;.. k' S €... lo,..: ! t! 't if t"c ij 1.A 11,14 R f'.. ,s 1300 NW Wall Street I Bend, Oregon 97703 Tel: (541) 385-3215 1 Kathleen.HinLiian@—deschutes_o� Enhancing the lives of citizens by delivering quality services in a cost-effective manner. Health Services Janice Garceau, HS Director Holly Harris, BH Director Heather Kaisner, PH Director Cheryl Smallman, Business Officer �� 2 Strategies* Health Services Review * FY24 Fiscal Resilience Budget r • Picture Preparing for Budget Hearing 5 ES COG�a o � Community Mental Health Program (CMHP) Designated by LMHA to provide services mandated by ORS 430.610 • . - • Services Civil Commitment Aid & Assist Psychiatric Security Review Board (PSRB) Core Services 24/7 Crisis Services, Forensic Diversion, EASA, ACT, Youth Wraparound, Older Adult Services, and others Safety Net Services School Based Health Centers, MH & Substance Use Outpatient, Employment & Housing Supports, CCBHC, etc. • CCBHC status required profound system change and improvements • CCBHC generated over $20 Million in revenue since 2017 Deschutes County outperforming Oregon nearly metric included CCBHC in State Medicaid throughPlan 11. which reformed M1 10 in 2024. a pilot program 7 • Woman (45) with symptoms of manic episode served at DCSC as crisis walk in • Attends intake; scheduled for crisis psychiatric appointment • Referred to Community Support Services team who connects her to primary care for diabetes treatment • 17 y/o son showing MH symptoms & homeless; referred to EASA assessment and a youth shelter • 8 y/o daughter has trauma and Autism diagnosis; seen by child therapist & enrolled in Wraparound • Daughter receives I/DD case management & coordination with Wraparound team FY 24 BH hts • Established Community Crisis Response Team (CCRT), an award - winning program that is now responding to over 80% of all crisis calls without Law Enforcement. Added integrated care and youth drop in services (the Drop) in Redmond. Received $ 1.5 million award for Stabilization Center as a 'shovel Unique & Mandated Role of Local Public AuthorityORS Communicable Disease Prevention & Management Environmental Health, Preparedness & Engagement Clinical & Family Services Prevention & Health Promotion Vital Records j 2 10 FY 24 PH Highlights Increased access to Public Health Reproductive Health and WIC services. Actively responded to a growing number of Public Health threats. Re -structured Public Health to better align and sustain core programs & services & prepare for the end of COVID-19 funding. T E s c0G�� o < 75% of crises resolved at Stabilization Center; 30% diverted from higher cost care Harriman Health Care clients have better hypertension & diabetes control than general Mosaic population Rapid Response to OD Crisis is saving Deschutes County lives Generated $10.6 million in new revenue Repurposed vacancies - saved $1.7M Negotiated PMPM for Perinatal Care - $360K Rebalanced CCBHC: now generating revenue L Reduced employee turnover rate by 59%; ( \)TES co from 15.92 % to 6.55% Maximized Match: $2.1 M CGF creates $4.2M lu G2� o 14 Health Services Minimizes Impact to CGF Increase due o COLA and ISF alone CGF request to I maintain curren"I service levels is •` 15 Behavioral How wegot ' �=mA • State did not continue CCBHC • DCHS did not budget CCBHC revenue • CCBHC PPS approved after budget submitted • Unplanned CCO pandemic investments • Unanticipated 2023 30% BH Rate increase • IMPACTS Grant for DCSC continued • Reduced costs during pandemic • Pandemic related vacancy savings • Discomfort with growth of Health Services \,\v1ES C-0(/ O < Allouua�e Uses Optimal Uses Comprised of Medicaid dollars, so must be spent directly on mental health service related costs m May not be used to replace Local Match Cover one-time investments in infrastructure Maintain safety net reserve ® Offset CGF not needed for Local Match Behavioral Health CCBHC Integration Infrastructure and 1M*ce Needs: 65M approved* 3.45M additional anticipated Maintain 25% BH Operating Budget Reserve 16 Transfer In - General Fund Beginning Working Transfer In - TRT 8% Capital Transfer Ir Reser 6% Chargesfo Services 4% 17 Government Grants & Payments (+18%) Capitation & FFS (+4%) Charges for Services (+17%) Capitation Government Room a4% � :aid.FFS Grants & "o Payments� � :r24��0 County• • 44% 18 Health Services Fund 274 Overview Tra n sf( 2' Capital C 2% 0f i! a Personnel (+14%) 0 M&S (+3%) ® ISFs (+27%) Major one-time expenditures La Pine Community Health Center Courtney & WSSB Remodel BH Housing �uTES CO Redmond SRTF � G2� o (FY24) (FY25) 419.3 W +1.0 Admin Support Spec I/DD (Special Request) - 4.0 COVID staff (Limited duration) - 0.5 PH Management Analyst - 0.2 Prevention CHS II (regular, insufficient funds) \),v1ES CO o < 1 FY 24-25 Department Fiscal Issues Short-term Fiscal Issues Increasing personnel costs Increasing indirect expenses Expiring funds ® COVID-19 • Crisis Program - QC IMPACTS, H B 5202, DCSO funding uncertain, COHC Q Public Health funding C" Crisis Program - After-hours Stabilization Center services 8 Space in Downtown Area Client acuity and team -based service model impact on billable hours • ARPA ��vTES CMG • BH Workforce o < 21 # Title Area Purpose 1 IDD BH 2 Vehicle for Community BH Navigator 3 Tenant Improvements and Renovation Add 1.0 FTE Admin Support Specialist Grant funding; adds one vehicle for Program Leasehold improvements, including BH technology costs, at La Pine Community Health Clinic. All are included in the FY25 Requested Budget �viES C-0& o 3m Z E S COG2� o < Eat 18 8 3 BEND LAPINE S c h o o l s EDUCATING THRIVIN G STUDENTS March 20, 2024 OFFICE OF THE SUPERINTENDENT Education Center 52o N.W. Wall Street Bend, Oregon 97703 To the Deschutes County Board of County Commissioners and Budget Committee: This letter is to confirm Bend -La Pine Schools' commitment to work with you for years to come through the Healthy Schools initiative, including our commitment to 50% matching funding. We have seen extensive benefit to our districts' students and families and staff and administrators in this short amount of time, and we are eager to maintain this momentum. Results from our recent YouthTruth Survey show that middle and high school students reporting "feeling depressed, stressed, or anxious" decreased from 52% in 2022to 47% in 2024. We see this result as a promising trend that is influenced by the addition of your public health services in schools across our district. Over the past 10-15 years, schools have been asked to do more and more in order to address growing public health issues and crises (vaping, youth mental health, and opioid use, for example). Educators are not trained to be able to address public health issues. Healthy Schools has helped ensure that prevention expertise is reaching our staff and students instead of depending on untrained teachers and administrators to support students. This allows our teachers and administrators to focus on the work they do best, while your staff does the work that they do best. Healthy Schools helps us stay on the right path to having healthier students who are connected to school and graduating on time. Our mission of academic excellence and yours of health and safety are supported in Healthy Schools. Thank you for this opportunity to partner and strengthen our community together. Sincerely,4)7 Z - '. Dr. Steven Cook Superintendent Deschutes County Health Services — Space Projects Updates April 18, 2024 Health Services is engaged in number of space projects.' Other than the La Pine Community Health Center Project, no project stands independent of another. They are interrelated to meet current program needs within existing space. These projects are intended to: • improve services to the public • make best use of space • reduce PH reliance on leased space given PH fiscal constraints • maximize opportunities for cost -sharing and CCBHC revenue generating La Pine Community Health Clinic (LCHC)—DCHS Co -location Project Estimated Total: $2,297,000 Status: Pending Board Approval. Board Signed Letter of Intent 7/20/23 Average Annual Lease: $225,000 Expands access to rural, underserved area of Deschutes County and retains primary care location (>20 hours/week) to meet CCBHC status in La Pine. Project discussed over a number of years in various contexts. This included a Deschutes County commitment to cover tenant improvements and leased space of portion of second floor, which will be paid from Behavioral Health Reserve Funds. Wyatt Building Remodel (Leased space) Estimated Total: $350,000 Status: Board Approved Lease 8/9/23, Discussions during 7/6/22 and 1/23/23 BOCC Executive Sessions Average Annual Lease: $320,000 Health Services growth created crowding in multiple locations —Williamson, Wall Street Services Building, and Courtney, in particular. The post-Covid return of staff to in -person presence in locations that provide direct services to staff. These conditions and proposed plans were laid out during BOCC Executive Sessions. Wall Street Services Building (WSSB — County owned) Status: Exploratory. Estimated Total: $1,311,250 The WSSB project is intimately connected to the Courtney project as all of these various moves require the Child and Family Specialty Teams to move under one roof at WSSB. Lee is aware of the planning for this work and is consulting with Health on next steps. That work is difficult to predict in terms of cost because of some of the challenges of the WSSB building. Courtney -Mosaic Integration Remodel (County owned) Status: Exploratory. Estimated Total: $2,126,250 Originally brought to BOCC Executive Session in July 2022. This will maintain the co -location of Mosaic Community Health embedded in the BH Clinic at Courtney in order for DCHS to maintain CCBHC status (financial sustainability) and co -location is a profound way to address poor health outcomes, early mortality and high health care costs associated with individuals with serious mental illness, addition and chronic health conditions. Will provide clinical space for Public Health at Courtney Clinic. Pinnacle Architecture award contract for design, which will provide better cost estimate. Up to $1 million match dollars from Mosaic is committed. 1 Not an exhaustive list; represents several of the more substantive and still unfolding projects. Department Level ANT., rNTM. F V) Ln U-j C1114 P Program Lev e1l U CD Financials > N cl:� Of LU < V) LU Special Requests < < U LU V) Line Item Budgets U6- WHERE WE ARE NOW Executive kLTw borcif at Throughout Fiscal Year (FY) 2024, Health Services has focused on building internal resilience while responding to a number of health threats to the community. Resilience efforts targeted readiness to respond to emergencies, enhancing financial. vitality, and building positive organizational culture aimed at supporting and retaining workforce. Public Health reestablished a Medical Reserve Corps comprised of over 140 public health volunteers poised to respond to needs and emergencies in the community. Public Health also successfully found a home for its innovative Perinatal Care Coordination Program in the regional global health budget, ensuring vital health screening and referral services to new mothers and families are sustained. Behavioral Health achieved a rebased Prospective Payment System (PPS) reimbursement rate, and thus ensured that Certified Community Behavioral Health Clinic (CCBHC) programs will continue to provide critical integrated care to those struggling with co-occurring mental and physical health conditions. Finally, through our partnership on the Kingwood Campus with County Administration, Facilities, Properties and County Commissioners, Health Services expanded the full array of Behavioral Health, Public Health and Intellectual & Developmental Disability services to northern Deschutes County. Resilience efforts included heavy investment in staff as well. Health Services completed an all -staff ens;azement survey, collaborated with staff on the development of the Health Services Culture Framework, and expanded staff training and development opportunities. Efforts are intended to help create a culture in which staff feel supported, expand interpersonal tolerance and resilience and have access to tools that enhance collaborative problem -solving and effective communication. The goal of this effort is to ensure staff has a high level of satisfaction and effectiveness as they provide the highest equality of care to those we serve. Health Services has very much been on the forefront of many community struggles this year. Many of those we serve are impacted by a changing climate, economic insecurity, decreasing availability of low-income housing and an emerging overdose crisis. We have seen homelessness, substance use related fatalities, and acuity of service population increase, placing added pressure on staff and already stretched community resources. Several developments give rise to hope. Legislative investments following the passage of Measure 110 (MI10) expanded outreach, engagement, harm reduction and treatment services to address addiction. M110 reform investments followed, offering additional resources to ensure more effective diversion of people from arrest into treatment. State dollars to address homelessness resulted in additional shelter beds for some of those we serve, and collaborative activities to address encampments helped Health Services staff become more adept at responding to those experiencing homelessness. Finally, Health Services rolled out the non -law -enforcement (LE) Community Crisis Response Team (CCRT) this year, successfully addressing 80 percent of crisis calls without. rennirinv TR nre-zenre In response to the overdose crisis, Health Services stood up an Overdose Surveillance and Response Team, which has completed targeted prevention efforts aimed at youth, adults and families; improved surveillance with real time OD data; and improved our efforts to ensure lifesaving supplies and treatment referrals make their way into at risk communities. We believe these efforts are mitigating the loss of life communities experience while dealing with surging fentanyl presence in the supply. Meanwhile, we are seeing significant improvements in the data with respect to syphilis, a sexually transmitted infection that climbed precipitously last year and is beginning to show a response to Public Health disease management efforts in the form of declining numbers. Against this background, Health Services continues to demonstrate excellence and has been recognized throughout this year for innovative, meaningful practice, bringing increased recognition, revenue and opportunities to train and present on model programs. Some examples include: $1 million award to Behavioral Health to pilot our successful Aid & Assist program, which has outperformed nearly every A&A program in Oregon. Statewide recognition of Public Health Healthy Schools Program, which has been invited to present and n,,,- -, r ... o.,:<dence L..,.��...� ,..........:1...,I o-n .,,�, o-]ai�.. �t" __ re.__....�� AT"-'--- n. _.,._ `- - a.v+.uui� vu e+ir a..vauv++a. �.-vttaa,u auvul..1 to eut1UGJ Jul.tl aJ V1C�Vt11V Ui JCJ CiJJUl,1QI1V11, VYC}�'Vtl Y1CA1 Ltl Authority, other Public Health Departments and the Oregon Department of Education. Award conferred by the City of Redmond Police Department to the CCRT for excellent partnership in service to individuals in crisis. National Health & Human Services Administration for Strategic Preparedness and Response Award for New Me-.dlcal RPCPYVe CQrnc (MRC..) T.ender nward-1 to the MR(' Cn—dinator lCari Hei;,;^' for the • dhie".-M.e.- " of Health Services MRC. These and other achievements are the cumulative reflection of the commitment, expertise, creativity and courage of Health Services staff. I am grateful to have the privilege to write about them this year as every year. Janice Garceau, Health Services Director VJEMEM To promote and protect the health and safety of our community. Deschutes County Health Services provides leadership, programs, services, education, and protections to improve the health of individuals, families and communities so people enjoy longer and healthier lives. Advocacy Supporting individual and community health by ensuring access to health care for all, Collaboration Building relationships that reflect growth, authenticity, and mutual respect. Equity & Inclusion Demonstrating awareness and respect for the diversity in our workplace and community. Excellence Committing to use the best data, science, and information available to make decisions that result in high quality services. Healthy Workplace Promoting respectful interactions, healthy lifestyles, emotional and physical safety in work environments (trauma -informed practices). Leadership Advancing a shared vision with inspiration that guides our work at all levels of the organization and in the community. professionalism Conducting oneself with the highest level of personal integrity, conduct and accountability. Stewardship Using public resources effectively and efficiently. �e Improve Outcomes . Demonstrate meaningfui impact for individuals & commurnity ! a p Increase access to culturally appropriate programs Emipower people to thrive in healthy, supportive environments * Advance health equity Increase Sustalnabillty Enhance MiNic Trust and Resilience a Ensure a culture of community & clients first • Establish a culture of care, purpose & shared accountability e Develop & support a diverse, excellent workforce • Assure sustainable funding and efficient practices ORGANIZATIONAL r�u n nrr PAGE 05 Behavioral Health operational Budget Budget 5U� rt d Director Behavioral Health Director Holly Harris What We Do As the designated CMHP, Deschutes County Behavioral Health ensures a system of comprehensive, coordinated, services to meet the mental health needs of the community. We provide accessible, timely, community -based behavioral health services to Deschutes County residents regardless of ability to pay. Local Mental Health Delegations of Authority • Local Mental HcolthAuthorif.,,:County [ommissioneo So[[ • Local Mental Health Agency (LMHA): Deschutes County Behavioral Health Division isauthorized by the BoCC to perform Public Health LMHA requirements and responsibilities on behalf of tl county (Behavioral Health is a division of Health Services) ° Local Mental Health Administrator: D[HS Behavioral Health Director' authorized by the Bo[[ to oversee the Local Mental Health Agency community based intensive treatment supports to adults with an SPMI diagnoses. • Exceptional Needs Care Coordination (ENC • Aid and Assist • Rental Assistance • Supported Employment • Coordination of Residential Spectrum • Two Housing Property Support • Outpatient SPMI BH • Older Adult BH Care • Integrated Care with Mosaic Medical • Psychiatric Security Review Board • ACT • CHOICE MODEL • Homeless Outreach Services & Harm Reduction A 24-hour program that responds by phone or face-to-face. Services may ide assessment, intervention pranning, information and referral services. In addition, we provide brief crisis stabilization through individual or group treatment. • Intervention Planning • referral Services • Civil Commitment investigation and monitoring • 24/7 Crisis Coverage • 24/7 Mobile Crisis Services • Stabilization • Forensic Diversion • Co Responders Individual and group treatment services) Provides specialty mental healthcare to adults children and families with for individuals ages 0-25 and their tal health and or alcohol and drug concerns. • Referral Services for continued care • Individual, Family and Group Counseling • Integrated Care with Mosaic Medical • Co -Occurring Substance Use Treatment • Psychiatric Care and medication management • Veterans Services • Parent Child Interaction Therapy (PCIT) • Care Coordination and Skills Training Provides intake, referrals, and care coordination for individuals of all ages, in addition, provides training and technology support to clinical staff. • Screenings • Assessment • Referrals • Treatment Recommendations • Case Management • Brief Therapy • CCBHC Coordination • Rapid Engagement • CANS Assessments for DHS • Administrative Support for Behavioral Health Teams families through an array of integrated, intensive outpatient care teams. • Generation Parent Management Training Oregon (GEN-PMTO) • Parent Child Interaction Therapy (PCIT) • Young Adults in Transition • The Drop • Behavioral Health Resource Network • Affirming Care (True Colors) • School Based Health Centers • System of Care • Early assessment and support alliance • Wraparound Supports people with intellectual and/or developmental disabilities (I/DD), to enable them to live as independently as possible. Services are aimed at greater access to social interaction, community engagement, and employment opportunities. • Screening and investigating allegations of abuse for adults with I/DD • coordinating protective services to avoid occurrences of abuse • Applications and eligibility for services • Case Management services- assessment, service plans, authorizing/referring to chosen services and support • monitoring authorized services _oordinated Care Organizations are the Managed Care Entities (MCEs) tasked with managing Medicaid dollars to insure the provision of required healthcare services to OHP members in their region. CCOs contract with CMHPs for )ehavioral health services to their members. CCO contracts are negotiated annually, Deschutes County includes Fee or Service Revenue, Capitation and Program Allocation lines of reimbursement. e Oregon Health Authority provides Medicaid and State General Fund dollars to CMHPs through County Financial sistance Award (CFAA) contracts for services to indigent uninsured and key strategic investments such as block )nts or pilot projects. eschutes County receives local, state and federal grant funds. Most grants are time limited and cover distinct costs. )me grants, such as CCBHC and federal CAHOOTS funding provide enhanced Medicaid payments intended to (band services. HEALTH KEY STATISTICS Individuals Offered Appts. Within 7 Days After Decreased Scores for Patient Health Questionaire 9 Discharge from Sageview 45.tVl,> 41% 4167% 95% 95% 92%._ 89% )3.1 100 % 86% 811% 2C11 S. 2 0,% 82J0 5 ".10% 901x, ,0,00/ 7 CY2019 CY2020 CY2021 ("y 2 02 2 CM23 M019 Y) 01 y (31) G y 2 0) 1 CLIENT VISITS SINCE CCBHC IMPLEMENTATION Primary Care Coordination Primary Contact: Holly Harris, Deputy Director for Behavioral Health Website: https://www.deschutes.org/health/page/behavioral-health Broad Health Goals: Saving Lives • Reduced mortality and suicide rates. Reduced substance abuse. JrNA_UuCeU JLJLOs-p-j--L-L-dilZiitlOrl. • Reduced incarceration- • Reduced homelessness. Intended Benefits for Community Mental Health - Expand array of addictions and mental health services. • Integrate primary care screening and coordination.NW4 Receive enhanced Medicaid payment rate based on costs. Healthcare ricalthcare Integration Focus • Focus on reducing costly, negative health outcomes upstream. • Increase coordination with primary care • Conduct routine RMI screenino-q- ji'%7nPrtPn Qj nn fA i -A PtPe -t,- ___O_ jr • Enhance systems to stabilize individuals outside of emergency department and hospital through Peers, Stabilization Services, and Psychiatry. BEHAVIORAL HEALTH ADMINISTRATION & CCBHC PAGE 11 PROJECT CODE: HSBHGEN Y 24 Highlights and Accomplishments • Implemented a paid internship program and stipends for providing internship supervision. • Implemented a 10% differential for south county employees to improve recruitment and retention of south county workforce. • Opened the "The Drop" in Redmond to serve youth and young adults in North County. FY 25 Challenges & Opportunities • Continued workforce retention and hiring challenges. • Cost of living and housing challenges for new and existing employees. • Rising houselessness for our service population. FY 24 Funding Changes • Received $2 million pass-thru funds to support secure residential. FY 25 Program Changes • No Changes. Position 1 ADMINISTRATIVE 1 ASST DEPUTY DIRECTOR 'MANAGER, R ■ Grand Total 7.35 7.5 +0 ACCESS AND INTEGRATION PAGE 12 This program area consists of the Access Team and Clinical Admin Support Team (CAST). Primary Contact: Amber Clegg, Program Manager Website: hitp -//mLww.de,schutes.orw_ ealth/ Access Team Main entry point for most of Deschutes County's Behavioral Health programs. This team provides screening, assessment, placement recommendations, care coordination, case management, and referrals for mental health and substance use disorder services. Clinical Administrative Support'Feam Provides critical administrative and logistical support for day-to-day operations and projects, which reduces administrative burden for clinical staff. This Team helps manage and run reports, assists with workgroups and meetings, organizes projects, oversees fiscal processes, and tracks schedules. 1 70010 `Ayr ,, 5 M111 4 CM Program Data Integrity Rate 90% 1/8 1, Y 2 ( V (Y20) I (Y?0) 2 Y2023 Clients Offered a Face -to -Face Appointment within 1 week CY2019 CY2020 11 Y L 0), 1 CY20211 ( Y) 02,� ACCESS AND INTEGRATION PAGE 13 FY 24 Highlights and Accomplishments • The Access Team participated in and completed the OHA sponsored Rapid Engagement Pilot. The pilot increased awareness of how administrative burden, and lack of flexibility in rules, has negatively impacted clients and clinicians. Advocacy work through this pilot is resulting in some changes to overly prescriptive rules and laws while recognizing there is more work to do. • The CAST team met all administrative expectations this year despite staffing shortages and stepping in to help cover other team's responsibilities, such as, Operations and Front Desk teams when they were short-staffed. Addition of a temporary admin support specialist for our HOST/COAST teams has ensured more equitable distribution of duties and provided needed coverage for the Mike Maier building. Severe staffing shortages affected the Access team's ability to meet the Access to Care timelines of 7 days consistently in 2023. However, the team is currently staffed at an adequate level, so we anticipate improvements in this metric in FY25. • New CCBHC criteria requirements, which will affect clinical and admin staff, will need to be incorporated by January 1, 2025. • The CAST team will continue to navigate helping with Front Desk coverage, where needed, due to staffing shortages coupled with an increase in administrative duties due to grant requirements. Why are Assessments Important? AS T; • "�" _. ACCESS AND INTEGRATION PROJECT CODE: HSACCESS & FISINTEGRAT FY 24 Funding Changes • Access Team- No Changes. • CAST Tearn- TBD. FY 25 Program Changes 0 9 No Changes. FTE Changes and Detail Position IFTE FY24 IFTE FY25 CHANGE AD IN SUPPORT SPEC 1 6.5 5.5 2 2 BEHAVL HLTH SPEC BEHAVL:HLTH SPEC 11 5 5 BHS 11 1 1 BHS 11, iLIC 2 2 ir-1 [DroxfIcnD nu ,-Oki] L-3k V es-1ffA ul I SUPERVISOR,, ADM IN Grand Total 13 PAGE 14 COMPREHENSIVE CARE FOR YOUTH AND FAMILIES PAGE 15 Comprehensive Care for Youth & Families provides specialty mental health care and substance abuse treatment for individual's ages 0-27 and their families through an array of integrated, intensive outpatient care teams: EASA, YAT, Wraparound, 2 Young Adult Drop -in Centers, 7 School Based Health Centers, BHRN Co -Occurring Services, and Child, Family & Young Adult Outpatient. Primary; _ Raugust, Program Manager Child, Family, &Young Adult Outpatient (CFYA) An outpatient treatment program that specializes in the care and treatment for children through young adults. School Based Services Healthcare clinics that offer a range of medical and mental health services located in a school. DOHS operates seven School -Based Health Centers in partnership with La Pine Community Health and Mosaic Medical. Early Assessment and Support Alliance (EASA) The EASA team offers support services to individuals ages 12-27, who suffer from the kind of psychosis that would lead to schizophrenia if left untreated. raparound (WRAP). Community -based support for children and youth whose mental health needs have not been met through usual services, and their families. Young Adults in Transition (YAT) The YAT team offers support and services for ages 14-24 who suffer from mental health and/or behavioral challenges. Transitional treatment and intervention helps young adults to graduate school, live a healthy, positive life and be a confident and beneficial member of our community. The Drop The Drop serves young adults ages 14 to 27. Offering Peer Support, guest speakers, games, discussion and socialization, and life skills introductions. The Behavioral Health Resources Network (BHRN) Team Provides substance use disorder treatment, peer support, harm reduction and recover services to Youth and Young adults. UNIQUE CLIENT VISITS AT THE DROP CENTER t46% COMPREHENSIVE CARE FOR YOUTH AND FAMILIES PAGE 16 Y 24 Highlights and Accomplishments • Expansion of services in Redmond bringing a Drop -In Center, Wraparound, Early Assessment and Support Alliance (EASA), and Young Adults in Transition services to a rapidly growing. • Awarded a $250K EASA Stimulus grant which was utilized to contract for shelter care beds with the Bethlehem Inn, resulting in the hospital diversion of 10 encounters through housing stability and intensive care coordination for young people experiencing their first episode of psychosis. • Contracted with The Loft, to ensure shelter care beds were available to young adults resulting in diversion of legal involvement, hospitalization, an 9 increased community stabilization. FY 25 Challenges & Opportunities • The grand opening of the Kingwood campus in Redmond will see an increase in local support to North County clients. Having Intensive Youth Services in North County will decrease transportation barriers and expand support to Children and Families. • Opportunity to create a Comprehensive Child & Family clinic at the Wall Street Services Building by moving staff from Courtney to Wall Street Services. This move will consolidate resources to one primary Bend ¢.3 G.i.33.5J.5'..i3 LAL3i1ii UArriierS, ci33Li fiiaxiYilit.0 1 c6iii,4it,i:J currently spread between multiple sites. • Children's residential services in Central Oregon continue to be a major gap in our community's continuum of care. Continued work with Oregon Health Authority and key stakeholders in 2025 is necessary to support this heed. Wraparound Graduates Attend School Wraparound Families Participating in Strengths Based Planning 98 y);S4a; eta. t 1.,Y. t Y2C12i3 CY11019 tY2 ?2C CY272 i (Y2022 CY)021 COMPREHENSIVE CARE FOR YOUTH AND FAMILIES PAGE 17 PROJECT CODE: HSINTYOUTH FY 24 Funding Changes August 30, 2024, the 4-year, $4 million System of Care Expansion Grant will end. While this program is fiscally sustainable through the Wraparound Per Member Per Month payment structure, there is an unintended impact to the overall Perspective Payment model as a CCBHC resulting in a loss of income based on a fee for service billings. The PMPM model only funds client with Oregon Health Plan, who are capitated to Pacific Source. There is an opportunity to begin capturing Fee for Service payment for Oregon Health Plan members not capitated billing H2021. This has not been an option in years past, but recently approved under the 2024 Fee Schedule. FY 25 Program Changes No Changes. Position IFTE FY24 FTE FY25 CHANGE ADM IN ANALYST 1 1 ADM IN SUPPORT SPEC 1 0 -1 BEHAVL HLTH SPEC 1 13 13 B EHAVL HLTH SPEC 11 7 7 B EHAVL HLTH SPEC III L IC 1.5 1.5 BHS 11 1 1 BHS III LIC 12AS 12.15 NURSE PRACTITIONER 0.37 0 -0.37 OCC U PATN L THERAPIST 1 1 PEER SU PPORT SPEC LST 6 6 SUPERVISOR BH 4 4 SUPERVISOR HLTH SERA/ 1 1 Grand Total 49.02 47.65 -1.371 Primary Contact: Adam Goggins, Program Manager Website: htt deschutes.org/health/ ge/crisis-servic] 24-Hour Crisis Phone Line Available 24/7 to anyone who is experiencing a crisis/needs crisis support. Walk-in Crisis Services and Stabilization Services Provides immediate access to individuals experiencing a crisis. grief s tq_b J1 Il il -7 2- t il n- n_1 o n P n try ",- n " h- of all -A (r,- c! 24/7 Community Crisis Assessment Team (%1_'ACRT 11 A tearn that provides crisis intervention .i-rvi CPC m i t in t n P rnrnw nn -i -in i tw Co -responder Program A clinician and officer respond together to mental health related calls. Civil Commitment investigations A Certified Civil Commitment Investigator monitors individuals placed on a two -physician involuntary hold and all civil commitments within Deschutes County. Case Management Liaises with the hospital and Brooks Respite for discharge planning to help clients with basic needs and community resources. Peer Support PPPr .4�11n-nnrt C,",prinHete n-r,- J-nf1;x7;A-iia1L XA74fll 1O47.- .r.r - YVALAX iXx%_ ".L 111%_11LCL1 health and/or substance use disorders who are in recovery. They offer support and encouragement to individuals struggling with a mental health condition. Forensic Diversion Program A team of Peer Support Sperialists and Case Managers, rid-clicaterl to supporting individuals with a serious and persistent mental illness (SPMI) who are frequently having contact with law enforcement and the criminal justice system. 1342 1291 340 PEOPLE SERVED NUMBER OF NUMBER OF THROUGH CRISIS EMERGENCY PEOPLE DROPPED CRISIS PAGE 19 FY 24 Highlights and Accomplishments • The Deschutes County Stabilization Center was awarded the 2023 Northwest CIT Community Resource of the Year, celebrated three years of operation, and their 10,000th encounter. • The Community Crisis Response Team (CCRT) team was launched on May 1st, 2023, and continues to successfully respond to crisis in the community without law enforcement. An estimated total of 83.5% of calls for service were resolved without law enforcement. Workforce recruitment has been an ongoing issue for our department. Positions will often be left open for several months at a time and we will have very few candidates apply for a position. The Community Crisis Response Team (CCRT) team's operation and development will continue to be a priority. Funding is another challenge as several of our grants are set to expire in FY25 including IMPACTS, City of Bend, and Co -Responder Grant. We are looking for ways to re -apply for grants and finding sustainable sources of funding. The civil commitment and investigation program continues to function but struggles with ongoing funding to meet current work demand. At this time, we are underfunded for this mandated service given our current needs. 1400 1200 1000 800 6(l) 400 lX) Number of Forensic Diversion visits CY2020 CY2021 C Y20)) CY2J2 3 CRISIS PAGE20 PROJECT CODE: HSCRISIS FY 24 Funding Changes • The IMPACTS grant has automatically granted an extension through 21025. • The SAMHSA co -responder grant will be ending in September 2024. FY 25 Program Changes 0 • The SAMHSA Co -Responder grant will be coming to a close in September. Position 1 -'v 1 FTE FY24 F-rE Fyn CI ADMIN SUPPORTSPCLST I I BEHAV L H LTH SPEC 1 9.2 9.2 BEHAVL HLTH SPEC 11 11.6 11.6 BEHAVL HLTH SPEC 11, LIC 1 1 B EHAV L H LTH TECH .4.2 4.2 Ic. BHS IL I-- I-- - MANAGER, BH PROGRAN 0.5 0.5 PE -ER SUPPORT SPECLST 7.2 7.2 SUPERVISOR BH 'i I SUPERVISOR HLTH SERV 3 3 ISUPERVISOR., ADMIN I I -1 1,G rand Total 44.7 44.7 To Promote and Protect the Health and Safety of Our Community Community Based Care $7e8M People with intellectual and developmental disabilities (I/DD) often need community - based long term supports and services to support their needs and to live as I/DD Operational independently as possible. This includes person centered case management, voluntary Budget choice of services, services that span lifetime, and assistance for clients to access all services they are interested in. Ida f Budget supported by General Funds Eli Department of Human Services - Office of Developmental Disability Services provides it ;Medicaid and State General Fund dollars to CDDPs (Community Developmental Disability zf Programs) to provide eligibility determination, case management abuse investigations, ��A licensing and certification for foster homes for persons with IDD within the community IDD Funding Model DHS conducts a "workload model" study each biennium. Study measures the scope, frequency and duration of all tasks performed by (CDDPs) using caseload Health Services data paired with forecasting of population growth to determine funding needed. Director Janice Garceau Forecasted minutes caseload required to x 100% FTE level required do the work 0-havioral I- alth Director Holly Harris Minutes available per RE INTELLECTUAL DEVELOPMENTAL DISABILITIES PAGE 22 I/DD provides support to people with intellectual and/or developmental disabilities (I/DD), to enable them to live as independently as possible in the least restrictive environment. Services are awned at greater access to social interaction, community engagement, and employment opportunities. Primary Contact: Paul Partridge, Program Manager • Intellectual/Develop ental Disability Services Available in Deschutes County- • Intake, eligibility determination, referral • Case management and service coordination for adults and children • Individualized planning and support • Protective service investigations and support (for adults) • Vocational services • Residential services • Family support • Comprehensive in -home supports • Foster care • Employment First 1 10 0 yon Individual Service Plans Renewed on Time INTELLECTUAL DEVELOPMENTAL DISABILITIES PAGE 23 FY 24 Highlights and Accomplishments • The I/DD program completed a diversity, equity and inclusion plan reflective of last year's self -assessment. The plan includes strategies to improve access to services for our entire I/DD community. • Engaged in an ongoing project to analyze all our critical workflows in an effort to assure continued improvements toward the service of our mission. • Began transition to a new service location in Redmond to better serve our residents in the northern end of Deschutes County. FY 25 Challenges & Opportunities • Continuing and refining community partnerships that will lead to improved access to mental health treatment for individuals with I/DD who experience a co-occurring mental health diagnosis. • Continue the analysis and creation of visual workflows for our critical work processes as part of our ongoing quality assurance efforts. • Operational adjustments continue as we stand up a new office location on Antler Avenue in Redmond, and a new Bend location spring 2024. INTELLECTUAL DEVELOPMENTAL DISABILITIES PAGE 24 PROJECT CODE: HSIDD FY 24 Funding Changes * No Changes. FY 25 Program Changes • Rebalanced workload-$282 thousand and anticipated I FTE Admin cll�JJ-+ �JUL.PVI L. Position FrE FY24 FrE FY25 CHANGE ADM I N SUPPORT SPEC 2 3 1 ADM IN SUPPORT TECH 6.85 6.85 IDDS 1 27 27 IDDS 11 6 6 MANAGEMENT ANALYST 1 1 MANAGER, BH PROGRAM 1 1 SR ACCOUNTING TECH 1 1 iSUPERVISOR HLI'H.I;FRV 1 1 i SUPERVISOR IDDS 2 2 SUPERVISOR, INTEL&DEV DIS 1 1 Grand Total 4&,85 49.85 INTENSIVE ADULT PAGE 25 This program provides intensive outreach, engagement and community - based treatment and supports to individuals with severe and persistent mental illness and substance use disorders. Primary Contact: Kara Cronin, Program Manager 1� Lf `, : _ PFF r, Assertive Community Treatment (ACT) ACT is a community -based program that provides intensive community based behavioral health treatment to adults with Severe and Persistent Mental Illness (SPMI). ACT's high intensity supports serves individuals who are most at -risk for psychiatric hospitalization and for whom traditional outpatient services have not been successful. Co unity Outreach and Stabilization Tea (COAST) COAST is a group of specialty programs that provide services to individuals with SPMI diagnosis. Community.Support Services (CSS) • CSS Outpatient Treatment Team provides a blend of community and office based services, focused on intensive treatment and supports for individuals living with a SPMI. • Harriman Health Care - Peer Support Specialists on the CSS team work in coordination with the co -located and integrated Mosaic Medical primary care clinic, to improve medical and behavioral health outcomes for people with SPMI. Intensive Forensic Services This program serves individuals under the jurisdiction of the State Psychiatric Security Review Board. Individuals receive monitoring specific to the conditions of their community release as well as treatment, case management and other services as indicated. Homeless Outreach Services Team and Harm eduction Program HOST team provides street outreach and case management support to houseless individuals with Serious Mental Illness and/or Substance Use Disorders. HRP provides syringe exchange, Narcan and other supplies and supports to people who use drugs, with the goal of reducing health and safety risks associated with substance use. INTENSIVE ADULT PAGE26 FY 24 Highlights and Accomplishments • Continue to be a model in the state for Aid and Assist programming and met statewide metrics for community consultation timelines. • Launched an outreach psychiatry pilot program — low barrier access for houseless population. • Continue to see positive client health outcomes though our integrated and embedded Mosaic Health clinic. L-V or, -L' A e,,j %,AAaA1UAA6%-a CX %-,# p"I LUIAA-LA-e-S • C11- 'ter, housing and resictential placement options continue to be limited for aliel 11 our clientele. • Continue to struggle to support an increasingly acute client population. • Staffing hard to fill positions continues to impact services. Intensive Adult Service.s (IAS) Clients Who Show for AS Appointments 84% 86% 70% Overdmqp Reversals from D(: HS Harm Reduction Services Y �, 011) CYA))() 1 Y , 0l It + Y1MZ CY2,W-3 -Acttjril -- aqam INTENSIVE ADULT PAGE 27 PROJECT CODE: HSADLTINT FY 24 Funding Changes • $1 million in state funding dedicated to an aid and assist community navigator pilot program. FY 25 Program Changes -, No Changes. FTE Changes and Detail Position FTE FY 24 FTE FY25: CHANGE ADMIN ANALYST 1 1 ADMIN SUPPORT! SPEC 1 20 B EHAVL HLTH SPEC I 20L 6. BEHAVL HLTH SPEC 11 6 1 B EHAVL HLTH SPEC 11, 1-1 C I I BEHAVL HLTH TECH 1 6 BHS 11, LIC 6 1 COMM HEALTH SPEC I 1 1 COMM HEALTH SPEC 111 1 1 Peer Support Spec 1 -1 PEER SUPPORTSPECLST 11 11 PUBLIC HLTH ED 11 1 1 PUBLIC HT1, H NURSE 11 1.2 1.2 PUBLIC HT, H NURSE 111 0.6 0.6 SUPERVISOR BH 4 4 SUPER I SO R HLTHS ERV 1 1 6 rand Tot, al 57.8 56.8 OUTPATIENT COMPLEX CARE PAGE 28 These programs provide evidence based, individual and group treatment, including counseling, case management and peer support services to adults, children and families with mental health and/or alcohol./druw concerns, with a focus on integrated care. Primary M Contact:�i �, : Program Manager Adult Outpatient Integrated Care (AOPIC) Located at our Courtney Clinic in Bend, our A®PIC team provides outpatient mental health care with a focus on providing treatment in partnership with Mosaic medical to serve people who are experiencing co- occurring mental health, chronic medical, and substance use challenges. adult outpatient Complex Care (A0FCC- Located at our Courtney Clinic in Send, our A®PIC team provides outpatient mental health care with a focus on providing treatment in partnership with Mosaic medical to serve people who are experiencing co- occurring mental health, chronic medical, and substance use challenges. South County Rub (S®Co) Located in La Pine, provides outpatient mental health and substance use treatment to all ages in South Deschutes County and North Klamath County. Services include counseling, psychiatric care, case management, peer C77""r Yf' ..a t-N __ C -,- TT__7_ 111C-ii L, afiU fare Z.UUi'iiiiidUUn. i>ui Eju3 -Au .nUD partners with La Pine Community Health Center to support clients in meeting their health and wellness goals. North County Hub (I ToCo). Located in Redmond, provides outpatient mental health and substance use treatment services to people of all ages with a focus on improving health and wellbeing. Community and office based services are offered to residents of Northern Deschutes County. A multidisciplinary team approach is utilized to support people in meeting their treatment goals. Mosaic Medical provides onsite medical care, working in partnership with our NoCo staff. OUTPATIENT COMPLEX CARE PAGE 29 FY 24 Highlights and Accomplishments • Our North County Outpatient Clinic moved into a beautiful new building on Kingwood Ave. Mosaic Medical is collocated within, strengthening our integration efforts. • Most clinical staff are now dually credentialed and able to provide co- occurring mental health and substance use treatment. Many staff also have specialized training in CPT and EMDR to treat individuals who are living with the impacts of trauma. • Our joint AOP and Mosaic client numbers have increased this year from 130 in January 2023 to 167 in December 2023. Continued improvements in care coordination through collaborative consults and process improvements. • South County Hub is supported by a new supervisor and is fully staffed after years of staffing issues, this is a major accomplishment. FY 25 Challenges & Opportunities • Client access to care has been an ongoing issue due to staffing issues and the number of people who are needing services. • High level of acuity and complex needs of the population we serve coupled with a lack of access to needed resources including higher levels of care and housing. Emergency Department Visits for Hip ft Utilizer Coordination of Care Increase of Co -Enrolled Clients w/ Population Served w/Mosaic Medical Mosaic Medical and LaPine Community Health Clinic A)', 5) 347 86% gay 81% 342 343 ;3<r fy." CY2O2) Y20'tI (Y)022 CY2023 >25 Y2020 Y2(,)•i Y)022 4r';:):< ?rf;c>t �Actr;l Number of Clients Enrolled in Dual Diagnosis Groups W t, s 10 GO 4 tl OUTPATIENT COMPLEX CARE PAGE 30 PROJECT CODE: HSADULT, HSNOCO, HSSOCO 11 IRV 94 Funding Changes ® Awarded the Veterans Behavioral Health Peer Support Specialist grant. This grant will provide funding for our VBHPSS to continue outreaching and supporting veterans in our community. ® Promoting Integration of Primary and Behavioral Health Care (PIPBHC) grant ended December 2023. FY 25 Program Changes -9 No Changes. ADM IN ANALYST ADM I N SU PPORT SPE C BEHAVL HLTH SPEC I B EHAVL HLTH SPEC I I 131 S E5HS H1, LIC PEER SUPPORT SPECIALST PEERSUPPORT SPECLST SUPERVISOR BH Grand Tota I FTE FY24 FTE FY25 CHANGE 1 1 2.5 0 -2.5 7 7 10 10 1 1 11.85 11.85 0.5 0.5 5 5 4 4 42.85 40.35 -2.5 MEDICAL TEAM PAGE 31 This program integrates psychiatry into all Deschutes County Behavioral Health clinical services and some Mosaic Medical Clinics. The Medical Team collaborates with primary care to provide integrated, holistic care and supports health promotion, health literacy, and health maintenance for clients. Street Psychiatry Outreach Providers rotate one time a month for half a day partnering with the homeless outreach team to bring psychiatric services directly to China Hat. Much of the work is building rapport and working to identify people suffering from severe mental illness an assessment, medication if indicated, and connection to services. Addiction.Medicine Programming - Use knowledge and expertise of our agency wide. staff to enhance our SUD Services FY 24 Highlights and Accomplishments • Implemented street psychiatry outreach in partnership with the HOST team. • Added a board -certified addiction medicine psychiatrist. • restructured our LMP staffing model to include the leadership of a psychiatrist embedded with all teams by the end of the fiscal year. FY 25 Challenges & Opportunities • Expanding our addiction medicine programing. • Anticipate continued staffing challenges for nurses and practitioners due to wage gaps compared to community partners. Further integrating services with Mosaic Medical. psychiatric nurse FY 24 Funding Changes • May request to convert current contract dollars to a 1.0 FTE. FY 25 Program Changes • Plan to transition current contracted telehealth services to in -person Psychiatrists and Psychiatric Nurse Practitioners. Position FTE FY24 FTE FY25 CHANGE ADMI N SUPPORT SPEC 1 0 -1 MANAGER, BH PROGRAM 0.15 0 -0.15 MEDICAL DIRECTOR 1 1 PSYCH NURSE PRACTN R 2 2 PSYCHIATRIST 2.8 2.8 PUBLIC HTH NURSE II 5.3 5.3 Grand Total 12.25 11.1 -1.15 23% Budget supported by General Funds 1 0 V%EALTH 1) X'V Advan, 41 Public Healtifir Direct— 1 1; 1 111 11 1 1 1 1111 'Jill 1111i I I![ !I I 1 1131vj Public Health promotes and protects the health of everyone who lives, works, and plays in Deschutes County: ® Prevent, investigate and protect people from communicable diseases. • Ensure safe food and water, • Prnrnntp hp;7dth --inrl nrir-,N!!nnf- r-hr--;- A; ----- --- j I I-...-,- 1--11". -1- f-1-111 1-Ullill- Ul.�Ill CAIIU lill • Prepare for and respond to natural or human caused Pmerginnrip-, and emerging health threats. ® irp Pni j-AhIP an-pqq in hpiM- :PpArais ® Create and ensure conditions that equitably improve health and well- being for all, ® Foster policy, systems and environmental change to prevent and reduce unhealthy behaviors and reduce healthcare costs. Convene community engagement to sustainably prioritize change across multiple sectors and systems of care. J%p IIJ�I iiiiiiiiiiiiiiii iiiiiii Fill 11 1111111 11111111111111 LvCai D,,Ili, A-ftl — I —11� 11CUIL11�UILI/Vilty. i,-UUIILY BUCC Local Public Health Agency (LPHA): Deschutes County Public Health Division is authorized by the BoCC to perform Public Health requirements and responsibilities on behalf of the county (Public Health is a division of Health Services). Local Public Health Administrator: DC1r-11S PH Director, authorized by the BoCC to oversee the Local Public Health Agency, Lead work with community partners to promote and ensure practices that improve health and well-being and prevent negative conditions that. are harmful to our community both socially and financially. ublic Health clinical services including farni fanning and STI testing and treatment. amily-focused services including home isiting nurses, perinatal care coordination nd Women, Infants and Children (WIC) utritional support. Provides Environmental Health, Local and Regional Epidemiology. All hazards emergency preparedness and resiliency for emerging health hazards. Provides both direct COVID-19 recovery services, health I--weparedness education, technical assistance, and equitable community outreach. Prevent and control the spread of cornMUnicable diseases and mitigate health threats through surveillance, education, investigation, outbreak control and immunizations, Include communicable-disease/STD/HIV/TB and Immunization Programs. Provides Public Health Advisory Board (PHAB) Coordination, Ambulance Service Area (ASA) Administration and Legislative Advocacy, leadership, support, and oversight for local public health programs and services and assures statutory, fiscal, and programmatic requirements are nret. Works to diversify and leverage resources to meet community health needs and assure the effective and efficient use of resources. The Oregon Health Authority provides Federal Grant and State General Fund dollars to local public health authorities through the Intergovernmental Agreement (IGA) for the Financing of Public Health Services, The IGA sets forth the duties, functions and responsibilities of the local public health authority. Deschutes County Public Health receives local, state, and federal grant funds. Most grants are time limited and cover distinct costs and programs. A limited number of Public Health services collect fees through licensing, birth and death certificates, and insurance billing for clinical preventative services. Local resources applied to help cover costs of mandated or other county service priorities not covered by other revenue sources. STATISTICS PAGE 34 I Annw �hil!s (a I Gram: X,1x2023 # of Nonce d+l9Communicable Diseases/STDs Reported & investigated LAM QQ6 9311 6 N;: (0) Y)"VO e,e, 'Y,"02) Y') PUBLIC HEALTH ADMINISTRATION PAGE 35 This program provides leadership, management and oversight for local public health (PH) services and assures that the county meets statutory, fiscal and programmatic requirements. PH Administration works to diversify, leverage and assure effective and efficient use of resources to build foundational programs and capabilities as well as meet community priorities and respond to emerging public health issues. Broad Public Health Goal: Promote and protect the health of people in Deschutes County through: • Preventing the spread of communicable diseases and outbreaks. • Food and consumer safety. • Clean and safe drinking water. • Ensuring access to essential preventative health services. • Helping new parents and babies get off to a healthy start. • Education about healthy lifestyles. • Reducing and preventing high -risk behaviors among youth. • Responding to pandemics, climate impacts, and other emerging health threats. Public HealthModernization: A set of foundational capabilities and programs to ensure a core set of public health services is available in every county in Oregon. Deschutes County Public Health continues to move toward full implementation of Public Health Modernization and received increased State funding in the FY 24-25 Biennium. This public health transformation focuses on ensuring all communities have the same health protections through a sustainable public health system ready to respond to current and future public health challenges. Modernized framework for governmental public health services 0 Additional pC�gSr�i,➢5 . i fro4i dnai0no[ I ��rge�rns Public. Ilealth �iad�ri�i�fmtht,ru ; I Norrdaiaonal programs and capabili ies are present at ever} � tuu taStliLudt heahtha department. r sr,al."il lie", Lwxi aid �s orvIri�P8 011,1r M"r�?lp h•en6es BN ivjp" 'W plauni j_l 13u,.a,mh er � a'g :, i r ,rnun lii( 5 w< i%"Tal re l isve,ess �° C(wfvllvni4j pwsfwtlip $ttatc"r 1rrA't57- .M { ti l(Lfll l�l '$ c31d r63r,� )se e�C.+'a55�1,t'�t E�ISiP PH ADMINISTRATION PROJECT CODE: HSPHGEN PAGE 36 FY 24 Highlights and Accomplishments • Opened the North County Public Health Campus to provide public health services in Redmond, including Reproductive Health, STD screening, WIC, and Immunizations. • Successfully applied and received an increase of 685 thousand in Modernization funding with a total of $2.66 million awarded for the FY 24- 25 biennium. • Transitioned the Emergency Preparedness & COVID-19 Recovery Section to a sustainable Preparedness., Engagement & Environmental Health Section CJ1 focused on core public health foundational capabilities and projuams. FY 25 Challenges & Opportunities • Stable funding for Public Health to prevent and respond to emerging issues and threats continues to be a challenge; especially as COVID funding comes to an end. • Continued increase in complicated syphilis cases yet no increase in resources to tackle this growing epidemic. • Increased collaboration and coordination among multiple internal teams and external community partners to respond to the growing fentanyl crisis. • Recruiting and retaining clinical public health positions, such as RNs and NPs rnntiniiprz to I-%,- n r1in11,-yicr,- FY 24 Funding Changes - PE51-03 ending: $176 thousand in FY24. FY 215 Program Changes D,A-14 T-3 1+1- OUL LL%-LLIL.L t-%-& 1tAUX.Lc XxcalL11 LU UCLLC;l a11811 and sustain core programs and services. Moved from five to four Public Health Sections, including,-: • Communicable Disease Prevention & Management. • Clinical & Family Services. • Prevention & Health Promotion. • Preparedness, Engagement, & Environmental Health. Row Labels Sum of True FTE FY24 FTE FY25 ADMINISTRATIVE ASST 1 1 -9tkN:r:-E:-1 1 DEPUTY DIRECTOR HS 0.9 0.9 EPIDEMIOLOGIST HILTH OFFCR 0.75 0.75 1 MANAGEMENT ANALYST 1 0 -11 MANAGER, CLINICAL SERVICES 0.7 0.8 0.11 MANAGER, PUBLIC HEALTH 1 1 MGR PH PROGRAM 2 2 1 MGR, PUB HLTH PROG 0.9 1 0.1 :qra��4 Total �q. ;�Si Grant! Total 10,25 -!�L 9.6S ____ --- - CLINICAL AND FAMILY SERVICES PAGE 37 These programs are focused on providing safety -net public health services to individuals and families seeking reproductive health care, perinatal education and care coordination, nurse home visiting, nutrition education, breastfeeding support, and referrals to needed resources. Clinical Services Provides free or low-cost birth control (for all ages & genders), annual exams for women and STD prevention, testing & treatment for all. Family -Support Services Provides direct nursing support and referrals to pregnant and postpartum women, caregivers, and their families to improve birth outcomes, and families of children with special healthcare needs to increase access to health services and improve family relationships. Perinatal Care Coordination Provides pregnant and postpartum individuals access to and enrollment in prenatal care, medical insurance application assistance, nutrition resources, behavioral health and dental care coordination, medical transportation, and many other services. Kamen, Infants & Children (WIC_ Provides nutrition education, breastfeeding support, access to healthy foods, and referrals to other needed resources for pregnant and post- partum women and their families. CLINICAL AND FAMILY SERVICES PAGE 38 FY 24 Highlights and Accomplishments ® Clinical & Family Services successfully moved to the new North County Campus and offers all services ill. a beautiful. new building serving north Deschutes County and regional partners. ® The new Public Health van started providing mobile WIC and Reproductive Health clinical services, increasing access to more communities and target populations. m Family Connects Oregon expanded to universal, no -cost nurse home visiting to all families and caregivers of newborns. ® PCC staff have returned to pre-Covid embedment at local OB clinics, offering in -person, warm hand-offs from OBs to PCC staff for nerinatal care coordination. s-+'e r rr r y 25 Challenges. Opportunities m The Public Health van will continue to increase services and expand to new locations, increasing access and revenue. • Providing full-time front desk support at three locations and full-time vital records support at two locations with 4.0 FTE ® Family Connects implementation has taken longer than expected. Will continue working with OHA, St Charles and community partners towards full implementation. (Jre anent �ntn�„�>�, r��F.;�,..;,,rt r7.-„n�,.��( �.. ,.., , the _ regnant .,V.�� en. Recicving Prenatal .are. in he Percent of Uregon Health Pian Births Served by 1st Trimester WIC !,% elf:? .............,. ......«o-.»n.�++. aa.._. __: Q...........g$.. J3 2% 91% �aUr. (Y)011) Y20A) + Y) (Y2).?2 MO) i '.Y2011; CY2020 t_Y20")1. M022 f:Y2i)2 At Risk Women Using Contraceptive ,after Services CLINICAL AND FAMILY SERVICES PAGE39 PROJECT CODE: HSPHDIRECT & HSCLINICAL FY 24 Funding Changes • New funding from PacificSource to help support PCC through a per member per month rate, Starting March 2024. • Increased Family Planning reimbursement rate of $195/family planning visit from PacificSource Community Solutions. Starting March 2024. FY 25 Program Changes • Organizational changes implemented in the second half of FY24 resulted in PH Front Desk and Vital Records reporting to Administrative Services- Operations instead of under the Public Health leadership branch of the organization. Position FTE FY24 FTE FY25 CHANGE ADM IN SUPPORT SPEC 2 2 ADM IN SUPPORT TECH 6.6 6.6 CERTIFIED MEDICAL ASSISTANT 2 2 MANAGER, CLINICAL SERVICES 0.3 0.2 -0.1 NURSE PRACTITIONER 0.63 0.8 0.17 PHYS CLINICAL. SVC 0.5 0.5 PUBLIC HLTH ED 1 3.4 14 PUBLIC HLTH ED 11 2.1 2.1 PUBLIC HLTH ED III 03S 0.75 PUBLIC HTH NURSE 11 9.35 9.35 REGISTERED DIETITIAN 1.4 1.4 SUPERVISOR HLTH SERV 3 3 SUPERVISOR, ADMIN 1 1 Grand Total 33.03 33.1 0.07 Communicable diseases (CD) are those conditions that can be spread to others Lnrough air, touch, or contact with contaminated body fluids. At Deschutes County Health Servire.c we wnrk to "re anent the evos-nad „,F tl-,®oa A;n®., a.. aka � "[ of LXX%-O%- �.AlOLQJI, .' ill lllally ways. The Communicable Disease Prevention and Management team is made up of the followinz programs: General Co unicable Disease Program Work to Reduce the risk of spread of CD by tracking infectious diseases to their source and notifying people who have been exposed. Infection Prevention Programs Works with Congregate care facilities such as long-term care facilities and shelters to mitigate the spread of infectious diseases through education and technical assistance. E' Didemiolovv ldVaIUdLcs IlC ltll r1sks within our community through surveillance and data analysis. HIV and Sexually Transmitted Disease .Prevention Program Work to reduce morbidity and mortality associated with HIV and sexually transmitted diseases; also links people to servirec fn-r 'q"A N vai Qiiu management. Immunization Program Prevents disease, disability and death from vaccine preventable diseases in infants, children, adolescents and adults through surveillance, case investigation and control monitoring of immunization levels, provision of vaccine and professional and public education. RW Cg.vze �nno,&-mP t m Empowers people living with HIV/AIDS to effectively manage their HIV and improve their overall health and quality of life. Local case managers have a Ulor ough understanding of the services and programs available to help clients manage challenges and crises related to health, housing, treatment, coverage for health care, and referrals for needed services. Tuberculosis (T' ) Pr gram Oversees, manages, and facilitates activities and interventions needed to identify and properly treat all individuals with TB to stop its spread to others. COMMUNICABLE DISEASE PREVENTION AND MANAGEMENT PAGE 41 FY 24 Highlights and Accomplishments Developed and presented Infection Prevention (IP) trainings (respiratory protection, cleaning and disinfection, hand hygiene and other IP topics) to Long Term Care Facilities and other community organizations that care for vulnerable populations. • Successful integration of the Ryan White Program with STI/HIV investigation, outreach and prevention programming and staff. • Conducted 66 outreach testing events in CY23 providing rapid testing, education and referrals (313 HIV, 260 Hepatitis C & 299 Syphilis). 0 100% of the 2023 syphilis and HIV cases were interviewed and offered partner services. 0 962 total non-COVID communicable disease cases (567 STI/HIV; 395 CD) reported and managed in 2023, 66 total outbreaks managed (55 COVID; 11 non-COVID). o Successfully completed 2 tuberculosis case management including daily directly observed therapy amounting to 337 hours of staff hours. . 472 people subscribed to the respiratory season weekly OPI report in 2023, compared to 382 in 2022 and 361 in 2021. FY 25 Challenges & Opportunities • Increasing population, increasing communicable disease demands and unstable funding streams. • Responding to the unpredictable and growing demands of the ever - changing communicable disease landscape, i.e. complicated, time consuming cases like tuberculosis, syphilis, HIV. • Vaccine Hesitancy is a growing challenge. • Developing new collaborative relationships with community partners and fostering existing ones. • Planning and community collaboration Subwnptions totbe Flu (Report for emerging communicable diseases �a (emerging viruses, measles, E.coli, �3 Ebola, tick -borne diseases, etc.) some of which may be associated with global climate change. Investigated and (ontrolled Communicable Disease Outbreaks 0 ft of Nan Covid-19 Communicable Diseases/STDs Reported & Investigated 1)Yi. ..,. PREVENTIONCOMMUNICABLE DISEASE PAGE PROJECT CODE: HSCOMMDIS I FY 24 Funding Changes • Our Program received $13,751 one-time supplemental funding for Ryan White which helps to offset increasing costs of the Ryan white program. • A contract with Jefferson County through PE 10 ended on December 31st. • We received one-time $43,140 in COVID-19 Bridge funding through June 2025. FY 25 ProLrrarn Changes • COVID-19 vaccine activities/delivery has transitioned to the Communicable Disease Prevention end Mgnnvremont 'I• p2 m • The regional Epidemiologist has transitioned to the Communicable Disease Prevention and Management Team. • There was a change in the name of the section from Public Health Advancement & Protections to Communicable Disease Prevention and Management. Positions ' FTE FY24 FTE FY25 CHANGE ADMIN SUPPORT SPEC 0.3 0.3 COMM HEALTH SPEC 11 2 2 MANAGEMENT ANALYST 1 1 PAT IE ITT ACCT SPEC 11 0.093 0 -0.098 PUBLIC HLTH Ea III 0.9 0.9 UbLIC SIT H NURSE 11 4.5 5 0.5 PUBLIC. HI H NURSE 111 1 1 SUPERVISOR HLTH SERA/ 2 2 lGrand Total 12.298 12.7 0.402( PREVENTION AND HEALTH PROMOTION PAGE 43 Programs in this section lead work with community partners to promote and ensure practices that improve health and well-being and prevent negative conditions that are harmful to our community both socially and financially. PrimaryContact:Program Manager s://www.deschutes.orgLhealth/p !> Adolescent Health Educates youth, families, and youth -serving organizations on a variety of topics and resources available to improve adolescent health related to topics such as peer pressure, resource access, social media use, sexual health, healthy relationships, and violence prevention. Healthy Schools Local partnership between Deschutes County and Bend -La Pine Schools providing public health services directly within schools using collaborative, systemic, and integrative approaches so that students, families, and school staff have access to high quality health promoting programs. Substance Misuse and Problem Gambling Prevention Public Health expertise to ensure policies, systems, and environments align to prevent and reduce problem gambling, tobacco, alcohol, cannabis, and over the counter or prescription drug misuse among young people ages 10- 25 years. Mental Health Promotion and Suicide Prevention Public Health expertise to ensure proactive policies, systems, and environments are in place in order to prevent suicide death and attempts and to promote community resilience among all age groups. Youth Engagement Program Fosters youth -adult partnerships and youth -led projects to ensure student voice and leadership in mental health promotion and advocacy for School Based Health Centers. Deschutes 11th Grade, 30 Day Use of Substances ., 22.s } t; 18.6 11.2 1.4.': Alocdhol Pf Irijuana ,bcacco kX Dpi,w! dmg,2.° use M(IJI 'd vvithtxit a ddodol'su dolS o� diffe!ently:halI hcv� <3 ({(i(".for wf'm ripe() PREVENTION AND HEALTH PROMOTION PAGE 44 FY 24 Highlights and Accomplishments • Almost all Bend -La Pine Schools middle and high schools (11 of 14) have begun implementing Sources of Strength, up from one school the prior year. Sources of Strength is a suicide prevention program that also prevents substance use and violence. • Opioid Settlement dollars were allocated to support prevention, surveillance, and response to this concerning community threat. An internal response team is monitoring and actively addressing. • Addition of a Supervisor to support overdose prevention, surveillance, and response work and substance misuse and problem gambling prevention as well as the overall workload in Prevention and Health Promotion. • 100% of health teachers in Bend -La Pine Schools are now usin-Z effective prevention programs as a result of the Healthy Schools program services. This is up from 31% in 2021. FY 25 Challenges & Opportunities • Prevention requires long-term investment to realize cost savings and improved community health (e.g. reductions in costs for healthcare, criminal justice, education, social welfare, etc.). • Funding has historically been stratified across few stable resources and multiniP short-term orrantc '�Hiic rpuiltc in {r,-miiPnt ctnfFttirwi�rrAr iriotn�;l; tt� ._____ _ ___ --- 0_„_�.,.... -____ -......val- — is —1-- __ S. 4AAV Vl.1, 111JLCA"111Ly of program delivery, and requires staff to spend time on resource development instead of program implementation. • Oregon suicide legislation has significant gaps; all legislation are unfunded mandates, specific to postvention legislation it does not include Community Colleges, does not include youth who have parents who have died by suicide, nor youth who have attempted suicide. • Overdose postvention legislation has been based on suicide postvention legislation, which has not been evaluated for effectiveness and is also an unfunded mandate. e [ �-v 'an[7PC ire es>ms, r'%1-T A YaJL%JAIULI I%a%4 IIL.„11kclnt are alfl w-In .,. S.___ _--'--__-�_ _-- _.1 - �.naaa,saa�a,u aaa r.Tvalli., v1a[, t,oi vY�l Gull ll. C.�tRl11.111`.11LJ GLlG Gl11V W111� 1V1 1111.0 �'1 cl [,lUll �)1 service areas across Prevention where prior requirements were very_ siloing. An example is fiscal support from Tobacco Prevention for Healthy Schools programming. PREVENTION & HEALTH PROMOTION PAGE 45 FY 24 Funding Changes • Prevention requires long-term investment to realize cost savings and improved community health (e.g. reductions in costs for healthcare, criminal justice, education, social welfare, etc.). • Funding has historically been stratified across few stable resources and multiple short-term grants. This results in frequent staff turnover, instability of program delivery, and requires staff to spend time on resource development instead of program implementation. • Oregon suicide legislation has significant gaps; all legislation are unfunded mandates, specific to postvention legislation it does not include Community Colleges, does not include youth who have parents who have died by suicide, nor youth who have attempted suicide. • Overdose postvention legislation has been based on suicide postvention legislation, which has not been evaluated for effectiveness and is also an unfunded mandate. • Changes in some OHA program requirements are allowing for integration of service areas across Prevention where prior requirements were very siloing. An example is fiscal support from Tobacco Prevention for Healthy Schools programming. FY 25 Program Changes • The Garrett Lee Smith Grant sunsets June 2024 without known renewal opportunity. • Threats to DCHS-Behavioral Health (BH) reserve funding also threatens Prevention funding as BH has contributed important financial resources for substance misuse and suicide prevention. Position FTE FY24 FTE FY25 CHANGE COMM HEALTH SPEC II 7 6.8 -0.2 COMM HEALTH SPEC 111 2 2 PUBLIC HLTH ED II 6.4 6.4 SUPERVISOR FILTH SERV 2 2 Grand Total 17.4 17.2 -0.2 EVIRONMENTAL HEALTH, PREPAREDNESS & ENGAGEMENT PAGE 46 This public health section embodies a comprehensive approach to modernizing public health, incorporating foundational capabilities such as emergency preparedness, epidemiology, health equity promotion, community partnership development, and communication. These efforts continue to be integrated across all public health program areas. The Environmental Public Health Program stands out for its dedication to community protection, ensuring the safety and cleanliness of vital resources like food, air, and water. Through a combination of prevention education initiatives and regulatory inspections at licensed facilities, the program actively safeguards public health, reflecting a commitment to proactive health promotion and disease prevention. .LIAIAA"ry %_Aont,aa.t,a ,xxgy��i �Yi��ICB�i, Frograni 1VIanager VVebsiteo littps,/ /www.desc'nutes.orgihealth/pagei E ergency Preparedness and Response Monitors and strengthens the abilities of Deschutes County and our healthcare systems to protect the public's health in disaster situations, such as disease pandemics and epidemics, chemical and radiological releases, severe weather, and natural disasters. Assessment and Epidemiology Assessing the effectiveness of public health programs and their outcomes, as well as continuously evaluating health risks within our community through data analysis. Community Partnership Development and Outreach Fostering collaborative relationships across different sectors of the community and engaging in strategic planning with community -based organizations and partners to achieve public health objectives. Health Risk and Crisis Communications Disseminating information regarding local public health risks and advising individuals on the necessary steps to safeguard themselves and their families. EVIRONMENTAL HEALTH, PREPAREDNESS & ENGAGEMENT PAGE 47 Food Service, Pool and Tourist Facility Licensing and Regulatory Inspections Regulatory oversight encompasses 1,140 food service facilities, 149 lodging establishments (including motels, hotels, resorts, RV parks, and campgrounds), and 301 public pools and spas. Inspections emphasize education and disease prevention to ensure safety standards are met. School Lunch Inspection Inspection of 61 school foodservice kitchens. Food Handler and Manager Training - Food handler training and certified food manager training offered to local business owners and their staff. Drinking Water Education and Regulatory Management Administration and enforcement of drinking water quality standards for the 185 Deschutes County public water systems. Tested 171 private wells since 2022. Childcare Facilities Inspection and outreach of 165 Childcare facilities, including pre-school, Headstart and Pre-K. FY 24 Highlights and Accomplishments • Establishment of a Deschutes County Medical Reserve Corps and employment of a full-time coordinator. • Establishment of environmental action plans and activation guides for smoke, heat and cold weather risk communications, shelters and coordinated service provider response. • Transition of Covid-19 Situation Emails into Public Health Monthly Newsletter with average readership of over 26,000 per month. • Awarded three new grants from the Food and Drug Administration (FDA) to meet Retail Food Regulatory program standards, which evaluates quality and efficacy of the food inspection regulatory program. • As part of Public Health Modernization, enhanced outbreak investigation and disease prevention capacity in vulnerable populations, such as congregate settings (e.g. homeless shelters), childcares, and Adult Foster Homes EVIRONMENTAL HEALTH, PREPAREDNESS & ENGAGEMENT PAGE 48 FY 24 Highlights and Accomplishments Continued • Implemented indoor air quality evaluations on HVAC and clean air opulation and businesses, upon request. spaces for vulnerable p • Implemented a safe drinking water program for private domestic well owners to evaluate for basic biological and chemical hazards, and identify potential hazards associated with well location. FY 25 Challenges & Opportunities • Loss of engagement staff in FY 25 — trying to maintain community partnerships and engagement with less staff and no dedicated outreach orkers. • MRC coordinator is actively managing, voluntpers thmigh a ramnaign and communications service called blue-sky operations, and is also involved in traininjz and mission set development. • Fees and revenues not keeping pace with increased expenses; relying increasingly on Transient Room Tax and Modernization funding. • Experienced a 35% increase in Temporary Restaurant Licenses issued in FY 24 and anticipating this to carry on into FY 25. • Stabilization of Environmental Health staffing this year by hiring more entry level Environmental Health Specialist staff who are trained by experienced Registered Environmental Health Specialists (REHS). • Awarded four more Food and Krug Administration Grants for CY 2024 totaling $50,000, to continue quality improvement work and implement best practices. Finer -3erncy Preparedness Exe rc;se s & Inc KlenIs C r treaci'x C:onr ir.ts 7uC,C Ct}S <;oss Number of �nnd ine n.a�.rA,.r,, ron,4 D—, CTC ur,s ar7 0494or v� nu4.ty C.nmlV ••� tJ;;3 a<ud t:•rCerli ut Kequirt(a �:nver(3'nmeniaj Heaun inspections Conducted 'Yl(i!`I iY)WO-Y)021' CYAW EVIRONMENTAL HEALTH, PREPAREDNESS & ENGAGEMENT PAGE 49 PROJECT CODE: HSEMERPREP & HSEVIRON FY 24 Funding Changes • MRC Grant funding through MRC strong grant ends June 2025. • Planning for transitioning staff in grant funded positions into other funding streams. • Likely increase in fees to correspond with Consumer Price Index as well as proposed increased fees for Mobile Food Units (MFUs). • Continuing increases in Temporary Food Vendor licenses. • Awarded four highly competitive FDA grants totaling $50,000. • Applied for the ASPIRE Grant through the National Institute of Environmental Health Sciences to reduce children's exposure to particulate matter from smoke and contaminants during wildfire season ($39,490). FY 25 Program Changes • As we face the continued downsizings of limited duration employees, we are actively reimagining our outreach, engagement, and community partnership development efforts, particularly with OHA-funded Community -Based Organizations (CBOs). Maintaining the progress made in this area is crucial amidst these changes, and we are committed to finding innovative solutions to ensure continued momentum and impact. • We are shifting our inspection focus to a "Risk -Based" approach to cultivate a culture of prevention. By emphasizing risk assessment, we aim to minimize foodborne illnesses while also gathering valuable data to fulfill a key element of the FDA's Voluntary National Retail Food Regulatory Program Standards. This strategic shift recognizes that implementing risk -based inspections in foodservice establishments is a best practice. It not only enhances food safety but also improves regulatory compliance. This demonstrates our commitment to proactive measures that enhance both safety and standards adherence in our communities. • Increased presence in benevolent organizations and non -regulated facilities to evaluate the health and safety of vulnerable populations, collaborating with Behavioral Health and Communicable Disease teams. Pos(ttan .._.., F1'E fY24 FfE FY25 CHANGE j ALM4 N SUPPORT SPEC 2 2 ADNq N SUPPORTTE.CH 1 1 COMM HEALTH SPEC 11 1 1 COMM HEALTH SPEC 111 2 2 DEPUTY DIRECTOR HS 0.1 0.1 ENV HLTN SPEC II d A i. ENV HLTH SPEC 111 3 3 EN'VIRONMENTA€, HEALTHSPEOAUSTI 2 2 MANAGEMENT ANALYST i 1 MGR, PUB HLTH PROD 0.1 0 -0.11 OPS SPEC1AUST, HS 1 0 .11 PUBLIC HLTH ED 1 1 0 1 PUBLIC KLTH ED H 1 0 -1) PUBLIC HTH N URSE II 1.5 0 -151 SUP ERVISOR HLTH SERV 2 2 1 Aral Tnt.1 22.7 18.1 •481 ADMINISTRATIVE SERVICES PAGE 50 Provides operational and fiscal support, as well as oversight of assets and compliance. This includes billing, credentialing, contracting, fiscal services, health information technology, medical record services, infrastructure, workforce development, equity, language access, safety, compliance, quality assurance, data analytics and project management. OfficerPrimary Contact: Cheryl Smallman, Business Officer, Chris Weiler, Operations Officer &Jillian Weiser, Compliance and Quality Assurance Conducts fiscal and analytical activities, as well as initiatives and quality 9 iYlri W'PiY9®m uv�4 e�i--r--4-- ,-- llAArJl %J V \.lAll.11L C:11V1 L3 LV 1111p1 V VC t IC C1IJLUI n(;y, C1IeCL1VeIleSS, and financial stability of the department. Fiscal Services • Data and Analytics Contract Services • Accounting and Grant Management Oi)erations Manages a complex and diverse set of business support services and ensures the department has the tools, equipment and facilities necessary to serve the community safely. • Project Management • Health Information Technology • Departmentwide Safety and Continuity of Operation Planning Billing and CredenAtialing • Behavioral Health Front O ice ® i l-OC I-eifleflI.L ® Infrastructure • Asset Management • Fleet Vehicle Management • PH Front Office Compliance and Quality Assurance ( QA) Compliance and Quality Assurance: Provides auditing and oversight of department work to assure ethical conduct and compliance with local, state, federal, and professional standards and regulations; including incident reports, policies & procedures, privacy, language access, documentation training, chart audits, and department HR support. • Compliance and Quality • incioent Reporting • Language Access • Auditinz • Protective Services • Policies and Procedures • HR Resource Processes • DEI • Workforce Develnrnment ADMIN SERVICES PAGE 51 PROJECT CODE: HSADMIN-HSIOTHER FY 24 Highlights & Accomplishments • Completed full credentialing with Medicare for 40 LPCs and LMFTs by the l/1/24 start date — new provider types for Medicare. • Centralized department financial technicians into single team, resulting in improved processing times and consistency. FY 25 Challenges & Opportunities • Staffing across all areas of Administrative Services has not kept pace with other service areas, resulting in absorption of workload without additional bandwidth. • Understaffing and turnover at both Public Health and Behavioral Health front desks. • Reduced quality improvement and performance management capacity is resulting in difficulty to anticipate, prevent, and improve quality issues. Health Information s Technology 1775 11.37 Helpdesk Tickets Statistics w 1/1/2023 to1213112023 l rcacis ar Ls;,vy w:m:,lcsoa 100% 80% 77% 77% 71% 79% 60% 40% 0% 2019 2020 2021 2022 ADMIN SERVICES PAGE52 PROJECT CODE: HSADMIN-HSIOTHER ; I L, L, F'-'24 FunIn dg C.Ahanges k %- • End of PacificSource Workforce Diversity Grant Uune 30, 2024). • Completed building renovations: North County and Wyatt. FY 25 Program Changes • Repurposing a Senior Quality Analyst from compliance oversight into project manager to assist with gap in capacity for strategic planning, -ni-rfol-r—ance man-9 .Fc- —.— -- " en.ent, -and qiul a li t y' 1 Position FTE FY24 FTE FY25 CHANGE ACCOUNTANT 1 ACCOUNTING TECH I ACCOUNTING TECH, SR I ACCOUNTING TECHNICIAN 1 ADMIN SUPPORT SPEC 5 S ADMIN SUPPORT TECH 5.2 5.2 ADMINISTRATIVE ASSISTANT 1 1 APPL SYS ANALYST 1 1 1 BEHAVL FILTH TECH 1 1 CLI NICAL I NFO SYS ADMIN 4 4 iCONTRArT WMAI NT i CREDENTIALING SPEC H.S. BUSINESS OFCR H.S. OPERATIONS OFCR HS COMPLIANCE, QUALTIY & ASSURANCE OFFICER 1 1 HS SR. DEI STRATEGIST 1 1 HUMAN RES ANALYST 1 1 LANGUAGE ACCESS PROGRAM ANALYST 1 1 MANAGEMENT ANALYST 5 5.5 0.5 MANAGER BUSINESS 1 1 MANAGER OPERATIONS 1 1 MEDICAL RECORDSTECH 2 2 OPS COORDINATOR, HS 1 1 PATIENT ACC T SPEC 1 n"7 PATIENT ACCT SPEC 11 1.602 1.7 0.0981 QUALITY ANALYST 4 4 SR ACCOUNTING TECH 1 1 SR. QUALITY ANALYST 1 1 SUPERVISOR FILTH SERV 1 1 SUPERVISOR, ADMIN 1 1 Grand Total 49.502 50.1 0.598 DIRECTORS OFFICE PAGE 53 This program provides agency -wide leadership and oversees programs and activities with broad public, community partner, inter -agency and cross jurisdictional impact and involvement, including strategic planning and communication, fiscal viability and accountability and workforce development. Primary Contact: Janice Garceau, Director of Health Services FY 24 Highlights and Accomplishments • Launched comprehensive workforce stabilization strategies: reorganized leadership team; formalized workforce enhancement - chartered committees; launched staff engagement survey, DCHS culture improvement project, new supervisor training and onboarding improvements; supported key wage and tuition reimbursement incentives. • Achieved integrated Behavioral & Public Health response to urgent community needs: collaboration on multiple projects to address and end homelessness in Deschutes County; launch of DCHS Overdose Surveillance, Response, and Communication - Health Intelligence Briefing. • Supported, launched and/or completed key Health Services infrastructure projects: Redmond Campus, La Pine Community Health Integration, Wyatt Lease and Courtney and Wall Street Services clinic renovation planning. FY 25 Challenges & Opportunities • Key Challenges include responding to increasing threats to our service population and community brought on by a changing climate, population growth, a dearth of affordable housing, preventable disease outbreaks, and the Fentanyl crisis. • Emerging Opportunities include: o Continued benefits of integration and collaboration across system partners: Primary Care Integration, coordinated responses to homelessness and addiction, Behavioral Health partnerships with law enforcement and the Justice System, and collaboration with schools to reduce suicide and substance use risk. o Continued growth of non-traditional workforce: Peers and Traditional Health Workers, and the re-establishment of the Public Health Medical Reserve Corps of volunteers. 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M Ofl 00 LL p � 00 to � 00 a 61) 61) 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ++ C M N M 0 0 0 OD O O o O O O M Oo = r v m 00 LO 0) O O O r- N V N OMO ' ' O O ,t ' ' V' Nf N y O N O OT OD OO O OA tl- V' 00 N 00 Cl) Cl) '7 O M to LO N LO O CM Cl) N N •� N O o (fl r r r- N LO N r LL ) L V (14 cu U(D cn •j N U +. m U -0 � (6 Z Z ='� w o(D oU(n= m cn ccuu0 d cu U c o O V// to= CL L 06P cU co a) a d > 0 c cu to o U o (L6 M C .F t� to N U N o) > d m co a c w W e m d 'L cn w o 2 U L= 4% O w D m a�i o 0 0 m(D0000 BCD H cu U 0 t- U � Y n M Cl) Z 2 m 0 u7 ~ o U, � 0] 2 N Ef) � Y H � Q � a -o g c m m U o ti (D C '0 N N :3 C6 Y c � W N 0) O C � C N O C (D (6 69, LL o) 0 c c U m o Eo LLJ W .N N C U U N LLU U) U O E m 0 6 U u 1) LL w J N } LL 0 C 0 0 a 0 0 0 0 o 0 0 0 a 0 O o 0 0 0 0 0 0 0 o 0 a d rn rncovv ocoo LO o C 0 MU') N O N O 10 _ 7 i U v Cl) N (C) 1- O) LO W 00 O O 't O O LO r N 0' 00 0 00 i� O ( OMp t d 0 r (D 0) O) LO O W M rl' It N 00 `-' M y N y O O O O O O O O O O O O d (.O LO CD d) 0 0 00 00 0 O O (0 r O m .0 0 O) 00 O O O OD CO Cl) Cl) O O M 00 C,4 Cl) N LO Go In y O L V N Ncl� N 0 0) O M'T � N It Q- O Co Cl) O 0 a 61 60 e» c 0000 0 000000 0 0 O 0 1- LO 00 � N O 00 m [� 1- N M to O N O It 0 U') LO �i+ O Lf) O U) h It U) N 00 LO O LO LO O •- M 1- LO O ' Nco 00 N N 00 OD - I- O M N U) O 00 O N Q� :Q } d Ofl N 00 O Cl) 0) co Ci V1 LL w t1') r L h •� 69 ER K} fA L- 4.0 Q a U_ E U N '0 C t d OU T v E N W ow N a�i U V (Do LL 2 WJ °tS f6 'a W Q j d ai ca V >>O : +�� N j O ( cTa oes •� C Q U 3 � O j C` y Q' Q CD m > d p =O E ( a' o .0 � U «S Cl c 0 C� � ca d N +' 0 m =2 U) W Zo to m6565CD o F- W m (L) M o 0-�EU0I-0 0 I— o o t o o t o 0- 0 0 0 o t o 0 G) O> e N LO I- Ln 00 O (D CV •- i N Ln ti d' � 0) 00 N O tl- L U d LO M � d0' O LO MO O m 0 0 N (O 00 M O u Cl) ' O r ' r O P- O O LO ' d' 6) c 06 M (O (V Lo V' O I- 0 V' (O 1- 00 N 6 N M � W jN v O �' r 00 (O !� 60. 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I 1 1 I 0 SW ` W v' O U L ot3 c o C� a. c c c c rn �_ cn o O- a) a. d NO co r a a _ _ C rn 7�N 4) D N CM p'6 N a) r- V f(nQC C N w ac��-c�� ►- O=L.L a co(DC) >��5i-E-i-f- F- Y Cl d r S �i� Special Request #1—Intellectual and Developmental Disabilities I DD BUDGET ADJUSTMENTS Salary $60,072 Benefits $47,546 Materials & Services $2,000 Capital Outlay $0 TOTAL COST $109,618 Revenue Offset $76,618 NET COST $33,000 TOTAL FTE 1.0 Ongoing or One -Time Funding? Ongoing Description and Itemized Costs (attach documentation as needed): • Add 1.0 FTE Admin Support Specialist (salary: $60,072 and benefits: $47,546) • Computer and peripherals: $2,000 Describe Specific Personnel Needs: Adds administrative support to the I/DD team for the Leadership team in organization of personnel actions, recruitment, tracking of programmatic planning and action items, and other clerical support related to -�adership activities Justification: The span of control for I/DD Leadership has grown by 45 percent since Fiscal Year 2021, from 30.85 FTE to 45.85 FTE, without administrative support. The I/DD program is intentional in staffing 8.85 FTE clerical personnel to relieve the administrative burden associated with case managers and eligibility specialists. This lends to program efficiency, allowing professional -level staff to appropriately provide service to individuals rather than be over- burdened by the necessary administrative tasks. Similarly, an Administrative Support Specialist position will handle the administrative organizational tasks in the leadership team (one manager and four supervisors), which will allow those positions to more efficiently perform supervisory and budgetary duties. Funding Source: Oregon Department of Human Services case management funding and associated County General Fund match contribution. O 1 w 0 O u O N M O O H H o C7 r H Q W I i a I oho W i N I Q W GQ a n q 0 0 0 0 N W O o O H O I O w a w a I Q c i H o m N I l0 N Ol M H Q I N W\0 O H N a w i ID � H O W C7 I Q Q CQ El I ri O N M Ln <M W i N U` 1 l0 M N dt O� I N El O N 1`� I Ifl M 1 dl EnN W pj w O �o H H ID a h C W UN W 1a I o FC O] w M W N I M Ems,, Ol 1) O M U W FC io o I M W El 1 N r� d\ lfl T VD l0 N Q N El H U N O W FC i io M I o m a N e m H U H N U 04 ' U H N C7 U m z � H rl �4 z a a U HH $ N N FI l4 41 U N P. 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C O U O N w Q N H E+ El El Ea 1 H E N U N o rt u H F OH Q W I N 1- IInn � m u C r ro In 43 '�--: f7 H O H O H M H w H H O H O S O co O El w 0 <r r d v xIn+ uN O rn P4 a Behavioral Health Terminology & Acronyms ACT — Assertive Community Treatment — Part of Intensive Adult Services Program; provides high intensity, wraparound supports to individuals at risk of homelessness, hospitalization, incarceration due to serious mental illness. Aid & Assist — persons too mentally ill to stand trial; committed to the state hospital or to community monitoring & supports. BH — Behavioral Health FACT — Forensic ACT Team — ACT level services specifically for individuals committed on Aid & Assist monitoring or other SPMI incarcerated individuals. CCBHC —Certified Community Behavioral Health Clinic Demonstration Project — enhanced reimbursement through prospective payment system (PPS) to cover all costs Expansion Grant —traditional grant program —covers positions & cannot bill PPS CCO — Coordinated Care Organization — Manages OHP healthcare spend Civil Commitment — persons too mentally ill to be safe in community without supports; committed to hospital or committed to community monitoring — require hospital level care outside of secure setting. CMHP — Community Mental Health Program — provider of all mandated mental health safety net services CQA Team — Provides Continuous Quality Improvement (Compliance, Privacy & Policy supports for department) CSS — Community Support Services — one step down from ACT/FACT level of care for SPMI ED — Emergency Department; LE — Law Enforcement PPS — Prospective Payment System; model of payment in which all costs for providing BH services are factored into a cost formula and reimbursed via an enhanced Medicaid rate payed on top of submitted claims. SMI — Serious Mental Illness; person with a mental illness serious enough to impact daily, independent functioning SPMI — Serious and Persistent Mental Illness; similar to SMI but long term and chronic, typically disorders like schizophrenia / severe mood disorders which are lifelong and impair day to day functioning. DCHS-BH Budget Presentation DESCHUTES COUNTY SHERIFF'S OFFICE I:. Slwiw Nclso)i, �Ywr~tj:? Ma')mffi `fit r 1 >tlo (h/r CF3Fi7FTiimil y Date: April 19, 2024 To: County Commissioners and Budget Committee Members From: Joe Brundage, Business Manager Re: April 29 Budget Committee Presentation In advance of the Sheriff's Office presentation on April 29, 1 want to provide some background information on the Sheriffs Office budget and identify the topics we plan on addressing in the meeting. Background When the two Law Enforcement Tax Districts went into effect in FY 2008, those involved anticipated the rates to increase to the ceiling within 5 years - by 2013. They also knew that the ceiling in the rural district was not feasible: however, focus groups and polling told them it would be difficult to pass with a $1.55 ceiling. Original Plan for the Creation of the Tax Districts 1.60 1.55 1.50 1.45 1.40 1.35 1.30 1.25 Rate Ceiting 125 iCount eTax ate-------.-.----�.--.--,�,�m,�a.�o�.a- -.��.�.�.�.. 1.20 .e° �® I.15 I.10 ,r 1.00 0.95 s' 0.90 FY08 FY09 FY10 FYi1 FY17 rY13 FY14 FY15 FY16 rY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 At that time, transient room tax covered 35% of the Patrol Budget. The plan, devised by the late Marty Wynn, retired Finance Director, was for that to increase at 3% annually to lessen the burden on the rural taxpayers. The understanding included that the Sheriff's Office wasn't limited to a 3% increase; special requests for one-time funding needs could also be made if anything came up. \Lun tllii, 6ti�;U'.Illgh.c�r?0 Rrncl, tiR 9U n'l, ( W 1);711+ sSl--ti-'i6f�i Concerned with the potential financial pressure in the future, the Sheriff kept staffing low. In the early years (2009-2012), this made sense: we were just coming out of a recession. As the economy recovered, new developments slowly came online that would occasionally boost the rural tax revenue. This growth, along with the restrictions on hiring, led to a fortunate surplus of contingency in the rural tax district. As a result, the TRT transferred to the Sheriffs Office was frozen. If the Sheriff didn't need it, it could be used elsewhere. The Sheriff also cut the rural rate in FY 2019 to deplete the surplus. Taxpayer Savings from FY 2013 to FY 2023 1.60} , 1.55 1,55 1.50 1.45 1.40 1,40 1.40 1,40 1.40 1,40 1.40 1.40 1.40 1.40 1.40 .........._ 1.34 1.34 1.34 1.341.35 1.30 1.25 Rate Ceiling 1.25 1.25 1.25 Countywide Tax Rate 1.20 _.._ . 1.15 1.10 oa os oa 1.os 1.0 1.05 1.oz 1.oz 1.oz � u 1.00 0.95 -0 0.95 0.95 0,95 0,95 0.95 0.95 o.9z o.9z 0.90 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 In 2017, the Sheriffs Office put its Public Safety Campus needs on hold in support of prioritizing the needs of Community Justice and Health Services. We've continued to support those projects: The Sheriffs Office has contributed over $2.6 million to support and fund the Stabilization Center. Shortly following the rate cuts, we encountered COVID-19. The resulting economic panic and supply -chain disruption, along with the requirements from House Bill 4301 and Measure 110, led to a significant shift in resources. We experienced a significant increase in the demand for our services with a simultaneous cut in our state revenue. We began asking for an increase in TRT in 2020. In FY 2022, the Sheriff's portion of TRT was increased by $500,000, equivalent to an annual increase of 1.6% from the time it was frozen through FY24. �1ai1} (?Ilicr Wnh 1,611 (;;d;t_'0 Knd,lW9'17h; tc:l.!>it of TRT Transferred to Sheriff's Office 4,400,000 4,333,738 4,187,18G. 4,200,000 4,112, 367 4,045,591,.°° Adjusted foi COLA 3,992,589 .a 4,000,000 � ® 3%Gtmvth Rate p. 3,920,146,°°°',® Actuall"Ril7ansfei 3,876,300 r 3,800,000 3,""'78a` ® 3,651,787 3,651,787 3,651,787 3,651,787 3,60E,A9(Y 3, 54 7, 364 3,600,000 3,444,043 ®� ' '® 3,405,4G7' 3,400,000 3,343,7311 .3,§50,519 3,246,3 41 3,199X(W 3,200,000 3,1.57.,787 m. 3,151,787 3,151,787 3,151,787 3,151,787 3,151,787 3,151,787 3,000,000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TRT contributes less than 19% of our Rural budget. People who don't live here contribute between 27% and 50% of the workload in Patrol and Detectives. The increasing gap between revenues and responsibilities has put a strain on the Rural Tax District. Current Budget The FY 2025 budget is different than prior Sheriff's Office budgets. We plan on addressing these changes and their impact in the upcoming meeting. These will include the following: ® Payroll clearing lines were added in Patrol, the Adult Jail, and Sheriff Services to account for some of the unfilled positions. • The inclusion of the payroll clearing lines led to a change in the way we budget overtime. Current strategies to keep M&S increases low. The Capital savings that has resulted from the Sheriff's automobile strategy. The impact on BNWC and ENWC with and without changes to TRT. We look forward to meeting with you on Monday. 6b _. .'M did! lad t_,,;3;fir.Ilijma� 20 cr.J, tN:9i-0" °I I-31>ti-i,bt=t MOVE EDCO START GROW April 2, 2024 Deschutes County Board of Commissioners 1300 NW Wall Street, 2nd Floor Bend, OR 97703 RE: Economic Development for Central Oregon Budget Request Dear County Commissioners and Budget Committee, On behalf of Economic Development for Central Oregon (EDCO), I am writing today to request funds in the amount of $324,517 for the 2024-2025 fiscal year (an increase of $18,432 from last fiscal year), which will provide ongoing support of EDCO's strategic plan and mission to create a diversified local economy and a strong base of middle-class jobs in Central Oregon. Last fiscal year Deschutes County increased funding by 9.5%, as requested due to escalating labor and materials costs. This year, we are asking for a modest increase to help offset increasing expenses related to insurance benefits, equipment and supplies, contract services, and a conservative cost of living adjustment (COLA) related to the Consumer Price Index (CPI) and Inflationary rates of 3.2% (for February 2024). We are forecasting a small deficit in 2023/24, due to an unsuccessful grant application, but we feel 5% is a reasonable and prudent request for 2024/25 as we plan to bolster private sector funding, noted in the "Leveraged Funding" section. New to this budget request is the inclusion of funding related to table sponsorships for regional Annual Luncheons, as applicable, per the request of County staff. The table below is a breakdown of the current and proposed 2024-25 request. Programe23- FY 2024-2025 Annual e i Investment (current) Luncheon2024 e2025 increase) Request Sunriver-La Pine $38,545 Sponsorships $600 (5 seats) $40,472 $41,072 Sisters Country $38,545 NA $40,472 $40,472 Redmond (RED[) $16,520 $900 (8 seats) $17,346 $18,246 Bend $16,520 NA $17,346 $17,346 Venture Catalyst $44,050 NA $46,253 $46,253 Regional Office $151,905 $1,628 (10 seats) $159,500 $161,128 Total: $306,085 1 $3,128 $321,389 $324,517 nr„.... c..,,ri-ar-T n Pine nrnaram funds are nnssed throueh EDCO to the City of La Pine apart from a nominal administrative charge to provide software and staff support for the position. EDCO's primary focus is on helping companies create jobs by doing the following, which brings in new wealth and helps the overall economy grow: MOVE. Guide employers outside the region through the relocation process as a resource for regional data, incentives, talent, site selection, and more. START. Mentor and advise scalable young companies from concept to exit on issues such as access to capital, critical expertise, and strategy. GROW. Partner with local traded -sector companies (those that export products and services out of the region and import wealth back into the community) to help them grow and expand. MOVE START EDCOGROW Leveraged Funding For decades, Deschutes County has been a key partner in the work of economic development both through its own operations and through contracting with EDCO for business development services to enhance and support the local business climate. By partnering with EDCO to allocate state lottery funding dedicated to economic development efforts, the County benefits from: • Lower personnel and benefit overhead costs, • EDCO's 501(c)6 business organization status, which leverages private sector funding, augmenting public sector further (see funding mix below); and • EDCO's proven track record of success, efficiency and effectiveness in fostering job growth, industry diversification and strategic initiatives that pave the way for sensible growth. EDCO's FY 23-24 Funding Mix Private Membership Public Contracts Earned Revenue CZW-L,�01/1 Investment from Deschutes County leverages more than $6 dollars of outside funding for 1TE pr INSTITUTE every $1 spent in the form of private memberships, local and state contributions and earned revenue. In this way, public dollars are augmented to achieve better results and �'" RWRD HEARTLAND FO �) measurably improve the local and regional economy. We believe this partnership has been a key component to the region's consistently high rankings in the U.S. for economic Forbes performance and job creation from The Milken Institute, including #1 rankings for small metros four out of the past seven years (ranked 61" in 2024), and consistently high ranking with Forbes, Entrepreneur, WalletHub, and Heartland Forward as standout C= places where jobs are being created and sustained. Entrepreneur Scope of Work EDCO will continue to deliver comprehensive local economic development programs in coordination with Deschutes County and local communities. Services will include, but are not limited to, marketing, recruitment, retention/expansion, strategic initiatives (i.e., air service, the Central Oregon Innovation Hub, etc.), management of incentive programs, and further formation of public/private partnerships. EDCO will monitor programs and systems that directly impact local companies' ability to be successful and will encourage and support local entrepreneurship by providing a mentoring network and facilitating access to equity/growth capital among other things. EDCO will administer enhanced economic development efforts by hiring and retaining the staff necessary to support individual communities. For its investment, Deschutes County receives seven FTE and a relative apportionment of five additional staff delivering EDCO's mission. Strategic Plan Development of EDCO's most recent strategic plan included outreach to many stakeholders, including local traded - sector businesses, local communities and Deschutes County staff and Commissioners. The FY 2022/23- 2024/25 plan includes information on target industry sectors, business development strategies, workforce development initiatives, advocacy, and table setting efforts, and is available for review here. Return on Investment (ROI) The organization leverages many tools and resources to accomplish the work to promote investment and job creation on the high desert. One of those tools under EDCO's supervision is the Enterprise Zone program. On behalf of the Deschutes County Board of Commissioners, a sponsor of the three enterprise zones within the County, EDCO markets, provides technical assistance for, and administratively manages these zones to help companies during times of expansion and relocation. EDCO also provides these services to Jefferson and Crook Counties. MOVE START EDCOGROW Central Oregon Industry Clusters MANAGEMENT OF COMPANIES AND AOMINISTRATIVE HIGH TECHNOLOGY SUPPORT Ho-, Busbies Dam Craters... Suppon se— Decuonics, SoftSerniccon- Soft... ware, and lwmware om�apment aE '✓' LIFESTYLE PRODUCTS Dutdoor and App 16 TRADED• Prwmas. coos Pr ,,s ng SECTOR ®+•�+«-•+^�•m•�--• W•... B=n$whet INDUSTRIES' a Bmmrage Maoumnu.arg �t ADVANCED e MANUFACTURING ewWrng nrodnn . -a —Aeros d pace. an MetaVurgkal Manufacturing 73 SCIENTIFIC Bros<icnce. Medical Dev+<e and Nuva<eutbals Alanum<turing TDDIn— rm amdcJ l ;eta'resrnxrv. ,uc exrwutt cxzuX�rN dx rearm Presently EDCO is managing 63 active authorizations in Deschutes County that utilize the enterprise zone, which accounts for 20-30% of our Area Director's efforts and time. At the time of authorization, those companies plan to invest over $545 million and create 1,050 local jobs. The impending ROI for these investments, based on the 29x formula from the 2022 Prol2er(v Tax Impact Study commissioned by Business Oregon, is over $15.8 billion in Deschutes County alone. The 63 active authorizations in Deschutes County represent over 80% of the enterprise zone activity in the entire region. In addition to the Enterprise Zone program, EDCO plays an active role, with support from Deschutes County staff, in the administration of the Deschutes County Economic Development Forgivable Loan Fund (DCEDLF) program. This important program provides a monetary incentive for job creation to growing traded -sector companies, encouraging additional capital investment in the County, To date this program has helped more than 30 companies create over 1500 traded - sector jobs since its inception. EDCO provides the following services to help the County execute this successful incentive: • Marketing to applicable businesses • Application assistance • Compensation verification • Coordination and management of the due diligence committee • Formation of staff reports and recommendations • Draft loan agreements Quarterly reporting documentation • Oversight of conversion process MOVE START EDCOGROW EDCO believes programs like the Enterprise Zone and Forgivable Loan Fund are critical and help set the region apart when competing for private sector investment. We are pleased to include management of them as part of our service delivery. Creating a Diversified Local Economy EDCO works tirelessly to champion a sustainable economy in Deschutes County and the region. Our efforts are focused on building a robust pipeline of company projects that promise long-term stability and growth. Presently we are working with 127 company "projects" who are planning on investing over $1.4 billion in Deschutes County, which could create as many as 4,000 new traded sector jobs. The graph below illustrates the diverse composition of our pipeline, showcasing our comprehensive "move -start -grow" strategy throughout Central Oregon. 70 Move so 50 ao 30 zo 10 0 10 0`\�a oo Go c� Qc Start E Grow It is no secret that labor shortages exacerbated by both housing and childcare affordability are negatively impacting economic growth. Labor shortages are also impacting the availability and rising costs of raw materials related to "bricks and mortar" for companies trying to grow in or move to Central Oregon. Add escalated interest rates as the Federal Reserve has worked to curb inflation and it's clear there are numerous headwinds facing EDCO's work. That said, our commitment to fostering business development by building relationships onde CEO at a time has and will continue to yield results. Given the challenges and economic uncertainty mentioned above, it's more important than ever to invest in economic development. EDCO's board and staff applaud the Commission and the Deschutes County management team for the vision to sustain and enhance support for economic development services. We believe this proposal represents a cost-effective strategy that is broadly supported by the communities within Deschutes County and leverages both private and public investment in economic development. I welcome the opportunity to address any questions you may have and appreciate your consideration of EDCO's request. Sincerely, Jon Stark EDCO Chief Executive Officer •'s mission is to create a diversified local helpingeconomy and a strong base of middle-class jobs in Central Oregon. To do this, we focus on • ., do thefollowing: MOVE. We guide employers outside the region through the relocation o process as a resource for regional data, incentives, talent, site selection, and more. START. We mentor and advise scalable young companies from concept to exit on issues such as access to capital, critical expertise and strategy. GROW. We work with local traded - sector companies (those that export ® goods/services out of the region and import wealth back into the community) to help them grow and expand. 1) EDCO's Role; Org. Chart 2) Budget Request 3) Team and Organization 4) Industry Focus 5) Fundraising and Events 6) Move, Start, Grow Work 7) Pending Projects and Done Deals 8) Table Setting 9) Accolades 10) Questions MOVE START EDCOGROW • ,. i 2024 investment (current) Luncheon Table 2025 (proposed % 2025 Request Sponsorships Sunriver-La Pine $38,545 $600 (5 seats) $40,472 $41,072 Sisters Country $38,545 NA $40,472 $40,472 Redmond (REDI) $16,520 $900 (8 seats) $17,346 $18,246 Bend $16,520 NA $17,346 $17,346 Venture Catalyst $44,050 NA $46,253 $46,253 Regional Office $151,905 $1,628 (10 seats) $159,500 $161,128 Total: $306,085 $3,128 $321,389 $324,517 5% increase over FY 23/24 ✓ Increases to contract services cost ✓ Escalating benefits cost ✓ Increased materials cost ✓ Modest COLA Includes Annual Luncheon Table Sponsorship (as requested) TOTAL INCREASE OF $18,432 _ MOVE START EDWGROW Jon Stark CEO Megan Kantrim Director of Events & Community Relations Erin Chaiet COO Nicole Mcnew Director of Marketing & Communications Larry Holeman Senior Director of Revenue Emily Miller Marketing Coordinator & Admin Assistant MOVE START EDCOGROW Brian Vierra Venture Catalyst lBD Intern Steve Curley REDI Director Eric Strobel Sisters Director ABOVE START EDWGROW Kelsey Lucas Prinevillelcrook county Director Mary Knight Patricia Lucas Don Myll REDI Assistant Sunriver I La Pine Director Bend Area Director • • e EDCO Board of Directors (47 Members) EDCOAudit/Finance , EDCO Executive Committee Committee CEO _ MOVE MCO START GROW Central Oregon Industry Clusters MANAGEMENT OF COMPANIES AND ADMINISTRATIVE HIGH TECHNOLOGY SUPPORT Data Centers, HO's. Business0 semiconductors, Support Services Electronics, Software, and Hardware Development i , i LIFESTYLE PRODUCTS I Outdoor and Apparel TRADED- Products, Food processing, SECTOR----m------m- Brewing, Distilling, and other INDUSTRIES* Beverage Manufacturing a ADVANCED MANUFACTURING Y Building Products, Aviation/Aerospace, and Metallurgical Manufacturing - SCIENTIFIC Bioscience, Medical Device and Nutraceuticals Manufacturing 'EDCO ftx'usns on v:ufM-sector rmlAoyn-vs nr dwsa vAwsx m onty of poai; arxllor ticrvkes jue eyfw tjxt outside, of ttv rep" EDCO helps strengthen and diversify the local economy by focusing on recruiting and serving traded -sector businesses in five key industries: ➢ HQ's and Administrative Centers ➢ High Technology ➢ Lifestyle Products ➢ Advanced Manufacturing ➢ Scientific MOVE START EDCOGROW Goal Sample of 24 New Members EDCO's FY 23-24 Funding Mix $51,395 wlvovn=)Ev IiI DEVELOPING YOUR IDEAS Private Membership Actual Emu (: HARRISON $35,405 AP1E641S®tJRCE \%CHIROPRACTIC PUbI1C Contracts Business Capital J r UPPLY Earned Revenue AAA NINE PEAKS AAAAAS0L"T10NS L'VENATION Other M Pi� MOSSADAMS JM'o ESsIAL_ GROUP MOVE START EDCOGROW FYTD 23-24 Actual vs. Expected Event Attendance C'�NTRAI. OREGON PUBTALK MEN= ANNUAL LUNCHEON NONE= Other 0 200 400 600 800 1000 1200 Actual a Goal MOVE START EDCOGROW MOVE START GROW The support available for entrepreneurs and business owners here in Central Oregon is unparalleled. The access to the continually growing stable of experts who call our region home is invaluable. I can't think of a better place to live and build a business. - Tyrone Ho—, Founder, Puffin Drink—r .... • Leads I..., • by I:. • • I Organic Leads 68 EDCO Digital Marketing 65 Business Oregon Responses 2 MOVE MCO START GROW nn Active Portfolio Companies $ 0 20 40 60 80 Coaching Sessions 67-�b ULOJU 0 50 100 150 200 250 300 FYT® "Start" Tracking Results Investors Engaged: 000 5 S 0 10 20 30 40 50 60 70 000 Total funding committed to portfolio companies through the uU�J n $3,152,000 BVC LLC Funds and other ^�r11 II l investors in the entrepreneur ecosystem gr Our existing businesses are the job engine of the 'region's economy. EDCO's Area Directors are positioned across Central Oregon communities to partner with and advocate for local companies as they grow and expand. Total Projects by Community 3500 3000 2500 2000 Anticipated Jobs by Community Anticipated Capital Investment by Community $2,500,000,000 $2 24B $2,000,000,000 $1,500,000,000 $1,000,000,000 $843M $500,000,000 $320M $318M 1$9.6M 114M e�e�e a�ee ec. Q`ce Jc� oca y�e�5 a�ey G° e6 & J�`\e�� \G`o oe Qc IN Move IN Start 10 Grow MOVE START EDCOGROW • Advanced Manufacturing dominates the regional pipeline High Technology activity resides primarily in Bend and Prineville • Lifestyle Products and Food and Beverage industries are represented across all Central Oregon communities • Scientific activity is occurring mainly in Bend Mgmt of Comp and Admin 2% Lifestlye Product 21% e 25% Outdoor Scientific Products nw 3nced acturing 8% id & Beverage Production 10% MOVE START EDCOGROW Companies Actual E Goal Capital Investment Goal MOVE START EDCOGROW MOVE START EDCOGROW Cumulative "Grow 1) Done De Companies 12 10 8 6 4 2 0 01 02 Q3 Q4 Goal Cumulative Capital Investment: Progress to Goal 50 0 Q1 Q2 Q3 Q4 Goal MOVE START EDCOGROW DALLAS FORT WORTH INTERNATIONAL AIRPORT s PDA Portland International Airport Regionally Significant Industrial Sites SB 1 526 BUSINESS 00 RESPONSE East cascades NETWORK WORKS Co:urtn� l�.tont 7-> C)P�urtii,ty MOVE START EDCOGROW ��(CQ))) HEARTLAND United States FORWARD census Forbes Aft MILKEN bureau INSTITUTE r) smart assef The treet Stay h6jo-All Josh Lehner Oregon Office of Economic Analysis Beacon Appraisal Group Beacon Report and Market Overview Compass Points Commercial and Industrial Market Report Central Oregon Economic Indicators (OED) Statewide Economic Data Redmond Airport Flight Statistics Central Oregon's Childcare Supply Dashboard MOVE START EDCOGROW *equivalent to 10 months of annual operating and personnel expenses VISIT CENTRAL OREGON FY24-25 BUDGET PRESENTATION COUNTY BUDGET Revenue (DRAFT) Deschutes County Room Taxes 3,378,000 3,236,105 (141,895) Budget Carryover from LFY 400,000- (400,000) Marketing Co-op Investments 45,000 45,000 �- Visitor Center - Park Passes 7,500 5,500 (2,000) Interest Income 5,000 5,000 - Total Revenue / Resources 3,85,500 ,1,05 (4, ) VISIT CENTRAL OREGON FY24-25 BUDGET PRESENTATION 11 Room 23 NMI` �-� 10 -- M w w molull FY24-25 BUDGED PRESENTATION VISIT CENTRAL OREGON � � 5 q� � � ,.s Y BUDGET(DRAFT) Advertising Marketing �� I sea COUNTY BUDGET 0 Operations Programming FS M, W,1 ®Advertising & Marketing ® Operations sa Personnel <Group Business Development m Industry Relations VISIT CENTRAL OREGON FY24-25 BUDGET PRESENTATION *Per Regional Cooperative Tourism Program mandate carryover funds ftom FY21-23 Biennium must be allocated to Grants and/or Regional Strategic Investments. VISIT CENTRAL OREGON FY24-25 BUDGET PRESENTATION VISIT CENTRAL OREGON FY24-25 BUDGET PRESENTATION DESCHUTES COUNTY UNINCORPORATED AREA TRANSIENT ROOM TAX COLLECTION 3AOO,OW z,SOO," 2AOO," -Hlg-m i.sro,aao —FY20-z -PM-73 m—.�za .. ...�:; i.000,aoo `� Sm,(XX) �*AV'I40;&*1 j 5 'I DWA 1 Travel O ,a&.lOx egon pays :2 S for al e € rx I o F of several budgetCounty In total. Travel Oregon covers $ K 6 salaries for the ,g Travel Oregon covers the salaries of all but one new position on the VCO team. wr L Business Development Director - drives overnight visitation to the region by attracting groups, events and conferences. z�� Building awareness for direct flights. Top Target audiences: Seattle, SF, LA, Phoenix, Portland (new flighti. AWL High -value visitors CENTRAL OREGON : , � 3ftd 2K<>a the ° Q9 ;:)*Ed6 q « arm for 4: COAST ° Financially support" po t{« :± ) fights «� Q & %, ...fir(:z Key player in getting: H . mD ; and Y\ / V 1 SITC ENTRALO REGO ®COM ^ r T \ / \}\() [%)(:°\ \ «� d . .{, . U Y1,2+23- APRIL ; 7+24 /\+: Presenting our § »§f*>,«:z< go -to places tea 01 4 OW1 I lklf"I I VC01sinitiatives are quilded by data-drilven insilghts gathered from Searcher Intent Modeling Research. Optimized site led to 276K organicngines to clicks (FYTD) from search e IWADI'/I -°� CITY PACKAGE: �r g t ur our target audience visiting? Get in front Where yo of visitors from a partiruia, ci' as they decide ca visit Central Oregon and help :hem make decisions atr= lodging, dining and recreation. BEND $2,100/year r{ f REDMOND $1,800/year sex SISTERS $1,8001year f 45% SUNRIVER $2,400/year PRINEVILLE $900/year .. e N X ,} � A'� ? a �' `�✓^a� ,..:�'6 Via, v �� .,� fir.. �`` o.Su�"'�� > t � �. � , �j''�`� �` 7 ,,. w� u,� � `�. a„� DIGITAL ADVERTISING PACKAGE OPPORTUNITIES Three exclusive rotating ads are available for each package listed below. RESORTS PACKAGE: premier locations with a home page logo, banner on the resort overview page, your resort page, and the golf trail page. This package is exclusively reserved for Visit Central Oregon's partners. $5,000/year 111111111111f 111111111111 wmo.� .......... ADVENTUREPACKAGE: Catch the adventurous visitor on the 'Things to Co pages. Your business will have a presence by promoting its activity from gait to water and snow sports or family activities. $2,500/year Mug®uMe 4 0elleNea 7n Wetera V I S I T C E N T R A LO R E G O N. C O M SPONSORED CONTENT Sham your business's story through custom -produced content on a featured part of visitcentraloregoo.com. This customized content can be shamd via your channels, plus Is ali by Visit Caniral Oregon, reaching high-pomaust visitors and having the bonofa of third -patty cmclibdity. WINTER IN THE WEST STAY AT SKI -IN RESORTS TRAVEL FOR ALL silmd- 141001)*DRINK them Ie, has bsaII S—Ilsla C"'I J -T- R E,ON G 0 L F Win a Golf Getaway to Sunny Central Oregon at Sunriver Resort Enter to ve, a —d of golf, a lesson wN ap(o. dining and a tigha stay at &M—Resort for two vas— over $1,600 �s�r ��ER- A S E Central Oregon A Diverse Golf Destination Unlike Any Other The Central Oregon Golf Trail is much more than golf with a view. But with the snowcapped peaks s of Mt. Bachelor. Broken Top, and the Three Sisters mingly watching over every shot under bright Central Oregon skies. those views certainly leave an impression. The majesty of Central Oregon's geography is part of what has long made It a cradle of imaginative course designs as diverse as anywhere in the country Here. the mountainous backdrop and evergreen forests give way to a rugged High Desert landscape with red-6ade, volcanic outcroppings and juniper forest Famed names in golf a,chitecture like Bob Cupp Jr.. Tom Fazio. John Fought. Robert Trent Jones. David M,Lay Kidd. and Jack Nicklaus have all painted Central Oregon's canvas. Central Oregon has nearly 30 courses. And It. three Golf Digest too Greatest Public courses — Pronghorn Club, Jack Nicklaus Course al Juniper Preserve (No. 4z) east of Bend. Sunriver Resort's Crosswater Club (No. 54). and T.lhe.ow Resort in Bend (No. 57) — are emblematic of its diversity. The three gems are each carved from vastly different landscapes to create a golf adventure that is uniquely Central Oregon. Hidden gems fake Juniper Golf Course only round out the experience. 'The first thing that stnick me when I relocated from Texas to Central Oregon is just hew different our great .e from one another,'said Hunter Hidalgo. who — d from the Dallas area two years ago to take as Tether — Director of G.IL "Tetherow i, a true Scottish Heathlandinspired design. Bul just a few mutes away, you II find a course framed by ponderosa pines or a striking desert links course carved From lava outcroppings. That kind of dwersity it a lot of fun.' OH the course. Central Oregon is a paradise for outdoor recreation. It's home to nearly three dozen breweries, distilleries. and c,de,i— and a culinary scene that encompasses everything from fine dining to an eclectic Food truck culture. The region', cultural and entcrtainmenl offerings continually grow, too, including livo music —th top headlinnrc St—i.,g golf resorts ,thud i,g Sunriver P.—t .lack Butte Ranch Pronghorn Clt b al Jun per Preserve and.ra.ada Ranch m Powefl Butte make for perfect basecamps. The Golf Trail Is evenevelving. too. In -23. Sunriver Resort completed a major bunker renovation at C.... water and Black Butte Ranch added a Szo million aio Lodge that includes one of the region', lop dining experiences. It makes for a golf trip without compromise. And that's what ultimately makes Central Oregon so special. Before you make your ne.t —,ti n plans, go to Cenl.a10regoaGolfTra4.c.m to find just what you're looking For. F,TR9 O�EG0N GOLF T n n 1 L ....... ....'w.'i F { NO r ,t4 A «W. Vol ,vme IL i, 171 IR i 1 R r��E QJS Y R L� >F a rF _ _ ■°A��£ r : Q R E G =N promotesAnnual publication that lodging, recreation., outdoor { Promotes T' EY E`F p e industry partners `R 100K copies distributed Guide orplannin 7 y wedding Oregon in Central Showcases regional wddiG\ venues, C2ent(dC4io 25 ± vendors ` r«d6> 1I,J`�zsks �•� RESOF;TVENUES Full=service de tinations for business and.fun . TEAM -BUILDING ADVENTURES Year-round group activities ° Supports regional restaurants with features 2 9 / menus k}\\6\}\i2 \ HIM CONSUMER 1 15K OPT -IN 17K OPT -IN 1 15K OPT -IN SUBSCRIBERS SUBSCRIBERS SUBSCRIBERS ti r: a, R EGIONAL S, PUBLIC RELATIONS Earned Media & FAMs Our final stop was Sunriver Resort, with 63 holes to choose from. We had such a blast on the Meadows Course, which chases the Sun River through the property and previously hosted the NCAA Championship, that we pleaded afterward to play nine more. We vowed to return for a crack at Crosswater, a past major venue for the PGA Tour Champions. CALGARY IERNLD ® GOLF TRAVEL: Central Oregon ® serves up terrific courses, tasty beer The Meadows Course at Sunriver Resort. (Courtesy of Sunriver Resort) F-d Your Mind With Exhibits, Dark Skies and Nbli<A . L.`LL`usii.l." PLAN THE PERFECT CENTRAL OREGON WELLNESS GETAWAY Refresh your mind and body with wnrm snunas, botanical treatments and wilderness outings. Jennif,,D,—aright, Author Earned Media & FAMs Leveraging ravel OregonS marketing efforts tThe Museum -- - atWarm Springs jECa. toN -,-tfi ARTIN THE WEST IA&ACENTRAL OREGON k AVALANCHE CENTER SAVE E BRAE WAY Partnerships & Sp o n rilo, 4IGH 40 ESERT AMPEDE r.,. 1011, PLAYOFF' LY0A FF 111SER1ES 111 0 1 A 0 O's uw� 0 ....... .. iti PACIFIC CKEST tit CROOKED RIVER ROUNDUP — f OUNDATION — C N R A / \E T L L OREGON :� $ �w/®�} / - :: / STEWARDSHIP e CULTUREMER|7AGE e INCLUSION .C` The Future Fund FY 22-23 Program received 43 completed applications totaling $4,037,314. • 13 Access Adventure Projects ® 22 Cultural Tourism Projects 0 8 Stewardship Projects Bond Parks and Recreation District: Rlvor Access Improvements Phase 3 5100,000 This p-olect r: 11n'.Prc.'e riser .Icc [ss cior9 o bunt stretch or the �Je>c hu•.=5 R, Pr, mak rig rl':er Ciccec� --,re xoeS s1l, . tc al . 'bCae Cisc re SSCC111g net tat Old =nsu•Ing su sto•noafe -ter e-.lo}'ment ter del —Is tc corm. High Desert Museum, Changing Exhibits Initiative s5o,000 The Cha11gln9 Esh bit Inl• atl e cannr:;a':y ru, ,.q. net, cnd —,c 19 e's Det ences to t",e 14useum: Iltat drlvedtter_lahce!'1rol: hcllt n'c ecf. C-alsr=' Ol:' realer s t- isr'. and s-poors a thrr:ina ort one L-'I[ur= con' -our ty. control Oregon Trail Alliance: Welcome to central Oregon's Trails $60,000 This p; a eCt'hl s 5\ 91-11'e kcal= and •:Isnors n] th= man}' C=^,tfcl Oregon trans beyond the PcP,'or yells--r 921c by .11r'01 rig .,cnage ono trip i;b-,ning 11ormatic1) Discovor Your Forest, Skull Hollow Trail Hood S77,375 TOIs p'olact't,i: p'ovlde tacil it' :fur. o'=meris tc enrarc= ❑ ill.erse-mx d "ise ire c-60 and Dre':en: t'Jrther resource damcge to the r,cst vlsn=d1'.l rod n,tr= Cro-ea River Net oncl C—sstand the only raa! GOCI Oro Fsiand Ir the 0-10C Nort+'„',=st. Oregon Adaptive sports, Moving Mountalns $67,475 o, -:g Mountains Nil :lee;e =ihonceo orpcatur he, !cr •esideots ar,d aislt— uclth 1—mats a -a Mel, Iam lie: to access one erilq• the e—cnlonc. outdoor recreorlor. or pc hinit es ia: aGob-,a In Central Oregon. Maupin Area Chamhor Endowment, Deschutes River Athletic complex (DRAC) s60,000 the L-Schll-R-1 AT ehc Complex 3becon'log a 1—lo class 1-ack S roc!ball Nell. stage & •eial?a specta:c' foci+ ty locete0 on Scatn tr- prdaelty. m'encaru-y me W tld 6 Sce'nc Des' -rotes F lvet in Idaupl ^, OR, W yr s Oregon Equestrian Trails, Sheep Springs Horse Camp steel corral upgrade S66,083 Oregon f q.-estflcn T-IS n I la StO I steel cerrc lS at sr=ep sPnrgs ic's. Comp, provic og sole and d m'aCe ra,�als en: Cal lvr equlr.- sorer: antl vlsltc• son==-!ac oor. Tower Theatre, Sound Mitigation Project S49,140 This P'01— ,5 '.I full; C—P.ete ccmpreh-su'e -.1 d "It-9-tlon ImplJVe, er,hence, eno Na'Ify audio cl, oliflcctic, In the er- for pottans, penamer; cnd—hors Deschutes Sol l and water Conservation District, cot Stars Central Oregon $95,000 (Oregon � ha9terj. Oe sc nutes Soil ond',\'ater Con=-=rionc elsl•Ict and th=1r eight cert•al Clrego, aonners are cc.0bolating c a conir,-,r hide - 10t—to shoY,case I-1 Pc•ta-,ce ana soli ens relciteci to dcrk'Kle=_ c-•d asi•olounsn' th,—gn outreac1. educalic" a-,d slq,.g, dnd igr!ing imorc,en .ents. sunrlver Owners Association, SunriVer Pathway waytinding Signs S74.148 mis p•olec'i,l. peslde 1 ne':, signs !nroagn 7th=commur]ry or ;� .er pro•:icing eMa_ EJ heyLcding tv iei deck and ,is tor: warm Springs community Action TOam, warm Springs commissary S10o.cea T01=- roPaL'amuve p•aiett'm: C,eo!e a suslomable vl: for deslnm an anab -" ss Inc-bomr suppc•(ing 4l ospl, ",q al -r-1 smell Ius -,es, o•,ne,s in the Conredel.led Tr des of rVtlrm sprlrgs. The Future Fund FY 23-24 Program is funded with $450,000 in total funds for all projects awarded for the FY 23-24 cycle. 1209 ° ,„`. 112 � S r sa C Antelope 3, LLC - Antelope Pavilion (sw000) Asterisk Astronomy - Astronomy Educations ($16,155) Bend Endurance Academy - Enhancement and Accessibility Project ($13,200) Central Oregon Trail Alliance - Cline Butte Mountain Bike Trail Enhancement ($45,900) DarkSky Oregon - Beautiful Oregon Night Skies Educational Outreach ($24,500) Ensoterra - Improving Adaptive Water Sports and Accessibility in Central Oregon ($21,865) Explore Prineville - High Desert Moonfest ($28,725) The Father's Group - Juneteenth Jubilee ($14,000) Gramma Roses - Accessibility Project ($20,000) High Desert Museum - Diverse Stories Exhibition Series ($50,000) Ka-Nee-Ta Resort - Artwork Design Project ($22,431) OnWard Project - AdvenChair AdvenTours ($44,460) Oregon Equestrian Trails - Cline Buttes Trail Signs ($28,510) ScaleHouse - Accessible Bend Design Conference Project ($28,000) So. Wasco Alliance - Simnasho Tribal Market Project ($42,064) a P ,'".r'--' M xis oywa �n Fy' �Sey Gi,z '1hx� .. Strategic efforts to grow Deschutes County's tourism economy during need periods through group business Key efforts: Booking Incentives for Groups, representation at tradeshows, and digital advertisement on buyer sites @ We strive for the highest return on investment rtcollaborativecommunity partners en to new ways of driving the highestimpact Ourinifiatives resibility