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2014-10-29 Work Session Minutes
Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 1 of 9 Pages For Recording Stamp Only Deschutes County Board of Commissioners 1300 NW Wall St., Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org MINUTES OF WORK SESSION DESCHUTES COUNTY BOARD OF COMMISSIONERS WEDNESDAY, OCTOBER 29, 2014 ___________________________ Present were Commissioners Tammy Baney, Anthony DeBone and Alan Unger. Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; David Doyle, County Counsel; and, for a portion of the meeting, Judith Ure, Administration; Ed Keith, Forester; Dan Despotopulos, Fair & Expo; Nick Lelack, Matt Martin, Randy Scheid, Paul Blikstad and Peter Gutowsky, Community Development; Jane Smilie, Health Services; David Givans, Internal Auditor; and eight other citizens including Jon Stark, Robyn Stark and Roger Lee of EDCO. Chair Baney opened the meeting at 1:35 p.m. ___________________________ 1. Discussion of Forgivable Business Loan (Oregon’s Wild Harvest). Jon Stark of EDCO, and Paul Coil, Chief Financial Officer of Central Oregon Truck Co., representing REDI, spoke about Oregon’s Wild Harvest, which has outgrown its facilities in Sandy. Mr. Stark said that the former Rocky Mountain Products building in Redmond fits their needs. They can utilize the enterprise zone and the business loan fund would help tremendously. This means 25 family wage jobs. They serve bioscience, and manufacture herbal supplements. (He referred to the briefing paper.) Mr. Coil added that the financial statement and projections show the company being well-run and have an appropriate budget for their change in location and size. He feels they can deliver on the promised jobs and should be operational in the new location within a few weeks. They are asking for a $50,000 loan. Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 2 of 9 Pages Chair Baney asked about the company hiring additional people here, or just transferring those already with them. Mr. Stark said there are eight or nine transfers, but they will be hiring the rest locally. They hav e also hired people here to do the construction work. Commissioner Unger stated he is not concerned about someone being transferred, but is pleased they are moving here. He asked about the $41,000 average salary. Mr. Stark stated that the company is not top-heavy, and this salary is higher than most for this area. Those that are relocating here are long - term, committed employees. Judith Ure added that the program does allow for relocation as well as hiring locally. Mr. Stark said the company representatives visited here to buy equipment, but thought about the idea of moving once they saw what was available. UNGER: Move approval of the $50,000 forgivable loan. DEBONE: Second. VOTE: UNGER: Yes. DEBONE: Yes. BANEY: Chair votes yes. 2. Discussion of a Rural Renewable Energy Development Zone. Robyn Stark and Roger Lee spoke about a potential rural renewable energy development zone. There were some of these created in other parts of the region in the past few years. They propose doing this on a coun tywide basis instead of piecemeal. This began in the Gorge concerning wind energy. Crook and Jefferson counties already have zones in place for their entire counties. In this area there are potential solar projects, as well as geothermal. The investment is high and the profit margins thin, so a short -term property tax exemption would be helpful. Action would be required by the Board to put this into place. Taxing districts would need to be involved in the process. It would be a tool, but thus far has not been used in Jefferson or Crook counties. The recession had some impact on this. Robyn Stark added that it is a difficult process, including working with power companies and other agencies. However, there are some big players interested. It does not necessarily mean a lot of jobs but it will help the tax base eventually. Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 3 of 9 Pages Mr. Anderson stated it has to be outside the urban growth boundaries, and does not include towns over 25,000 in population. He asked if biomass is included, and Ms. Stark feels it is. Mr. Anderson said it does not impact land use rules; those would remain. Commissioner Unger feels this is another tool in the economic tool box and should move forward. The other Commissioner agreed. 3. Discussion of FY 2014-15 1st Quarter Performance Measurements. Mr. Anderson explained that they are trying something a little bit new. Departments have had to report in detail on progress made, but he is not sure the results were well scrutinized. This year the reporting requirements were different, and metrics were put in place as part of the budget document. He has asked departments on their given measurements to advise of highlights, successes and difficulties. Each has different deliverables. The idea is to stay grounded to the goals and objectives. Commissioner DeBone said it is valuable to know the priorities, and he is pleased it is propagating down and being reported on. It is important to review this occasionally. Chair Baney does not want anyone to be afraid of pointing out problems or barriers as well, so they can address them in some fashion. Commissioner Unger stated that is should not be arduous, and agrees that this is better than previously done. Judith Ure stated that not all departments took part. Successes are shown as well. Administrative Services shows significant achievement. Erik Kropp said that the rates are going down for Risk Management and this is due to the departments being more careful. The Workers Comp bill has significantly been reduced. Community Development faced a significant barrier regarding building plan review, due to reasons beyond their control. Nick Lelack, Dave Peterson and Randy Scheid explained that there has been high demand and there has not been adequate staffing while the economy improved. Mr. Peterson said they went into the year with conservative ideas but quickly learned it was far busier than they had thought, including in Sisters and La Pine that are contracted with CDD. Mr. Lelack said there appears to be no slowdown in the foreseeable future. Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 4 of 9 Pages A barrier can be because some training was eliminated and not all of those employees on furlough were available to come back. Commissioner DeBone asked if they are referring =g to having the depths and capacity to keep th e right people on board. They confirmed this is the case. Ms. Ure said the goals and objectives of the Fair & Expo do not fit tightly into some categories. Dan Despotopulos said the RV rally really helps to kick things off. They are at $16 million for this, and it is based on how many people attend the event, how many are from out of the area, and so on. This is based on hotels and motels, but visitors buy products and services that are not shown. There are some big events still scheduled that are not shown in the figures. A couple will benefit various nonprofits as well. The impact of the facility on the region is tremendous. The new food and beverage arrangement is working out well. It is early in this process but it is looking good. Mr. Despotopulos said that this year’s fair was the best ever, with about 257,000 visitors. They made more income on gate fees and the concerts. They have some good acts already lined up for next year. The Fair Board membership is working out well. Ms. Ure stated that the Health Services goes under the Healthy People goals. They track a lot of programs, some for their own use and some because of State or Federal requirements. Jane Smilie said that she chose to accent the changes related to healthcare reform. Organizational structure and facilities have been changed in anticipation of changes, and have had a 75% increase in patients. The outpatient staff has worked out well, at clinics and schools. Some were put into play before she joined the County, but they have helped with access issues. The other piece is quality incentive metrics. Other entities share this responsibility but all have worked towards this. The County is close to meeting this goal but there are some obstacles to overcome. Ms. Smilie stated that community planning for health services is being geared to the County’s goals. Chair Baney stated that many changes have happened recently, and they have had to remain nimble to deal with this. Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 5 of 9 Pages Ms. Ure said that County Counsel is cross-training all their attorneys and staff. David Doyle said each has a primary function, but they are involving the others in their specialty fields. It is challenging to them, but it will increase their expertise overall so that any of them should be able to field questions on almost any legal issue. Jane Smilie noted that she has never had such good legal support in the past. Commissioner Unger said that he is pleased to see them cross -train, not just for the County but for the attorney’s careers as well. Ed Keith spoke about the requirement to treat 750 acres and they have already done nearly that much. This was through a Forest Service grant. He tries to keep the goals reasonable so they have a good chance to getting these grants. They try to partner with communities where they will provide some of the work. The grant is meant to handle what the individuals cannot. Part of the goal is to organize the communities to continue to do the necessary work into the future. Some now are doing annual or biannual cleanups. Chair Baney asked about communities remaining engaged. Mr. Keith replied that they need to know it is not a one-time thing and will have to continue, and new residents need to become involved. Recognition of fire wise communities is helpful. It is a conversation but not a contract. Those that are involved already can share their knowledge with others that are new to the process. Commissioner DeBone stated that once they understand the vision, they start to see it more. Some will not follow through, but a reminder is valuable. Mr. Keith said that River Canyon Estates got interested when a wildfire ended up at their back door. They try to involve other agencies as well, especially those that do not address fuels issues. It is a matter of taking ownership of the process. Ms. Ure stated that the Sheriff’s Office’s highlight is the jail expansion completion. This is a big deal and fits into the overall goals. Commissioner DeBone asked about the departments that did not respond. It is an opportunity for them to show progress made, or talk about obstacles to success. Commissioner Unger likes the process. Mr. Anderson stated that they will do a similar process and will try to sequence reports. Chair Baney wants the departments to know that the Board is interested and trying to track what is happening, especially if there are difficulties to overcome. Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 6 of 9 Pages 4. Agricultural Lands Update. Peter Gutowsky said they want to get feedback from the Board on expectations and work tasks to be scheduled. Matt Martin will talk about the types of residential dwellings being approved on agricultural lands. This has been shared with the Planning Commission. On November 13, they will look to clarify in the Comp Plan that EFU and Forest parcels can be redesignated and rezoned to a non-resource use without having to go to a Goal exception. This is a path that property owners can utilize in a quasi-judicial manner, and needs to be clarified. The other thing he would like to do is to clarify the temporary housing hardship case language. This would take a zoning change. Conventional housing combing subzone prohibits temporary hardship dwellings. Years ago, when temporary hardship dwellings were being contemplated, but some people did not want to see those in their area. So some places were made off-limits, especially an area outside of Tumalo. Mr. Martin said this has been around for years, but it specific to manufactured or mobile homes. Because of medical hardship dwelling requirements that allow these, there is a conflict. Mr. Gutowsky said this came up during joint work sessions and seemed to need to be addressed. Chair Baney asked what happens if there continues to be push-back on this change. Mr. Gutowsky stated they could explore this on a broader level, or notice those who live in the specific area as a courtesy. Mr. Lelack asked if the Board wants to hear from the public on this, or send notice and try specifically to engage those involved. Chair Baney feels that they will end up with a community meeting any way it goes. Mr. Gutowsky said that they could invite these people to the next Planning Commission meeting. Mr. Gutowsky stated that the larger task requiring Board feedback is whether to begin formulating in depth how to deal with HB 2229. This would allow the County to address mapping areas. They will work with the PC and revisit the Bill, meet with DLCD staff, and develop draft policies that explicit describe intentions for implementing HB 2229. This would give staff the ability to work with the State and implement changes in those areas that have mapping errors. There seems to be some support to explore this. Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 7 of 9 Pages Commissioner DeBone said the Big Look did not work, so this seems to be a different path. Mr. Gutowsky stated that there could be different aspects of HB 2229 depending on the various areas. This could be phased in, first with known mapping errors. The next phase would be other areas that are in question. They will be able to demonstrate to the State that these changes make the use of the land consistent. He would like to see this handled in an organized fashion. Commissioner Unger is not sure it is worth all the time that needs to be put into it. Chair Baney suggested a customized or phased approach may be the best way to go. Commissioner DeBone likes the idea of phasing and using what was done in other counties as examples. Mr. Lelack stated that the Bill says that all lands need to be evaluated, but they can start with the easy areas to make sure they are consistent with the law, and proceed from there. Mr. Anderson stated it is a policy matter, and a phased approach is best. Some areas may not seem important in this, but it might be a big deal to those property owners. It may make meaningful change for some areas and there is no other mechanism available to do this. Chair Baney asked if staff can come back with a plan on how to do the phased approach. Mr. Gutowsky said they will meet soon with the State and can clarify with them that this approach and timeline is appropriate. Matt Martin provided a PowerPoint presentation on residential development in the EFU zone. Some of this comes from State statute and the County has to follow those. Opportunities are farm related dwellings, accessory farm and relative farm assistance. There are lot of record dwellings on properties owned long -term, non-farm dwellings, and medical hardship dwellings are permitted. These can be allowed by administrative determination, a conditional use permit or a temporary use permit, depending on the location and use. He provided a list of the history of permitting over the past ten years. There is limited activity on these types of homes. Farm dwellings have a high threshold based on State law. There are income requirements and no one can make the amount of money necessary on farms here ($80,000 gross income for two out of five years). This means they are farming land that they do not live on. Non - high value farm land is based on the soil, acreage and location, and income can be less ($32,000), but this is hard to do without irrigation. Minutes of Board of Commissioners’ Work Session Wednesday, October 29, 2014 Page 8 of 9 Pages Accessory dwelling units are put on a property where there is a farm dwelling, but there is an income test, and the resident needs to actively work the farm. A relative farm assistance dwelling can be placed on a commercial farm operation and the relative needs to be actively involved in farming. There are income requirements; and the dwelling has to be removed or converted otherwise. Most are located in the Lower Bridge area, along Highway 20 and in Tumalo. Conditional use permit dwellings require long -term ownership (since 1985), within the family. Non-farm dwellings cannot impact farming practices and need to be compatible with the existing land use pattern. Mr. Gutowsky said there are a lot of requirements, including placement of all structures has to be on land that is not farmable. It may be zoned EFU but not be farmable. Most applications fall into this category. 5. Other Items. Ms. Ure said there are two economic development grant requests, from the Boys & Girls Club of Central Oregon, and the Salvation Army. Both are time- sensitive. These will come to the Board next week. Mr. Anderson stated that Jeff Monson also asked about the National Safe Schools Access program. He is not sure if it involves money or is time - sensitive. Chair Baney said that their real need is to take this program through the process, and this would mean an FTE for six to eight months. Ms. Ure said the community grant application deadline has passed. Last year they set up grants at certain dollar amounts. They could do more with less money to each if they prefer. Commissioner DeBone is comfortable with some flexibility. This was done originally to avoid a lot of small requests. Some did not apply due to the few grants available. The Board will evaluate when the results come to them. 6. County Counsel Case Review and Update (Executive Session). The Board went into executive session at 3:55 p.m. Being no further items discussed, the meeting adjourned at 3:55 p.m. DATED this l~b DaYOf ~~ 2014 for the Deschutes County Board of Commissioners. Tammy Baney, Chair Anthony DeBone, Vice Chair ATTEST: Alan Unger, Commissioner Recording Secretary Minutes of Board of Commissioners' Work Session Wednesday, October 29,2014 Page 9 of9 Pages ______________________________________ PLEASE NOTE: At any time during this meeting, an executive session could be called to address issues relating to ORS 192.660(2) (e), real property negotiations; ORS 192.660(2) (h), litigation; ORS 192.660(2)(d), labor negotiations; or ORS 192.660(2) (b), personnel issues; or other issues under ORS 192.660(2), executive session. ______________________________________ Meeting dates, times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners’ m eeting rooms at 1300 NW Wall St., Bend, unless otherwise indicated. If you have questions regarding a meeting, please call 388-6572. _________ ______________________________________ Deschutes County encourages persons with disabilities to participate in all programs and activities. This event/location is accessible to people with disabilities. If you need accommodations to make participation possible, please call (541) 388-6571, or send an e-mail to bonnie.baker@deschutes.org. _________ ______________________________________ Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org WORK SESSION AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 1:30 P.M., WEDNESDAY, OCTOBER 29, 2014 ___________________________ 1. Discussion of Forgivable Business Loan (Oregon’s Wild Harvest) – Judith Ure; EDCO Representatives 2. Discussion of a Rural Renewable Energy Development Zone – Robyn Sharp, EDCO 3. Discussion of FY 2014-15 1st Quarter Performance Measurements – Judith Ure 4. Agricultural Lands Update – Peter Gutowsky & Matt Martin 5. County Counsel Case Review and Update (Executive Session) 6. Other Items ~ "I?• ~ '"• ..... ~ Y) ..l It) 1\"i8t ,.. ~. .'-1U~ ..... o BRIEFING PAPER B&B Herbal Futures dba Oregon’s Wild Harvest Request for Deschutes County Economic Development Fund Company Request: $50,000 EDCO Recommendation: $50,000 Proposed Job Creation within 24 months of December 24, 2013: 25 new employees Average Pay for New Employees (all positions, excluding commissions): $41,750 Industry: Bioscience, Consumer Goods, Food Products, Website: www.oregonswildharvest.com Company Background: Oregon’s Wild Harvest is a certified organic herbal supplement manufacturer selling products through health food stores, healthcare professionals and online direct to its growing customer base. This family-owned company has been farming and processing herbs for over 20 years, and are now moving their operations and production facilities from Sandy, Oregon to an expanded space in Redmond to keep up with the growing market demands for premium herbal supplements. The husband and wife team, President and Secretary respectively, have also recently purchased two farms in the Culver area. A majority of their raw materials are sourced through these and other farms located near Sandy some of which they also own and operate (either personally or thru closely-held subsidiary companies), in order to help control the quality of their raw materials. The firm has purchased the former Rocky Mountain Products building in east Redmond and is completing minor repairs and improvements with the expectation full occupancy sometime in mid-October. Oregon’s Wild Harvest will move its entire business operations, manufacturing facility and equipment to the new location and expects to acquire two new processing units for their capsule production needs. If awarded, the funds from the Deschutes County Forgivable Loan Fund will be used to purchase the necessary equipment to help increase production output and facility build-out, and thereby increase inventory and sales capacity. The company will need to hire approximately 25-35 positions over the next 18-24 months and have committed to hiring (or transferring from Sandy) 25 within 24 months of the application date (July 24, 2014) under the program. New employment will include positions at the administrative, production, shipping and receiving, quality control, sales and marketing, customer service, middle and executive management levels. The aggregated average wage for all projected hires is $41,750. Oregon’s Wild Harvest provides benefits to their employees – in addition to average wages noted above – including: medical, dental, 401K, profit sharing, holiday and vacation pay. In an effort to recruit the company, EDCO and REDI prepared proposals to the company that included state and local incentives. During the company’s relocation decision-making process this summer (when the application was made), the company factored local support in the form of enterprise zone benefits and a possible award from the Deschutes County Economic Development Fund as part of the choice to move to Central Oregon. EDCO Recommendation A due diligence process was completed by the REDI (Redmond Economic Development, Inc.) incentives review committee on September 9, 2014. The participants in the review include Joe Centanni, local CPA in Redmond; Turner Waskom, Sr. Business Lender for Craft 3; Paul Coil, Chief Financial Officer for Central Oregon Truck Company; and Jon Stark, Manager for REDI. After thorough review of the application, review of financial projections historic financials, the committee supported the following recommendation: EDCO is recommending to Deschutes County an award of $50,000 or $2,000 per job created by July 24, 2016 (24 months following the application date). Conditions include: Company employs 25 FTE in Deschutes County by July 24, 2016 and maintains that employment for any 12 month period before July 24, 2017. Company provides quarterly employment updates and the ability to inspect complete financial statements from award date through termination of the yet-to-be executed agreement with Deschutes County. Failure to meet the above provisions would result in partial or full repayment of the loan, with interest. Deschutes County Economic Development Loan Fund Loan Activity and Fund Status as of October 22, 2014 As of October 22, 2014, the cash balance available in the Economic Development Loan Fund is approximately $66,672. Organization Number of Employees Agreement Number Agreement Date Loan Amount Jobs Created Date Jobs Retained Date Date Converted to Grant Repayment Amount (principle) Amount Paid to Date (principle) Agere Pharmaceuticals Inc. 7 2010-745 12/15/2010 $14,000.00 03/31/2012 09/17/2013 05/14/2014 N/A N/A G.L. Solutions 39 2010-749 12/29/2010 $50,000.00 09/09/2012 09/09/2013 05/14/2014* $19,515.22 $19,515.22 Buehner Fry, Inc. (NAVIS) 27 2011-137 04/13/2011 $50,000.00 11/16/2012 11/16/2013 05/14/2014 N/A N/A Dent Instruments 6 2011-138 04/13/2011 $12,000.00 11/11/2012 11/11/2013 05/14/2014 N/A N/A Alchemy Solutions, Inc. 13 2011-358 06/29/2011 $26,000.00 03/31/2013 03/31/2014 N/A $26,000.00 $26,000.00 Medisiss 24 2011-572 09/08/2011 $48,000.00 07/18/2013 07/18/2014 09/03/2014 N/A N/A Geo-Spatial Solutions, Inc. 10 2011-641 10/31/2011 $20,000.00 07/22/2013 07/22/2014 Pending TBD Central Oregon Trucking 35 2012-311 06/06/2012 $50,000.00 04/11/2014 04/11/2016 09/03/2014 N/A N/A Consumer Cellular, Inc. 200 2012-584 11/26/2012 $50,000.00 03/01/2014 03/01/2015 Energyneering 17 2012-643 12/26/2012 $34,000.00 03/31/2012 06/30/2104 09/03/2014 N/A N/A Venture Catalyst N/A 2013-025 02/21/2013 $20,000.00 N/A N/A N/A N/A N/A NAVIS 26 2013-238 06/13/2013 $50,000.00 01/28/2015 01/28/2016 Vantage Clinical Solutions, Inc. 5 2013-427 07/30/2013 $10,000.00 03/04/2015 03/04/2016 Paladin Data Corporation, Inc. 16 2013-523 10/17/2013 $32,000.00 04/16/2015 04/16/2016 BasX 50 2014-340 06/14/2014 $50,000.00 12/24/2015 12/24/2016 Humm Kombucha 25 2014-504 09/17/2014 $50,000,00 12/31/2016 12/31/2017 *partial conversion Each year, the Deschutes County Board of Commissioners establishes a series of broad goals and objectives to guide organizational programs, projects, and activities. Each County department then develops indicators that can be used to evaluate progress toward achieving those goals and objectives. These performance measurements are published in the annual adopted budget. In previous years, departments provided quarterly updates for each of the performance measurements included in the budget document. The information was assembled into an extensive spreadsheet that was distributed to the Board of County Commissioners. While departments will continue to track and report each indicator on an annual basis, the quarterly reporting process has been simplified. Beginning with the first quarter of fiscal year 2014-15, each department will submit a status report for a limited number of performance measurements, specifically those in which completion has been achieved or barriers have been encountered. The County Administrator will then select highlights from throughout the County to present to the Board. Selections from the first quarter of FY 2014-15 are detailed below. Administrative Services Goal Objective Effective Service Delivery #3: Support employee development, productivity, and job satisfaction. Department Measurement #4: Number of workplace accidents that require Days Away from work, Restricted, or Transferred workers (DART) per 100 employees. Target = 2. Q1 Status: The most recently reported (2012) national public sector estimates resulted in a DART rate of 2.3 for state and local governments. Deschutes County ended FY 2013-14 with 11 time loss claims and one modified duty claim for a DART rate of 1.58. In the first quarter of FY 2014-15, the County has had 2 time loss claims and one modified duty claim, also resulting in a DART rate of 1.58. The Earned Rate Modifier (ERM) dropped from .96 to .90, the lowest in eight years. Staff anticipates savings of $2,000-$3,000 this year because of this improvement. Community Development Goal Objective Effective Service Delivery #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. Department Measurement #14: Achieve an average turnaround time on building plan reviews of 4.5 days. Q1 Status: The average turnaround time is currently 9 days, which is within the State requirement of 10 days and faster than most other jurisdictions, but double the performance measure. Continued high residential and commercial permit volumes are causing the extended turnaround time. In August, the Building Division hired a new Building Inspector to assist with Deschutes County Department Performance Measurements FY 2014-15 – First Quarter Highlights the high permit volumes. However, Community Development may propose adding another new Building Inspector later this fall to expedite building plan review turnaround time. Fair & Expo Goal Objective Robust Economy #3: Support beneficial management and access policies of publicly-owned resources to promote tourism and recreational activities. Department Measurement #1: Value of the economic impact generated from Fair and Expo events and facilities. Q1 Status: After the 1st quarter, the Fair/Expo generated $16,500,300.00 toward the local economy, or 47% of the $35 million projected annually. The facility hosted the Family Motor Coach national convention with visitors from throughout the United States, Canada, and Mexico attending. Department Measurement #2: Total number of visitors to the annual Deschutes County Fair. Target = 248,000. Q1 Status: The total number of visitors to the annual fair exceeded the target by 9,000 for a total of 257,000. The gates were up 5% over the previous year, concert attendance was the best ever, and all this despite bad weather on Saturday, which is typically the busiest day. Health Services Goal Objective Healthy People #4: Provide timely access to quality and affordable health care for the most vulnerable populations. Department Measurement #4: Behavioral Health Oregon Health Plan clients seen within State timelines: 1) emergent within 24 hours; 2) urgent within 48 hours; 3) routine within 2 weeks. Q1 Status: Achieved compliance with emergent timelines 91% of the time, urgent timelines 98% of the time, and routine timelines 98% of the time. Department Measurement (other): Increase access by developing and/or improving health care facilities. Q1 Status: DCHS modified its organizational structure, facilities, staffing, and processes in order to address the timeliness of access to services with Medicaid expansion. This has included committing significant resources to the development and/or improvement of facilities in Redmond, La Pine, Sisters and downtown Bend as described below. North County Health Services Building: The County purchased a new facility in Redmond to address increasing demand for behavioral health services. South County Services Building: The behavioral health footprint in the South County Services Building was enlarged with two additional office spaces. Sisters School Based Health Clinic: With funding from the State of Oregon and Deschutes County, a school based health center was constructed next to the Sisters High School. Downtown Clinic: Staff members from the community support services and intensive community support teams were relocated from the Annex to the Wall Street Services and Community Development buildings to enable remodeling of this facility. Wall Street Services Building: Planning has begun for the remodeling of this facility to establish a Young Adults in Transition Hub. Legal Counsel Goal Objective Effective Service Delivery #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. Department Measurement #1: Provide timely, coordinated, and streamlined legal services to all County offices and departments. Q1 Status: The Legal Department continued to implement attorney cross-training with the goal of immersing all of the attorneys into all Legal Department practice areas. This will result in a situation where every attorney in the Legal Department can provide timely and accurate legal advice across a broad range of legal issues. Natural Resource Protection Goal Objective Management of Natural Resources #3: Support healthy and sustainable forest and public land management practices and oversight. Department Measurement #1: Complete implementation of the Bend Fuels Community Assistance fuel reduction grant. This grant has a target of treating 700 acres of hazardous fuels in the highest priority areas in the Greater Bend Community Wildfire Protection Plan. Q1 Status: To date, the County has exceeded the acreage goal set forth in the grant by treating approximately 720 acres with 65% of the $220,000 grant expended. This includes 428 acres of ‘sweat equity’ defensible space treatment, 156 acres of brush mowing, and 68 acres each of thinning/limbing and chipping. Neighborhoods addressed include Awbrey Butte, Awbrey Meadows, River Canyon Estates, and Lane Knolls Estates. Sheriff’s Office Goal Objective Safe Communities #2: Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention, and supervision services. Department Measurement #1: Complete expansion of the Adult Jail by October 2015. Q1 Status: The jail expansion project was completed by the end of September 2014 and open house/fundraiser events were held on October 1st, 2nd and 3rd. During October, the Sheriff’s Office will move inmates from the Jefferson County jail back to the Deschutes County jail saving inmate bed rental expenses. During FY 2014-15, some inmates will be moved to the new area to allow for repair and maintenance of the older jail facility. Deschutes County Department Performance Measurements FY 2014-15 – First Quarter All Department Responses 9-1-1 Special Service District Goal Objective Department Measure Safe Communities #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are held accountable, the innocent protected, and the rights of all citizens are respected. #1: 95% of all 9-1-1 calls will be answered within 5 seconds. #2 – 99.0% of all 9-1-1 calls will be answered within 10 seconds. #3 – Calls will be referred to dispatch in 3 seconds or less. Q1 Status: #1) 94.1% of all 9-1-1 calls were answered within 5 seconds; #2) 99.7% of all 9-1-1 calls were answered within 10 seconds; and #3) 100% of calls were referred to dispatch in 3 seconds or less. The measure 1 goal is at level that has never been previously reached. Staff’s goal is to achieve the 95% level by Q4, by which time several vacant line positions will have been filled. Other: Staff is also currently working toward achieving the following top priority district goals: 1. Determine the District’s operational and capital needs through strategic planning over the next three months. 2. Maintain the current positive labor relations climate. 3. Get all vacant line positions staffed with fully trained Telecommunicators by the end of 2015. 4. Value engineer the proposed county-wide radio system to more closely estimate its cost and service level. 5. Concurrently develop partnerships and a governance agreement for the proposed radio system. 6. Obtain public approval for permanent funding for the District’s operational and capital needs including the construction of a coordinated, countywide radio system. Administrative Services Goal Objective Department Measure Effective Service Delivery #2: Provide support to County operations to ensure cost- effective and efficient delivery of services to the public. #2: A significant planned audit in FY 2015 will assess coordination of pre-trial and offender population workloads in the Sheriff’s Office, Adult Parole and Probation, Juvenile Community Justice and District Attorney’s Office. Q1 Status: The Internal Audit Program is currently working on a public safety project for Juvenile Community Justice. Work will include stakeholder input from the Courts and District Attorney’s Office. A review of the transition of the Elected District Attorney has also been scheduled. Other: The Internal Audit Program also made significant progress in the following areas: 1. Internal Audits reports issued during this quarter include: Selected Electronic Communications #13/14-4 (issued 8/14) Solid waste reconciliation to Finance #14/15-1 (issued 8/14) Follow-ups on: Deschutes Onsite Clinic and Onsite Pharmacy 2014 Global Follow-up 2. Overall quality rating of reports issued as indicated through customer survey (3 responses received) is 87%. The national benchmark established by the 2012 Association of Local Government Auditors (ALGA) survey is 88%. An obstacle to accurately reporting this measurement is the difficulty in getting readers to complete the survey. 3. 100% of Internal Audit Program recommendations were accepted. The national benchmark established by the 2012 ALGA survey for internal audit program recommendations providing management with the means for change is 88%. 4. The Internal Audit Program conducted an external peer review during September 2014. All prior peer reviews have provided valuable input and full compliance opinions on the program. A full compliance opinion was provided for adherence to Governmental Auditing Standards. In addition, the County Internal Auditor has responded and addressed the recommendations provided by the peer reviewers. Goal Objective Department Measure Effective Service Delivery #2: Provide support to County operations to ensure cost- effective and efficient delivery of services to the public. #3: $1,000,000 in value and 70% of grant applications submitted by Administrative Services in coordination with other departments are awarded funding. Q1 Status: Between July 1 and September 30, 2014, Administrative Services submitted one new grant application to the Oregon Department of Transportation for $317,503 to support public transit services. The County received an award for the full amount resulting in 100% of applications submitted that were awarded funding. Additionally, Deschutes County and partner agencies received continuations of grant funding from ODOT and the Oregon Criminal Justice Commission for public transit and drug court services totaling $1,092,736 making a total of $1,410,239 in awards during the first quarter of 2014-15. As a result, the value of grants awarded during the first quarter exceeds the annual FY 2015 target of $1,000,000 by 41%. Goal Objective Department Measure Effective Service Delivery #3: Support employee development, productivity, and job satisfaction. #4: Number of workplace accidents that require days away from work, restricted, or transferred workers per 100 employees (DART Rate). Q1 Status: The most recently reported (2012) national public sector estimates resulted in a DART rate of 2.3 for State and local governments. The County ended FY 2013-14 with 11 time loss claims and one modified duty claim for a DART rate of 1.58. In the first quarter of FY 2014-15, the County had 2 time loss claims and one modified duty claim, for a DART rate of 1.58. The earned rate modifier (ERM) dropped from .96 to .90. This is the lowest this rate has been for eight years and staff anticipates savings of $2,000-$3,000 this year as a result of this improvement. Assessor’s Office – No Response Provided District Attorney’s Office – No Response Provided Information Technology – No Response Provided Justice Court Goal Objective Department Measure Effective Service Delivery #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. #1: Rate of collection on outstanding receivables is 74% or greater. Q1 Status: During the first quarter of 2014-15, $347,522 was assessed in new receivables and $193,666 was collected for a collection rate of approximately 56%. It should be noted that the Justice Court’s current software program does not compute receivables in the same fashion as the old software did. Collection rates for FY 2012-13 and 2013-14 were computed with different variables and therefore appear to be lower than previous standards. Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands on County services achieved through the continuum of incarceration, detention, and supervision services. #2: Percentage of small claims cases resolved (judgment, dismissal or mediated agreement) prior to trial. Q1 Status: 222 civil and small claims cases were filed during the first quarter of 2014- 15. Answers were filed on 28 of these cases, but only 8 cases will be going to trial for a resolution rate of approximately 96% -- exceptional! Clerk’s Office Goal Objective Department Measure Effective Service Delivery #4: Support and promote Deschutes County Customer Service “Every Time” Standards. (other): Passports are accepted and submitted to the Federal Passport Agency within 24 hours. Q1 Status: During the first quarter of 2014-15, year over year, the average number of passports per month increased 36%. With the increased volume, submittals remain timely. Goal Objective Department Measure Effective Service Delivery #4: Support and promote Deschutes County Customer Service “Every Time” Standards. (other): Marriage licenses issued by Clerk’s Office between 8 am and 4 pm have averaged 195 during the first quarter of the last two fiscal years. Q1 Status: No additional wait time for marriage licenses has been required for customers despite a 10% increase in couples applying. This is in addition to complying with a new law to submit marriage records to the state every two weeks. Other: The Clerk’s Office also noted that although the rebound in the real estate market appears to be strong, recording revenues are being hampered by a period of flat mortgage financing. Similarly, a higher than normal level of all cash transactions are being realized. Community Development Goal Objective Department Measure Robust Economy #2: Partner with organizations that stimulate economic vitality. #1: Coordinate with the City of Bend to adopt the Bend Airport Master Plan Update into the County’s Comprehensive Plan and zoning code to promote economic sustainability and growth at the Airport. Q1 Status: The Deschutes County Planning Commission, on August 28, held a public hearing, deliberated, and recommended approval of a City of Bend land amending the zoning map for the Airport Development (AD) zone in Deschutes County Code (DCC) 18.76 and its subzones of Airfield Operations District (AOD), Aviation-Related Industrial District (ARID), and Aviation Support District (ASD). It also corrects a procedural error from the 2003 adoption of the sub- districts and the 2002 Bend Airport Master Plan Update. A public hearing before the BOCC is anticipated in early October. Later this winter, a plan amendment initiated by the City of Bend is anticipated to formally update the Airport Master Plan. Goal Objective Department Measure Robust Economy #2: Partner with organizations that stimulate economic vitality. #3: Administer 3-year US EPA Brownfield Assessment grant with the Cities of Bend, La Pine, Sisters, and Redmond to identify contaminated sites and plan for redevelopment. Q1 Status: The Brownfield grant dedicates $90,000.00 for Area Wide Planning (AWP). AWP offers resources to conduct research, technical assistance and training that can result in an area- wide plan and implementation strategy for key brownfield sites. This information can then help inform the assessment, cleanup and reuse of brownfield properties and promote area-wide revitalization. Recognizing that an overwhelming majority of eligible brownfield sites are located in Bend and Redmond, Apex Companies (consultant) met with city representatives from both jurisdictions in June to discuss opportunities to perform AWP. Based on the results of those discussions, it was determined that the northern section of Redmond’s downtown area warranted the resources. The timing and readiness to utilize AWP funding offer extraordinary advantages in Redmond. It dovetails with the City’s existing efforts to revitalize the area, including an urban renewal district, market analysis, and recently completed housing study. Brownfield redevelopment often requires environmental site assessments (ESAs) and regulatory review. To help property owners navigate these processes and access resources that can help pay for the assessments and review, approximately $264,000 of the brownfield grant provides ESAs for eligible properties, and gives technical assistance to property owners, citizens, businesses and other stakeholders. Staff is currently working with the consultant after conducting two public meetings to allocate resources for the ESAs. Phase I ESAs involve a review of records, site inspections, and interviews with owners, occupants, neighbors and local government officials. Phase II ESAs include sampling and laboratory analysis to confirm the presence of hazardous materials. A Brownfield Advisory Committee will be convened in late October to assist staff in making allocation decisions for the ESAs. Goal Objective Department Measure Robust Economy #4: Support land use policies that promote beneficial utilization of the land for economic growth. #4: Evaluate the County’s Agricultural Lands Program to determine if land use changes are necessary at the local and/or state level to promote a successful agricultural and rural economy. Q1 Status: The BOCC and PC conducted a work session on September 25 to discuss the prominent land use issues captured from CDD’s agricultural lands public outreach program and understand how they might be implemented. Staff is now coordinating with the PC to address minor changes to the Comprehensive Plan (zoning code and policies) that provide direction for a future non-resource lands program (HB 2229). Goal Objective Department Measure Robust Economy #6: Pursue inter-jurisdictional and interdepartmental cooperation to enhance service delivery and the cost-effectiveness of public services. #9: Maintain and expand 1-stop building and development services shops for city and county permits at Sisters and La Pine City Halls; providing most building services for the City of Redmond; and leading and coordinating the joint use of Accela (ePermitting) with Sisters and Redmond. Q1 Status: The move of CDD’s building and development services to La Pine City Hall was complete. CDD has the opportunity to provide a 1-stop shop to south county customers in La Pine City Hall and continues to provide building services to the cities of Sisters and Redmond; the ePermitting software program (Accela) is now complete and operational in Redmond and Sisters. Goal Objective Department Measure Management of Natural Resources #1: Partner with community members and appropriate agencies to preserve and protect South County’s water resources. #10: Coordinate with DEQ to (1) issue protective onsite wastewater treatment system permits and water quality risk and monitoring; (2) initiate a Goal 11 Exception for southern Deschutes County; and (3) provide education and outreach materials online and to community groups on livestock impacts on small residential properties. Q1 Update: Staff anticipates a draft burden of proof and map of the affected area to justify a Goal 11 exception will be available from Department of Land Conservation and Development (DLCD) and DEQ this fall. DEQ and DLCD are interested in then initiating a series of informal public meetings through February prior to commencing a formal Goal 11 exception application and public hearing process in spring, 2015. Goal Objective Department Measure Effective Service Delivery #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. #14: Achieve an average turnaround time on building plan reviews of 4.5 days. Q1 Status: Currently, the average turnaround time is 9 days, which is within the State requirement of 10 days and faster than most other jurisdictions, but double the performance measure. Continued high residential and commercial permit volumes are causing the extended turnaround time. In August, the Building Division hired a new Building Inspector to assist with the high permit volumes. However, CDD may propose adding another new Building Inspector later this fall to expedite building plan review turnaround time. Goal Objective Department Measure Effective Service Delivery #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. #15: Achieve 85% voluntary compliance in Code Enforcement cases. Q1 Status: Staff is currently achieving voluntary compliance in 89% of rate. Goal Objective Department Measure Effective Service Delivery #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. #16: Adopt the Code Enforcement Procedures Manual Update with public engagement and public hearings. Q1 Status: On August 27, 2014, the Board of County Commissioners held a public hearing on the proposed manual update. The Board is scheduled to adopt the manual update on October 20, 2014. Community Justice Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs. #1a: 700 adult offender sanctions, interventions, and violations submitted. #1b: 25 adult offender revocations processed. Q1 Status: 285 adult offender sanctions, interventions, and violations submitted and 13 adult offender revocations processed. Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs. #2: 80% of Juvenile Community Justice Officers meeting contact and skill-building goals with medium and high risk offenders. Q1 Status: 56% of Juvenile Community Justice Officers met goals. Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs. #3a: 75% of adult felony probationers’ successful case closures. #3b: 50% of successful case closures of adults on felony post-prison supervision. Q1 Status: 56% of adult felony probationers’ cases successfully closed and 63% of successful case closures of adults are on felony post-prison supervision. Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs. #4: 85% at-risk juveniles without a criminal offense 6 months after completion of Functional Family Therapy treatment. Q1 Status: 100% of at-risk juveniles are without a criminal offense after completion of Functional Family Therapy treatment... Other: During the first quarter, the juvenile detention facility assessment instrument was fully implemented and staff began providing electronic monitoring services to adult misdemeanor offenders on monitored probation. Construction plans are being developed for remodeling the department offices in Redmond and arrangements have been made for temporary housing of the juvenile and adult probation staff located in Redmond. Fair & Expo Goal Objective Department Measure Robust Economy #5: Support beneficial management and access policies of publicly-owned natural resources to promote tourism and recreational activities. #1: Value of the economic impact generated from Fair and Expo events and facilities. Q1 Status: After the 1st quarter the Fair/Expo generated $16,500,300.00 or 47% of the $35 million projected. We hosted the Family Motor Coach national convention with folks from all over the United States, Canada and Mexico attending. This a huge boost to the local and statewide economy as these folks spend time all over Oregon as they travel such long distances. Goal Objective Department Measure Robust Economy #5: Support beneficial management and access policies of publicly-owned natural resources to promote tourism and recreational activities. #2: Total of 248,000 visitors to the annual Deschutes County Fair. Q1 Status: The total number of visitors to the annual Fair exceeded the target by 9,000 for a total of 257,000. The gates were up 5% over the previous year, concert attendance was the best ever, and all this despite bad weather on Saturday, which is typically our busiest day. Finance Goal Objective Department Measure Effective Service Delivery #2: Ensure cost-effective and efficient delivery of services to the public. #1: 100% of tax statements issued by October 21. Q1 Status: No progress on this measure as tax bills will not be issued until later in October. Goal Objective Department Measure Effective Service Delivery #2: Ensure cost-effective and efficient delivery of services to the public. #2: 22,800 tax accounts processed per FTE. Q1 Status: No progress on this measurement as total accounts handled will not be known until the end of the year. Goal Objective Department Measure Effective Service Delivery #2: Ensure cost-effective and efficient delivery of services to the public. #3: Meet with each department head twice annually to discuss service delivery and ensure that finance support needs are being met. Q1 Status: Regular monthly meetings are established with the Health Department, Human Resources and the Fair and Expo Center. Finance Department staff will continue to schedule these meetings as the year progresses. Goal Objective Department Measure Effective Service Delivery #2: Ensure cost-effective and efficient delivery of services to the public. #4: Receive GFOA Distinguished Budget Presentation Award for the FY 2015 budget document. Q1 Status: The FY 2014-15 budget document was completed in August and was submitted to the awards program. Results should be available in December. Goal Objective Department Measure Effective Service Delivery #2: Ensure cost-effective and efficient delivery of services to the public. #5: Receive GFOA Certificate of Achievement Award for FY 2014 Comprehensive Annual Financial Report (CAFR). Q1 Status: The FY 2013-14 CAFR has been completed and is in final review with our auditors. It should be issued in November 2014 and submitted shortly thereafter to the GFOA for review. Results should be available in the spring of 2015. Health Services The Central Oregon health system continues to respond to implementation of the Affordable Care Act and Medicaid expansion. Medicaid enrollment in Oregon increased 58% between December 2013 and June 2014 and the rate of uninsured has reached an unprecedented low of 5%. Within Deschutes County, Medicaid enrollment increased 74% for the same time period. This is the context in which Deschutes County Health Services continues to adapt, respond and effectively provide services to residents. For this report, I have chosen to highlight measures related to these changes in our environment, specifically those related to access to care and the Coordinated Care Organizations (CCOs) Quality Incentive Metrics (QIMs). Goal Objective Department Measure Healthy People #4: Provide timely access to quality and affordable health care for the most vulnerable populations. #4: Oregon Health Plan Behavioral Health Clients seen within State timelines. Q1 Status: Successfully achieved State timelines as follows: Client Category % Achieved Emergent: Within 24 hours 91% Urgent: Within 48 hours 98% Routine: Appointment within 2 weeks 98% Goal Objective Department Measure Healthy People #4: Provide timely access to quality and affordable health care for the most vulnerable populations. (other): Access. Q1 Status: DCHS modified its organizational structure, facilities, staffing and processes in order to address the timeliness of access to services with Medicaid expansion. This has included committing significant resources to the development and/or improvement of our facilities in Redmond, La Pine, Sisters and downtown Bend as described below. A great deal of this work occurred during the first quarter of this fiscal year. North County Health Services Building: The County purchased a new facility in Redmond to address increasing demand for behavioral health services. Historically, these services have either been provided in the Gateway facility, Becky Johnson Center or one of the Bend facilities. This new facility supports the North County Hub and its team providing a broad scope of services. South County Services Building: Similar to Redmond, a South County Hub has been established in La Pine to address access to behavioral health services and provide an expanded array of services locally. The behavioral health footprint in the South County Services Building was enlarged with two additional office spaces. A remodel of the facility is tentatively planned for FY 2016. Sisters School Based Health Clinic: With funding from the State of Oregon and Deschutes County, a school based health center was constructed next to the Sisters High School. Replacing a small trailer, this new facility will include physical health services from St. Charles Medical Group, dental services from Advantage Dental and behavioral health services from Deschutes County. Downtown Clinic: Staff from the community support services and intensive community support teams were relocated from the Annex to the Wall Street Services Building and a temporary space in the Community Development Building, to enable the remodeling of the facility. These staff, as well as staff from the seniors and PSRB teams, will move into the newly renamed Deschutes County Downtown Clinic (DCDC) and will begin providing services in November. Clinical facilities have been added to allow Mosaic Medical to provide primary care to behavioral health clients as part of a service integration project. Wall Street Services Building: Planning has begun for the remodeling of this facility to establish a Young Adults in Transition Hub. Focusing on young adults (ages 14-25), this facility will bring together services including behavioral health, reproductive health, juvenile justice as well as coordination with related local non-profits. While we will continue to strive to reach 100% on all metrics related to access, performance in this area is high. Goal Objective Department Measure Healthy People #4: Provide timely access to quality and affordable health care for the most vulnerable populations. (other): Quality incentive metrics. Q1 Status: The Oregon Health Authority contracts with regional coordinated care organizations (CCOs) to manage the Oregon Health Plan budget for and the care provided to Oregon Health Plan members. The CCOs do this on an at-risk basis that includes financial incentives that are shared with providers for meeting specific quality incentive metrics (QIM). The QIMs are designed to improve the care provided to and the health status of plan members. The following are QIMS for which DCHS is one of the entities that share responsibility and to which financial incentives for the Central Oregon region are attached. Measure % Achieved Individuals discharged from psychiatric hospital receive an outpatient behavioral health visit within 7 calendar days of discharge (Target is 68.8%) 67% Children and adolescents referred by DHS receive a behavioral health assessment within 45 calendar days of referral (Target is 90%) Note, the actual CCO measure is 60 days* 86% *For the CCO measure of 60 days, DCHS surpassed the target at 100%. Performance for the first QIM shown above is very close to the target. However, there have been challenges in meeting it. DCHS has typically scheduled the follow up visit on the day of discharge. This is considered to be a clinical best practice. However, a visit on the day of discharge is not considered valid by the state for this metric. There has been much discussion across the state regarding this issue and we expect the metric to change for calendar year 2015. In addition, when the follow up visit is not on the day of discharge, clients often do not attend the scheduled follow up visit or refuse the service. We are also close to meeting the target for the second metric shown above. However, DCHS has experienced difficulty getting referrals from DHS within the 45 day period, making it virtually impossible in previous quarters to serve children within this timeframe. With the small number of clients, even missing one of these referrals has a significant impact on our performance score. PacificSource, DHS and DCHS have worked effectively together to revise this referral process and we expect to be able to serve nearly 100% of these children and adolescents within the timeframe in future quarters. However, there will always be issues that arise with foster parents and caseworkers not actually showing up for appointments. NOTE: The data presented here for First Quarter, 2015 are considered preliminary and are subject to change as paid health care claims and other documentation are finalized. However, we do not expect to see substantial changes. Legal Counsel Goal Objective Department Measure Effective Service Delivery #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. #1: Provide timely, coordinated, and streamlined legal services to all County offices and departments. Q1 Status: The Legal Department continues to implement attorney cross-training with the goal of immersing all of the attorneys into all Legal Department practice areas. This will result in a situation where every attorney in the Legal Department can provide timely and accurate legal advice across a broad range of legal issues. Example: John Laherty is the primary litigation attorney. Laurie Craghead is the primary land use attorney. In recent months, John has been assigned a number of land use cases and now has general understanding and hands-on experience with comprehensive plans, zoning overlays, and conditional use processes. Conversely, Laurie has been assigned litigation support tasks (discovery pleadings, legal research, dispositive motions) associated with a pending federal civil rights lawsuit. Example: Chris and Dave staff the weekly Personnel, Administration, & Legal Meetings (PAL). Dave has removed himself and assigned John to attend. John has gained significant experience in the areas of FMLA, ADA, and union Contracts. Soon John will cycle out of the PAL meetings and Laurie will cycle in. In time, all of the attorneys in the Legal Department will have substantial hands-on experience with complex personnel matters. Natural Resource Protection Goal Objective Department Measure Management of Natural Resources #3: Support healthy and sustainable forest and public land management practices and oversight. #1: Complete implementation of the Bend Fuels Community Assistance fuel reduction grant. This grant has a target of treating 700 acres of hazardous fuels in the highest priority areas in the Greater Bend Community Wildfire Protection Plan. Q1 Status: To date we have exceeded the acreage goal set forth in the grant by treating approximately 720 acres with 65% of the $220,000 grant expended. This includes 428 acres of ‘sweat equity’ defensible space treatment, 156 acres of brush mowing, and 68 acres each of thinning/limbing and chipping. A few of the neighborhoods we have worked with include Awbrey Butte, Awbrey Meadows, River Canyon Estates and Lane Knolls Estates. We are currently working with Shevlin Commons and Bend Parks and Recreation in planning a fall brush mowing project and will work with other communities over the winter to plan for the remainder of the funding next spring. Personnel – No Response Provided Property & Facilities – No Response Provided Road Goal Objective Department Measure Robust Economy #3: Provide cost-efficient and innovative infrastructure that supports local economic opportunities and livable communities. #1: Pavement Condition Index: Report the overall average Pavement Condition Index (PCI) of the county paved road network. The PCI is a measure of the quality of pavement ranging from 0 (completely failed) to 100 (new surface). A PCI greater than 70 is considered “good” and optimum maintenance efficiency occurs within the low to mid-80s range. Department’s FY 2015 target is 80%. Q1 Status: Upon completion of the summer pavement maintenance and overlay program, the treated road segments and their associated treatment (chip seal, double chip seal, overlay, etc.) were programed into the Department’s maintenance modeling software, Streetsaver©. The initial model results indicate an overall system PCI of 80 – tentatively meeting the performance measure goal of 80. In the second quarter of FY 15, a portion of the system will be physically inspected and field measured (vs. computer modeled) PCI data will be added into the system. Upon addition of the field measured data to the system, the final overall system PCI will be calculated and presented in the annual Pavement Management Program Budget Options Report FY 15. Goal Objective Department Measure Robust Economy #3: Provide cost-efficient and innovative infrastructure that supports local economic opportunities and livable communities. #2: Percent of roads rated good or better (Quantitative): Reports the percentage of roads with a PCI of 70 or better. This measure, in concert with the overall PCI rating, provides another metric by which to measure the quality of the pavement asset and whether or not improvement, sustainability, or regression is occurring across the entire system. Department’s FY 2015 target is 93%. Q1 Status: This PM will be calculated and presented in the Pavement Management Program Budget Options Report for FY 15. This report will be issued in the 2nd or 3rd Quarter of FY 15. Goal Objective Department Measure Robust Economy #3: Provide cost-efficient and innovative infrastructure that supports local economic opportunities and livable communities. #3: Percent system resurfaced (Quantitative): Reports the percentage of system receiving a pavement maintenance treatment in a fiscal year. This metric assists with comparison of actual maintenance work performed versus ideal maintenance intervals (i.e., chip seals last 7 years, therefore 1/7th (or 14%) of the network should be treated annually). Department’s FY 2015 target is 14%. Q1 Status: With completion of the FY 15 summer pavement maintenance and overlay program, approximately 90.7 miles of county facilities were treated with chip seal (79.6 miles) or pavement overlay (11.1 miles). The collective mileage represents approximately 13.1% of the portion of paved county facilities. The 14% target goal was not met due to the elimination of approximately 8 miles from the chip seal program as the result of weather issues. Approximately nine days of chip seal production were impacted by summer thunderstorm events. Typically five “weather days” are incorporated into the annual chip seal program. Road segments eliminated from the FY 15 chip seal program will be re-programmed in FY 16. There is a slight chance that the omitted segments could be addressed within the 4th Quarter of FY 15 pending appropriate weather conditions and scheduling factors. Goal Objective Department Measure Robust Economy #3: Provide cost-efficient and innovative infrastructure that supports local economic opportunities and livable communities. #4: PCI Sustainability Ratio (Outcomes): Reports the ratio of pavement preservation investment divided by the “system needs” investment required to sustain the PCI at its current level. The FY 14 PMP model estimates an annual average “system needs” of $4.5M investment necessary to sustain the PCI over a 5-year to 10-year period. The FY 14 preservation investment was $4.1M (91.1% sustained). The PMP model estimates a 0.1 PCI point degradation (or increase) for every $235,000(+/-) subtracted (or added) to the annual pavement preservation investment (outcome measure). The goal of this PM is 100%, the target is improvement or upward trajectory. Department’s FY 2015 target is 92%. Q1 Status: Thru the first Quarter of FY 15, the investment in pavement preservation totals approximately $3.61M in chip seal (materials only) and overlay (contracted work). The 80% total will increase as other minor maintenance treatments (patching, crack seal, etc.) will add to the total in upcoming quarters. Other: The Road Department will provide periodic updates regarding progress and delivery of CIP projects to the Board of County Commissioners relating to the Commission’s goal of: Robust Economy – Promote policies and actions that stimulate economic vitality. In FY 15, the Road Department will also update the Board of County Commissioners regarding the Fleet and Equipment Program as it relates to county goals. These BOCC updates will be scheduled in the third or fourth quarter of FY 15. Sheriff’s Office Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention, and supervision services. #1: Complete expansion of the Adult Jail by October 2015. Q1 Status: The jail expansion project was completed by the end of September 2014 and open house/fundraiser events were held on October 1st, 2nd and 3rd. During October the Sheriff’s Office will move inmates from the Jefferson County jail back to the Deschutes County jail saving inmate bed rental expenses. During FY2015 some inmates will be moved to the new area to allow for repair and maintenance of the older jail facility. Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and inter vention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention, and supervision services. #2: 85 inmates participating in jail GED program. Q1 Status: During the first quarter of 2014-15, a total of 14 inmates participated in Jail GED programs or 16% of the FY2015 target of 85 inmates. Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention, and supervision services. #3: 34,488 patrol calls for service. Q1 Status: During the first quarter of 2014-15, the number of patrol calls for service was 9,862 or 29% of the FY2015 target of 34,488 calls. Goal Objective Department Measure Safe Communities #2: Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention, and supervision services. #4: 44,718 self-initiated patrol calls for service. Q1 Status: During the first quarter of 2014-15, the number of self-initiated Patrol Calls for Service was 11,268 or 25% of the FY2015 Target of 44,718 calls. Goal Objective Department Measure Safe Communities #4: Facilitate collaborative planning on county-wide communications and infrastructure. #5: Provide a recommendation for the next generation emergency communication network for public safety agencies in Deschutes County. Q1 Status: On July 31, 2014 the consulting firm Sparling presented their recommendation that Deschutes County public safety agencies procure and implement a Single regional 700/800 MHz P25 Phase II Digital Trunked Radio System with Analog VHF Overlay, with a new county-wide microwave backhaul system for interconnecting various communication facilities. The 911 E- board accepted Sparling’s recommendation that Deschutes County 911 is the lead agency to secure funding and procurement of the new radio system which will cost $25.9 to $27.5 million dollars. Goal Objective Department Measure Safe Communities #4: Facilitate collaborative planning on county-wide communications and infrastructure. #6: Participate in 4 emergency preparedness exercises. Q1 Status: During the first quarter of 2014-15, the Sheriff’s Office participated in the active shooter COCC exercise. Solid Waste – No Response Provided The Management Trust NORTHWEST DIVISION River Canyon Estates Homeowners' Association August 19, 2014 Mr. Ed Keith Deschutes County Forester 61150 SE 27th Street Bend, OR 97701 Dear Mr. Keith: SUBJECT: River Canyon Estates Homeowners Association Community Grant for Fire Abatement This letter is to provide you with a report for the Community Grant provided by Deschutes County to our community for the purposes of fire abatement In particular the grant funds were utilized to address defensible fire space along the perimeter (northern and western boundaries) of our community adjacent to the Deschutes River gorge and the property owned by the Central Oregon Irrigation District (COID). Attached please find a copy of the Community Grant Progress Report. There are 43 properties in our community that border COID property and the Deschutes River gorge. We appreciate the support and assistance provided by you and the members of Bend Fire Department, Oregon Department of Forestry who assisted us with the community efforts to create defensible space and other measures to remove fire hazards from our community. We are happy to report that we have received nearly 100% participation from the property owners adjacent to the COlD property in taking action to reduce fire fuel materials on their property. This provides improved defensible space for all 357 homes in our community. We appreciate the support and funding provided by Deschutes County though your efforts to improve the fire safety of our community. We are looking forward to working with Dan Derlacki to become one of Bend's "Firewise Communities" and want to continue our efforts to reduce wildfire fuels as well as educate our community members about fire safety and the efforts they should take to keep their homes and property safe. If you have any questions regarding this report or the documentation provided for reimbursement of the $9,390.00, please let us know. Thank you in advance for your assistance in this matter. William B. aifley, Pr ident River Canyon Estates Homeowners' Association Enclosures 19800 Village Office Court, Suite 101, Bend, Oregon 97702 CONNECTiNG PF.OPLt TO THE PROMISE PH: 541.318.0704 FAX: 541.318.0206 1 managementtrust.com/nw Ed Keith From: Alan Larson <Iarson@earthlink.net> Sent: Friday, June 27, 2014 9:28 AM To: Ed Keith; 'Alison Green' Cc: Bill and Lura Reed; Brian and Andrea RosenZweig; Don & Carol Lang; Jack & Bonnie Hoker; 'Loren & Sally Irving'; Louie Law; 'Steve Whiter' Subject: Wrap-up report on Pjt Wildfire Spring 2014 in Awbrey Meadows Dear Ed, Awbrey Property Owners Association has had great benefit from the incentive provided by the Project Wildfire grant. The homeowner response built up as the idea "caught fire" We had in previous years had a large response working with the Fire District, but this year was even larger. I could swamp you out with an endless string of pictures of the piles and piles plus the scraggly hillsides that were tackled. Instead, I will separately send you an invitation to a folder in Dropbox that will have a few before and after pictures. As you know, a major aspect of this year's work was to create a degree of firebreak on our Northwest frontier where the terrain slopes down to the river. The firebreak zone included both some Association commons area and parts of a few lots. An enormous amount was cut and dragged to the access road by one family crew and then chipped by Fagen's outfit. The terrain and soil texture made it impossible to get the usual chip truck down there, so there was some added expense in bringing in the skidder to even be able to get the boom-chipper in there. Pictures will not do that part of the work justice, but we feel it has improved the safety from that direction substantially. In addition to that work, the Association hired crews to clear significant hazards in four different parts of our commons areas. All of the above was in addition to the originally-planned work done by homeowners on their own properties, which was done either by themselves or by crews hired by them. This part of the project, by itself was larger than previous efforts. We had piles from about 20 different lots (roughly half of the built-out lots), and many of them were quite large. Because of the afore-mentioned inability to get the chip truck down to the firebreak area, we had to blow those chips out on the ground, so we do not have any definitive measure of the quantity of chips, but I have a rough estimate from Fagen at 160 cubic yards. I have been told in the past by them that this translates up into yards of debris at about a multiplier of 7. We consider it a good success and, according to feedback from members, we as a neighborhood feel safer. Due to the early fire this year, I think awareness is quite high among the membership as to the desirability of more and more of this work. So, you may expect a request for another grant in a near-future grant period. As mentioned above, I am sending you separately an invitation to view a conservative sampling of the before and after photos. They can be viewed online, and they should be downloadable as well. I will send you a separate accounting of the finances, but I can say here that even with the substantial ballooning of the project, we "almost" came in within the original grant (I will be asking for a small further grant to cover that small overage). Sincerely, Alan Larson Ed Keith From: Andrew Shooks <andrewshooks@gmail.com> Sent: Wednesday, May 14, 2014 2:00 PM To: Paul Ruettgers Cc: Sue Maniscalco; Ed Keith; Alison Green Subject: Re: ABOA: Special Board Meeting Hi Paul, Thanks for the kind words. Th project was a great success because of home owner participation and the amazing job the contractors did picking up the debris. This whole effort was a partnership between our Association and Deschutes County, Project WildFire and Bend Fire Department. I have taken the liberty of forwarding your thanks to the folks we worked with at each of these agencies. II! be sending out some stats soon, about the amount of debris that was removed! Best regards, Andrew Shooks President Awbrey Butte Owners Association On Wed, May 14, 2014 at I: 18 PM, Paul Ruettgers <paul®ruettgers.com> wrote: Thank you A.B.O.A. The Free Yard Debris Pick Up project was an amazing success, and I wanted to share with you a few points on how impressed I was, and I hope this can be done on a regular basis ... • You gave us plenty of time to start cleaning up our yards • I was loosing the pine needle battle, always having more every two weeks than I can put on the curb, but now I'm all caught up • You did exactly as you promised and it was done with great efficiency • Only one pinecone was left from the large pile I had, and I think it fell after the pile was removed • The project did not increase our HOA dues • Our neighborhood looks amazing as a result • Everyone I've talked to has the same sentiments Maybe this cannot be done every year, but this debris pick up program was an amazing solution to a real problem. Thank you! Paul R. 1 Awbrey Meadows -thinning and chipping Awbrey Meadows -thinning and chipping Awbrey Meadows -sweat equity Awbrey Meadows -sweat equity Lane Knolls -sweat equity Awbrey Butte -sweat equity Rock Springs -thinning and chipping Rock Springs -thinning, chipping, brush removal Deschutes County FY 2015 Goals and Objectives Mission Statement Enhancing the Lives of Citizens by Delivering Quality Services in a Cost-Effective Manner Safe Communities: Protect the community through planning, preparedness, and coordinated public safety services. 1. Facilitate collaborative planning among county and community partners to enhance emergency preparedness. 2. Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention, and supervision services. 3. Respond to, investigate, and prosecute criminal activity to ensure the guilty are held accountable, the innocent are protected, and the rights of all citizens are respected. 4. Facilitate collaborative planning on county-wide communications and infrastructure. Healthy People: Enhance and protect the health and well-being of the community through advocacy, education, and services. 1. Consider population health, wellness, safety, and multi-modal connectivity in the design and implementation of infrastructure. 2. Participate in defining and driving systems reform and alignment. 3. Ensure children, youth, and families are protected, healthy, and successful. 4. Provide timely access to quality and affordable health care for the most vulnerable populations. 5. Assess, preserve, promote, and protect the basic health and wellness of residents. 6. Provide physical and behavioral health treatment and support services to meet the needs of the community. 7. Promote preventive health through partnerships, community education, outreach, and advocacy. Robust Economy: Promote policies and actions that stimulate economic vitality. 1. Initiate strategic capital programming, including transportation and communications infrastructure, construction, and other needs. 2. Partner with organizations that stimulate economic vitality. 3. Provide cost-efficient and innovative infrastructure that supports local economic opportunities and livable communities. 4. Support land use policies that promote beneficial utilization of the land for economic growth. 5. Support beneficial management and access policies of publicly owned natural resources to promote tourism and recreational activities. 6. Pursue inter-jurisdictional and interdepartmental cooperation to enhance service delivery and the cost- effectiveness of public services. Management of Natural Resources: Promote environmental stewardship through assessment, advocacy, and collaboration. 1. Partner with community members and appropriate agencies to preserve and protect South County’s water resources. 2. Educate the public and enforce policies regarding noxious weed control and eradication. 3. Support healthy and sustainable forest and public land management practices and oversight. 4. Enhance and protect air, land, and water resources. Effective Service Delivery: Maintain confidence in Deschutes County through sound fiscal management and responsiveness to the public. 1. Continue to provide opportunities for public engagement with Deschutes County government. 2. Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. 3. Support employee development, productivity, and job satisfaction. 4. Support and promote Deschutes County Customer Service “Every Time” standards. Introduction Deschutes County, OREGON Page 9 Departmental Performance Measures The Board of County Commissioners establish countywide Goals and Objectives annually. Departments provide performance measures that align with the priorities established by the Board of Commissioners. Each department tracks performance measures in addressing the Countywide Goals and Objectives. These measures are listed below in relation to each Goal and Objective. In the departmental narrative section, more information regarding these measures is provided. Safe Communities Objective #1: Facilitate collaborative planning among county and community partners to enhance emergency preparedness. 1. Number of emergency preparedness exercises. (Sheriff's Office) Objective #2: Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands on county services achieved through the continuum of incarceration, detention, and supervision services. 1. Number of adult offender sanctions, interventions and violations submitted. (Community Justice) 2. Percentage of juvenile community justice officers meeting contact and skill building goals with medium and high risk offenders. (Community Justice) 3. Percentage of adult felony successful case closures. (Community Justice) 4. Percentage of at-risk juveniles without a criminal offense six months after completion of Functional Family Therapy. (Community Justice) 5. Percentage of small claims cases resolved (judgment, dismissal or mediated agreement) prior to trial. (Justice Court) 6. Success rate for defendants offered alternative resolution programs. (Justice Court) 7. Complete expansion of the Adult Jail by October 2015. (Sheriff's Office) 8. Number of inmates participating in jail GED program. (Sheriff's Office) 9. Number of patrol calls for service. (Sheriff's Office) 10. Completion of the corrections facilities projects. (Property and Facilities) Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are held accountable, the innocent are protected, and the rights of all citizens are respected. 1. Number of cases filed. (District Attorney's Office) 2. Number of Civil Commitment hearings held. (District Attorney's Office) 3. Partner agency satisfaction. (District Attorney's Office) 4. Number of self-initiated patrol calls for service. (Sheriff's Office) 5. Percentage of call answered within 5 seconds. (Deschutes County 9-1-1 CSD) 6. Percentage of calls answered within 10 seconds. (Deschutes County 9-1-1 CSD) 7. Average time to refer a call to dispatch. (Deschutes County 9-1-1 CSD) Objective #4: Facilitate collaborative planning on county-wide communications and infrastructure. 1. Provide a recommendation for the next generation emergency communications network for public safety agencies in Deschutes County. (Sheriff's Office) Introduction Deschutes County, OREGON Page 10 Healthy People Objective #1: Consider population health, wellness, safety, and multi-modal connectivity in the design and implementation of infrastructure. Objective #2: Participate in defining and driving systems reform and alignment. Objective #3: Ensure children, youth, and families are protected, healthy, and successful. 1. 85% of public health office visit appointments are completed. (Health Services) 2. 80% of supervisor positions have supervisor-to staff ratio of 1:7-10. (Health Services) 3. 100% of Meaningful Use Objectives are net by all eligible providers. (Health Services) Objective #4: Provide timely access to quality and affordable health care for the most vulnerable populations. 1. Behavioral Health Oregon Health Plan clients seen within specified State timelines. (Health Services) 2. 90% of individuals discharged from a psychiatric hospital receive an outpatient behavioral health visit within 7 calendar days of discharge. (Health Services) 3. 90% of children and adolescents referred by DHS receive a behavioral health assessment within 45 calendar days of referral. (Health Services) 4. 90% of newly enrolled Nurse Family Partnership clients are screened for domestic violence within three months of enrollment. (Health Services) Objective #5: Assess, preserve, promote, and protect the basic health and wellness of residents. 1. 90% of Developmental Disabilities clients engage in crisis services no more than one time in 12 months. (Health Services) 2. Youth under 18 in the Wrap-Around services require psychiatric hospital admissions 1.5% of the time or less. (Health Services) 3. 35% of behavioral health clients enrolled in Supported Employment are employed in competitive employment. (Health Services) Objective #6: Provide physical and behavioral health treatment and support services to meet the needs of the community. 1. 90% of Developmental Disabilities Intake Satisfaction Surveys have a score at or above 18/20. (Health Services) 2. Complete construction of the Sisters Health Clinic. (Property and Facilities) Objective #7: Promote preventive health through partnerships, community education, outreach, and advocacy. Robust Economy Objective #1: Initiate strategic capital programming, including transportation and communications infrastructure, construction, and other needs. 1. Complete brownfield studies and development/marketing strategies for Demo Landfill and Redmond properties. (Property and Facilities) Introduction Deschutes County, OREGON Page 11 Objective #2: Partner with organizations that stimulate economic vitality. 1. Coordinate with the City of Bend to adopt the Bend Airport Master Plan Update into the County’s Comprehensive Plan and zoning code to promote economic sustainability and growth at the Airport. (This measure is also listed below.) (Community Development) 2. Coordinate with the City of Redmond to amend its UGB for a large-lot industrial site and future Fairgrounds expansion. (Community Development) 3. Administer a 3-year US EPA Brownfield Assessment grant with the Cities of Bend, La Pine, Sisters and Redmond to identify contaminated commercial sites and plan for redevelopment. (Community Development) 4. Leverage County funds through contractual arrangements with organizations specializing in job creation, economic development, and local business support. (Administrative Services) Objective #3: Provide cost-efficient and innovative infrastructure that supports local economic opportunities and livable communities. 1. Pavement Condition Index (PCI) of county paved road network. (Road Department) 2. Percentage of county roads PCI rated good or better. (Road Department) 3. Percentage road system resurfaced. (Road Department) 4. PCI sustainability ratio. (Road Department) 5. Pursue landfill gas to energy project. (Solid Waste) Objective #4: Support land use policies that promote beneficial utilization of the land for economic growth. 1. Evaluate the County's Agricultural Lands Program. (Community Development) 2. Reconvene the Transferable Development Credit (TCD) Advisory Committee to determine if changes are needed to facilitate economic growth in La Pine's New Neighborhood in conjunction with groundwater in rural southern Deschutes County. (Community Development) 3. Coordinate with the City of Bend to adopt the Bend Airport Master Plan Update into the County's Comprehensive Plan and zoning code to promote economic and growth at the Airport. (This performance measure is also listed above.) (Community Development) 4. Participate in City of Bend's Transportation Demand Management Project. (Property and Facilities) Objective #5: Support beneficial management and access policies of publicly owned natural resources to promote tourism and recreational activities. 1. Support Mt. Bachelor's Master Plan implementation through coordination and efficient building permit services for new and improved facilities. (Community Development) 2. Coordinate with the Sunriver Owners' Association (SROA) on a solution to conflicts between traffic on Spring River Road and those seeking to launch boats or float on the Deschutes River from Harper Bridge. (Community Development) 3. Value of the economic impact generated from Fair and Expo events and facilities. (Fair and Expo Center) 4. Total number of visitors to the annual Deschutes County Fair. (Fair and Expo Center) Objective #6: Pursue inter-jurisdictional and interdepartmental cooperation to enhance service delivery and the cost-effectiveness of public services. Introduction Deschutes County, OREGON Page 12 1. Maintain and expand 1-stop building and development services shops for city and county permits. (Community Development) 2. Offer basalt rock, excavated from the County landfill, to County departments and other local agencies at a low cost. (Solid Waste) 3. Facilitate intergovernmental agreements with other public agencies. (Administrative Services) Management of Natural Resources Objective #1: Partner with community members and appropriate agencies to preserve and protect South County’s water resources. 1. Coordinate with DEQ to (1) issue protective onsite wastewater treatment system permits and water quality risks and monitoring; (2) initiate a Goal 11 Exception for southern Deschutes County; and (3) provide education and outreach materials online and to community groups on livestock impacts on small residential properties. (Community Development) 2. Partner with NeighborImpact to provide financial assistance to property owners needing to upgrade their onsite wastewater treatment systems. (Community Development) Objective #2: Educate the public and enforce policies regarding noxious weed control and eradication. 1. Achieve 90% voluntary compliance with noxious weed enforcement cases. (Natural Resource Protection) Objective #3: Support healthy and sustainable forest and public land management practices and oversight. 1. Maintain or increase public participation in Fire Free events. (Natural Resource Protection) Objective #4: Enhance and protect air, land, and water resources. 1. Continue participating with the BLM / Governor's Office regarding sage-grouse conservation and USFWS on the Oregon spotted frog. (Community Development) 2. Complete implementation of the Bend Fuels Community Assistance fuel reduction grant. (Natural Resource Protection) 3. Complete the Strategic Energy Management (SEM) project. (Property and Facilities) Effective Service Delivery Objective #1: Continue to provide opportunities for public engagement with Deschutes County government. 1. The Building Safety Division will continue to engage the local chapter of the Home Builders Association for feedback on our processes and interaction with their member as well as sharing training opportunities on a monthly and as-needed basis; and participate with the local accessibility advocates COCA for "lunch and learn" style meetings to help gain uniform application and consideration of rules and policies developed to assure safe and dependable access to commercial facilities. (Community Development) 2. Engage citizens through a variety of new forums and venues. (Administrative Services) 3. Modify the design and navigation of the county public website. (Information Technology) Introduction Deschutes County, OREGON Page 13 Objective #2: Provide support to County operations to ensure cost-effective and efficient delivery of services to the public. 1. Rate of collection on outstanding receivables. (Justice Court) 2. Achieve an average turnaround time on building plan reviews of 4.5 days. (Community Development) 3. Achieve 85% voluntary compliance in Code Enforcement cases. (Community Development) 4. Adopt the Code Enforcement Procedures Manual Update with public engagement and public hearings. (Community Development) 5. Continue to provide the Household Hazardous Waste program and evaluate the possibility of expanding the program to other areas. (Solid Waste) 6. Assess pre-trial and offender population workloads in county offices. (Administrative Services) 7. Values and percentages of grant applications by Administrative Services. (Administrative Services) 8. Percentage of tax statements issued timely. (Finance/Tax) 9. Number of tax accounts processed. (Finance/Tax) 10. Meet with departments to ensure their Finance needs are being met. (Finance) 11. Receive GFOA Distinguished Budget Presentation Award. (Finance) 12. Receive GFOA Certificate of Achievement Award. (Finance) 13. Provide technical support for replacement of finance, human resources and payroll systems. (Information Technology) 14. Redesign the county intranet website. (Information Technology) 15. Establish stand-by date center resources at the 9-1-1 date center. (Information Technology) 16. Provide timely, coordinated and streamlined legal services to County offices. (Legal Counsel) 17. Implement first phase of new case management software. (Legal Counsel) 18. Survey department responses on employee training. (Legal Counsel) 19. Obtain feedback on timeliness and comprehensiveness of services. (Legal Counsel) 20. Assess and measure implementation of the new case management software. (Legal Counsel) 21. Provide semi-annual meetings with elected officials and departments to solicit input of improving services. (Legal Counsel) 22. Meet quarterly with the Board of County Commissioners to review legal matters and receive performance improvement recommendations. (Legal Counsel) Objective #3: Support employee development, productivity, and job satisfaction. 1. The Building Safety Division will continue to provide training seminars and classes for all local municipal inspectors and building and design professionals, and ensure all building inspectors maintain required certification. (Community Development) 2. Number of workplace accidents. (Administrative Services) 3. Re-engineer hiring process. (Personnel) 4. Explore an ERP system. (Personnel) 5. Provide policies and procedures training to supervisors and managers. (Personnel) Objective #4: Support and promote Deschutes County Customer Service “Every Time” standards. 1. Accounts managed per FTE compared to other Oregon counties. (Assessor's Office) Introduction Deschutes County, OREGON Page 14 2. Cost per tax account managed compared to other Oregon Counties. (Assessor's Office) 3. Administrative expenses as a percentage of taxes imposed compared to other Oregon counties. (Assessor's Office) 4. Written approval by the Department of Revenue for the Assessor's Certified Ratio Study. (Assessor's Office) 5. Percentage of tax statements mailed by October 25th. (Assessor's Office) 6. Written certification from the Department of Revenue approving the County Assessment Function Assistance (CAFFA) Program. (Assessor's Office) 7. Percentage of original real property records recorded, indexed and returned within one business day. (Clerk's Office) 8. Percentage of customers who rate the level of service as good or excellent. (Clerk's Office) 9. Percentage of voter notification cards mailed within 14 days of registration (excluding 20 days before and after a primary election). (Clerk's Office) 10. Customer satisfaction with concessions, catering, facilities, operations, sales staff and management. (Fair and Expo Center) 11. Expand outreach to veterans and their families. (Administrative Services) Introduction Deschutes County, OREGON Page 15 Opportunities Application Process Permitting History Applicable Criteria Locational Information Questions & Discussion Overview Residential Uses in the EFU Zone Farm Related Accessory Farm Relative Farm Assistance Residential Opportunities Medical Hardship Lot-of Record Nonfarm Review Process Medical Hardship Lot-of Record Nonfarm Farm Related Accessory Farm Relative Farm Assistance Administrative Determination Conditional Use Permit Temporary Use Permit Year Farm Accessory Relative Farm Lot of Record Nonfarm Wildlife* Hardship M49 Total 2005 1 2 3 56 4 3 69 2006 2 1 3 59 2 4 71 2007 9 1 51 6 67 2008 1 3 1 34 2 41 2009 1 1 33 4 39 2010 1 9 2 2 14 2011 1 3 24 1 1 30 2012 2 6 2 13 2 1 26 2013 2 1 1 16 2 2 24 2014 1 15 3 3 22 Total 18 12 9 10 310 6 29 9 403 * Wildlife Habitat Conservation Dwellings were a subset of Nonfarm Dwellings that are no longer available Permitting History 2005-2014 Administrative Determination FARM RELATED DWELLING •High Value Farm Land •Income Test ($80,000) •Non-High Value Farm Land •Acreage Test (160 ac./320 ac. in Horse Ridge) •Median Acreage/Gross Sales Test •Income Test ($32,000) ACCESSORY DWELLING •Income Test ($32,000/$80,000) •Occupants Principally Engaged in Farm •Located on Same Parcel/Tract as Farm Dwelling •No Other Dwellings RELATIVE FARM ASSISTANCE DWELLING •Commercial Farm Operation •Located on Same Parcel as Farm Dwelling •Occupied by Relative of Farm Operator •Annual Reporting •Must be Removed or Converted Farm Related Accessory Farm Relative Farm Assistance