Mar 21, 2023 | AOC Business Partner
Tekniam’s Remote Universal Communication System (RUCS) is a compact rapidly deployable wireless broadband network empowering emergency responders and providing rural broadband internet in areas with little to no service.
JOHN DAY, Ore. (PRW) March 14, 2023 — Tekniam has provided Grant County, Oregon with the latest proprietary breakthrough in wireless communications. The Remote Universal Communication System, or RUCS broadband network, can be set up in minutes to operate anywhere. The Grant County RUCS project was funded through a U.S. Department of Homeland Security grant awarded late last year.
Grant County located in east-central Oregon, is one of the most rural, isolated counties in the lower 48 United States. The county is larger than some states, yet it averages only 1.6 people per square mile. Outside its small towns, the terrain is vast and often hard to reach. Its deeply eroded and arid topography is marked by many box canyons with steep walls. This has made providing Grant County with rural broadband internet especially challenging – until now!
The RUCS breakthrough technology is compact, easy to hand-carry, and sets up in minutes. This compares with previous technology many times its size at a higher cost to buy, transport, and operate. Starting at five pounds, or 2.2 kg, it has a very low five-to-eight-watt power draw, much lower than any of its competitors. Yet it transmits a powerful signal up to three miles to a distribution point. It can serve up to 250 Wi-Fi users within a 1000-ft radius. It simply needs an Internet signal and a power source, that can be AC, DC, or solar.
While former solutions required large equipment that had to be transported in a truck or trailer and continuous gasoline to operate, RUCS is truly revolutionary making possible exciting new opportunities with a wireless internet network that can be hand carried and set up anywhere.
Grant County Sheriff Todd McKinley has the ongoing issue of finding and rescuing missing persons. The county hosts the spectacular John Day Fossil Beds National Monument. Every year fossil hunters, hikers, and game hunters regularly become lost or go missing. These vast empty spaces require search and rescue teams to be sent out to find them.
Sheriff McKinley and his Office of Emergency Management immediately grasped the capability to set up an internet-anywhere field emergency command post with an easy-to-carry, lightweight RUCS off-grid network. First responders, including fire fighters, need up-to-date weather and situational updates with images that only broadband internet can provide.
“We are fortunate to now have a RUCS unit on hand. The capabilities that it can provide will aid in a variety of events that can occur. Having the RUCS pre-staged in our county will save hours of response time for equipment that would otherwise need to be shipped in from hundreds of miles away during a crisis. And that time can add up to the difference in saving lives, or not.”
RUCS makes exciting new capabilities for search and rescue operations. An internet signal can be beamed from the high walls of the box canyons. It can be titled “Missing Persons Network” that lost hikers with cell phones can receive. They can send messages with location and condition that search and rescue teams can receive in real time with an internet connection.
Grant County officials compared RUCS with the competition and had seen that, for the cost of a competitor’s single unit, an entire constellation of RUCS units could be acquired. Tekniam’s patented antenna technology is the enabling technology that makes RUCS able to support 10 to 15 “hops,” with a distance of up to 30 to 35 miles.
This initial installation provides the core building blocks for Grant County to create a comprehensive base camp for distributed emergency and disaster response, as well as rural broadband internet coverage county-wide.
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About Grant County Emergency Management
Located in John Day, Ore., the Office of Emergency Management has the mission to provide the organized analysis, planning, decision-making, and assignment of available resources to protect from, mitigation of, prepare for, respond to, and recover from the effects of all hazard emergencies and disasters within Grant County. Read about it at https://grantcountyoregon.net/182/Emergency-Management.
About Tekniam
Headquartered in Lenexa, KS, Tekniam was founded in 2021 to bring connectivity to the most remote locations in the world. Products are made and assembled in the United States.
Learn more at Tekniam.com.
Contributed by: Tim Stranahan | Tekniam Chief Operations Officer
*Sponsored content provided by AOC Business Partner.
Mar 21, 2023 | AOC Business Partner
With the new year underway, for many it’s a good time to set both personal and professional goals. One goal that should make the list is ensuring that county employees always receive training each year. An effective training program can help employees and their supervisors be more successful in their roles — and help promote compliance with policies and procedures.
For many counties, assigning and tracking training can be difficult. Annual training requirements can range from a mandatory bloodborne pathogens course for some staff to a required cyber security or sexual harassment training for all staff. Creating an annual training plan provides a structure for employee development throughout the year. It also enables counties to review progress at desired intervals.
With that in mind, here are a few steps to take for a successful 2023.
- Identify Required Training for Staff
The first step in creating a learning plan is to identify required training. This includes training required by law, by contractual obligations, or by organization. Be sure to think about training for both new hires as well as existing employees — CIS can help set up training plans for both.
There’s no such thing as “one size fits all” when it comes to the learning initiatives that are important to CIS members. The 108 customized plans in the CIS system are composed of 192 different courses. They range from just one course on the plan to over 30! Some of the most common we see include:
- Bloodborne Pathogens;
- Cyber Security Basics;
- Preventing Discrimination and Harassment;
- Distracted Driving;
- Valuing Diversity; and
- Personal Protective Equipment.
- Decide How Often Staff Should Take Training
Training can be set at the beginning of the year, and can be automatically assigned to staff at any desired interval. Receiving five required training courses in March can seem daunting, but plans can be set to assign one per month or quarter. In addition, reports can be set to alert staff monthly, quarterly, or annually to show completed courses as well as those who have outstanding assignments.
- Contact the CIS Learning Center for Help
Once county staff have identified what training is required and how often employees should receive it, the final step is setting up a training plan in the CIS Learning Center. Each plan is highly customized to meet each member’s specific needs.
A customized learning plan allows one to choose which courses to include, set due dates or recurrence intervals, and automate assignments, if desired. CIS can also include items such as internal policies or new hire packet documents for online review along with electronic acknowledgments and tracking reports. There are many custom options available and the CIS team is happy to help find just the right mix to meet a county’s needs.
Contributed by: Bill LaMarche | CIS Public and Member Relations Manager
*Sponsored content provided by AOC Business Partner.
Feb 24, 2023 | AOC Business Partner
At the beginning of every year, the CIS Board of Trustees, including AOC Executive Director Gina Firman Nikkel, attend a day and a half strategic planning session to discuss the overall strength of the organization. The board reviews the status of CIS’ strategic initiatives and is presented with professional analysis from independent industry experts who assess the health and strength of CIS. Highlights from the board’s most recent session include:
- Financial Audit Presentation by Plante Moran, PLLC
- Property/Casualty (P/C) Trust Actuarial presentation by Aon Risk Consultants, Inc.
- Capital Adequacy Assessment for CIS Benefits and P/C Trust by PricewaterhouseCoopers (PwC)
- CIS Collaboration Center Update
- Managing the Risks of Post-Traumatic Stress Disorder (PTSD) in Public Safety
- Reinsurance Markets and Planning
Financial Audit
Plante Moran, one of the nation’s largest accounting firms, verified CIS’ good standing and strong financial footing — giving the organization a clean audit. The firm shared with the board that CIS’ accounting principles are solid (see full audit on CIS’ website). The audit report did provide an overview of the investment losses that CIS faced with the decreased market value from bonds and stocks in 2022 — but CIS weathered these adjustments for unrealized market value changes and maintained extremely solid financials. They concluded that CIS’ finances are appropriately reported, and the organization’s accounting systems are well-organized.
Actuarial Report
The respected actuarial firm, Aon Risk Consultants, analyzed CIS’ past experiences to evaluate the financial impact of current economic and social trends on future events. Aon’s report helps determine CIS’ funding target for the upcoming fiscal year. The actuaries noted that liabilities related to public safety services were increasingly costly to settle. They also noted an increase in auto liability claims. However, they explained that CIS’ experience with public safety services and auto liability claims followed trends that they noticed with other risk pooling programs across the nation.
PricewaterhouseCoopers Assesses CIS’ Capital Adequacy
PricewaterhouseCoopers firm (PwC) provided the CIS Board with a capital adequacy assessment for the CIS Benefits Trusts as well as the Property/Casualty (P/C) Trust during the session. They conducted a formal analysis of capital reserve funding requirements. The analysis was based on the requirements of the Member Equity Policy and considered many internal and external factors including underwriting risk, reserving risk, asset and credit risk, and operational risk.
PwC’s report found that both CIS’ capital for the Benefits Trusts as well as the P/C Trust is adequate and are in the proper range. This was important because it confirms that CIS has enough funds in reserves to cover catastrophic claims and other financial disruptions — such as the market value declines on investments.
Collaboration Center Update
The CIS Board provided direction to staff to begin plans for a new Collaboration Center to serve as an office for staff and training center for members and agents. CIS sold its Salem and Tigard office buildings, opened a temporary Wilsonville office, and purchased land in Wilsonville for a future Collaboration Center.
Plans call for a building with multiple meeting rooms, including a large room that can be used for member/agent training. Staff has selected an owner’s representative, architectural firm, and construction manager/general contractor through request for proposal (RFP) processes. CIS plans to meet with the architectural firm this quarter to kick-off the design process.
Managing the Risks of Post-Traumatic Stress Disorder (PTSD) in Public Safety
In June 2019, Senate Bill 507 passed, making PTSD a presumption for public safety workers (i.e., full-time firefighters, police officers, corrections officers, parole/probation officers, and first responders). CIS supports public safety workers having presumptive claims. CIS’ public safety team is working proactively to prevent PTSD claims by:
- Providing critical incident grants to public safety personnel and in some cases, non-public safety, to receive mental health services that have a focus on PTSD.
- Providing training around PTSD via Employee Assistance Program (EAP), peer support, and total worker health.
- Developing mental health providers around the state that have a focus on PTSD in public safety or military.
- Including CIS Benefits Director Mike Beyrouty to find ways for the CIS Benefits programs to support PTSD-prevention efforts.
The purpose of the report was to begin CIS Board discussions on additional services that can help reduce the impact of PTSD.
Reinsurance Markets and Planning
CIS purchases reinsurance to protect the P/C Trust from catastrophic and high dollar claims.
For property, CIS self-insures the first $500,000 of each claim and offers $600 million of shared limits. For liability, CIS self-insures the first $1 million per claim but offers liability coverage up to $20 million. For cyber, CIS self-insures the first $250,000 of each claim and offers an optional reinsured tier of coverage with limits up to $1.25 million.
Reinsurance coverage cycles between soft and hard markets. Experts point to missed earnings targets in recent years as evidence that the industry is in a hard market. This means reinsurers have greater bargaining power and can push for higher premiums and restructure terms to their advantage, such as limiting coverage for certain risks or demanding higher retentions (deductibles).
CIS marketed reinsurance coverage to dozens of carriers during 2022 to maintain the best carriers, pricing, and terms to financially back its property and liability programs. Marketing efforts included strengthening partnerships with existing carriers and identifying new carriers to diversify risks and increase capacity.
In this tough environment, CIS’ efforts to build and strengthen its reinsurance partnerships means that they can retain the needed reinsurance despite a hard market.
Contributed by: Bill LaMarche | CIS Public and Member Relations Manager
*Sponsored content provided by AOC Business Partner.
Feb 24, 2023 | AOC Business Partner
At the recent Academy of Architecture for Justice Conference, I had the opportunity to facilitate discussion on equity in the justice system. These discussions focused on knowledge communities in education, social services, nonprofit organization and justice agencies couples with resources, and evidence-based support systems needed to create a healthy society.
The Challenges: We know that healthy family relationships have a positive impact on the incarcerated, their children, and their loved ones. Strong relationships can improve the cause-and-effect cycle of recidivism and reduce the social, economic, educational, and health consequences to those within the secure treatment environment. These relationships, however, often face barriers by the very facilities built to house them. For instance, programs that encourage incarcerated mothers to record themselves reading storybooks to their children often must resort to a noisy corridor due to lack of dedicated private space. Other facilities may lack accessible and welcoming visitation rooms to connect families. Organizations who dedicate time to engaging at-risk youth lack flexible and comfortable spaces to bring education to their communities. These are the sorts of challenges that community partners face in their work and yet, they are often not at the table when it comes time to plan facilities.
The Opportunities: Working together with our government agency clients, we’re bringing more stakeholder voices to the table, working with our clients to find creative ways to integrate community partners into the big picture of justice facility designs. When we couple our design knowledge and the agency needs with the offerings of community partners, we all help to restore individuals back to their families and communities. Together we’re preparing spaces for a more equitable, healing, and transformative environment for individuals and the communities where they live. We design this way because we always remember that the incarcerated are individuals with children, partners, and dreams of once again making a positive impact on society.
The opportunities abound that can make a difference in how we deliver services and resources that positively impact individuals and communities. We simply need to advocate for equity for all stakeholders in justice design.
Contributed by: Joanna Wozniak, AIA | DLR Group, Senior Associate
*Sponsored content provided by AOC Business Partner.
Jan 19, 2023 | AOC Business Partner
The Oregon State University (OSU) Extension Service partners with local communities, providing trusted expertise and science-based knowledge to respond to local needs, challenges, and opportunities.
Our work is as richly diverse as Oregon’s communities. We’re helping kids reach their full potential and expanding educational access through 4-H and other youth programs. We’re encouraging resilience across the food chain — from pollinator health to farm and ranch productivity. We’re supporting sustainable natural resource management and enhancing health and well-being for every stage of life.
Our mission, put simply, is to help every Oregonian thrive. Our relationship with Oregon counties is crucial to fulfilling that mission.
A strong partnership
OSU Extension has a presence in every Oregon county and the Confederated Tribes of Warm Springs.
Local governments provide important financial and advisory support, ensuring that our work is directed toward community priorities.
Twenty-six counties support Extension with voter-approved service districts or levies; nine others provide general fund allocations. Every $1 invested by counties in OSU Extension leverages $2 in state funding as well as federal, grant, and philanthropic funding. These county dollars directly support county needs, including facilities and local program support.
In January 2023, we were honored to again partner with the Association of Oregon Counties to offer County College. This biennial program provides a comprehensive overview for new commissioners, judges, chairs and high-level staff and opportunities to explore the strong partnership between counties and OSU Extension.
A look ahead
OSU Extension is one of three statewide OSU public service programs, along with the Oregon Agricultural Experiment Station and the Forest Research Laboratory. These programs, known as the OSU Statewides, receive a state funding allocation separate from the university’s general budget.
Guided by stakeholder input, in the 2023-25 biennium the OSU Statewides will seek $206 million in state legislative funding, which is a $50 million increase. This investment supports:
- Full base funding to sustain program and service levels.
- New funding to bolster capacity and expand programming to support resilient food systems, natural resources, and communities.
While Extension efforts are included in all aspects of the request, they are the centerpiece of the community resilience focus and will directly benefit rural and urban communities by:
- Expanding proven Extension programs to support agricultural production, and in turn, economic development.
- Strengthening our network of field-based educators who provide nutrition, mental health, and physical well-being programming.
- Supporting college and career access and expanding positive youth development programming.
- Building more sustainable urban environments and community food systems.
- Expanding existing, effective Extension community mental health promotion and substance use programming.
- Build capacity to provide applied research and evidence-based solutions to help communities mitigate detrimental health effects of houselessness and improve other health outcomes.
State funding is a critical complement to investment by counties in OSU Extension, and provides for delivery of statewide programming that is responsive to local needs.
We value, and depend on, the support and collaboration we receive from Oregon’s counties. And we look forward to what we will continue to accomplish together.
We invite you to learn more about how OSU Extension is serving Oregon: extension.oregonstate.edu/impact
Contributed by: Dr. Ivory W. Lyles | Vice Provost, Division of Extension and Engagement, Director, OSU Extension Service
*AOC Partner sponsored article.
Jan 19, 2023 | AOC Business Partner
In 1960, a group of six counties in Oregon saw the need to bring great health insurance coverage to their members. These leaders knew the advantage of pooling their dollars together to help keep costs down and purchase the best benefits for their members. In turn, the Association of Oregon Counties (AOC) formed the Association of Oregon Counties Insurance Trust (AOCIT).
Rooted in the same cause as the AOC, Regence has had the honor to provide great health insurance benefits to AOC members for more than four decades through our partnership with CIS Benefits.
Regence is committed to driving a simpler, personalized, and more affordable health care experience for the people and their families we serve. Our partnership with CIS Benefits allows us to offer an expansive network across Oregon to its members and help keep costs down. CIS Benefits allows AOC members to bundle their benefits together, achieve lower rates and save counties and their workers money on their health benefits. Since 2019, the average annual rate increases for CIS Benefits self-insured medical program for counties administered by Regence has been 3.33 percent for pooled groups with fewer than 100 employees.
This community-oriented approach to health care is a fundamental part of our health insurance. Regence was formed in a very similar way as the AOCIT a little more than 40 years earlier. A group of loggers wanted to find a way to pool resources together to help their fellow loggers. They knew even a minor injury could bankrupt a family. This group decided to form a community fund, this way medical costs could be shared by everyone. It was people helping people. A mission that hasn’t changed for Regence in our more than one-hundred-year history.
Regence is honored to continue our partnership with CIS Benefits and offer simple and affordable healthcare benefits to AOC members. Those Oregon counties looking to learn more about CIS Benefits administered by Regence can reach out to the CIS team at employeebenefits@cisoregon.org.
Contributed by: Angela Dowling | president, Regence BlueCross BlueShield of Oregon
*AOC Partner sponsored article.
