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HomeMy WebLinkAboutPM 2014-15 Reports Q1 Department NarrativesDeschutes 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