2025-71-Minutes for Meeting January 27,2025 Recorded 4/2/2025i ES 0
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BOARD OF
COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541) 388-6570
Recorded in Deschutes County
Steve Dennison, County Clerk
Commissioners' Journal
2025-71
CJ2025-71
04/01 /2025 4113:34 PNI
2025 RETREAT MEETING MINUTES
9:00 AM MONDAY, JANUARY 27, 2025 Road Department
and via Zoom
Present were Commissioners Anthony DeBone, Patti Adair and Phil Chang. Also present were County
Administrator Nick Lelack; Deputy County Administrator Erik Kropp; Deputy County Administrator
Whitney Hale; Sheriff Kent van der Kamp; Health Services Director Janice Garceau; Behavioral Health
Director Holly Harris; Public Health Director Heather Kaisner; Health Services Business Manager Cheryl
Smallman; Chief Financial Officer Robert Tintle; Budget & Financial Planning Manager Cam Sparks;
District Attorney Stephen Gunnels; District Attorney Business Manager Jessica Chandler; Community
Justice Director Deevy Holcomb; Community Justice Business Manager Trevor Stephens; , 9-1-1
Technical Systems Manager Emily van Siereveld; Public Safety Systems Specialist Nick Bittler; and
Executive Assistant Brenda Fritsvold.
This meeting was audio and video recorded and can be accessed at the Deschutes County
Meeting Portal website www.deschutes.org/meetinZs.
Commissioner DeBone called the meeting to order at 9:01 am.
Retreat Overview
County Administrator Nick Lelack welcomed everyone and reviewed the agenda, which will
begin with each Commissioner sharing their priorities for the next year.
Commissioner Priorities
Commissioner Adair:
Internal Audit Function: Although the County has added 217 staff since 2019, the
BOCC RETREAT JANUARY 27, 2025 PAGE 1 OF 10
decision was made to reduce the full-time position of the Performance Auditor to
half-time instead of reducing one of the other 216 newer positions.
• Courthouse Expansion Project: After the initial cost estimate of $27 million rose to
$40 million and then to $43.9 million, the project proceeded with a contingency of
just 3% when a contingency of 5-10% should have been budgeted. Two months ago,
at a meeting of the Facilities Review Committee, it was reported that this project was
$1.2 million over budget, but now it has been determined to be $2.9 million over
budget with a total expected cost of $46.8 million. The County should take more
care with taxpayer funds.
• Mental Health Crisis: Many people are suffering from mental health issues, and the
number of opioid overdose deaths grew in 2024. More information is needed on
how successful harm reduction programs are, and more funding assistance is
needed from the State.
• Business Regulations: Some businesses such as Dutch Bros. are leaving —it's time to
have fewer regulations.
• State PERS Retirement System: The return on that investment was very small last
year —less than 4%, while many private retirement accounts returned far more. This
discrepancy should be looked into, and the State should try to improve that return.
• Drug Crimes: Last Thursday, two people were shot at a home in Redmond in an
incident that may have been drug -related. Recognizing that Highway 97 is a corridor,
law enforcement needs to address concerns related to 1) drugs and 2) speeding on
the highway.
• juniper Removal: To reduce fuels and make more water available for other uses.
• Fire Danger/Wildfire Hazard Map: In the aftermath of the devastating fires in
southern California, people are getting nervous about whether Deschutes County is
prepared. People need to be able to protect their homes, and part of that is carrying
insurance coverage, yet insurance companies are canceling policies or refusing to
extend coverage in the first place. The State must address this, including with regard
to inadequate coverage limits of the Oregon FAIR plan.
Commissioner DeBone:
• Love All, Serve All: The mindset that the County is here for everyone, and trying to
make things the best they can be at any point in time.
• DSL Land Swap in Redmond: Work to accomplish this by the end of 2025.
• China Hat: The federal government is working on a plan to close public access to
some areas to allow for fuels reduction work.
• juniper Ridge —Addressing unsanctioned camping in cooperation with the City of
Bend.
• DCSO: A partner in making sure that unsanctioned camping is addressed on County
property.
• Financial Success: Setting policy direction for budgeting in the near -term future to
assess what can be done with available resources. The County is still growing, and
BOCC RETREAT JANUARY 27, 2025 PAGE 2 OF 10
the cost of doing business has escalated. Need to be vigilant and keep a close eye
on the dollars.
• Vibrant Business Economy: EDCO and East Cascades Works help ensure the success
of foundational companies that take raw materials and process them. Construction
is happening, but it's harder due to increased costs.
• Groundwater Protection: Especially in rural South County which has many private
on -site systems. Well sampling has shown traces of nitrates in some areas, not in
others. Explore the feasibility of installing some infrastructure (shared water and
sewer) with a Goal 11 exception.
• Newberry Plan: Opportunities for beautiful rural neighborhoods.
• Fuels Reduction Efforts: Help property owners understand that 10-20 feet spacing
between trees is ideal. The wildfire hazard map depicts some properties as high risk
while neighboring properties are moderate risk. All of Deschutes County is at high
risk for wildfires, especially during strong wind events.
• Expanded BOCC—Discuss whether to establish a committee to look at creating
districts.
Commissioner DeBone suggested reaching out to Sheriff van der Kamp to ask if he
is available to spend some time with the Board today during its retreat. He also
suggested touring the radio tower project which is currently being installed at the
Road Department, if time permits.
Commissioner Chang:
• 2025 Legislative Session: Focus in a concerted way on items with budgetary
ramifications for the County (e.g., ensuring adequate snowplowing by ODOT this
winter and that direct investments are made in public health services). A number of
things can and perhaps will affect the County's bottom line.
• Adult and Youth Residential Facilities: The opportunity for a youth acute/respite
mental health facility which St. Charles has been envisioning and which is supported
by the County's Behavioral Health department. A secure adult residential facility is
moving forward in Redmond. At the State level, designate a site for a regional youth
psychiatric emergency center. The potential for State and/or Congressionally -
directed funding for this, which will require coordinated legislative advocacy efforts.
Wildfires: The reminder from the California fires that fire events can happen
throughout the year, and it's not a question of if, but of when. Promoting fire-
resistant building materials and the creation of defensible space. Focus, with the
help of the Solid Waste Department, on the disposal of yard debris and biomass
material. Push the insurance industry to acknowledge that property owners who
create defensible space, use fire-resistant building materials, and reduce fuels on
their property to protect it should be insured.
Lelack confirmed that Sheriff van der Kamp will be invited to attend today's meeting. A tour
of the radio tower will be offered midday.
BOCC RETREAT JANUARY 27, 2025 PAGE 3 OF 10
Committee Assignments for 2025:
The Commissioners reviewed their appointments and concurred in the following changes:
Coordinated Homeless Response Office (CHRO) Board --transfer from Adair to Chang
Redmond Economic Development (REDI)—transfer from Chang to DeBone
Economic Development Board (EDCO)—transfer from Chang to Adair effective March 1 sc
Project Wildfire —transfer from Adair to DeBone
Fair Master Plan Steering Committee —appoint DeBone
Redmond Airport Community Advisory Committee —transfer from DeBone to Chang
Behavioral Health Advisory Board liaison —transfer from Adair to DeBone
Deschutes County Fair Association —name Adair as liaison
FY 2026 Budget Discussion
Robert Tintle, Chief Financial Officer, described work undertaken to develop the FY 26
budget in a way that will address the projected near -term shortfall in the General Fund.
Some cost savings have already been identified, and departments have been directed to
limit the growth of their General Fund expenditures to 3.3% in the interest of long-term
financial stability.
Cam Sparks, Budget & Financial Planning Manager, said resetting the previous trajectory of
expenditure growth will also require limiting next year's internal service charges to 108% of
this year's. Finance has made departments aware of the new budget parameters and has
asked that each department determine how it will meet the specified targets, with some
deciding to use vacancy savings and others proposing FTE eliminations. Three departments
will present their strategies to the Board later this morning.
Commissioner DeBone said Deschutes County has been in the enviable position of having
a growing budget and being able to pay down debt with relative ease, but must focus on
limited growth in the near -term future.
Commissioner Adair noted that her property taxes have doubled in ten years.
Commissioner Chang suggested considering discrete ballot measures to fund some needs,
noting this would take engaging voters to further understanding of what is needed.
Commissioner Adair commented on public trust, saying that youth 4H programs were not
accommodated in the expansion of the Fair although that commitment had been made.
Break: A break was taken at 10:25 am. The meeting resumed at 10:39 am.
BOCC RETREAT JANUARY 27, 2025 PAGE 4 OF 10
Department/Office Participation:
tion:
County Administrator Lelack shared that Sheriff van der Kamp will join the meeting at 1:00
today.
In a revision to the published agenda, the Health Services Department presented before
Community Justice.
Health Services
Heather Kaisner, Director of Public Health, distributed a proposal for how the department
will meet its targeted savings of $1,825,000 in FY 2026, as follows: close the reproductive
health clinic ($520,000 savings); eliminate a vacant position and reduce FY 2025
discretionary spending ($200,000 savings); secure new revenue and/or use one-time COHC
Quality Incentive Measure funds ($560,000 savings); and implement certain Environmental
Health fee decisions ($545,000 savings).
In response to Commissioner Adair, Cheryl Smallman, Health Services Business Manager,
said Health Services has 424.50 total FTE, of which 90 work in Public Health.
Responding to Commissioner DeBone, Kaisner said public health modernization is not a
priority for the governor, whose proposed budget includes just $2 million more for this
effort. Kaisner added that the Eastern Oregon Council of Independent Living will assume
the support of clients living with HIV.
Discussion ensued regarding the County's inspection fees for restaurants and mobile food
units, and how these compare with fees assessed by other counties.
Reminding that video lottery funds were intended to invest in economic development,
including for the leisure and hospitality sectors, Commissioner Chang did not find it
inappropriate to use these funds for restaurant inspections. He viewed the proposed
Scenario A —which would continue the current $250,000 contribution of video lottery funds
to Environmental Health in conjunction with fee increases —as a workable solution for fiscal
year 2026 and suggested that this contribution come from the video lottery fund's reserve.
Sparks confirmed that the video lottery fund has about $1.1 million in reserve/contingency.
Commissioner DeBone stated his agreement with Commissioner Chang that video lottery
funds should be used for economic development.
In response to a question from Commissioner DeBone regarding the level of expected
billing revenues from Medicaid and Medicare in the near future, Holly Harris, Director of
Behavioral Health, said the department works hard to bill these funding sources for every
BOCC RETREAT JANUARY 27, 2025 PAGE 5 OF 10
service possible.
Janice Garceau, Health Services Director, said efforts are being made to secure the ability to
reimburse for all mandated services, only some of which are currently reimbursable.
Discussion ensued regarding the need for residential care facilities and funding sources.
Community Justice
Deevy Holcomb, Community Justice Director, reviewed the submitted proposal for
$350,000 in budget reductions in the juvenile justice division, which includes eliminating
three FTE positions (two Community Service specialists and one Community Justice officer)
that have been held open for some time. Holcomb explained that juvenile justice will
navigate these reductions by being flexible in terms of work duties —for example, a
Community Justice officer might take a shift in detention or fill in as needed in other ways.
Holcomb also shared the proposal to achieve $640,000 in savings in the Adult Parole &
Probation (AP&P) division by eliminating 1.75 FTE and holding three positions open.
Discussion ensued regarding the funding formula used by the State to allocate money for
community corrections. Holcomb reminded that the juvenile division is 90% funded by the
General Fund, while AP&P is 90% funded by the State.
Holcomb assured that the department is looking ahead to 2026 and beyond and assessing
its operations to determii e how to best help youth and their families with limited
resources.
Commissioner DeBone suggested that juvenile justice could partner with neighboring
counties to optimize its ability to provide services. In response to Commissioner Adair,
Holcomb confirmed that Crook and Jefferson counties are already served by Deschutes
County. Commissioner DeBone asked if new partnerships could be added and noted that
the current market rate for some services is less than the cost of providing them.
Holcomb said the department is actively seeking Medicaid billing status for substance use
treatment, which would help reimburse the cost of services provided under this program.
Break: A break was taken at 11:38 am. The meeting resumed at 11:52 am.
District Attorneys Office
District Attorney Stephen Gunnels spoke to a previous external review of the staffing needs
of the District Attorney's Office, which had recommended that four Deputy DAs be added
to accommodate the department's workload. Two Deputy DAs were added in 2021, but
BOCC RETREAT JANUARY 27, 2025 PAGE 6 OF 10
none since then although a large increase in high-level cases (i.e., murders and homicides)
has occurred since 2020. Noting that in the last two months alone, four murders have been
committed, he said although it is not ideal to have him involved in these cases, that is
necessary due to the number of cases and the shortage of Deputy DAs.
Saying that the County's budget reduction strategies would cause additional strain on the
DA's Office, Gunnels listed possible vacancy savings which could be utilized to achieve the
required savings.
In response to Commissioner DeBone, Jessica Campbell, Business Manager for the DA's
Office, said there have been years when the department has spent 100% of its al►ocated
funds, or come close to that. Other years, the department is able to realize vacancy savings
or has less need for expert witnesses and other variable costs which has enabled it to
return unused budgeted funds at the end of the year.
In response to Commissioner Adair, Gunnels said drugs and mental illness are factors in
each murder case, without exception. Explaining that cocaine and methamphetamine use
can lead to violent behavior because users experience paranoia, he referred to increasing
use of cocaine in the community and was hopeful that HB 4002 will result in more people
being deflected into treatment.
Responding to Commissioner Chang, Gunnels said he had not heard any discussion about
possible advocacy coordination to urge that the State increase its allocation for DA offices,
although he doubted that any such effort would gain traction. He offered to bring this up at
the next statewide DA's association meeting.
Lunch: A lunch break was taken at 12:20 pm. The meeting reconvened at 12:40 pm.
9-1-1 Update on Radio Tower Site Work
The Board received an update from Emily van Siereveld, 9-1-1 Technical Systems Manager
and Nick Bittler, Public Safety Systems Specialist on the radio tower site being constructed
at the Road Department for back-up/redundancy.
Break. A break was taken at 12:53 pm. The meeting resumed at 1:09 pm.
Sheriffs Office
Deschutes County Sheriff Kent van der Kamp shared that Aaron Wells, previously employed
by the City of Redmond, has joined the DCSO as Undersheriff. Van der Kamp described his
efforts to overhaul the DCSO's policies and culture, noting that many staff have applied for
promotions as those were made available and that he has altered the promotion process
to invite members of the community to sit on the selection panels. In addition, work is
BOCC RETREAT JANUARY 27, 2025 PAGE 7 OF 10
being done to: design a mentoring program to advance skills and knowledge; offer
corrections staff the opportunity to move to patrol; and modify work schedules to reduce
burnout experienced by those who work night shifts.
The Sheriff also spoke to efforts to strengthen the department's relationship with the
downtown community, referred to his open-door policy, and said since taking office he has
already met with 20-30 staff individually. With regard to the department's budget, he
intends to establish strong internal and accounting controls with the goal of budgeting
conservatively, identifying potential cost -savings, and reducing the budget over the next
two years.
Saying he is always looking for opportunities to collaborate to address homelessness,
van der Kamp referred to talks with the Forest Service about the temporary prohibition on
access to the China Hat area, noting that although the cities of Redmond and Bend are
concerned about possible impacts from this closure, he expected that DCSO's presence will
help alleviate those concerns.
Adding that staffing continues to be a challenge, van der Kamp anticipated 13 patrol
openings after the upcoming promotions take effect, although his goal was that the
department be fully staffed by the summer. Noting that DCSO receives numerous calls
regarding illegal immigration but will not be involved as the County cannot enforce federal
law, he concluded that he is encouraging his staff to think of how to do things better for
less expense.
in response to Commissioner DeBone, van der Kamp allowed that the DCSO can enforce
dog license requirements on federal land. With respect to decomposing cars/vehicles, he
said it is not profitable for tow companies to recover and scrap such vehicles. He added
that the east section of Dirt World has been fortified against anyone coming in by the
installation of booby -traps and other means.
Commissioner DeBone said not all homeless persons are involved in criminal activity and
some of them are experiencing heart -wrenching situations. He supported allowing people
to use the land if they are not causing environmental damage.
Responding to Commissioner Chang, van der Kamp spoke to efforts to find out and
address the reasons why people are living in the forest, noting that some people will accept
services which enable them to relocate, but others will not. In the case of the latter, he
advocated being clear about the consequences of not relocating (e.g., citations).
Commissioner DeBone shared information on the State Interoperability Council, saying
that 9-1-1 funding comes from Oregon Emergency Management and the next generation
9-1-1 will enable many new features.
BOCC RETREAT JANUARY 27, 2025 PAGE 8 OF 10
BOCC Discussion and Feedback
County Administrator Nick Lelack invited feedback from the Board on items discussed
today. Noting that staff is in the early stages of drafting the FY 2026 Budget, Lelack asked if
the Board supports building that budget with a 3.3% growth limit as proposed.
Chief Financial Officer Tintle also sought direction on preparing next year's budget for
the Board's review and referred to staffs assumption that no special requests from
departments for General Fund appropriations will be accepted or considered.
In response to Commissioner Adair, Budget & Financial Planning Manager Sparks said the
Health Benefits Fund increased by 30% two years in a row in fiscal years 2024 and 2025.
The proposal is to increase it by 1 % in FY 2026.
Commissioner Adair asked if Finance has looked into why the PERS investment gain was
much lower than the gain shown by the County's investments.
Commissioner DeBone stated his support for planning the FY 2026 budget based on what
was presented today.
5-Member BOCC Preparation: Update/Discussion
Deputy County Administrator Whitney Hale shared that Facilities is working to complete
changes in the BOCC/Administration's workspace to delineate new offices for the two
added coi iimil ssioi iers by Nove� i fiber of 2026.
Lelack said no changes are being contemplated for the Board's meeting space in the
Barnes Sawyer rooms at this time. Noting that all seven members of the Planning
Commission sit together at the dais during its meetings, he said the five -member BOCC
could be seated at the dais with himself and County Counsel at the side.
Commissioner DeBone supported discussing the creation of districts for the BOCC, saying
this question may be put before the voters in November of 2026.
Commissioner Adair agreed it is important to resolve this, even though the first two years
of the terms of the two new positions would be at -large rather than districted.
Discussion ensued about Measure 943, rejected by the voters in 2006, which would have
expanded the Commission to five positions and created districts.
Commissioner Adair favored the idea of establishing a blue-ribbon committee to develop a
recommendation on how to create districts.
BOCC RETREAT JANUARY 27, 2025 PAGE 9 OF 10
Saying that a ballot measure would need to be ready by August of 2026 to go on the
November 2026 ballot, Lelack asked if the Board supported convening a work session this
spring to discuss establishing such a committee.
Commissioner Chang said if a committee is formed, it should look at a five -district scenario
and a separate scenario where four positions are elected via district and one position is
elected at -large.
Commissioner DeBone was interested to hear all of the options. Commissioner Adair said
this process should start sooner rather than later.
Break: A break was taken at 2:12 pm. The meeting reconvened at 2:24 pm.
FY 2026 County Goals & Objectives
Lelack introduced the discussion of the Board's adopted Goals & Objectives, saying these
inform the budgeting process and asking if the Board desired to make any changes.
Following Commissioner DeBone's review of the list, Commissioner Chang said the listed
items serve as fine high-level umbrella goals.
Commissioner Adair spoke to the problems of crime and recidivism and concurred with
District Attorney Gunnels that drugs and mental illness impact these.
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on the status of meeting established targets in line with the Board's adopted goals and
objectives, but rather reduce these reports to two or three times each year.
Commissioner Adair said more than one person is needed to staff the Veterans Services
office on Fridays.
ADJOURN: Being no further discussion, the meeting was adjourned at 2:35 p.m.
DATED this day of 2025 for the Deschutes County Board of
Commissioners.
ANTHONY DEBONE, CHAIR
ATTEST: �4b� 6a_zJ��
P TTI ADAIR, VICE CHAIR
RECORDING
PHIL CHANG, COMMISSIONER
BOCC RETREAT JANUARY 27, 2025 PAGE 10 OF 10
�?v-CES (0 I
2� BOARD OF
COMMISSIONERS
2025 BOARD OF COUNTY COMMISSIONERS RETREAT
9:00 AM, MOND", JANUARY 27, 2025
Deschutes County Road Department — 61150 SE 27th Street — Bend
(541) 388-6570 1 www.deschutes.org
MEETING FORMAT: In accordance with Oregon state law, this meeting is open to the public and
can be accessed and attended in person or remotely, with the exception of any executive session.
Members of the public may view the meeting in real time via YouTube using this link:
http://bit.ly/3mminzy. To view the meeting via Zoom, see below.
Zoom Meeting Information: This meeting may be accessed via Zoom using a phone or computer.
• To join the meeting from a computer, copy and paste this link: bit.ly/3h3ogdD.
• To join by phone, call 253-215-8782 and enter webinar ID # 899 4635 9970 followed by the
passcode 013510.
AGENDA AND MATERIALS
1. Retreat agenda
2. Retreat materials
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.
BOARD OF
COMMISSIONERS
Annual Retreat Agenda
January 27, 2025
Deschutes County Road Department
9 a.m.
Commissioner Priorities (10 minutes each)
9:30 a.m.
BOCC Committee Assignments Discussion
FY 2026 Budget Discussion
• Overview of FY 2026 Budget Framework and Long Term Financial Forecast
10 a.m.
• Review of Limited Growth Impact Assessments for General Fund and Internal Service
Fund Departments
Departmental/Office Participation (As Identified by BOCC) and Working Lunch
Time for the Board to discuss potential FY 2026 budget impacts or FY 2026 opportunities / priorities
and projects with departments and offices.
10:30 a.m.
10:30 -11:15 a.m. - Community justice
Break
11:15 - 12 p.m. - Health Services
12 - 12:30 p.m. - District Attorney's Office
12:30 p.m.
Lunch
1 p.m.
BOCC Discussion and Feedback
2 p.m.
5 Member BOCC Preparation - Update / Discussion
2:30 p.m.
Break
2:45 p.m.
FY 2026 County Goals & Objectives
3:45 p.m.
Adjourn
Current BOCC Committee Involvement
Patti Adair
• Central Oregon Health Council (COHC)
• Central Oregon Area Commission on Transportation (COACT)
• Visit Central Oregon (VCO)
• Deschutes County Audit Committee
• Deschutes County Behavioral Health Advisory Board liaison
• Deschutes County Fair Association
• Deschutes County Investment Advisory Committee
• Deschutes County Audit Committee
• Economic Development Advisory Committee - Sisters
• Hospital Facility Authority Board
• Project Wildfire
• Sisters Vision Implementation Team
• Sunriver Chamber of Commerce
• Coordinated Homeless Response Office (CHRO)
• State of Oregon Local Government Advisory Committee
• Association of Oregon Counties Legislative Committee
• Central Oregon ACT representative on the Aviation Review Committee for the
Critical Oregon Airport Relief Grant Program
Commissioner Adair is an alternate for the following:
• AOC Board of Directors (alternate for the District 2 Chair)
• AOC Legislative Committee (alternate for the District 2 Chair)
• AOC Membership Committee (alternate for District 2)
Phil Chang
• Bend Metropolitan Planning Organization (MPO)
• Deschutes Basin Water Collaborative
• Deschutes Collaborative Forest Project
• Deschutes County Public Safety Coordinating Council
• Deschutes County Public Health Advisory Board liaison
• Economic Development for Central Oregon (EDCO)
• Steering Committee of the Deschutes Trails Coalition
• Redmond Economic Development Inc.
• Deschutes County Fair Association
• COIC's Regional Housing Council
• Oregon Transportation Commission - Governor's appointment
• Wolf Depredation Compensation and Financial Assistance Committee
• Deschutes Cultural Coalition Board
1/08/2025
Commissioner Chang is an alternate for the following:
• Central Oregon Area Commission on Transportation (COACT)
• Central Oregon Health Council (COF-IC)
• Central Oregon Intergovernmental Council (COIC)
• Sunriver - La Pine Economic Development Committee
Tony DeBone
• 9-1-1 User Board
• Central Oregon Cohesive Strategy Steering Committee
• Central Oregon Intergovernmental Council (COIC)
• Deschutes County Historical Society
• East Cascades Works
CORE3 Executive Council
• Deschutes County Fair Association
• Sunriver - La Pine Economic Development Committee
• Redmond Airport Community Advisory Committee
• State Interoperability Executive Council (SEIC) - Governor's appointment
Commissioner DeBone is an alternate for the following:
• Redmond Economic Development Inc.
• Economic Development for Central Oregon (EDCO)
1/08/2025
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Limited Growth Strategies by Department
Table of Contents
Administration/BOCC.............................................................................................................................. 2
Assessor................................................................................................................................................... 3
Clerk's Office............................................................................................................................................ 4
Community justice - Adult Parole and Probation................................................................................. 5
CommunityJustice-juvenile..................................................................................................................7
DistrictAttorney's Office......................................................................................................................... 9
District Attorney's Office - Victim's Assistance....................................................................................12
Facilities..................................................................................................................................................14
Finance/Dog Control.............................................................................................................................15
FinanceISF.............................................................................................................................................16
Finance/Tax ............................................................................................................................................17
Health Services - Behavioral Health....................................................................................................18
HealthServices - Public Health............................................................................................................19
IT- Reserve............................................................................................................................................. 21
PropertyManagement..........................................................................................................................23
Page 11
Limited Growth Strategies by Department
1. Department/Office:
Administration/BOCC
2. Limited Growth Target:
$157,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
4.5%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
Average of $150K
S. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Admin Only - 6.34%
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• Reduction of Performance Auditor position from 1.0 to .5
• Utilization of both Deputy County Administrators to cover the vacant Human Resources
Director and Manager roles for up to 6-months and billing HR for these services.
• Utilization of Communications staff to cover the Audio -Visual system for Board of
Commissioners meetings in lieu of using on -call staff.
• Removing funding to support retreats and meetings.
• Reduction of a public information program funding.
• Elimination of software to manage social media.
• Cancellation of the website project to minimize future year cost increases and limit costs
to departments/offices.
Page 12
Limited Growth Strategies by Department
1. Department/Office:
Assessor
2. Limited Growth Target:
$223,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
3.1
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
92%
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Average of 13.82%. In the past several years due to retirements, employees leaving for
various reasons including better salaries, and the difficulty of attracting and retaining staff
there have been continued increased timeframes in filling open positions.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
Looking at 5-year history and assuming that a department this size would seldom be close to
spending 100% of budget dollars this reduction over unconstrained is from anticipated
vacancy savings.
Page 13
Limited Growth Strategies by Department
1. Department/Office:
Clerk's Office
2. Limited Growth Target:
$63,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
2.2%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
The primary revenue source for the Clerk's Office is recording fees. In FY 2023, recording
revenues dropped by 50%. The primary driver for the reduction in revenue has been the
recent increases in interest rates. This trend was a continuation of the decrease in revenues
we witnessed in FY 2023. Election billing and reimbursement is cyclical. Even with these
unpredictable variables, our budget has come in $93,574 under budget on average over the
past three years.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
As we have continued implementing our succession plan, we have continued to fill vacancies
left by recent retirements of long-term colleagues. However, we have still had vacancies due
to some employees that have moved on for reasons other than retirement. Here are the
percentage of unfilled positions we recently have had: FY22 was 4.93%, FY23 was 4.77% FY24
was 1.72% and FY25 (as of Nov) was 13.35%.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• Tighten M&S Budgeting - We plan to align the M&S budget more closely with actual
expenditures.
• Optimize Position Vacancy Savings -We will leverage position vacancies as a source of
savings by carefully reviewing staffing levels and considering temporary or part-time hires
to meet critical needs.
Explore Revenue -Generating Opportunities - We continue to evaluate opportunities to
generate additional revenue within the department, such as the implementation of
subscription -based access to real property records online.
Page 14
Limited Growth Strategies by Department
1. Department/Office:
Community Justice -Juvenile
2. Limited Growth Target:
$301,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
2.9%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
Over the past five fiscal years, Juvenile Community Justice expenditures have averaged
approximately 94% of the budgeted amounts. The highest budget -to -actual ratio was 97%,
while the lowest was 89%. Given this consistency, a 94% ratio appears to be a reliable
estimate for future budget -to -actual projections for Juvenile Community Justice.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Over fiscal years 2022-2024, and including the first half of 2025, Juvenile's average vacancy
rate has been 7.94%, which equates to approximately 3.89 FTEs based on our total FTE of 49.
The highest turnover has been with our Detention Community Justice Specialist positions. To
address this, we have implemented proactive measures aimed at reducing turnover within
this classification. Additionally, we have faced more recent challenges in filling a vacant
Behavioral Health Specialist position. In response to anticipated budget reductions for FY26,
we have intentionally kept certain positions vacant this fiscal year.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
Eliminate one Community Justice Officer FTE
o We have kept this position vacant for most of the past year, and caseloads have
remained manageable. However, we are beginning to see a slight increase in
referrals, which could lead to higher caseloads. Depending on the continuation of
this trend, we will reassess the supervision structure as needed to ensure
caseloads remain manageable. Currently, we don't anticipate this impacting
mandated services.
• Eliminate two Community Services Specialist FTE.
Page 17
Limited Growth Strategies by Department
o Since the summer of 2024, we have held two Community Service Specialist
positions vacant in anticipation of budget savings needed for fiscal year 2026. As a
result, we no longer offer adult work crew supervision; instead, adults must
complete community service at other locations or through alternative
interventions identified by officers. This limits our ability to take on projects that
require less supervision or are more labor-intensive, particularly those suited for
adults. We are still offering juvenile work crew services, but due to these staffing
changes, we have reduced both the number of work crew days and the number of
youth participating. Additionally, we are prioritizing on -site work crew projects
because we have only one staff member supervising the youth on crew.
These changes would result in roughly $355,000 in savings in FY26.
Continue the process of evaluating services in Detention and Probation, while also
exploring additional funding opportunities and cost -saving measures. Our goal is
to implement strategies through FY26 and into FY27 to ensure we can reduce our
budget and meet the targeted growth for FY27 and beyond.
Both youth supervision and community service are mandated pieces of Oregon
juvenile justice statute, two services that will be limited by reduction of FTE;
however, at this time adjustments have been made to accommodate statutory
requirements with reduced FTE and required work can still be completed.
Page 18
Limited Growth Strategies by Department
1. Department/Office:
District Attorney's Office
2. Limited Growth Target:
$519,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
3.8%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
High Budget Utilization with Variance:
• The DA's Office consistently utilized a large portion of its budget, with percentages
spent ranging from 89% to 100% in various fiscal years (FY21-FY24).
• In FY23, the DA's Office spent 100% of its budget, indicating tight alignment with
allocated resources. This contrasts with FY22, where only 89% of the budget was
utilized.
• Personnel services are the primary expense category, consuming the majority of the
budget. Spending on personnel consistently approached full utilization, reflecting
stable costs tied to staffing needs.
• The materials and services category shows more fluctuation, with spending
percentages varying annually (e.g., 81 % in FY21 and 99% in FY23). This suggests
variability in operational, case, or project -related expenses.
• Despite high utilization rates, the DA's Office typically spent slightly less than its
allocated budget. Variances ranged from minor underspending of $42,783 in FY23 to
underspending of $1,045,611 in FY22 (90% Personnel & 84% M&S). These trends
indicate a generally efficient budget management approach, with most variances
driven by operational flexibility or unforeseen expenditures within M&S rather than
personnel costs.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Stable Vacancy Rate:
• The DA's Office maintained a relatively low and stable vacancy rate, which reflects
consistent staffing levels and efficient hiring practices.
o FY22:4.52%
o FY23:3.52%
o FY24:3.67%
o FY25: 3.80% (to date)
• Minor Fluctuations:
Page 19
Limited Growth Strategies by Department
1. Department/Office:
Community Justice - Adult Parole and Probation
2. Limited Growth Target:
$26,000 from limited growth; $600,000 total funding gap
3. What % of Total Budget is the Department/Office's Limited Growth Target:
0.3%
4. Over the past three years, what trends are observed about the Department / office's
total budget utilization?
Over the past five fiscal years, Adult Parole & Probation expenditures have averaged
approximately 92% of the budgeted amounts. The highest budget -to -actual ratio was 96%,
while the lowest was 90%. Given this consistency, a 92% ratio appears to be a reliable
estimate for future budget -to -actual projections for Adult Parole and Probation.
S. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Over fiscal years 2022-2024, and including the first half of 2025, Adult Parole & Probation's
average vacancy rate has been 13.82%, which equates to approximately 5.49 FTEs based on
our total FTE of 39.75. In response to anticipated budget reductions for FY26, we have
intentionally kept certain positions vacant. We also piloted a new management structure in
terms m �s of our front office operations r irrently, we likes that structure and don't anticipate
making any changes to that. Our strategy moving forward includes reducing some of these
vacant positions and budgeting for vacancy savings in FY26.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
Eliminate one 1.75 FTE and hold 3 FTE vacant
We are also anticipating legislative changes that will increase the funding for,funded
supervision services. We have been holding several of these positions vacant in hopes of this
change and depending on the outcome we will either eliminate all or some of the held FTE at
the end of FY26. We do anticipate with increased funding there will likely be increase
programmatic requirements in terms of services provided and thus we would like to ensure
we have these FTE.
This would result in roughly $640,000 in savings in FY26.
Page 15
Limited Growth Strategies by Department
Continue the process of evaluating services provided by Adult Parole & Probation, while also
exploring additional funding opportunities and cost -saving measures. Our goal is to
implement strategies through FY26 and into FY27 to ensure we can reduce our budget and
meet the targeted growth for FY27 and beyond.
The county through its contract with the State of Oregon is responsible for supervision,
sanctions and services for justice -involved individuals. Eliminated FTE were responsible for
cognitive group and other services that provide rehabilitative services. FTE held vacant are
Parole & Probation Officer FTE which means caseloads (while overall reduced) are not as low
as they could be, impacting ability to supervise effectively.
Page 16
Limited Growth Strategies by Department
o Between FY 22 and FY25, the unfilled positions fluctuated between 1-6
positions per month, with average of 2 unfilled positions per month. This
suggests a manageable turnover rate with quick replacement times.
• Comparison to General Fund Average:
o The DA's Office vacancy rate is significantly below the General Fund average of
10%, indicating better staffing stability relative to other departments.
• Summary:
o Over the past few years, DA's Office has consistently maintained a low and
stable vacancy rate.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• Hold Vacant Positions:
o Planned Vacancies: Maintain the 0.25 FTE Deputy District Attorney II position as
vacant for cost savings.
o Lower -Classification Positions: Hold any lower- classification position (e.g. Legal
Assistant) vacancies that occur to avoid backfilling and reduce personnel costs.
• Reduce Materials and Services (M&S):
o Target non -essential expenses such as:
■ Vicarious trauma resources (explore alternative funding).
■ Extra help staffing (limit temporary hires).
■ Overtime/On Call (limit OT and on call when possible).
■ Travel and training (restrict to mandated or essential needs)
■ Office supplies (consolidate purchases and reduce waste).
• Evaluate Personnel -Driven Costs:
o If savings targets are not met, explore:
■ Negotiations with union contracts to pause COLA (Cost of Living
Adjustments).
■ Implement furloughs to temporarily reduce salary expenses.
• Highlight Cost -Saving Contributions:
o The DAO would like to emphasize that our office has already saved the General
Fund approximately $400,000 through work on an ARPA grant, demonstrating
efficiency and added contributions.
• Advocate for Adequate Resources:
o The DAO would like to reinforce that the DA's Office is already performing
more with less, and further cuts will impact mandated services such as
prosecution, victim advocacy, and community safety.
Page 110
Limited Growth Strategies by Department
**Do These Strategies Impact Mandated Services?**
Yes: The Deschutes County District Attorney's Office faces escalating demands
due to rising caseloads, complex crimes, and mandatory services. Cutting
funding would severely impair our ability to serve the community and uphold
justice.
Caseload Growth
• Total Case Counts Reviewed: Up from 6,573 in 2021 to 7,769 in 2024 (to date).
• Cases Filed: Increased from 3,755 in 2021 to 4,202 in 2024 (to date).
• PCS Cases: Up 91 cases in FY25 ( 92.9%) since HB 4002 re -criminalized certain drug
offenses.
Serious Offenses and Complexity
The office is managing 18 open and active Homicide cases, 13 of these cases are murders,
reflecting the growing demand for prosecutorial resources.
Murder cases require significant resources, including two prosecutors, a legal assistant, and a
victim advocate for each case, as well as costs for expert witnesses, witness fees, and other
trial necessities. These cases are highly complex, requiring substantial staffing and financial
investment, and their increasing numbers place added strain on the office.
Stat: The office currently has 188 Measure 11 pending cases, this includes murder, attempted
murder, manslaughter, Assault 1, Assault 2, and other serious offenses.
Strained Resources and Limited Mentorship Opportunities
Our supervising attorneys are carrying full caseloads due to the office's needs and the
complexity of crimes, leaving little time for mentorship as originally intended. With only
limited number of attorneys capable of handling high-level cases, our ability to train and
develop staff is severely limited.
Prosecutorial and Administrative Demands
• Expungements: Nearly quadrupled from 217 in 2021 to 868 in 2024 (to date).
• Public Records Requests (PRRs): Consistently high, with 569 in 2024 (to date).
• Digital Evidence Review: Over 6,257 hours of footage in 2024 (to date), representing
50% of case materials compare to 4,402 hours of footage in 2022.
With rising case volumes, complex crimes, and 18 active homicide cases, funding is critical to
ensure timely and effective justice. Reducing funding would jeopardize public safety, delay
critical services, and weaken confidence in the justice system.
Page111
Limited Growth Strategies by Department
1. Department/Office:
District Attorney's Office - Victim's Assistance
2. Limited Growth Target:
$26,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
1.6%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
• Trends in Total Budget Utilization for Fund 212 (Over the Past Three Years):
o Personnel Services:
■ The average budget utilization for Personnel Services from FY20 to FY24 is
92%, with underspending ranging from 3% to 15% annually.
■ Recent Trends: Over the past three years (FY22-FY24), the trend shows a
slight improvement in utilization: FY22: 93%, FY23: 85% and FY24: 91 %.
■ Implications: While underspending persists, the fluctuations in percentage
indicate variability in staffing levels, vacancies, or delays in hiring processes.
The consistent underspending suggests room to refine projections or
account for staffing vacancies when budgeting.
o Materials & Services (M&S):
■ The average budget utilization for M&S is 52%, with underspending ranging
from 36% to 51 % annually.
■ Recent Trends:
• M&S utilization has been consistently low but peaked in FY24 at 64%,
FY22: 46%, FY23: 48%, FY24: 64%
■ Implications: M&S underspending appears more significant and consistent
than Personnel Services. The increased utilization in FY24 suggests better
alignment or increased needs but highlights a pattern of underutilization in
previous years.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
• Higher Vacancy Rates:
o VAP experienced notably higher vacancy rates compared to the DA's Office:
■ FY22: 1.04% (minimal vacancies).
■ FY23: 9.95% (higher due to 1-2 unfilled positions monthly).
■ FY24:7.46%
■ FY25 (to date): 16.84%
o Increase in Vacancies in FY24:
Page112
Limited Growth Strategies by Department
■ The increase in FY24 likely reflects challenges in recruitment or retention,
potentially impacted by organizational changes or staffing requirements.
o Potential Impacts:
■ The higher vacancy rate in VAP could affect service delivery, especially in a
department with specialized roles that may take longer to fill.
o Summary:
■ The VAP saw an upward trend in vacancy rates, peaking in FY25, which our
office is focusing to improve hiring efficiency and retention.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• Hold Vacant Positions/ Optimize Current Staffing:
o In FY25, we downgraded the VAP Program Manager position to a VAP
Administrative Supervisor position, which reduce personnel expenditures.
o Hold a vacant Victim Advocate position open. These savings could also help offset
the budget savings needed in the DA's Office.
o Temporarily redistribute workload to minimize the impact of unfilled vacancies on
service delivery.
• Target Non -Personnel Cost Reductions:
o The underspending in M&S offers a clear opportunity to focus on cost -saving
measures:
■ Reduce or defer discretionary spending on:
- Training and conferences.
- On -Call
- Non -essential outreach or promotional activities.
- Office supplies through streamlined purchasing.
• Seek Alternative Funding:
o Explore grants, community partnerships, or state programs to support essential
functions.
• Technology Improvements:
o Invest in or utilize existing tools to streamline workflows and reduce staff burden
(VAP Portal), minimizing the impact of vacancies on productivity.
Page 113
Limited Growth Strategies by Department
1. Department/Office:
Facilities
2. Limited Growth Target:
$309,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
5.6%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
Total budget utilization has ranged from 90% to 95%. FTE vacancies related to new positions
have been contributing factors; specifically, the period of time required to fill a position after
it has been created. With no new positions anticipated for FY 26, this will not be a factor and
budget utilization is expected to exceed 95%.
S. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
The department vacancy rate has averaged 8.65% but is trending downward. There is
currently (1) vacant FTE, a rate of 3.6%.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• Utilize Beginning Work Capital (BWC) from FY 25 for budget savings in FY 26.
• Eliminate one-time capital expenditures in FY 26 for fleet.
• No FTE growth in FY 26.
• Reduce growth in Materials and Services.
Page114
Limited Growth Strategies by Department
1. Department/Office:
Finance/Dog Control
2. Limited Growth Target:
$3,600
3. What % of Total Budget is the Department/Office's Limited Growth Target:
0.9%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
On average, Dog Control has utilized 90% of its budget. However, in FY24, Dog Control spent
100% of its budget. Over the same period, on average the GF has contributed $156,000
annually to Dog Control. However, in FY24, the GF only contributed $96,000, a reduction of
$60,000, thus the higher utilization of the budget. While the FY26 proposed budget savings is
only 0.9% of budget, this follows the $60,000 funding reduction that already occurred in FY25.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Dog Control only has 0.70 FTE allocated to the fund. The vacancy rate is 0% and not a
potential source of funding due to vacancy savings.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• Outsource Dog Licensing Program - Dog Control will implement a new Dog Licensing
Software. While expenditures for software maintenance agreements will increase by
$15,000, the program will save on postage and supplies costs.
• Right -Size Budget - Dog Control reduced the budgets for bank fees, advertising, and
printing and binding, and postage.
When Spay and Neuter Grants exceed the donations received, the General Fund makes
an additional transfer to the Dog Control Fund. Ensure that the grant allocations do not
exceed donations in FY26.
Page115
Limited Growth Strategies by Department
1. Department/Office:
Finance ISF
2. Limited Growth Target:
$195,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
6.2%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
On average, Finance has utilized 95% of its budget. However, in FY22, Finance spent 98% of
its budget.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
On average, Finance experiences a 9% vacancy rate. There are approximately 12 FTE
allocated to Finance operations.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• BWC Adjustment - Finance was able to achieve savings in FY24 which provided an
additional $71,000 in FY25 through the Beginning Working Capital adjustment. These
funds will be carried over into FY26 to provide additional resources.
• Vacancy Savings - Finance will budget an amount for vacancy savings.
• Right -Size Budget - Finance will reduce various M&S line items to achieve incremental
savings. No impact to service expected.
Page116
Limited Growth Strategies by Department
1. Department/Office:
Finance/Tax
2. Limited Growth Target:
$57,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
5.2%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
on average, Tax has utilized 90% of its budget. However, in FY23, Tax spent 98% of its budget.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
FY22, FY24 and FY25 have a 0% vacancy rate. FY23 experienced a 6.41 % vacancy rate. There
are only 3.70 FTE allocated to the GF for general tax support services and not much turnover.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
• Vacancy Savings - Tax will budget $17,000 in vacancy savings to balance the budget.
• Right -Size Budget - Tax eliminated the budget for computers and peripherals, and
reduced the budgets for office equipment, furniture and fixtures, signage, printing and
binding, bank fees, and mailing services.
• If ISF charges come in higher than expected and Tax cannot achieve the savings expected
through right sizing the budget, we will eliminate a 0.50 FTE as of January 1, 2026.
Page117
Limited Growth Strategies by Department
1. Department/Office:
Health Services - Behavioral Health
2. Limited Growth Target:
$66,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
0.1 %
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
Over the past three years, Behavioral Health spent approximately 90% of its budget, leaving
an average of $4.2M underspent. Behavioral Health spent 96% of its personnel budget, so
underspend has been primarily in the M&S category, and directly attributable to not
expending Behavioral Health Housing funds (appx. $3.2M budgeted but not spent in FY23
and FY24).
S. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Over the past three years, the average vacancy rate has been 11 %, experiencing a high of
20% Qune 2021) and a low of 5% (March 2024). Behavioral Health targeted recruitment and
retention efforts that provided a meaningful impact to stabilizing workforce, including rural
pay differentials, licensure stipends, and two-year retention bonuses.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
Behavioral Health will absorb the two FTE that were added through a Board action and
historically covered with CGF. These two FTE are a Civil Commitment Monitor position and an
additional Crisis Supervisor. These positions will now be covered with Medicaid revenue and
Medicaid reserves. Behavioral Health does not receive any additional CGF with the exception
of local match requirements. In FY 2026, this includes the Intellectual and Developmental
Disabilities program and the Projects for Assistance in Transition from Homelessness
program. IDD match requires local funds and generates an additional 1.87 dollars for every
CGF dollar invested. Behavioral Health will not exceed the limited growth target.
Page118
Limited Growth Strategies by Department
1. Department/Office:
Health Services - Public Health
2. Limited Growth Target:
$190,000 from limited growth; $1,400,000 total funding gap
3. What % of Total Budget is the Department/Office's Limited Growth Target:
0.8%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
On average, Public Health underspent its budget by approximately $1.5M, expending 91 % of
budget. However, this fluctuated from $2.3M in FY22 and $795K in FY24. While Public Health
budgets for vacancy savings, the amount under budget correlates to higher levels of vacancy
rates (above what was budgeted). For instance, FY22 experienced $2.3M under budget with
an average 15% vacancy (3% budgeted) whereas FY24's average vacancy was 9% (6%
budgeted) and was under budget by $795K. The amount of reimbursement grants can
further misconstrue numbers; meaning, while actuals may be under budget, there may not
be revenue received for expenses not incurred.
S. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Over the past three years, the vacancy rate fluctuated --a high of 23% in June 2022 and low of
4% in July 2024 (which is closer to pre-Covid levels). Over this timeframe, the average vacancy
rate has been 11 %.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
As Public Health looks ahead to FY26, many state awards remain flat, Covid related
emergency funding ends, community needs shift, and county funding becomes limited.
Anticipating this reality, Public Health proactively assessed programs and service needs in
FY25, resulting in ending some direct services (such as the Reproductive Health Clinic) and
transitioning other services to community -based organizations (such as the Ryan White
Program). Specifically:
Approximately 30% savings identified to address the $1.8 million gap and achieve the limited
growth target comes from a decision to end providing direct Reproductive Health clinical
services. The decision took into account decreased patient utilization, increased community
Page 119
Limited Growth Strategies by Department
access, increased access to OHP, and longer lasting birth control options. This resulted in
fiscal savings that will be applied to FY26 to mitigate the impacts of limited growth targets
and increased personnel and indirect costs in FY26. While this decision aids the limited
growth target, the below additional strategies are still under discussion and seek to further
address the remaining $1.4 million gap.
Approximately 30% of limited growth target -related savings will come from decisions
specifically related to Environmental Health (EH). DCHS was asked by County Admin to
present 3 scenarios during the December 18th Board of County Commissioner meeting
regarding EH fees and County investment, including:
• Scenario 1: 50% of FY25 County investment level (i.e., TRT remains flat and removal of
Video Lottery Funds).
o To maintain current service levels, an estimated increase of 29% to fees is needed.
If an increase in fees less than 29% is approved, a reduction in staff and services
would be required to the level necessary. EH would prioritize mandated services
over non -mandated services, eliminating some of the non -fee -based services listed
above. If there is no increase in fees, PH must find significant savings in addition to
those already achieved and planned. This would likely include elimination of filled
FTE, i.e., layoffs across non -mandated public health services including those that
generate revenue or match funds.
• Scenario 2: County investment flat to FY25 levels.
o An increase of 14% to fees is needed to maintain current service levels, including
non -fee generating services, such as business consultation. NOTE: Most FY25
revenue is collected during January and February, and FY26 fee increase rates may
adjust pending revenue collected.
o Approximately 10% savings will come from consideration of not filling vacant
positions, such as the Infection Prevention Specialist, home visiting nurses, or
other vacancies, as well as limiting FY25 discretionary expenditures, such as travel
and training. Not filling vacant positions could impact mandated services.
o To address the remaining 30% savings necessary, the department is actively
seeking additional funds through grants, enhanced payment models (e.g.,
PacificSource, Medicaid Administrative Claims reimbursement, Family Connects
Oregon), leveraging billable claims (e.g., Social Determinants of Health Screenings,
lactation services, etc.), and re-evaluating its service delivery model for its nurse
program to ensure it is structured in a way that meets community demand while
optimizing revenue potential. One-time funds received through Central Oregon
Health Council's Quality Incentive Metric fund distribution may be considered to
help address gaps in funding for programs that aid in meeting community metrics,
such as those in the nurse home visiting program.
Page 120
Limited Growth Strategies by Department
1. Department/Office:
IT - Reserve
2. Limited Growth Target:
$150,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
8%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
Over the past several years, costs within this fund have trended upward mostly due to an
increased licensing level for Microsoft. These changes were necessary to enhance security,
ensure compliance, and provide additional functionality.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Not applicable.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
The strategy to limit the growth would be to adhere to the 8% growth for this fund. If funds
are available at the end of the fiscal year, resources from the 660 Fund can be transferred to
the 661 Fund to help supplement the limited growth strategy of 8%.
The 661 IT Reserve Fund is unique and considered a strategic financial tool designed to
manage non -recurring IT costs, such as hardware replacements, while temporarily
accommodating fluctuating expenses like Microsoft licensing (This approach was
implemented to mitigate the impact of sudden increases in licensing fees, allowing these
costs to stabilize before transitioning them to the 660 Fund).
The fund operates with a 10-year projection model, emphasizing the importance of
sustainable contributions to address future demands effectively. Without sufficient funding,
the reserve may fall short in covering costs associated with technology replacement cycles
and fluctuating licensing expenses.
Currently, the fund plays a crucial role in buffering against irregular expenses. However,
limiting the fund to an 8% growth in FY26 will result in a 51 % surge in service fees for FY27..
Page 121
Limited Growth Strategies by Department
Moreover, if FY27 growth is also limited to 8%, the fund will run a negative balance. This
would mean that in FY27, the fund would be unable to cover the costs of Microsoft licensing
and/or replace aging and failing hardware, putting critical County operations at risk.
To smooth these spikes and avoid a funding shortfall, $960,000 in ISF funds is required,
representing a 28% ISF increase compared to the proposed 8% growth of $810,000. This
adjustment would create a consistent funding trajectory, reducing volatility and ensuring
financial stability for the next several years.
Page 122
Limited Growth Strategies by Department
1. Department/Office:
Property Management
2. Limited Growth Target:
$18,000
3. What % of Total Budget is the Department/Office's Limited Growth Target:
2.9%
4. Over the past three years, what trends are observed about the Department / Office's
total budget utilization?
Property Management has continued to look for M&S savings year -over -year to help offset
ISFs that have increased by 40% since FY 2023. Further, PM has continued to look for
opportunities to decrease the M&S budget to better align budget to actual.
5. Over the past three years, what trends are observed about the Department / Office's
vacancy rate?
Over the past 3 years, Property Management has increased FTE's by 1-staff, but has not been
affected by staff vacancy.
After reviewing your historic budget utilization and vacancy rate, and after reviewing
your budget for future savings, please share 1-5 high level strategies you are
considering utilizing to meet your department / office's limited growth budget target.
6. Please describe your strategies here.
The County's real estate portfolio is comprised of approximately 40% asset and 60% tax
deeded properties. Expenses associated with asset properties are funded by Fund 090
Project Development & Debt Service. Currently, $70,000 is transferred from Fund 090 to the
General Fund to subsidize a portion of the Property Management Personnel budget. This
annual contribution has not increased since FY 2022. Proposal is to increase the transfer to
$85,000 from Fund 090 to the general fund.
Additionally, Property Management has identified budget savings in the following expense
line items:
440350 Software Maintenance Agreements $2,500
460140 Office Supplies $1,000
460610 Computers & Peripherals $1,000
491680 Transfer Out -Vehicle Replacement $748
Total Budget Expense Savings $5,248
Total Budget Revenue Increases $15,000
Page 123
FISCAL YEAR 2026 - PUBLIC HEALTH
FY26 LIMITED GROWTH STRATEGY (TARGET $1,825,000)
• 30% ($520K) Reproductive Health Clinic Closure
• 10% ($200K) Eliminate vacant FTE and reduce FY25 discretionary spending
• 30% ($560K) New Revenue and/or use of one-time COHC QIM funds
• 30% ($545K) Environmental Health Fee Decisions
Environmental Fee Decisions & Impacts
Key questions: At what level will the County continue to invest local funds to Environmental
Health (EH) in FY26, and up to what percent should fees be raised?'
• EH Scenario A: Flat to FY25
o Recommend increase fees up to 14%.
■ IMPACT: No impact to current service levels.
• EH Scenario B: Reduce County Investment (Video Lottery Fund - $25010
o Increase fees up to 29%. No further savings to identify.
■ IMPACT: This would be a substantial fee increase, which negatively
impacts businesses and hampers EH's productive working
relationships with businesses.
o Increase fees up to 14%. Identify further savings of $250K.
■ IMPACT: Reductions of non -mandated services and positions across
Public Health maybe necessary, some of which are currently filled.
Would need to identify CGF within PH to move to offset EH program
deficit in order to ensure EH mandated services.
o Do not increase fees. Identify further savings of $545K.
■ IMPACT: This would have a significant impact. Public Health would
need to identify multiple non -mandated public health programs and
positions to eliminate, including those that generate revenue or match
funds. Mandated services may also be impacted.
' A number of uncertainties remain about FY26 Environmental Health —including FY25 revenue and FY26
grants —both which would impact the above stated numbers.
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