HomeMy WebLinkAboutFY 2017 Proposed Program Budget
Deschutes County, Oregon
Proposed Budget
Fiscal Year 2017
1300 NW Wall Street, Suite 200
Bend, Oregon 97703-1947
(541) 388-6570
Deschutes County Budget Committee
Commissioners Appointed Members
Alan Unger, Chair Bruce Barrett
Tammy Baney, Vice Chair Jimm Burton
Anthony DeBone Mike Maier
Staff Members
Tom Anderson, County Administrator
Erik Kropp, Deputy County Administrator
Wayne Lowry, Finance Director/Treasurer
Loni Burk, Financial/Budget Analyst
Deschutes County FY 2017 Proposed Budget
Deschutes County, OREGON
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to Deschutes County, Oregon for
its annual budget for the fiscal year beginning July 1, 2015. In order to receive this award,
a governmental unit must publish a budget document that meets program criteria as a
policy document, as an operations guide, as a financial plan, and as a communications
device.
This award is valid for a period of one year only. We believe our current budget continues
to conform to program requirements, and we are submitting it to GFOA to determine its
eligibility for another award.
County Administrator’s Budget Message ....................................................................................................... 1
Introduction
Countywide Goals and Objectives ................................................................................................................... 11
Departmental Performance Measures ............................................................................................................ 13
Deschutes County Profile ................................................................................................................................ 24
Deschutes County Map .................................................................................................................................... 34
About this Budget Document ......................................................................................................................... 35
Organizational Chart ....................................................................................................................................... 36
Budget Process and Basis of Budgeting .......................................................................................................... 38
Budget Preparation Calendar ......................................................................................................................... 39
Budget Committee Meeting Schedule ............................................................................................................. 40
Budget Summaries
Comparative Summary—All County Funds ................................................................................................... 43
Charts—Resources and Requirements ........................................................................................................... 44
Beginning Net Working Capital ...................................................................................................................... 46
Intergovernmental Revenues .......................................................................................................................... 47
Charges for Services ........................................................................................................................................ 48
Other Revenues ................................................................................................................................................ 49
Personnel Services ........................................................................................................................................... 50
Materials and Services .................................................................................................................................... 51
Capital Outlay .................................................................................................................................................. 52
Transfers Summary ......................................................................................................................................... 53
Fund Structure ................................................................................................................................................. 61
Fund Descriptions ............................................................................................................................................ 62
Summary—Resources and Requirements by Fund ........................................................................................ 68
General Fund Summary .................................................................................................................................. 85
General Fund Department Summary………………………………………………………………………………… 86
Primary Operating Departments
Public Safety
Community Justice ....................................................................................................................................... 88
District Attorney's Office .............................................................................................................................. 99
Justice Court ................................................................................................................................................. 109
Sheriff's Office ............................................................................................................................................... 113
Direct Services
County Assessor's Office ............................................................................................................................... 131
County Clerk's Office .................................................................................................................................... 137
Community Development ............................................................................................................................. 145
Fair and Expo Center .................................................................................................................................... 161
Road ............................................................................................................................................................... 168
Natural Resource Protection ........................................................................................................................ 181
Solid Waste .................................................................................................................................................... 185
Health Services
Health Services (Public Health, Behavioral Health, Early Learning Hub) ............................................... 191
Support Services
Board of County Commissioners .................................................................................................................. 219
Administrative Services ................................................................................................................................ 224
Human Resources……………………………………………………………………………………………………... 239
Finance .......................................................................................................................................................... 245
Information Technology ................................................................................................................................ 254
Legal Counsel ................................................................................................................................................ 260
Property and Facilities.................................................................................................................................. 263
County Service Districts
Deschutes County 9-1-1 County Service District ........................................................................................ 274
Table of Contents
Deschutes County FY 2017 Proposed Budget
Deschutes County, OREGON
Deschutes County Extension and 4-H Service District ............................................................................... 279
Sunriver Service District .............................................................................................................................. 285
Black Butte Ranch Service District .............................................................................................................. 289
Capital Improvement Program (CIP)
Capital Expenditures Program ........................................................................................................................ 293
Debt Management
Debt Overview .................................................................................................................................................. 307
FY 2017 Scheduled Principal and Interest Payments Summary .................................................................. 309
Scheduled Principal and Interest Payments through Retirement ................................................................ 310
Amortization Schedules by Debt Issue............................................................................................................ 311
Personnel and Salary Summaries
Full Time Equivalent (FTE) Charts ................................................................................................................ 323
FTE Changes by Fund and Position ................................................................................................................ 324
New FTE Requested for FY 2017 .................................................................................................................... 327
FTE by Fund .................................................................................................................................................... 328
FTE by Department and Position .................................................................................................................... 329
Glossary
Glossary ............................................................................................................................................................ 339
Appendices
A-Financial Policies.......................................................................................................................................... 349
B-Property Taxes and Values .......................................................................................................................... 354
C-Principal Property Taxpayers ...................................................................................................................... 355
D-Ratios of General Bonded Debt Outstanding .............................................................................................. 356
E-Direct and Overlapping Debt ....................................................................................................................... 357
F-Operating Indicators by Function/Program ................................................................................................ 358
G-Population and Assessed Value Statistics .................................................................................................. 359
H-FTE per Thousand Population .................................................................................................................... 360
I-Deschutes County Fund Summary with Comparison to Prior Years ......................................................... 361
County Service District Summaries
Summary—Resources and Requirements by Fund ........................................................................................ 397
County Service Districts Summary with Comparison to Prior Years ........................................................... 400
Special Budget Requests
Special Requests ............................................................................................................................................... 407
Table of Contents
Deschutes County FY 2017 Proposed Budget
Deschutes County, OREGON
Members of the Budget Committee:
I am pleased to present to you the proposed Deschutes County budget for fiscal year 2016/17. We are
now four years into our economic recovery following the “great recession”. The recovery has been
particularly strong in Central Oregon with gains in employment, a consistent volume of building
permits at what appear to be sustainable levels and a strong housing market. Perhaps the most
relevant example of this is our assumption that assessed values are expected to increase by 5.5% for
FY 2017. This positively affects all of our property tax funded services including those supported by
the General Fund, the Sheriff’s Office, Extension/4 -H, 9-1-1 Operations and both the Sunriver and
Black Butte Ranch County Service Districts. The following graph shows the history of both County
market values (MV) and assessed values (AV) since FY 2006 in millions.
Due to historically low CPI growth over the past several years, wages have not substantially increased
outside of the addition of staff. Benefits, however, continue to increase due continued growth of health
insurance costs and the expected increases in PERS employer costs. The County is self insured for
employee medical and dental benefits and cost increases in our internal rates for participation in the
plan are less than the insurance market rates in general. The FY 2017 budget anticipates a 5%
increase in health and dental costs. The costs of the Public Employees Retirement System (PERS)
may be the greatest fiscal challenge we will face over the next several years. Discussed in more detail
later in this budget message, we expect employer rates for the PERS system to increase dramatically
over the next several years.
Overall staffing costs increased just 4.8% over last year and include 6.40 additional positions primarily
in the Sheriff’s Office, Community Development. This brings the total positions in County Funds to
890.05. An additional .5 position is added in the 9-1-1 budget for a total for 9-1-1 of 58 positions.
The implementation of Health Care Reform and the State’s Cover Oregon Program present both
Department of Administrative Services
Tom Anderson, County Administrator
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6565 - Fax (541) 385-3202 - www.deschutes.org
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
FY
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FY
2012
FY
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FY
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FY
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FY
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AV MV
Page 1
promise and challenges to County efforts in Public Health and Behavioral Health programs. Many
more County residents are now covered by either Medicaid or the Oregon Health Plan, significantly
increasing service requirements in the region. At the same time, changes in the funding mechanisms
may result in future reductions in revenues from the state as they are passed through Pacific Source,
the regions Coordinated Care Organization (CCO).
The Sheriff opened the new jail space in FY 2015, Accordingly, additional positions were included in
the FY 2015 and FY 2016 budgets for the operation and expanded inmate medical care. No new jail
related positions are requested in the FY 2017 budget. The Sheriff’s property tax levy rate for both the
Rural Law Enforcement District and the Countywide Law Enforcement District remains unchanged
for FY 2017 at $1.40 and $1.02 respectively. The FY 2017 rate for both Districts continues to be less
than the maximum rates approved by voters.
Several significant capital projects are included in the FY 2017 proposed budget, including the
completion of the Powell Butte Highway and Neff/Alfalfa roundabout, and significant paving on
Huntington Road and a portion of Deer Run Road near the City of La Pine. Improvements to the
Burgess/Day Road intersection will include re-alignment and the addition of turn lanes. This project
will be completed over the next two years. The budget also includes the potential renovation of the
lobby area in the Health Services Building on Courtney in Bend. The Solid Waste department is
budgeting $1,025,000 for gas and odor management at both the Demo landfill and the Knott landfill
and for rock crushing operations. Funds for the completion of a new Public Safety Communications
project at 9-1-1 are also included in the proposed capital budget.
The total proposed budget for FY 2017 is $341,421,137, an increase of 8.5% from the current year
adjusted budget of $314,676,345. Personnel services costs are up 4.8% due to a 1.5% COLA, increases
in health care and PERS costs and the addition of 6.4 positions. Capital projects are lower than last
year as are debt service obligations. In addition, the PERS reserve fund will not be used until FY 2018
and is therefore not budgeted as it was in FY 2016. All of these taken together result in total
expenditures and transfers being down by over $2,303,091 and are offset by increases in contingency
and unappropriated ending fund balance for a net increase in overall appropriations compared to
FY 2016 of 8.5%.
The program budget for FY 2017 is in much the same format as in previous years. The Board of
County Commissioners has established new county-wide goals and objectives for FY 2017 which
appear in the next section of this document. Specific departmental measurements designed to track
progress with respect to the implementation of the goals and objectives follow and are also detailed in
the program sections of each departments proposed budget. Our program budget document first
received the GFOA Distinguished Budget Presentation Award for the FY 2009 budget and has
continued to receive the award every year since. The FY 2017 budget document will be submitted to
the program for the award.
The document includes narrative information to help the reader gain a full understanding of the
County’s financial structure, services delivered and spending limitations. The budget document
includes summary information as well as detailed budget information for all County departments and
funds. There is a separate section for capital improvements and debt service payments, information
on positions and salaries, and budget information for all County Service Districts. The budget
document is meant to clearly set forth our legal budget and help members of the community better
understand the financial structure and operations of their County.
Page 2
REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Revenue
Property Taxes - The County receives property tax revenues from its permanent property tax rate of
$1.27/1,000 of assessed value and from the debt service tax levy for the Fair and Expo Center Bonds.
FY 2017 is the final levy for the Bonds. Property taxes are also levied by two county service districts
to fund county law enforcement activities, the Extension 4/H district and by the 9-1-1 County service
district. Property taxes are an integral source of revenue to several County functions as shown in the
following table.
When assessed value rises, property tax collections tend to rise. As stated earlier, an increase is
expected in assessed valuation for the County of 5.5% for FY 2017. As a result, general fund property
tax revenues are projected to be $26,245,700, including prior year taxes. This represents an increase of
$1,343,157 over the FY 2016 projected property tax revenue of $24,902,534 or 5.4%. Property tax
revenues for FY 2016 are expected to exceed the budgeted amount by $311,834.
Transient Lodging Taxes – The tourism industry in Deschutes County has enjoyed significant growth
over the past several years as indicated by solid growth in the County’s 8% Transient Lodging Tax.
FY 2016 revenue is expected to exceed the budget estimate by nearly 7.6% and end the year at
$5,800,000, $410,000 higher than budgeted. Consequently, the FY 2017 budget includes $6,200,000,
an increase of $400,000 or 6.9% increase over FY 2016 projections. Voters approved an increase of 1%
in the lodging tax effective July 1, 2014, 70% of which is to be used for marketing of the Fair and Expo
Center facility and 30% to be used for general purposes. The new 1% accounted for in a separate fund
is included in the discussion above and is estimated to produce $775,000 in FY 2017.
State Revenues – State revenues include state grants, state shared revenues, and other miscellaneous
state payments, and comprise a major portion of the funding for several County departments. State
revenues in FY 2017 are budgeted at $51,162,979, an increase of 2.9% from the FY 2016 budget. In
the Health Services department, state revenues are expected to remain flat. Motor vehicle revenues
used to fund road maintenance and improvements are up $1,030,000 or 9.0%. Video Lottery funds are
expected to increase by $82,000. Most other state revenues are expected to be similar to FY 2016.
Enterprise Fund Revenues – Enterprise Fund revenues are primarily received in the Solid Waste
Department and the Fair & Expo Center. These two departments essentially function as businesses,
with the general expectation that user fees will be sufficient to cover operating expenses. FY 2016
revenues in Solid Waste are expected to exceed the FY 2016 budget by $431,000. As volumes accepted
at the landfill continue to rise, revenues for FY 2017 are expected to increase by an additional
$770,000, reflecting improving economic conditions related to countywide business activity. Although
Levy FY 2017 Levy Rate FY 2017 Estimated Collections Maximum Rate
County Permanent Rate $ 1.2783 $26,540,900 $ 1.2783
Sheriff Countywide District $ 1.0200 $ 21,033,596 $ 1.2500
Sheriff Rural District $ 1.4000 $ 9,258,083 $ 1.5500
9-1-1 District $ .3618 $ 7,430,701 $ .3618
4H/Extension $ .0224 $ 462,495 $ .0224
Fairgrounds Bond—Final $ .1273 $ 2,634,080
Page 3
no increases in disposal fees are included in the FY 2017 revenue estimates, the issue will be discussed
with the Budget committee regarding a potential increase in the following year. Hours of operation at
the Knott Landfill will be expanded once again during the warmer months and will include Sundays
and a later closing time each day.
The Fair and Expo Center depends on revenue from a variety of events using its facilities as well as
General Fund support to sustain its operations. New for FY 2015 was the commitment of 70% of the
new 1% Transient Room Tax (TRT) to be used for promotion and marketing of the Fair and Expo
Center. The projected use of TRT funds for FY 2016 is $222,500 for this purpose. Room tax revenues
included in the FY 2017 budget $668,000.
FY 2016 event revenues are expected to be slightly greater than the previous year despite not hosting
the large motor coach event in FY 2016. Due to increased marketing of the Fair and Expo facility
funded by the new 1% lodging tax and the improving economy, a number of new events at the Fair and
Expo Center have been booked. Event revenue for FY 2017 is expected to be strong at $545,000. As
event revenues continue to increase over the next several years, the need for general fund support of
the operation of the Fair and Expo Center will continue to decline and contributions to the facilities
reserve fund will continue to increase.
Fees and Fines – By law, the County’s fees for service must be adopted annually by the Board of
Commissioners and cannot be changed more than semi-annually once adopted. Increases which are
primarily inflationary based have been approved in several County departments. Fees in Community
Development are proposed to increase based on a comprehensive fee study performed in FY 2016. The
total amount of increased fees is estimated to be $348,000. Fees in both Public and Behavioral Health
are changed in accordance with state and federal guidelines. Increases in Environmental Health fees
approved mid-way through FY 2016 are included in the FY 2017 budget.
Interest Earnings – Interest earnings decreased from more than 5%, to approximately 0.4% during the
depths of the economic recession. Recent small improvements in the performance of the County’s
investment portfolio have increased average earnings to about .97%, although clearly still well off
historical performance averages. The County’s investment returns are significantly linked to the
Federal Reserve monetary policy as it applies to short term interest rates. Those rates were increased
by a quarter point in December 2015 but due to global and domestic economic weakness, it appears
that future rate increases will be slow and somewhat delayed compared to earlier estimates. While we
are optimistic that investment opportunities will continue to improve as the economy improves,
expected earnings across all funds in FY 2017 are estimated at $1,500,000, slightly greater than
FY 2016.
General Fund Resources – Beginning net working capital (BNWC) for the General Fund is budgeted at
$10,411,770. This amount is greater than it has been in recent years due to rising assessed value and
careful budgeting of general fund resources. The policy level for general fund net working capital at
the end of FY 2017 is just over $9,000,000. Contingency for the general fund in the FY 2017 budget
proposal is $9,171,690. It is proposed that the General Fund contribute $2,000,000 to the PERS
reserve fund in FY 2017 in anticipation of significantly higher PERS rates in FY 2018 and beyond.
The general fund is also scheduled to transfer just over $3,000,000 to reserves to provide for future
capital needs. Funds for a detailed assessment of future capital needs is included in the FY 2017
budget and will include courthouse expansion and major structural maintenance of all County
facilities. General Fund non-property tax revenues are budgeted at $5,400,000 for FY 2017, a level
similar to FY 2016 projections.
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Expenditures
General Cost Increases – The County’s core cost increases are similar to previous years. The County
employs over 900 people to carry out the services provided to citizens in Deschutes County. Personnel
costs are therefore a significant expense for the County as they make up about 30% of the total County
budget. Labor related costs are expected to increase overall by 4.8% for FY 2017. This increase is
driven by several factors. The cost of living increase effective July 1, 2017 for most labor groups is set
at 1.5% and is based on the CPI-U, January 2015 to January 2016 with a minimum of 1.5%. Charges
to departments for self insured Health Benefits are estimated to increase by 5%. Because the County
anticipates that PERS rates will increase significantly over the next several years, the FY 2017 budget
raises PERS rates to departments to add to the PERS reserve.
The largest increase in personnel cost over the next several years is expected to be PERS. PERS
rates are at all time highs for all categories of employees as seen in the chart below. The County
has been forward thinking in the past by setting aside funds in a PERS Reserve Fund to soften the
impact of anticipated increases in PERS related costs. The PERS reserve was last used in FY 2012
and FY 2013 to offset increased PERS rates. Departments will contribute to the PERS reserve in
FY 2017 and beginning in FY 2018, the County expects to offset rising employer PERS rates by
drawing down the reserve fund over the ensuing several years. The table below shows a six year
history of departmental charges (as a percentage of subject payroll).
Health care costs are closely related to the claims experience of plan members. Claims experience
changes from year to year based on many factors. Given the less volatile history of claims over the
past several years, the increase to rates charged to departments for filled positions is becoming
more consistent from one year to the next. With costs savings measures related to the Deschutes
Onsite Clinic (DOC), the onsite pharmacy, increased employee participation in Health Risk
Assessments, and the County’s Wellness program, FY 2017 health care costs are expected to
continue to increase but at a more sustainable pace than in past years and notably less than
general cost increases in the healthcare industry. The premium rate charged to departments for
each FTE will increase by 5% to $1,615 per month. The following graph shows total Health Care
costs charged to departments since FY 2006.
PERS Category FY 2011 FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
General Svc-PERS 13.50% 12.50% 12.50% 16.70% 16.60% 19.91% 21.23%
General Svc-OPSRP 13.50% 12.50% 12.50% 15.66% 14.52% 14.53% 15.85%
Police & Fire-PERS 18.60% 18.60% 18.60% 23.17% 23.44% 23.78% 25.10%
Police & Fire-OPSRP 14.50% 14.50% 14.50% 18.03% 17.25% 18.64% 19.96%
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
FY
2006
FY
2007
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2008
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Page 5
Following trends in the respective disciplines, charges for non-health related self-insurances are
projected to change in FY 2017, as follows – general liability flat, property damage -1.2%,
unemployment –18.7%, workers compensation 6.7%, and vehicle 9.6%.
The budget contains eight internal service funds that charge their services out to other funds.
They include Board of County Commissioners, County Administration, Finance, Personnel,
Information Technology, Information Technology Reserve, Legal Counsel and Building Services.
New for FY 2016 was a fund for two Human Resource and Finance related projects. These projects
include the replacement of Finance/HR software and a classification and compensation project for
all non-represented positions. These two projects are accounted for in this new fund and initially
used a transfer from the General Fund to finance them. The costs of these two projects will be
charged to departments over a seven year period. Charges collected from departments will be used
to pay back the General Fund over the same seven year period. Indirect service charges will
increase modestly in FY 2017 by $687,000 or 6.9%. Indirect service departments underwent
additional budgetary review in the preparation of the FY 2017 budget in an effort to maintain
expenditure control and to limit the overhead burden placed on operating departments.
General Fund – The General Fund derives its revenues primarily from the County’s permanent
property tax rate, along with filing fees in the Clerk’s Office, state shared revenues, and other
miscellaneous income. It is the primary source of support for the following departments and
programs: Assessor’s Office, Clerk’s Office, Board of Property Tax Appeals, District Attorney,
Finance/Tax, Veteran’s Services and Property Management Operations. Other departments
receiving General Fund transfers for their operating budgets include Community Justice, Health
Services, the Fair & Expo Center, Community Development, the Justice Court, Dog Control,
Victim’s Assistance and the Board of County Commissioners.
Although the Taxable Assessed Value (TAV) is projected to increase 5.5% in FY 2017, most
departments receiving transfers were able to balance their budgets without significant increases in
General Fund support. Discussions of other department specific expenditures are included below:
Community Development Department – Permit volume in Community Development (CDD) continues
to increase in nearly all categories. Overall, building permits are up over the same time last year,
while permit revenue has increased nearly 19%. As a result, CDD continues to operate without a
transfer of General Fund resources to support basic service levels. CDD added a planner position
during the year in FY 2016. With increased permit activity, the continuing need to add back targeted
staff positions is reflected in the proposed budget with the addition of two Building Inspector III’s, an
associate planner, a code enforcement technician and an administrative secretary. Development fees
are proposed to increase by various amounts for FY 2017 based on a recent comprehensive fee study.
Health Services Department – Consistent with the ongoing efforts to consolidate the three major
functions of the Health Department, the associated funds were combined into a single fund in the
proposed FY 2017 budget. Behavioral Health and Public Health are now combined for management,
accounting and budgeting purposes. Deputy Director positions were created in Public Health and
Operations, although no new FTE’s were added. The Health department is funded through a variety of
sources including state and federal funds, grants, fees and charges and transfers from the general
fund. The general fund transfer, for the first time in several years, reflects an increase of $275,966.
This increase includes a one time contribution of $100,000 for half the estimated costs of the Courtney
building lobby improvements and $175,966 for a pro-rated share of increased personnel costs for the
Health Service Department. Staffing for the department remains substantially unchanged from
FY 2016. Federal and state expectations for the delivery of Health Services is expected to change
Page 6
significantly again over the next several years. The future of public health services seems to be
moving away from the provision of clinical services and instead is moving towards the provision of
intensive services to the most needy, and providing community population health services. FY 2017
will be a status quo year as the department reviews the future, and changes in the manner in which
public and behavioral health services are delivered, along with the changing role of the Coordinated
Care Organizations (CCOs). This regional approach to health care includes partnerships with Crook
and Jefferson Counties, along with a contractual relationship with our local CCO-Pacific Source
Health Care.
Community Justice – Juvenile – The FY 2017 budget reflects the continued use of one pod in the
detention center for programmatic purposes. Two of the vacant pods are being used by a non-profit
contractor, J Bar J, for youth service programs. Detention capacity under this condition is maintained
at 16 juveniles, but current detainee populations are not expected to exceed that capacity. The
FY 2017 budget includes a slight reduction in FTE due to a reorganization within the Community
Justice Department. Revenues are very consistent with FY 2016. The Juvenile Justice program for FY
2017 will not require any changes in the General Fund transfer of $5,464,591.
Community Justice – Adult – Revenue from the Justice Reinvestment Program is expected to continue
in FY 2017 to fund efforts to further reduce state prison population growth for FY 2017. Two
additional probation positions were added during FY 2016 based on Increased revenue from the
Department of Corrections in the form of SB 1145 funds that are expected to continue for FY 2017.
Electronic monitoring fees are expected to decline by $25,000. Due to the department reorganization,
staffing is expected to increase slightly. General Fund support for FY 2017 is unchanged from
FY 2016 at $451,189.
Sheriff – The Sheriff’s Office is funded through two voter approved Law Enforcement Districts with
the levy of property taxes. The Countywide District, with a maximum tax rate of $1.25 supports
Countywide Sheriff functions including the Jail. The Rural District, with a maximum tax rate of
$1.55, supports unincorporated Sheriff services such as patrol and investigations. Property tax
revenues for the two Districts combined for FY 2017 are estimated at $30,876,679. This represents an
increase of $1,430,135 or 4.9% over the FY 2016 projections. The tax levy rate for both the
Countywide District and the Rural District remain unchanged from FY 2016 at $1.02 and $1.40
respectively. Lodging taxes collected in the unincorporated area and used by the Sheriff to fund rural
Sheriff functions are limited to $3,151,787, the same amount included in the FY 2016 budget. Any
collections greater than this limit will be held in reserve. The Sheriff’s budget includes 1 additional
FTE. The Sheriff’s office also provides law enforcement services in the cities of Sisters and LaPine
through intergovernmental agreements.
County Clerk – Clerk revenues are generated primarily through the recording of documents. Clerk
revenues continue to increase as activity in the real estate market continues to grow. The FY 2017
budget includes estimated revenues of $1,810,837. This represents an increase of $125,000 over the
FY 2016 projections. Staffing for FY 2017 remains unchanged at 7.98 FTE; however, costs are
expected to increase in the elections area due to the November 2016 presidential election. The Clerks
office is budgeting for the replacement of the elections tabulation equipment estimated at $201,000
and a remodel of the front office area estimated at $50,000.
District Attorney’s Office – The District Attorney’s office requested an additional attorney along with
other staffing adjustments. These requests are not included in the proposed budget, but will be a
topic to be discussed further by the Budget Committee and it is expected that additional comparative
information will be gathered to help analyze these requested positions. An adjustment was made to
Page 7
the medical examiners budget and a commitment was made to perform a more thorough financial
review of the medical examiners function in order to inform decisions in the FY 2018 budget process.
The net cost to the General Fund of the District Attorney’s office will increase by $265,967 or 4.33% in
the FY 2017 proposed budget.
9-1-1 County Service District – The County’s 9-1-1 center is undergoing a number of changes that
affect the FY 2017 proposed budget and will improve the delivery of services to County residents and
first responders for years to come. A strategic plan has been developed for 9-1-1 operations as well as
consolidation of the 9-1-1 communications systems used by various agencies in the County into a
single system to be operated by the County 9-1-1 Center. As a result of the adoption of the strategic
plan, staffing in the 9-1-1 center increased by 6.0 positions in FY 2015 and by an additional 5.0
positions in the FY 2016 adopted budget. The FY 2017 budget includes the addition of a .5 position
and substantial capital improvements to 9-1-1 systems. The 9-1-1 center is currently funded by a
permanent property tax levy of $.1618 and a five year local option levy of $.20. Both levies together
are expected to raise $7,430,701 in FY 2017. The May 17 ballot measure was passed and provides the
District with a new permanent levy rate of $.425 to support the higher level of service and the
consolidated radio system. A commitment was made to leave the levy rate at the current level of
$.3618 for the next two years. The capital appropriations for the communications project are included
in the FY 2017 budget allowing it to move forward.
Contingency – Most non-property tax supported funds in the adopted budget meet the County
financial policy minimum of 8.3% of operating budget or one month’s worth of expenditures, to be
budgeted in contingency. The policy also requires that tax supported operations budget at least four
months of tax revenues in contingency to provide a cash flow cushion until property taxes are collected
in November. Six County funds fall short of the policy level including the Road fund, Extension/4-H,
the Sheriff’s fund, the County Fair fund, the Fair & Expo fund and Solid Waste. The County's
financial policy allows the Finance Director to consider other reserves and cash flow from other
revenues in the fund when applying this policy. The Finance Director has determined that the
contingency levels in these funds are sufficient to allow the waiver of the policy for FY 2017.
Capital Improvements – The capital improvement category is budgeted at $13,648,621 for FY 2017.
This category includes capital projects in the amount of $8,111,997. Significant projects include road
improvements of $3,805,000 and solid waste landfill improvements of $1,370,000. Appropriations in
the amount of $2,936,997 related to other general facility improvements are also included. Other
expenditures for new and replaced equipment and vehicles total $5,536,624 and include Solid Waste -
$493,000, Road department - $607,000, Technology - $2,427,782, the Sheriff - $1,505,842 and other
equipment across County departments of $503,000. A large portion of the technology budget is related
to the Finance and Human Resource software project. Funding for expenditures in this category comes
from bond proceeds, enterprise revenues, motor vehicle taxes and registration, system development
charges and tax revenues. More details related to capital improvements and equipment can be found
in the capital improvement program section of the proposed budget document.
Debt Service – Expenditures to repay borrowed funds are budgeted at $8,863,684 for FY 2017, slightly
lower than the amount for FY 2016. Most of the County’s current debt falls into the full faith and
credit category and is payable from the County’s current revenues. This type of county debt was used
to fund the jail expansion, the CDD building, the 9-1-1 and OSP Center, the County Service Building
and other facilities around the County. Voter approved debt was used to fund the Fair and Expo
Page 8
Center construction and the original Jail facility, and the annual debt service is funded by a property tax
levy. The debt for the original Jail facility was paid off in FY 2014. As a result, the debt service property
tax levy declined by an estimated 4.17 cents per thousand of assessed value in FY 2015. The only tax
supported debt remaining for FY 2017 is related to the Fair and Expo Center. FY 2017 will be the last
year of this levy as the debt will be fully paid in FY 2017.
The following graph shows the history of the County’s major debt service categories since FY 2009.
In Conclusion
The adopted FY 2017 County budget is balanced and continues to provide quality services to our citizens.
There are many positive factors contributing to this including the improving economy, our stronger
tourism and business environment, robust construction activity, rising real estate values and manageable
operating budget increases. With this budget, the County is well positioned to sustain the provision of
quality services to the citizens and at the same time continue to build reserves for the future. Further, it
will provide the financial foundation to accomplish the Board of County Commissioners FY 2017 Goals &
Objectives, as detailed in this document.
I would like to extend my appreciation to the employees in all County departments who carry out the
services described in this budget document. They and the customers they serve are truly the “end product”
in any budget preparation process. In addition to the employees in each operating department that
prepare the initial budget submittal, certain individuals play a large role in carrying the process forward
to the Budget Committee, including Budget Analyst Loni Burk, Finance Director Wayne Lowry and
Deputy County Administrator Erik Kropp. To them I extend my thanks. Finally, I acknowledge and
appreciate the thoughtful work of the Budget Committee in employing their extensive knowledge of
Deschutes County, as well as their financial acumen, in their review and approval of the proposed budget.
Respectfully submitted,
Tom Anderson
County Administrator
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
GO Debt FFC Debt Pension Debt
Page 9
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Page 10
Deschutes County FY 2017 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 delivery of coordinated services.
1. Collaborate with county and community partners in preparing for and responding to natural and
2. man-made disasters.
3. Promote public safety programs to reduce crime and repair harm.
4. 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.
5. Expand and enhance public safety communication systems in coordination with all stakeholders.
6. Enforce County regulations to preserve rural quality of life.
Healthy People: Enhance and protect the health and well-being of the
community through advocacy, prevention, education and delivery of
coordinated services.
1. Consider population health, wellness, and multi-modal connectivity in the design and implementation
of infrastructure and land use policies.
2. Adjust to changing health system reforms, assess and address gaps in service, and strategize regional
approaches.
3. Provide timely and convenient access to quality health services.
4. Promote health and prevent disease using strategies that align with the Central Oregon Regional
Health Improvement Plan.
5. Support the development of collaborative solutions related to transit options, homelessness, affordable
housing, and veterans’ needs.
Resilient Economy: Promote policies and actions that sustain and simulate
economic vitality.
1. Continue strategic capital planning and projects that strengthen the region’s economy.
2. Partner with organizations to stimulate economic vitality.
3. Support land use programs and initiatives that promote economic growth and diversity, livability, and
sustainability.
4. Support beneficial management and access policies of publicly owned facilities and natural resources
to promote tourism and recreational activities.
Introduction
Deschutes County, OREGON Page 11
Natural Resource Stewardship: Promote environmental stewardship through
assessment, advocacy, and collaboration.
1. Enhance and protect air, land, and water resources.
2. Educate the public and enforce policies regarding noxious weed control and eradication.
3. Support healthy and sustainable forest, habitat, and land management practices and oversight.
4. Restore and maintain landscapes across all jurisdictions that are resilient to fire-related disturbances
in accordance with management objectives.
Quality Customer Service: Provide internal and external services that are
innovative and efficient.
1. Encourage and expand opportunities for public engagement with Deschutes County government.
2. Provide internal support to County operations to ensure cost-effective and efficient delivery of services
to the public.
3. Support employee wellness, development, productivity, and job satisfaction.
4. Support and promote Deschutes County Customer Service “Every Time” standards.
5. Pursue cooperative opportunities to enhance service delivery and the cost-effectiveness of public
services.
Effective Asset Management: Preserve and enhance capital and fiscal assets.
1. Use best management practices to sustain the quality of County assets and infrastructure.
2. Upgrade information management systems to streamline business processes.
3. Maintain strategies for major funds to ensure long-term financial stability.
4. Address long-term building and facility capital needs including major maintenance and replacement
strategies.
Introduction
Deschutes County, OREGON Page 12
Departmental Performance Measures
The Board of County Commissioners establishes goals and objectives annually to guide department
operations. Departments develop performance measures that align with the priorities established by the
Board of Commissioners and tracks performance accordingly. These measures are listed below in relation
to each individual goal and objective. Additional information regarding the performance measures can be
found in the departmental sections of the budget document.
Safe Communities
Objective # 1: Collaborate with county and community partners in preparing for and
responding to natural and man-made disasters.
Complete a skills and resources assessment for the Central Oregon Public Information Officer/Joint
Information System team in order to prepare for and expedite response to national and man-made
disasters. (Administrative Services)
Continue working with law enforcement and community partners on the EOP and MOU with FEMA.
(Fair and Expo)
Number of emergency preparedness exercises. (Sheriff’s Office)
Objective #2: Promote public safety programs to reduce crime and repair harm.
80% of Juvenile Community Justice Officers meeting contact and skill-building goals with medium and
high risk offenders. (Community Justice)
10% of juveniles presented to detention who commit a new offense or technical violation prior to
disposition. (Community Justice)
10% percent of first-time juvenile marijuana and alcohol violators assessed as low risk who reoffend
within one year. (Community Justice)
75% of adult felony probationers’ successful case closures. (Community Justice)
700 adult offender sanctions ordered. (Community Justice)
25 adult offender revocations processed. (Community Justice)
600 interventions provided to adult offenders. (Community Justice)
50% of successful case closures of adults on felony post-prison supervision. (Community Justice)
Partner with Sheriff, Circuit Court, defense counsel, and other community partners on at least one
initiative to reduce the adult jail’s pre-trial population. (District Attorney’s Office)
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.
Introduction
Deschutes County, OREGON Page 13
Calls to 9-1-1 answered within 5 seconds. (9-1-1 Service District)
Calls to 9-1-1 answered within 10 seconds. (9-1-1 Service District)
Calls referred to dispatch in 12 seconds or less. (9-1-1 Service District)
All vacant line positions will be staffed with fully trained Telecommunicators by the end of calendar
year 2016 and the training program success rate for new hires will be 75% or higher.
Total cases filed, broken down by felony, misdemeanor, juvenile delinquency, juvenile dependency,
and civil commitment. (District Attorney’s Office)
Total cases reviewed. (District Attorney’s Office)
Number of contacts with victims in active cases by staff in Victims’ Assistance Program. (District
Attorney’s Office)
Driving under the influence of intoxicants trial conviction rate. (District Attorney’s Office)
Driving under the influence of intoxicants diversion program success rate. (District Attorney’s Office)
Average elapsed time to final disposition (in days) for adult misdemeanor cases. (District Attorney’s
Office)
Percentage increase in receivables. (Justice Court)
Rate of collection on fines. (Justice Court)
Percentage of at-issue small claims cases resolved before trial. (Justice Court)
Number of patrol calls for service. (Sheriff’s Office)
Number of self-initiated patrol calls for service. (Sheriff’s Office)
Objective #4: Expand and enhance public safety communication systems in coordination with
all stakeholders.
In partnership with the Oregon State Radio Project, complete construction and deploy a new
county-wide radio and data communications system by October 2016. (9-1-1 Service District)
Replace the existing 800 Mhz radios with dual band radios that offer inter-operability with local law
enforcement and public safety agencies. (Sheriff’s Office)
Objective #5: Enforce County regulations to preserve rural quality of life.
Develop partnerships with other public users to use the new radio system to cost effectively expand or
replace their existing or planned systems. (9-1-1 Service District)
Achieve 85% voluntary compliance in Code Enforcement cases. (Community Development)
Resolve 75% of Code Enforcement cases within 12 months. (Community Development)
Introduction
Deschutes County, OREGON Page 14
Healthy People
Objective #1: Consider population health, wellness, and multi-modal connectivity in the design
and implementation of infrastructure and land use policies.
Facilitate County adoption of Bend, Redmond and Sisters UGB amendments. (Community
Development)
95% of licensed facilities receive inspections by environmental health staff per state requirements.
(Health Services)
95% of communicable disease investigations will be completed within 10 days, as defined by the Oregon
Health Authority. (Health Services)
75% of reproductive health clients age 12 and older will receive an annual alcohol and drug screening
using the CRAFFT or SBIRT screening tools. (Health Services)
70% of participants in the Living Well with Chronic Conditions Program or Diabetes Self-Management
Program complete the program. (Health Services)
Objective #2: Adjust to changing health system reforms, assess and address gaps in service, and
strategize regional approaches.
Provide quarterly update on Public Health Modernization; Behavioral Health System Transformation;
physical, behavioral, and oral health integration; and regional collaboration. (Health Services)
Increase the number of Deschutes County Downtown Clinic (DCDC) clients receiving on-site dental
hygienic services by 40% within one year of program inception (annual measure). (Health Services)
Objective #3: Provide timely and convenient access to quality health services.
79% of individuals discharged from a psychiatric hospital receive an outpatient behavioral health visit
within 7 calendar days of discharge. (Health Services)
Behavioral Health Oregon Health Plan clients seen within state timelines as specified in the following
categories: 1) Urgent: Within 48 hours and 2) Routine: Within 2 weeks. (Health Services)
90% of children and adolescents referred by DHS receive a behavioral health assessment within 60
calendar days of notification. (Health Services)
Increase number of clients served by public health home visiting by 5% (annual measure – fiscal year,
number of clients reported quarterly). (Health Services)
Objective #4: Promote health and prevent disease using strategies that align with the Central
Oregon Regional Health Improvement Plan.
Provide quarterly update on DCHS’ role in implementing strategies associated with the Regional
Introduction
Deschutes County, OREGON Page 15
Health Improvement Plan. (Health Services)
Objective #5: Support the development of collaborative solutions related to transit options,
homelessness, affordable housing, and veterans’ needs.
Continue to provide direct services to all County veterans and dependents to determine eligibility
for benefits through the U.S. Department of Veterans’ Affairs, State of Oregon, and all local area
services and benefits providers. (Administrative Services)
Reduce wait times required to see a veterans’ service officer to two weeks. (Administrative
Services)
State and federal funds secured on behalf of local public transit providers through Oregon
Department of Transportation (ODOT) and Federal Transit Agency (FTA) grant programs for the
purpose of providing transportation services to seniors and people with disabilities.
(Administrative Services
75% of Foundations Rental Assistance program housed clients will remain housed for 6 months or
more (stably housed). (Health Services)
Continue to identify asset or foreclosure properties that may be appropriate for housing and/or
social services and assist the developer in bringing projects to fruition. (Property and Facilities)
Resilient Economy
Objective #1: Continue strategic capital planning and projects that strengthen the region’s
economy.
Explore partnership opportunities with ODOT to address traffic safety and capacity needs at County
intersections with State facilities as well as other County improvements that may facilitate safety
improvements to State Highway corridors. Develop three concepts for County partnership with ODOT
on projects of this nature (i.e., Tumalo Area interchange, US 97 median between Bend/Redmond,
Terrebonne area improvements, etc.). (Road)
Develop a solicitation to evaluate and consider proposals on multiple approaches to managing landfill
gas and processing of incoming waste for energy recovery. (Solid Waste)
Objective #2: Partner with organizations to stimulate economic vitality.
County funds leveraged through contractual arrangements with organizations specializing in job
creation, economic development, and local business support. (Administrative Services)
Coordinate with the City of Bend to adopt the Bend Airport Master Plan into the County’s
Comprehensive Plan and amend zoning ordinance to promote economic growth and sustainability at
the Airport. (Community Development)
Introduction
Deschutes County, OREGON Page 16
Coordinate with the City of Redmond to amend its UGB for a large lot industrial site and future
fairgrounds expansion. (Community Development)
Continue working with various entities such as cities, EDCO, and State to promote development on
County-owned industrial properties. (Property and Facilities)
Objective #3: Support land use programs and initiatives that promote economic growth and
diversity, livability, and sustainability.
Complete the 3-year U.S. EPA Brownfield Assessment grant with the City of Redmond, private
property owners, and Bend Parks and Recreation District to identify contaminated commercial sites
and plan for redevelopment. (Community Development)
Support and participate in the Land Conservation and Development Commission rulemaking process to
address non-resource lands, if initiated. Upon rule adoption, coordinate with DLCD to develop a work
plan to implement the new rules and accurately designate resource and non-resource lands in rural
Deschutes County. (Community Development)
Develop a work program to audit County land use regulations to update review processes and
standards to achieve County goals. (Community Development)
Objective #4: Support beneficial management and access policies of publicly owned facilities
and natural resources to promote tourism and recreational activities.
Coordinate with the Sunriver Owners Association (SROA) and stakeholders 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)
Value of the economic impact generated from Fair and Expo events and facilities. (Fair and Expo)
Total number of visitors to the annual Deschutes County Fair. (Fair and Expo)
Natural Resource Stewardship
Objective #1: Enhance and protect air, land, and water resources.
Convene the South County Groundwater Partnership Financial Advisory Committee to discuss funding
solutions to protect groundwater quality. (Community Development)
Objective #2: Educate the public and enforce policies regarding noxious weed control and
eradication.
Achieve 90% voluntary compliance with noxious weed enforcement cases. (Natural Resources)
Introduction
Deschutes County, OREGON Page 17
Objective #3: Support healthy and sustainable forest, habitat, and land management practices
and oversight.
Coordinate with the U.S. Fish and Wildlife Service (USFWS) to protect critical habitat for the Oregon
Spotted Frog and pursue balanced land use approaches that benefit both the species and private
property owners. (Community Development)
Evaluate the University of Oregon’s Community Service Center’s recommendations to update the
County’s natural hazards and mitigation standards. (Community Development)
Objective #4: Restore and maintain landscapes across all jurisdictions that are resilient to
fire-related disturbances in accordance with management objectives.
Continue implementation of the FEMA pre-disaster mitigation grant. (Natural Resources)
Maintain or increase public participation in the Fire Free events (spring and fall) coordinated by
project Wildfire, as measured by yard debris collected. (Natural Resources)
Quality Customer Service
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Conduct a communications survey to learn more about how residents want to engage and
communicate with the County. Use the results from this survey to inform website design and
navigation, as well as new platforms and expanded opportunities. (Administrative Services)
Encourage opportunities for public engagement with Deschutes County government through
Centennial activities and celebration. (Administrative Services)
Continue to grow the County’s social media presence through the sharing of relevant, timely, and
actionable information on Facebook, Twitter, Instagram, and the Next Door. (Administrative
Services)
Develop a promotional program intended to reach and educate the public about how to obtain
information and apply for Federal Department of Veterans’ Affairs benefits. (Administrative
Services)
Coordinate efforts with the IT Department to establish a state of the art Veterans’ Services web
page that is easy to access and navigate and that provides up-to-date information and resources.
(Administrative Services)
Monitor the volume of voter registration adjusting workflows accordingly. (Clerk’s Office)
Expand on-line subscription services beyond the CDD Update to include Planning Commission and
Historic Landmarks Commission agendas, monthly CDD Statistics and Performance Measure
Introduction
Deschutes County, OREGON Page 18
Reports, and Hearings Officer decisions. (Community Development)
Re-engineer new hire process, including employee orientation. (Human Resources)
Provide training to department supervisors and managers on related human resource policies and
procedures. (Human Resources)
Coordinate with the County Public Information Officer to improve the design of the County’s
public-facing website. (Information Technology)
Update the DIAL website user interface to improve mobile device compatibility and accessibility.
(Information Technology)
Safe disposal of Household Hazardous Waste such as herbicides, pesticides and automotive chemicals
is provided at the permanent facility at Knott Landfill in Bend. (Solid Waste)
Objective #2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Refine and implement legislative planning process, lobbying efforts, tracking system, and
communication mechanisms. (Administrative Services)
Internal audit report rating of overall quality as compared to national average for association of
local government auditors. (Administrative Services)
Internal Audit recommendation acceptance rate compared to the national average for local government
auditors. (Administrative Services)
Receive the GFOA Certificate of Achievement Award for the 2016 Comprehensive Annual Financial
Report (CAFR) and receive the GFOA Distinguished Budget Presentation Award for the FY 2017
budget document. (Finance)
Meet with each department director twice each year to discuss service delivery and ensure that finance
support needs are met. (Finance)
Meet with department leadership twice each year to discuss service delivery and ensure their
human resource needs are being met. (Human Resources)
Survey the County’s requirements for technology services to improve the alignment of Information
Technology services with need. (Information Technology)
Continue to maintain direct communications and working relationships with all County departments
to better understand existing and developing legal needs. (Legal Counsel)
Upon filling the vacant attorney position, expand practice of providing department trainings on select
topics such as procurement rules, HIPAA compliance, records retention, and best practices for
recruitment interviews. (Legal Counsel)
Introduction
Deschutes County, OREGON Page 19
Objective #3: Support employee wellness, development, productivity, and job satisfaction.
Number of workplace accidents that require days away from work, restricted, or transferred
workers per 100 employees (DART Rate). (Administrative Services)
In concert with efforts by the Human Resources Department, update Information Technology job
descriptions to support organizational equity and create career paths promoting professional growth
and development. (Information Technology)
Objective #4: Support and promote Deschutes County Customer Service “Every Time”
standards.
Accounts managed per FTE compared to other Oregon counties. (Assessor’s Office)
Written approval by the Department of Revenue for the Assessor’s Certified Ratio Study.
(Assessor’s Office)
Percentage of tax statements mailed by October 25th. (Assessor’s Office)
Written certification from the Department of Revenue approving the County Assessment
Function Assistance (CAFFA) program. (Assessor’s Office)
Complete verification of real property index within 3 days of the date of recording 95 % of the time.
(Clerk’s Office)
Percentage of County Records Center file requests completed within 24 hours is 99% or better.
(Clerk’s Office)
Percentage of customers who rate the level of service as good or excellent. (Clerk’s Office)
Election personnel cost comparison per 1,000 ballots tallied for countywide elections. (Clerk’s
Office)
Achieve an average of 6-10 stops at different construction job sites per day for each Building Inspector.
Each stop may consist of multiple inspections. (Community Development)
Achieve an average turnaround time on building plan reviews of 8-10 days. (Community
Development)
Achieve an average of 2-4 residential plan reviews per building plans examiner per day. (Community
Development)
Issue all planning administrative (staff) decisions for land use actions requiring prior notice within 45
days of determination of complete application and for those that do not require prior notice, within 21
days of determination of complete application. (Community Development)
Issue new onsite septic system permits within 15 days of receiving a complete application.
(Community Development)
80% of juvenile cases assessed and initially routed within 10 days of referral receipt. (Community
Justice)
Introduction
Deschutes County, OREGON Page 20
Results from customer service survey of people assisted by Victims’ Assistance Program staff. (District
Attorney’s Office)
Customer satisfaction with concessions, catering, facilities, operations, sales staff, and
management. (Fair and Expo)
90% of respondents to Behavioral Health Client Satisfaction Survey are satisfied with their experience.
(Health Services)
90% of respondents to Public Health Customer Satisfaction Survey are satisfied with their experience.
(Health Services)
Continue to better understand the operations of all departments in order to be better positioned to
provide timely, efficient and accurate legal services. (Legal Counsel)
Strive to engage the public in a manner that is professional, responsive, timely and honest. (Legal
Counsel)
Objective #5: Pursue cooperative opportunities to enhance service delivery and the cost-
effectiveness of public services.
Maintain one-stop development services shops in the La Pine and Sisters’ city halls and coordinate with
the City of Redmond to establish a one-stop development services shop at Evergreen City Hall in 2017.
(Community Development)
Partner with NeighborImpact to provide financial assistance to property owners needing to upgrade
their onsite wastewater treatment systems, and coordinate with DEQ to issue protective onsite
wastewater treatment system permits and water quality risks and monitoring. (Community
Development)
Explore new technology to allow existing tax unit staff to process property tax payments in-house
realizing annual contracted service savings. (Finance)
Effective Asset Management
Objective #1: Use best management practices to sustain the quality of County assets and
infrastructure.
Cost per account managed compared to other Oregon counties. (Assessor’s Office)
Administrative expenses as a percentage of taxes imposed compared to other Oregon Counties.
(Assessor’s Office)
Evaluate and re-design the existing classification and compensation structure. (Human Resources)
Benchmark the County’s HR services against other comparative County organizations as part of
the department’s goal to complete its transition to a best of class, comprehensive HR service team.
Introduction
Deschutes County, OREGON Page 21
(Human Resources)
Upgrade the network communication equipment in the County data center improving the
performance of related assets increasing the capacity for future services and increasing the longevity
of the current data center investment. (Information Technology)
Pavement Condition Index. (Road)
Percent of roads rated good or better. (Road)
Percent system resurfaced. (Road)
PCI Sustainability Ratio. (Road)
Objective #2: Upgrade information management systems to streamline business processes.
Complete phase I of the Financial/HR Software System upgrade by June 30, 2017. (Finance)
Continue the partnership with all stakeholders to ensure that the Finance/HR project is
progressing according to the project plan. (Human Resources)
Apply design changes to the current email data system to increase user satisfaction with system
usability. (Information Technology)
Objective #3: Maintain strategies for major funds to ensure long-term financial stability.
Develop and adopt reserve fund policies and targets to enable CDD to sustain consistent levels of
service during various economic cycles and to inform annual fee adjustments. (Community
Development)
Maintain a 5-year financial plan for the County General Fund and other major funds. (Finance)
Review and update financial policies to include sustainability strategies and reserve targets for the
general fund and other major funds and activities. (Finance)
Objective #4: Address long-term building and facility capital needs including major
maintenance and replacement strategies.
Purchase new equipment and replace aging equipment as well as designate 4 major projects through
the TRT program to enhance and market the Deschutes County Fair and Expo Center into the future.
Increase overall business by 16% to send more money to the reserve fund. (Fair and Expo)
Complete countywide space planning study conducted by third-party contractor. (Property and
Facilities)
Work with Finance and Administrative Services to develop a method of funding future major
maintenance and replacement of buildings. (Property and Facilities)
Replace all the existing HVAC units in the main section of the adult jail over five years. The FY 2017
budget includes $75,000 for the second year of the project. (Sheriff’s Office)
Introduction
Deschutes County, OREGON Page 22
Deschutes County, OREGON
Introduction
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Page 23
Introduction—County Profile
French-Canadian fur trappers gave the name, “Riviere des Chutes” (River of the Falls), to one of Oregon’s most
scenic rivers. It is from this river that the County of Deschutes takes its name. Located in the heart of Central
Oregon, between the towering Cascade Mountain Range to the west and the high desert plateau to the east,
Deschutes County is the outdoor recreation capital of Oregon. The county encompasses 3,055 square miles of
scenic beauty, mild climate, diverse recreational opportunities and a growing economy. From humble beginnings,
Deschutes County now experiences the most rapid population growth of any county in Oregon. It has developed
into a bustling, exciting destination where progress, growth and unique beauty intertwine.
County Formation
The Oregon Territory was established in 1846 and included the current states of Washington, Oregon, Idaho and
parts of Montana and Wyoming. This territory was eventually split up when Oregon obtained its statehood on
February 14, 1859. At that time, the area that is now Deschutes County was part of Wasco County. In 1882,
Central Oregon seceded from Wasco County forming Crook County with Prineville as the county seat. In 1914,
the northwest portion of Crook County separated to form Jefferson County. During this time, a movement was
underway to move the county seat from Prineville to Bend. Although a vote to move the county seat narrowly
failed, support for the establishment of a new county with Bend as the county seat eventually prevailed. It was
not until December 13, 1916 that Deschutes County became a county in its own right. Created from the western
portion of Crook County, Deschutes County was the last of Oregon’s current 36 counties to be established. The
new county had its first meeting to organize county government in 1918 with the election of Judge William
Barnes, Commissioners A.L. Mackintosh and Lew Smith, District Attorney Harvey DeArmond, Sheriff S.E.
Roberts, Treasurer Clyde McKay, Coroner Elmer Niswonger, as well as a county clerk, assessor, surveyor,
physician and superintendent of schools.
Population
When Deschutes County was formed in 1916, there were an estimated 5,000 residents. By 1920, the first U.S.
Census held after its formation, the population had nearly doubled. Since that time population growth in
Deschutes County has been swift. Over the last 20 years, Deschutes County's percentage of growth remains
higher than any
other Oregon
county. This graph
d i s p l a y s t h e
population recorded
by the U.S. Census
Bureau between
1930 and 2010. The
P o p u l a t i o n
Research Center at
Portland State
University provided
estimates for 2011
through 2015.
Deschutes County Profile
Deschutes County, OREGON
18,631 21,812 23,100 30,442
62,142
74,958
115,367
157,733 158,875 160,140 162,525 166,400 170,740
-
50,000
100,000
150,000
200,000
1940 1950 1960 1970 1980 1990 2000 2010 2011
est
2012
est
2013
est
2014
est
2015
est
Deschutes County Population
Page 24
Demographics
Unless otherwise identified, all of the following demographic information about Deschutes County was drawn
from the U.S. Census Bureau’s 2010-2014 American Community Survey.
Race
Among Deschutes County’s residents, 93.3% are white, 0.6% are American Indian, 1.2% are Asian, 2.4% are of
another race with the remaining 2.5% of two or more races. Hispanic or Latino of any race, represent 7.6% of the
population.
Age
The median age of Deschutes County residents is 41.4 years old, which is slightly older than the U.S. median age
of 37.4 years old. The County median age includes 23.1% of residents who are 65 years old or older and 16.6%
under the age of 18.
Residence
Among current Deschutes County residents, 52% were born outside of Oregon, including 5.5% who were born
outside the United States. 47% of all residents moved into their current home between 2000 and 2009.
Education
High school graduates represent 93% of the population over the age of 25 years old. Those with a Bachelor’s
degree or higher represent 31% of the County’s population.
Deschutes County consists of three school districts. The largest is the Bend-La Pine School District which services
nearly 17,000 students. The second largest district is the Redmond School District with approximately 7,000
students. In addition to the City of Redmond, this district serves Alfalfa, Eagle Crest, Crooked River Ranch,
Terrebonne and Tumalo. The third district is the Sisters School District serving over 1,100 students. There are
also a number of private schools in the County.
Deschutes County is also home to the Central Oregon Community College (COCC). The main campus is located in
Bend with satellite campuses in Redmond, Madras, and Prineville. There were almost 17,000 students enrolled at
COCC in the 2014-2015 school year. Among those enrolled, approximately 10,000 were taking classes for credit,
and 8,000 were taking non-credit classes.
OSU-Cascades, located in Bend on a campus shared with COCC, is the only baccalaureate and graduate degree
granting institution based in Central Oregon and has been administered by Oregon State University since
opening its doors in September 2001. It compliments COCC course work, offering upper-division and graduate
courses and currently offers 18 academic majors. Enrollment for Fall 2015 was 1,157 students with 141 dually
enrolled at COCC. Efforts are underway to convert OSU-Cascades into a four-year university. In August 2012, the
Oregon University System endorsed OSU-Cascades; expansion to a four-year campus. The branch campus
anticipates completing the first phase of campus development in fall 2016.
Income and Employment
Historically, Deschutes County was dominated by wood product manufacturing. However, the local economy has
undergone significant changes in the last two decades. Now dominated by retail trade, health care and tourism,
Deschutes County attracts visitors and consumers from neighboring counties and around the state. Beginning in
2007, the economy slowed down significantly led by a stalled housing market. According to the U.S. Department of
Labor, Bureau of Labor Statistics, the unemployment rate in Deschutes County in December 2015 was 5.8%,
which is down from 7.3% in December 2014 but still higher than the state unemployment rate (5.2%) and national
rate (5.0%). The median household income in Deschutes County, based on data published by the 2010-2014
American Community Survey from the US Census Bureau, was $49,584 with a per capita income of $28,054
slightly above the state rate.
Deschutes County, OREGON
Introduction—County Profile
Page 25
County Health
The Robert Wood Johnson Foundation, in collaboration with the University of Wisconsin Population Health
Institute, developed the County Health Rankings in 2009 which utilizes health-related data from various sources.
State-specific reports were created and counties within the state were ranked based on multiple factors, and data
measures.
Since 2009 almost every county in the United States is ranked annually within their state in two general areas:
health factors and health outcomes. These rankings are based on a model of population health that emphasizes the
many factors that contribute to the health of a community. They are standardized and combined using scientifically
-informed weights. In 2016, Deschutes County received an overall ranking of 5 out of 33 Oregon counties.
Health Factors include health behaviors, clinical care, social and economic factors, and the physical
environment. Deschutes County was ranked 5th out of 33 counties in Oregon.
Health Outcomes measures the length and quality of life. Deschutes County was ranked 5th in the state in
this category.
This chart indicates Deschutes County’s 2015 rankings relative to other Oregon counties in the six areas assessed
Largest Employers in Deschutes County (2015)
Introduction—County Profile
Deschutes County, OREGON
Employer # Employees % Total
Employment Type of Business
1. St. Charles Medical Center 2,838 3.81%Health Care
2. Bend-La Pine School District 1,937 2.60%Education
3. Deschutes County 1,044 1.40%Government
4. Sunriver Resort 900 1.21%Accommodation
5. Redmond School District 819 1.10%Education
6. Mt. Bachelor 775 1.04%Accommodations & Recreation
7. Bend Memorial Clinic 652 0.88%Health Care
8. Central Oregon Community College 652 0.88%Education
9. IBEX (Formerly TRG & ISKY)595 0.80%Marketing Consultant
10. Consumer Cellular 585 0.78%Cellular Telephone Carrier
Health Factors Measures 2012
Rank
2013
Rank
2014
Rank
2015
Rank
2016
Rank
Health Behaviors Tobacco use; Diet & Exercise; Alcohol & Drug Use;
Sexual Activity 2nd 2nd 4th 4th 6th
Clinical Care Access to Care; Quality of Care 5th 5th 2nd 3rd 2nd
Social & Economic Education; Employment; Income; Family & Social Support;
Community Safety 16th 11th 12th 13th 8th
Physical Environment Air & Water Quality; Housing & Transit 11th 2nd 19th 15th 23rd
Health
Outcomes Measures 2012
Rank
2013
Rank
2014
Rank
2015
Rank
2016
Rank
Length of Life Premature Death 4th 7th 7th 7th 6th
Quality of Life Poor or Fair Health; Poor Physical Health & Mental Health
Days; Low Birthweight 9th 9th 7th 10th 5th
Page 26
History
People have inhabited what is now Deschutes County for approximately 11,500 years. Native American people
regularly passed through the region following the Klamath Trail along the Deschutes River from southern Oregon
north to the Columbia River. They would collect seasonal foods, hunt wild game and fish for salmon in the area’s rivers.
The area was primarily inhabited by three native tribes when British and French fur trappers arrived in the early to
mid 1800’s. In the North, Wasco bands fishing the Columbia River would travel south to trade with other native tribes.
The Walla-Wallas (later Warm Springs bands), living on the Columbia River tributaries, would travel between summer
and winter camps. They relied on fish, as well as game, roots and berries for food and traded regularly with the Wascos.
The Paiute bands from the southeast, having little contact with the other tribes, migrated great distances following
game across the high plains of Oregon, Utah, Idaho and Nevada. The Treaty of 1855 established the Warm Springs
Reservation just north of Deschutes County for the Wascoes and Walla-Wallas. The Paiutes joined the reservation in
1879.
A party from the American Fur Trading Company is believed to be the first non-native travelers to pass through
Deschutes County in 1813. Peter Skene Ogden, a fur trader with the Hudson’s Bay Company, was the first European
visitor to spend time in Deschutes County in 1825 while undertaking a trapping expedition. Throughout the late 1820’s
and 1830’s, small groups of fur traders began passing through the County.
In the 1840s, large groups of settlers began traveling west along the Oregon Trail headed to new farming communities
developing on the west side of the Cascade Mountains. The typical route followed a path several hundred miles north of
Deschutes County along the Columbia River. In 1845, however, Stephen Meek led a large party west from Fort Boise in
search of a shorter route that brought them to Deschutes County. Unfortunately, no viable shortcut was discovered and
Meek’s party paid a heavy physical toll, with several members of the party losing their lives.
While the Deschutes River offered a path for traveling north and south during this time, the nearest east-west travel
route was the Barlow Road located several hundred miles north in The Dalles. This changed in 1853 with the
establishment of the Willamette Pass, located just across the southern border of Deschutes County. This route crossed
the Cascade Mountains connecting the area to Eugene. Eventually two routes were established in Deschutes County-
the Scott Trail over the MacKenzie Pass in 1862 and the Santiam Wagon Road in 1866.
First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859, Deschutes County’s
first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and Marion Scott brought 900 head of cattle
eastward through the mountains in the spring to graze their stock in Central Oregon. They would pass back across the
mountains before the advent of winter. Soon other cattle ranchers began grazing their herds in Deschutes County.
Later, sheep herders began summering in the higher elevations of the Cascades bringing their flocks down to lower
elevations when the weather got too cold. The appearance of both cattle ranchers and sheep herders in the area touched
off what became known as “range wars” in Deschutes County. These conflicts were common in communities across the
western United States during this time. Cattle ranchers blamed sheep herders for overgrazing and sheep herders
blamed cattle ranchers for excluding them from public lands and monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19 th Century. This
could be attributed to limited access to and from other communities, an absence of railroad service and non-irrigated
lands ill equipped for agriculture. The Carey Act of 1894 and the Newlands Reclamation Act of 1902 provided federal
support to irrigate large tracts of public land and distribute them to new settlers. This legislation initiated large
irrigation ventures and led to a significant number of new settlers arriving in Central Oregon.
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Deschutes County, OREGON Page 27
Railroads
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a planned route
up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the Southern Pacific Railway,
seeking a similar route, incorporated the Des Chutes Railway. In 1909, the Oregon Trunk and Des Chutes Railroads
began building parallel railroads on opposite sides of the Deschutes River in a race to provide rail service to Deschutes
County. Dynamiting, sabotage, and brawls punctuated the “Deschutes Canyon War” as both tried to be the first rail-
road to reach the growing communities in Deschutes County. Eventually, an agreement was worked out in May 1910 to
provide for joint operation of the rails. Passenger rail service reached Redmond on September 21, 1911 and Bend three
months later. Railroad was soon followed by the construction of several major highways along the earlier established
east-west trails, further connecting Deschutes County to the rest of the state.
Timber Industry
The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who began acquiring
timber lands as early as 1895. With the establishment of the Deschutes National Forest in 1908, the abundance of
timber in Central Oregon was no longer a secret. Soon after railroad service became available, lumber companies built
mills to process the harvesting of the region’s pine forests. Within a decade nearly every community in the County had
railroad service and a lumber mill. During this time, Bend emerged as one of the nation’s great pine production centers.
Shevlin-Hixon and Brooks-Scanlon, two prominent lumber companies at the time, both built large mills in Bend in
1915. Less than a year later, the two mills were producing 750,000 board feet of lumber per day and employing
thousands of people. Lumber mills served as the primary economic driver in Deschutes County for the next several
decades peaking during World War II when 700 million board feet was being produced each year in the county. After
the war, however, the industry started to decline. In 1950, Shevlin-Hixon was purchased by Brooks-Scanlon and mills
began closing. Brooks-Scanlon was eventually acquired and their mill in Bend ceased operation in 1994. By the end of
the 20th century, no operating mills remained in Deschutes County.
Outdoor Recreation
In 1928, four Scandinavian mill workers, Chris Kostol, Emil Nordeen, Nels Skjersaa and Nils Wulfberg, formed the
Bend Skyliners mountaineering club. This club is credited with introducing winter sports to Deschutes County by
sponsoring races, conducting mountain rescues and promoting competitive skiing. Bill Healy, after developing a great
interest in winter sports as a member of the 10th Mountain Division during World War II, moved to Bend after the war
and joined the Skyliners. In 1957, Healy, with other investors, developed a ski area on Bachelor Butte. The peak would
be renamed Mount Bachelor and become a popular winter sports attraction and a prominent destination in Deschutes
County.
As more travelers visited Deschutes County during the 1950’s, attention was drawn to the blue skies, snow -capped
mountains, green parks, and scenic waterways the area had to offer. Vacationers came to enjoy outdoor recreational
activities including fishing, hunting, mountaineering, and summer camping. Leisure, tourism and outdoor recreational
pursuits began taking root supplanting the declining timber industry as the County’s new economic driver and remain
so today.
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Deschutes County, OREGON Page 28
Communities
Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There are six
specific community types located in the county: incorporated cities, unincorporated urban communities, rural
communities, rural service centers, resort communities and destination resorts. The U.S. Census Bureau also
recognized additional communities as census designated places (CDPs).
Incorporated Cities
For a community to become an incorporated city, it requires the vote of 50% of residents. Once incorporated, a city is
permitted to levy taxes on residents and is required to provide services such as electricity, sewer and water. There are
four incorporated cities in Deschutes County.
Bend
Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest city in Oregon. The
name was derived from "Farewell Bend," a designation used by early pioneers referring to the bend in the Deschutes
River marking one of the few points where the river could be crossed. In 1860, John Young Todd, Bend’s first settler,
built a bridge across the Deschutes River at Sherar’s Falls and established the Farewell Bend Ranch. In 1877, Cort
Allen and William Staats, would become the first permanent residents in what would eventually be the City of Bend.
By the turn of the century, only 21 residents inhabited the area and raising livestock was the only industry. This
changed with the arrival of Alexander Drake in 1900, who began purchasing land along the Deschutes River. He
purchased vast tracks of timber land and set up a mill in 1901. Forming the Pilot Butte Development Company, Drake
constructed a canal system to irrigate the land and deliver water to the residents. In 1904, the Pilot Butte Development
Company platted the city, the Bend Post Office was established and the first phone lines were installed connected Bend
to Prineville. At Drake’s urging, 500 residents voted to create the City of Bend in 1905. With the arrival of the railroad
in 1911, Bend became a booming timber town. Drake Park was created in 1920 by a city bond levy and Shevlin Park
was donated by Shevlin-Hixon. A year later, the first streets of Bend were paved. Today, Bend is a popular tourist
destination centrally located to many of Deschutes County’s amenities. Bend, as the largest Oregon city east of the
Cascade Mountains, also serves as a regional center for commercial, industrial and cultural activity.
La Pine
Although people have lived in La Pine for more than a century, it remained Oregon’s last unincorporated town until
December 7, 2006 when residents voted to incorporate. Platted in 1910, next to the small town of Rosland, La Pine
would soon overtake the smaller community. The name was suggested by Alfred A. Aya referencing the abundance of
pine trees in the area. This community formed as a stop for travelers following the Huntington Road, a common path of
travel during the late 1800’s alongside the Deschutes River. La Pine is located in southern Deschutes County near the
Deschutes and Little Deschutes Rivers, as well as the Cascade Lakes. Nestled among tall pine forests, La Pine offers
panoramic views of the Cascade Mountains and convenient access to many outdoor recreational opportunities. It is a
growing community with a strong, rural character.
Redmond
Named for Frank and Josephine Redmond, this community is home of Roberts Field Regional Airport and the
Deschutes County Fair. The Redmonds were homesteaders who fortuitously pitched a tent next to the main irrigation
canal and adjacent to the projected path of the railroad in 1904. The next year, the town was platted and in 1906 water
reached the emerging community. The city was incorporated in 1910 with a post office being established in 1915. In the
early years, Redmond prospered as a market town serving farms and ranches in northern Deschutes County. The city
gained statewide attention with the construction of the Redmond Hotel in 1928, billed as the finest hotel east of the
Cascade Mountains. With the establishment of Camp Redmond in 1939, the largest Civilian Conservation Corps camp
on the West Coast, the community experienced a small population spurt. Roberts Field, which was constructed in 1940,
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Deschutes County, OREGON Page 29
was leased by the U.S. Air Force for use as a training base for B-17 bombers and P-38’s during World War II. After the
war, the airport began offering commercial air service. Today, it provides the only commercial air service for the
Central Oregon region. Redmond is strategically located at the heart of Central Oregon. Due to its central proximity to
the county seats of Deschutes, Crook and Jefferson Counties (Bend, Prineville and Madras), Redmond often serves as a
hub for regional activities and events.
Sisters
Incorporated in 1946, Sisters is located at the foot of the Cascade Mountains in northwestern Deschutes County. The
community was originally established in 1865, just west of its current location, as Camp Polk, in response to reports of
Indian attacks. The camp was soon abandoned when no Indian problems were discovered. In 1888, the post office at
Camp Polk was moved to the present city site at the junction of the Santiam and McKenzie Passes. The name was
changed in recognition of the three Cascade peaks on the city’s western skyline, collectively known as the Three
Sisters. Originally serving as an outpost and supply depot for wagon travel across the Cascade Mountains, Sisters
honors its history by maintaining downtown storefronts designed in a turn-of-the-century style. Today tens of
thousands of visitors come to Sisters for the internationally recognized Sisters Outdoor Quilt Show. Sisters also hosts a
Professional Rodeo Cowboys of America-sanctioned rodeo.
Urban Unincorporated Communities
This type of community must have at least 150 permanent residential dwellings, have three or more land uses and be
served by community sewer and water systems. Deschutes County has one urban unincorporated community.
Sunriver
Located 15 miles south of Bend, Sunriver is one of Oregon’s premier resort communities. It was constructed on the
former grounds of Camp Abbot, a World War II training facility which was abandoned in 1944. In 1965, a master plan
was developed and construction began two years later. Sunriver has many of the conveniences of a small city and
encompasses approximately 3,375 acres. Although there are an estimated 1,733 permanent residents, Sunriver’s
population expands to more than 12,000 temporary and permanent residents during peak tourist season.
Rural Communities
These communities are comprised primarily of permanent residential dwellings. They also contain commercial,
industrial and public land that serve the community and surrounding area. Deschutes County has two rural
communities.
Terrebonne
This community, located about six miles north of Redmond, was platted in 1909. It was originally named Hillman after
James Hill and E.H. Harriman, the two railroad magnates. Stimulated by the arrival of the railroad, many lots in the
newly platted town were being sold, in some cases sight unseen. This activity soon led to fraudulent land sales
tarnishing Hillman’s reputation and eventually prompting the town to change its name to Terrebonne, which means
“good earth.” Terrebonne is located just east of the Deschutes River on Highway 97. This community has a population
of about 1,100. Visitors often stop in Terrebonne on their way to Smith Rock State Park, one of the premier rock
climbing venues in Oregon, located only two miles east of town.
Tumalo
Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend. The community is
bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of the river canyon on the east. The
community was originally settled with the incorporation of the Three Sisters Irrigation Company in 1899. Water was to
be diverted from the Deschutes River and Tumalo Creek to irrigate as many as 60,000 acres of land. The town,
originally named Laidlaw for its founder, was platted in 1904. The community envisioned becoming the population and
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Deschutes County, OREGON Page 30
commercial center for Central Oregon with the arrival of the railroad. However, when it was announced that the
railroad would be passing through Bend, a similar-sized community at the time, instead of Tumalo such hopes were
dashed. The community officially changed its name to Tumalo in 1915, a Klamath word meaning “wild plum.” Today,
Tumalo is a small farming community with most farms on fewer than five acres, and has a population of about.
Resort Communities
These are typically planned communities established and used for recreation or resort purposes. These communities
were developed before the establishment of the destination resort designation. They contain permanent and temporary
residential occupancy, as well as some commercial uses to serve the community. Deschutes County has two resort
communities.
Black Butte Ranch
Located eight miles west of Sisters, Black Butte Ranch has served as a cattle ranch since the late 1800’s. Today, a
portion of Black Butte Ranch remains an operational cattle ranch. In 1970, Brooks-Scanlon, the lumber company,
purchased 1,280 acres and develop a community of homes while trying to preserve the natural setting. They were
marketed across the state as second homes. Black Butte Ranch has grown to 1,830 acres in the main development with
1,252 lots for both permanent and seasonal residents, as well as 82 acres for industrial uses in support of the
community.
Inn of the 7th Mountain & Widgi Creek
Located about five miles southwest of Bend, the Inn of the 7th Mountain was developed in the late 1960’s as a stand
alone resort community with overnight lodging and recreational facilities. The initial 23-acre community, developed in
the late 1960's, includes 230 condominium units in 22 buildings and some commercial businesses targeted toward
residents and vacationers. A large portion of the units are inhabited on a seasonal basis. Widgi Creek was approved in
1983 as a 237-acre expansion of the Inn of the 7th Mountain. It includes a golf course, 107 single family homes and 103
condominium units. The community is entirely bordered by the Deschutes National Forest.
Destination Resorts
These communities are self contained developments providing visitor accommodations and developed recreational
facilities in a natural setting. When Oregon established statewide planning goals in 1975, development outside of
urban growth boundaries was prohibited, effectively ending future resort communities similar to Sunriver and Black
Butte Ranch. In 1982, the planning goals were revised to address destination resorts. A county could choose to permit
destination resorts, provided a map of eligible areas and specific county plans and ordinances are created. In Deschutes
County, a resort must have a minimum of 160 acres, half dedicated to permanent open space. A minimum of 150
overnight units are required and residential units can not exceed twice the number of overnight units. Commercial
uses are limited to serving the resort and an investment of at least $7 million in visitor accommodations and
recreational facilities is required. There are four destination resorts located in Deschutes County:
Caldera Springs
Directly south of Sunriver is this 400-acre gated resort that contains 320 home sites. Having broken ground in 2006,
the resort includes 150 overnight lodging units, a 9-hole, par 3 golf course, man made lakes for fishing or canoeing,
more than 12 miles of bike and walking trails, a lodge, a lake house, and a pool and fitness facility.
Eagle Crest
Located six miles west of Redmond, this resort was established in 1985. Since that time, the resort has expanded to
include 891 residential homes in three housing developments covering 13 subdivisions. Eagle Crest also includes time-
share condominiums, three golf courses, a hotel, a restaurant, spa facilities, a 10,000 square-foot conference center, an
equestrian center and fitness centers. There are also 13 miles of paved paths for biking, jogging, and walks and a two-
mile hiking trail along the Deschutes River.
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Deschutes County, OREGON Page 31
Pronghorn
Located on 640 acres south of Redmond, this resort and golf club is surrounded by 20,000 acres of protected federal
land. In addition to 384 home sites and custom designed villas, the resort features Jack Nicklaus and Tom Fazio-
designed golf courses, a 55,000 square foot clubhouse with a fitness center, spa, lounge and restaurant.
Tetherow
Located four miles west of downtown Bend, Tetherow is Deschutes County’s newest destination resort. When it is
completed, the resort is planned to include 589 single family houses and townhouses, a Scottish-style golf course, a
recreation center, a 50-room luxury hotel with a spa and restaurant, a recreation center and a conference center.
Completion of the overnight lodging is targeted for the spring 2014.
Rural Service Centers
This designation refers to an unincorporated community, developed prior to 1979, consisting primarily of commercial or
industrial uses providing goods and services to rural areas of the county. Typically only a small number of permanent
residents live near each center. Deschutes County has six rural service centers:
Alfalfa
Located 12 miles east of Bend, this small ranching community is home to about 400 families. The community was
named for the primary crop grown in the area. Due to the short growing season, few other crops can be grown and the
land has primarily been used for grazing livestock, mostly cattle. Most of the local ranches were established after the
formation of the Alfalfa Irrigation District in the early 1900’s brought water to the area. The Central Oregon Canal
now passes through the community. Most parcels in the area are 40 to 200 acres in size. Until 1987, the Alfalfa Grade
School, a one-teacher, two-room school served 18 students. Alfalfa is now a part of the Redmond School District. Alfalfa
also had a post office between 1912 and 1922. The Alfalfa Store and the Alfalfa Community Hall are located at the
heart of the community. The Alfalfa Rural Service Center boundary includes about 22 acres.
Millican
In the 1880’s, George Millican settled a ranch about 25 miles southeast of Bend which eventually became known as
Millican. Although it reached a population of 60 in the early 1900’s, for most of Millican’s existence it has been a one -
man town. Highway U.S. 20 was built in 1930, by which time only one resident remained. Billy Rahn, the sole resident,
moved the town closer to the new highway and remained the postmaster until he retired in 1942, and the post office
was closed. Bill Mellin purchased the community in 1946 operating a post office, which closed for good in 1953, a gas
station and a store. Mellin remained in Millican until his death in 1988. The 75-acre community has changed hands
several times since then. The store was closed in 2005 when the family operating it moved to nearby Hampton. The
Millican Rural Service Center boundary contains about 30 acres.
Brothers
On Highway 20 just about 15 miles southeast of Millican is the Brothers Rural Service Center, which is about 49 acres
in size. A post office was established in Brothers in 1913. Today, the small community includes a school, a market, café,
gas station, a highway rest area and a state highway maintenance field office. Brothers also has a public water system.
Hampton
Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center. About 35 acres in size,
this community includes a café and RV park. It also has a public water system.
Whistlestop
The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is about 8 acres in size.
Introduction—County Profile
Deschutes County, OREGON Page 32
Wildhunt
The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11 acres in size.
Census Designated Places
The U.S. Census Bureau, in an effort to capture unincorporated communities, identifies census designated places
(CDPs). These communities resemble incorporated places, but lack a municipal government. Besides the urban
unincorporated communities, rural communities, resort communities and destination resorts, Deschutes County had
two additional communities identified as CDPs in the 2010 U.S. Census.
Deschutes River Woods
This community is located immediately south of Bend. Originally planned as a hunting and trapping resort, Deschutes
River Woods emerged as a rural subdivision in the 1960s. At that time, the land was divided into parcels of one to five
acres and re-zoned for family dwellings.
Three Rivers
Located between Sunriver and La Pine, Three Rivers incorporates a series of rural neighborhoods built near the
Deschutes, Little Deschutes and Fall Rivers. Primarily developed in the 1950’s and 1960’s, these neighborhoods vary
from subdivisions with small lots to large wooded acreages.
Topology & Climate
Land elevation in Deschutes County ranges from a low of 2,971 feet in Terrebonne on the high desert prairie in the
northeast to a height of 10,363 feet at the peak of the South Sisters Mountain in the Cascade Mountains. Ancient lava
flows from the eruption of the Newberry Volcano has made Deschutes County the most cave-rich county in Oregon.
Local vegetation within the County is divided between Ponderosa pine forests, other conifers and evergreen shrubs at
the foot of the Cascade Mountains in the west and smaller Western Junipers, desert shrubs and grasses to the east,
with the Deschutes River serving as a rough boundary between them.
Sitting in the rain shadow of the Cascade Mountains, the county is fairly arid with more than 300 days of sunshine and
annual precipitation of about 13 inches in most of the County. Deschutes County also receives about 39 inches of snow-
fall each year. The Cascade Mountains, however, receive about 80 inches of rain and more than 300 inches of snowfall
annually. As the weather warms, this snow melts producing significant amounts of fresh water that fills area rivers
and irrigates the land. Average temperatures range from highs in the 80’s during the summer to lows in the 20’s during
the winter.
These conditions make Deschutes County an ideal location for outdoor recreational activities throughout the year.
During the winter months, Mount Bachelor provides skiing and snowboarding, while numerous cross country skiing,
snowshoeing and snowmobiling trails are available at area snow parks, as well as in and around the Cascade
Mountains. The summer allows for fishing, boating, whitewater rafting and kayaking on 500 miles of rivers and 150
lakes, hiking in 1.6 million acres of National Forests and rock climbing at Smith Rock State Park. Deschutes County,
with more than 300 miles of mountain biking trails, has been nationally recognized for its off-road cycling. Road cycling
in Deschutes County is also popular with a number of road races occurring annually, including the Cascade Cycling
Classic. Other summer attractions include Deschutes County’s 23 golf courses, numerous annual festivals and the
county’s resort communities.
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Deschutes County, OREGON Page 33
Deschutes County, OREGON
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Deschutes County, OREGON
Introduction
About this Budget Document
This budget document uses the widely recommended program budget format. The document provides
expanded narrative descriptions of revenue and expenditure issues in the context of departmental goals,
work plans and performance measures that tie into Countywide goals and objectives developed by the
Board of Commissioners. By budgeting this way, the County’s budget document serves also as a strategic
plan and a communication tool that the County uses to convey to the public easy-to-understand information
about significant budgetary issues, trends and resource choices. A line-item budget, is also prepared and
available for inspection by the Budget Committee and any other citizen.
While a line-item budget is an accounting document that provides an organization’s numerical details, a
program budget is a policy document and a long-range planning and communication document that,
besides being a financial plan, provides summary information about the line-item detail. The program
budget also gives the public a clear picture of exactly what it is buying with its money, and focuses Budget
Committee and Board of Commissioner’s attention on what the organization is trying to achieve with its
budget decisions. Among the distinguishing characteristics of a program budget are:
A coherent statement of financial policies. Deschutes County’s financial policies were first presented in
FY 2008 budget. The current version of our financial policies is included in this budget as Appendix A.
A statement of non-financial countywide goals and objectives. Goals and objectives are reviewed,
discussed and adopted by the Board of Commissioners at the annual retreat. As competing demands for
resources are considered, they are matched against the adopted goals and objectives. The Board’s FY 2017
goals are included in this document in the Introductory Section.
Goals and objectives for each department. Departments used the Board’s adopted Countywide goals
and objectives to develop their own goals, objectives, action plans and performance measures. Departments
were also able to establish goals and objectives specific to the department.
A capital improvements program. This was introduced in the FY 2009 budget document. A capital
improvement is defined as a project or purchase related to the acquisition, expansion or rehabilitation of
the County’s buildings, equipment, parks, streets and other public infrastructure. As a rule of thumb,
these improvements will cost more than $100,000. The program includes projects for which funding has
been identified, as well as those for which funding is unknown or uncertain.
A glossary of budget terms.
An overview of all budgeted FTE positions along with a complete salary schedule for all departments.
In addition to the above items, each department budget contains the following elements:
A description of department priorities as they related to the Countywide goals and objectives.
An organizational chart.
A summary of what the department does.
Performance management actions, goals, objectives and actual and target results.
A description of current year successes.
A description of significant issues and challenges forecast for the next fiscal year, as well as a
description of the department’s fiscal condition.
A budget summary and staffing summary.
Charts and Graphs that provide a visual depiction of effectiveness and efficiency.
Page 35
Deschutes County, OREGON
Introduction
Deschutes County Organizational Chart
Citizens of
Deschutes County
Board of Commissioners
Anthony DeBone
Alan Unger
Tammy Baney
County
Administrator
Tom Anderson
County Clerk
Nancy Blankenship
District Attorney
John Hummel
County Treasurer
Wayne Lowry
County Sheriff
L. Shane Nelson
(Appointed)
County Assessor
Scot Langton
Justice of the
Peace
Charles Fadeley
County Legal
Department
Administrative/
Court Proceedings
Treatment Courts
Victims’ Assistance
Prosecution in
Circuit Court
Corrections
(Jail/ Work Center)
Law Enforcement
Document
Recording
Vital Records
Elections
Investments
Tax Distribution
Assessment
Records
Cartography
Appraisals
Traffic/ Ordinance
Violations
Small Claims Court
Administrative &
Support Services
Elected Offices
Appointed Offices
Department Functions
Property Tax
Appeals
Legal Counsel
David Doyle
Page 36
Deschutes County, OREGON
Introduction
Deschutes County Organizational Chart
County
Administrator
Tom Anderson
Administrative
Services
Health Services
Jane Smilie
Community
Development
Nick Lelack
Road Department
Chris Doty
Finance/Tax
Wayne Lowry
Community Justice
Ken Hales
Information
Technology
Joe Sadony
Solid Waste
Timm Schimke
Property & Facilities
Susan Ross
Fair & Expo Center
Dan Despotopulos
Fair & Expo Center
RV Park
County Fair
Transfer Operations
Recycling Services
Landfill Disposal
Adult Parole &
Probation
Juvenile Justice
Offender
Supervision
Electronic
Monitoring
Community Service
Supervision
Juvenile
Detention
Probation &
Diversion
Transitional
Services
Environmental
Soils
Code
Enforcement
Building Safety
GIS
Planning
Natural Resource
Protection
Internal Auditing
Public Information
Staff Recruitment
Public Health
Behavioral Health
Maternal Child
Health
Women, Infants &
Children (WIC)
Reproductive
Health
Community
Health
Developmental
Disabilities
Adult Treatment
Child & Family
Budget
Payroll
Accounting
Tax Collection
Dog Licensing
GIS
Technology
Web Applications
Building
Maintenance
Property
Management
Early Learning
Council
Alcohol & Drug
Prevention
Noxious Weed
Control
Fleet Equipment
Services
County Surveyor
Develop/Maintain
Road System
Access & Crisis
Services
Deputy County
Administrator
Erik Kropp
Human Resources
Danielle Fegley
Risk Management
Veterans' Services
Law Library
Workers’
Compensation
Unemployment
Insurance
General & Vehicle
Liability
Americans with
Disabilities Act
Compensation
Insurance
Retirement
Programs
Health Benefits
Internal Service Departments
County & Deputy County Administrator
Appointed Offices
Department Functions
Page 37
Deschutes County, OREGON
Introduction
The Budget Process and Basis of Budgeting
In Deschutes County, before departments are asked to prepare their budgets for the upcoming year, budget
committee members are convened to discuss the major assumptions and issues expected to be included in
the budget that will be submitted to them by the budget officer for their approval. By law, the budget
committee consists of the members of the governing body and an equal number of members of electors (lay
members), who are appointed by the governing body. Members of the budget committee are appointed for
three-year terms and cannot receive any compensation for their services, as stated in the Oregon Revised
Statutes.
The government-wide financial statements are reported using the economic resources measurement focus
and the accrual basis of accounting, as are the proprietary fund and fiduciary financial statements.
Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of
the timing of related cash flows. Property taxes are recognized in the year for which they are levied. Grants
and similar items are recognized as revenue if all eligibility requirements imposed by the provider have
been met.
Governmental fund financial statements are reported using the current financial resources measurement
focus and the modified accrual basis of accounting. The Deschutes County budget is also prepared using the
modified accrual basis for all funds. Basically, the modified accrual basis means that budgeted revenues,
and other resources such as bond proceeds, must be available and measurable, to finance expenditures in
the budget year. Expenditures are recognized when incurred.
The budget officer draws together necessary information from the various department directors and other
staff, and prepares the proposed budget. As part of the proposed budget, the budget officer must submit a
“budget message” that describes the important features of the budget document, and explains the reasons
for significant changes from the previous year. The budget committee reviews the proposed budget and
may revise it before it is formally approved. The budget committee also approves any recommended tax
rate levies. The budget approved by the budget committee is later submitted to the Board of County
Commissioners for adoption. The Board of County Commissioners can reduce the approved budget by any
amount, but cannot increase appropriations in any fund by more than $5,000, or 10%, whichever is greater.
The budget must be adopted before the budget year begins.
During each day of budget presentation and review, there are opportunities for public input. All budget
meetings are open to the public. Oregon’s Local Budget Law, Chapter 294, has two important objectives:
(1) it establishes standard procedures for preparing, presenting, and administering the budget, and (2) it
provides for citizen involvement in preparing the budget and public exposure of the budget before its formal
adoption.
After the budget is adopted, changes in appropriations are sometimes necessary. The governing body may
make additional appropriations to: (1) expend new grant revenues received during the fiscal year, (2) adopt
a supplemental budget for occurrences or needs not foreseen at the time the budget was adopted, and (3)
approve appropriation transfers. All of the above require approval of the Board of County Commissioners.
Page 38
Deschutes County, OREGON
Introduction
FY 2017 Budget Preparation Calendar
December 4, 2015 Budget Officer and Staff meet to discuss budget assumptions
December 8, 2015 Internal service departments begin the development of their budgets
December 15, 2015 Budget Committee meets for overview and update of current year issues and
budget assumptions
January 5, 2016 Internal service departments submit requested budgets to Finance
January 19, 2016 Budget Development begins for County departments
January 22, 2016 Board of County Commissioners selects next fiscal year goals and objectives
January 29, 2016 to
February 9, 2016
Departments are given the option to meet with Budget Staff prior to completing
their budgets
February 16, 2016 Departments submit requested budgets to Finance
March 10, 2016 to
March 15, 2016 Departments meet with Budget Officer and Staff to discuss submitted budgets
March 29, 2016 to
April 8, 2016 Budget Officer and Staff meet to review submitted budgets and Funding requests
April 8, 2016 to
May 22, 2016 Proposed budget document production
May 23, 2016 Proposed budget document delivered to Budget Committee and Staff
May 31, 2016 to
June 3, 2016
Budget Committee discusses budget, meets with departments, approves proposed
budget with Budget Committee changes
June 22, 2016 Public hearing on approved budget, changes to approved budget are submitted,
Board of County Commissioners adopts budget with changes
Page 39
Deschutes County, OREGON
Introduction
FY 2017 Budget Committee Meeting Schedule
Tuesday, May 31, 2016
County Service Districts
9:00 – 9:15 Black Butte Ranch CSD
9:15 – 9:45 Sunriver Service District
9:45 – 10:15 Extension/4H CSD
10:15 – 10:30 BREAK
10:30 – 1:00 Deschutes County Budget Proposal / Lunch
Service Partner
1:00 – 1:30 Economic Development of Central Oregon (EDCO)
1:30 – 2:00 Central Oregon Visitors Association (COVA)
Other Funds
2:00 – 2:45 Health Benefits Fund (including DOC, DOC Pharmacy & Wellness)
PERS
Economic Development Fund
Video Lottery
2:45 – 3:00 BREAK
Health Services
3:00 – 5:00 Health Services
Wednesday, June 1, 2016
Direct Services
9:00 – 9:30 Fair & Expo Center
9:30 – 10:00 County Assessor’s Office
10:00 – 10:15 BREAK
10:15 – 10:45 County Clerk’s Office
10:45 – 11:45 Solid Waste
11:45 – 12:30 Elected Officials Compensation Committee (Lunch Discussion)
12:30 – 1:00 Natural Resource Protection
1:00 – 2:00 Road
2:00 – 3:00 Community Development
3:00 – 3:15 Break
3:15 – 3:45 General Fund
Page 40
Deschutes County, OREGON
Introduction
FY 2017 Budget Committee Meeting Schedule
Public Safety
3:45 – 4:45 Deschutes County 9-1-1 CSD
Thursday, June 2, 2016
Public Safety
9:00 – 10:00 District Attorney’s Office
10:00 – 10:15 BREAK
10:15 – 11:15 Sheriff’s Office
11:15 – 12:15 Community Justice (Adult Parole & Probation and Juvenile)
12:15 – 1:15 Capital Improvement Program (Lunch Discussion)
1:15 – 1:45 Justice Court
Support Services
1:45 – 2:00 Property and Facilities
2:00 – 2:15 Information Technology
2:15 – 2:30 Legal
2:30 – 2:45 Finance
2:45 – 3:00 Human Resources
3:00 – 3:15 Risk Management
3:15 – 3:35 Administrative Services (includes Veterans Affairs & Law Library)
3:35 – 3:45 Board of Commissioners
3:45 – 4:00 BREAK
4:00 – 4:15 Sunriver Area Chamber of Commerce
4:15 – 5:00 Review and Discussion
Recall Departments for further clarification of budget
Other Issues and Considerations
Friday, June 3, 2016
9:00 – 5:00 Final Decision Making and Budget Approval
Page 41
Deschutes County, OREGON
Introduction
This page intentionally left blank.
Page 42
Deschutes County, OREGON
Goals and Objectives
Summaries
* Budget figures as adjusted through 4/30/2016
Comparative Summary - All County Funds
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget*
FY 2017
Proposed
Amount
Change
Percent
Change
RESOURCES
Beginning Net Working Capital $ 78,081,092 $ 89,768,521 $ 87,610,773 $ 98,556,520 $ 10,945,747 12.5%
Property Tax - Current Year 25,873,668 26,476,380 27,327,900 28,970,526 1,642,626 6.0%
Property Tax - Prior Year 1,384,467 778,329 595,000 545,000 (50,000)-8.4%
Revenue - Excluding Property Tax 153,640,378 171,555,192 173,196,290 175,734,614 2,538,324 1.5%
Transfers In 21,680,945 28,023,871 25,946,382 37,614,477 11,668,095 45.0%
Total Revenues 202,579,458 226,833,772 227,065,572 242,864,617 15,799,045 7.0%
Total Resources 280,660,550 316,602,293 314,676,345 341,421,137 26,744,792 8.5%
REQUIREMENTS
Salaries 54,596,072 57,041,531 62,294,550 63,133,466 838,916 1.3%
Life & Long Term Disability 267,574 278,879 312,387 304,125 (8,262)-2.6%
Health & Dental Insurance 14,182,131 15,618,560 16,923,902 17,906,724 982,822 5.8%
FICA/Medicare 4,029,840 4,220,940 4,692,186 4,799,384 107,198 2.3%
PERS - Dept Charges Paid to PERS 8,898,008 9,260,762 11,076,670 12,163,969 1,087,299 9.8%
PERS - Dept Charges Paid to Reserve 287,128 - - - - 0.0%
PERS - Reserve paid to PERS - - 10,281,085 - (10,281,085) -100.0%
Unemployment Insurance 301,027 305,756 316,801 257,686 (59,115)-18.7%
Workers' Compensation 1,519,291 1,562,643 1,140,241 1,216,966 76,725 6.7%
Total Personnel Services 84,081,071 88,289,071 107,037,822 99,782,320 (7,255,502) -6.8%
Materials & Services 76,349,126 83,726,100 85,803,959 85,951,781 147,822 0.2%
Debt-Principal 8,555,952 8,460,468 10,529,123 6,340,303 (4,188,820) -39.8%
Debt-Interest 3,130,810 3,008,042 2,870,362 2,609,676 (260,686)-9.1%
Debt-Other Costs - - - - - 0.0%
Total Debt Service 11,686,762 11,468,510 13,399,485 8,949,979 (4,449,506) -33.2%
Capital Outlay 11,727,499 9,356,083 16,042,695 13,648,621 (2,394,074) -14.9%
Transfers Out 21,820,618 28,023,870 25,967,118 37,614,477 11,647,359 44.9%
Total Expenditures & Transfers 205,665,076 220,863,634 248,251,079 245,947,178 (2,303,901) -0.9%
Contingency - - 56,409,666 68,596,606 12,186,940 21.6%
Unappropriated Ending Fund Balance/
Reserve for Future Expenditure - - 10,015,600 26,877,353 16,861,753 168.4%
Total Requirements $ 205,665,076 $ 220,863,634 $ 314,676,345 $ 341,421,137 $ 26,744,792 8.5%
Page 43
Deschutes County, OREGON
Summaries
1 Detail of interfund activity shown on Materials and Services schedule.
Taxes-property
$29,515,526
14.44%
Taxes-other
$6,247,130
3.06%
Intergovernmental
$96,752,894
47.33%
Fines and forfeitures
$1,684,104
0.82%
Charges for services
$26,598,476
13.01%Interest and rents
$3,093,432
1.51%Other revenues
$1,582,717
0.77%
Licenses and permits
$1,347,839
0.66%
Transfers in
$37,614,477
18.40%
Estimated Revenues -$204,436,595
Estimated
Revenues
$204,436,595
59.88%
Beginning net
working capital
$98,556,520
28.87%
Interfund
activity₁
$38,428,022
11.26%
Fiscal Year 2017 -Resources
Proposed Budget $341,421,137
Page 44
Deschutes County, OREGON
Summaries
1 Detail of interfund activity shown on Materials and Services schedule.
Personnel services
$99,782,320
48.08%
Materials and
services
$47,523,759
22.90%Capital outlay
$13,648,621
6.58%
Debt service
$8,949,979
4.31%
Transfers out
$37,614,477
18.13%
Appropriations -$207,519,156
Appropriations
(Net of interfund
activity)
$207,519,156
60.78%
Contingency
$68,596,606
20.09%Interfund
activity₁
$38,428,022
11.26%
Unappropriated
ending fund
balance/ Reserve
for future
expenditures
$26,877,353
7.87%
Fiscal Year 2017 -Requirements
Proposed Budget $341,421,137
Page 45
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2016
Beginning Net Working Capital
Department FY 2014
Actual
FY 2015
Actual
FY 2016
Budget*
FY 2017
Proposed
Amount
Change
Percent
Change
Road Funds $ 10,763,298 $ 14,523,334 $ 13,558,036 $ 17,141,988 $ 3,583,952 26.4%
Health Benefits Trust Fund 11,967,822 12,461,082 13,190,000 14,327,000 1,137,000 8.6%
General Fund 10,371,843 8,381,199 8,630,800 10,411,770 1,780,970 20.6%
PERS Reserve 9,807,057 10,170,287 10,238,000 10,290,000 52,000 0.5%
Solid Waste Funds 3,347,026 5,162,053 4,918,126 6,921,589 2,003,463 40.7%
Health Services Funds 4,493,642 4,812,182 5,956,923 5,827,329 (129,594)-2.2%
Insurance Fund 2,631,057 3,110,676 3,200,000 4,000,000 800,000 25.0%
Community Development Funds 2,193,387 2,501,392 2,776,128 3,608,329 832,201 30.0%
Internal Service Funds 3,085,264 3,078,131 2,537,238 3,401,055 863,817 34.0%
Project Development & Debt Rsv 2,541,144 2,263,928 1,278,000 1,460,000 182,000 14.2%
General County Projects 1,978,653 1,782,574 1,460,000 1,280,000 (180,000)-12.3%
Community Justice - Juvenile 1,177,566 1,244,605 1,271,324 1,200,000 (71,324)-5.6%
Adult Parole & Probation 747,520 1,131,982 662,516 1,162,000 499,484 75.4%
Sheriff's Office Funds 464,084 696,374 954,323 812,342 (141,981)-14.9%
Debt Service Funds 1,236,862 511,934 627,634 650,500 22,866 3.6%
Fair & Expo Funds 587,004 523,207 550,000 636,897 86,897 15.8%
Capital Projects Funds 2,633,702 1,722,747 681,000 - (681,000)-100.0%
All Other Funds 9,415,018 15,690,835 15,120,725 15,425,721 304,996 2.0%
Total $ 79,441,948 $ 89,768,522 $ 87,610,773 $ 98,556,520 $ 10,945,747 12.5%
Page 46
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2016
Intergovernmental Revenues
Department FY 2014
Actual
FY 2015
Actual
FY 2016
Budget*
FY 2017
Proposed
Amount
Change
Percent
Change
Sheriff's Funds $ 33,296,040 $ 35,582,528 $ 43,558,911 $ 42,040,042 $ (1,518,869) -3.5%
Health Services Funds 14,661,669 14,814,392 25,849,698 24,901,449 (948,249) -3.7%
Road Department 15,523,135 15,433,978 15,645,572 15,736,616 91,044 0.6%
Adult Parole & Probation 3,744,147 3,294,038 4,881,032 4,881,061 29 0.0%
General Fund, Non-Departmental 2,004,667 2,015,665 1,988,550 2,016,500 27,950 1.4%
Natural Resource Protection 387,116 376,925 1,424,000 1,094,332 (329,668) -23.2%
Special Transportation 314,633 693,002 490,000 1,043,684 553,684 113.0%
General Fund, Assessor 817,479 762,940 742,202 792,599 50,397 6.8%
Video Lottery 576,502 576,887 600,000 682,000 82,000 13.7%
Community Development 318,469 506,935 491,992 580,576 88,584 18.0%
Community Justice - Juvenile 411,512 554,335 551,764 551,762 (2) 0.0%
Victims' Assistance 146,612 140,311 291,872 291,872 - 0.0%
County School 685,657 656,000 688,000 267,300 (420,700) -61.1%
Full Faith & Credit, 2008 251,866 251,466 255,866 254,866 (1,000) -0.4%
Park Acquisition & Development 204,778 241,069 200,000 245,000 45,000 22.5%
General Fund, District Attorney 204,164 264,798 161,612 167,400 5,788 3.6%
General Fund, Finance/Tax 174,395 166,841 148,479 161,500 13,021 8.8%
Law Library 181,336 179,504 180,000 152,671 (27,329) -15.2%
GIS Dedicated 39,123 13,625 14,000 11,400 (2,600) -18.6%
Capital Project Funds 373,069 86,931 --- 0.0%
Federal Forest Title III 138,283 133,414 125,400 - (125,400) -100.0%
Other 13,328,767 12,670,594 753,863 880,264 126,401 16.8%
Total Intergovernmental $ 87,783,420 $ 89,416,179 $ 99,042,813 $ 96,752,894 $ (2,289,919) -2.3%
Sources
Local Government Payments $ 35,263,142 $ 37,164,519 $ 45,142,244 $ 40,981,395 $ (4,160,849) -9.2%
State Payments/Shared Revenue 29,701,784 30,036,675 29,209,263 30,628,367 1,419,104 4.9%
State Grants 14,470,568 14,237,494 14,747,145 14,713,970 (33,175) -0.2%
State Payment in lieu 3,028,672 3,025,316 3,650,168 5,820,642 2,170,474 59.5%
Federal Payment in lieu 1,753,135 1,971,540 1,970,000 1,962,332 (7,668) -0.4%
Federal Grants 1,446,769 985,598 2,251,508 1,805,603 (445,905) -19.8%
Federal Payments 2,112,399 1,995,037 2,072,485 760,585 (1,311,900) -63.3%
Local-School Districts 6,952 --80,000 80,000 0.0%
Total Intergovernmental $ 87,783,420 $ 89,416,179 $ 99,042,813 $ 96,752,894 $ (2,289,919)-2.3%
Page 47
Deschutes County, OREGON
Summaries
₁ Includes revenue generated by health insurance premiums from insureds covered under the County's health plan,
cleaning and maintenance from lessees, vending machines, telephone usage and skid car training.
* Budget figures as adjusted through 4/30/2016
Charges for Services
FY 2014 FY 2015 FY 2016 FY 2017 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Solid Waste Funds 7,174,472$ 7,986,562$ 8,112,500$ 8,890,096 777,596$ 9.6%
Community Development 4,074,182 4,975,677 4,871,107 6,105,075 1,233,968 25.3%
Health Benefits Fund 3,645,312 4,231,317 4,231,000 4,467,693 236,693 5.6%
Fair and Expo Funds 1,251,610 1,710,044 1,945,000 2,021,500 76,500 3.9%
General Fund, Clerk 1,234,669 1,577,810 1,487,235 1,744,342 257,107 17.3%
Health Services 1,604,012 1,479,212 1,337,318 1,487,575 150,257 11.2%
Road Funds 544,848 499,223 483,650 562,706 79,056 16.3%
Property & Facilities 530,118 467,597 446,000 440,819 (5,181) -1.2%
GIS Dedicated 254,221 278,783 245,000 240,500 (4,500) -1.8%
Sheriff - - - 167,800 167,800 0.0%
County Clerk Records 98,995 106,282 100,000 114,000 14,000 14.0%
Community Justice - Juvenile 55,332 99,347 61,100 62,100 1,000 1.6%
General Fund, Assessor 57,902 56,453 53,000 56,750 3,750 7.1%
Insurance 168,077 79,776 48,480 53,900 5,420 11.2%
Victims' Assistance 31,885 31,605 32,100 32,000 (100) -0.3%
General Fund, District Attorney 22,808 34,298 21,000 21,000 - 0.0%
Adult Parole and Probation 16,805 19,122 6,500 6,500 - 0.0%
Deschutes County Comm System 165,758 174,154 - - - 0.0%
All Other Funds 119,846 163,247 108,704 124,120 15,416 14.2%
Total Charges for Services 21,050,852$ 23,970,509$ 23,589,694$ 26,598,476$ 3,008,782$ 12.8%
Activities
Sanitation (Solid Waste)7,152,959$ 7,958,561$ 8,087,500$ 8,857,596$ 770,096$ 0.0%
Other ₁4,580,750 4,857,637 4,888,345 5,049,689 30,708 0.0%
Public safety 3,680,728 4,389,249 4,258,088 5,424,750 (131,161) 0.0%
General government 2,959,971 3,682,032 3,083,743 3,763,066 (598,289) 0.0%
Culture, Recreation (Fair & Expo)1,247,362 1,701,377 1,936,500 2,015,000 235,123 0.0%
Health 1,437,930 1,385,446 1,336,518 1,487,375 (48,928) 0.0%
Streets, Highways - 1,500 1,000 1,000 (500) 0.0%
Total Charges for Services 21,059,700$ 23,975,802$ 23,591,694$ 26,598,476$ 257,049$ 12.7%
Page 48
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2016
Other Revenues
FY 2014 FY 2015 FY 2016 FY 2017 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Humane Society of Redmond 141,004$ - $ 530,000$ 535,000$ 5,000$ 0.9%
Road Funds 294,953 317,007 278,500 315,600 37,100 13.3%
Project Development & Debt Rsv 14,973 7,557 - 288,155 288,155 0.0%
Health Services 72,885 513,513 189,805 160,495 (29,310) -15.4%
Sheriff 92,173 1,060,611 100 97,000 96,900 96900.0%
Deschutes County Fair 11,083,260 4,582,964 1,318,680 60,500 (1,258,180) -95.4%
Solid Waste Funds 1,261,720 2,296,179 75,475 15,000 (60,475) -80.1%
Industrial Lands Proceeds 338,462 74,654 530,000 - (530,000) 0.0%
Local Improvement Dist. Funds 29,570 - - - - 0.0%
Foreclosed Land Sales 27 2,500 100 - (100) 0.0%
Fairgrounds Debt Service - 2,075 - - - 0.0%
All Other Funds (10,868,407) (4,274,096) 2,121,020 110,967 (2,010,053) -94.8%
Total Other Revenues 11,083,712$ 4,582,964$ 5,043,680$ 1,582,717$ (3,460,963)$ -68.6%
Type
Loan repayments 1,497,130$ 2,202,102$ 530,000$ 535,000$ 5,000$ 0.9%
Equipment and material sales 313,616 377,868 309,500 367,600 58,100 18.8%
Land sale contract payments 248,428 111,655 40,000 314,822 274,822 687.1%
Grants-Private 72,943 524,817 181,376 162,566 (18,810) -10.4%
Road assessment payments 125,999 116,946 120,000 80,000 (40,000) -33.3%
Donations 27,490 107,054 12,329 62,229 49,900 404.7%
Fair sponsorship 54,850 57,235 75,475 60,500 (14,975) -19.8%
Land sales 120,163 1,085,287 - - - 0.0%
Bond Issuance 8,623,093 - 3,775,000 - (3,775,000) -100.0%
Total Other Revenues 11,083,712$ 4,582,964$ 5,043,680$ 1,582,717$ (3,460,963)$ -68.6%
Page 49
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2016
Personnel Services
(Salaries and Benefits)
Distribution of Personnel Services
Department
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget*
FY 2017
Proposed
Amount
Change
Percent
Change
Sheriff's Funds $ 26,856,975 $ 28,065,747 $ 29,228,817 $ 30,547,984 $ 1,319,167 4.5%
Health Services 19,374,824 21,171,610 24,262,540 24,255,329 (7,211)0.0%
General Fund 8,954,566 9,140,889 10,109,189 10,420,134 310,945 3.1%
Internal Service Funds 7,461,011 7,853,158 8,724,724 9,067,297 342,573 3.9%
Road 5,313,126 5,539,866 5,764,308 6,106,592 342,284 5.9%
Community Justice - Juvenile 4,887,572 4,994,826 5,319,157 5,186,945 (132,212)-2.5%
Adult Parole & Probation 3,343,789 3,581,700 4,013,941 4,407,793 393,852 9.8%
Community Development 3,129,754 3,386,029 3,923,080 4,553,084 630,004 16.1%
Solid Waste 1,777,663 1,856,302 2,084,433 2,088,116 3,683 0.2%
Fair & Expo Funds 1,027,925 1,131,951 1,206,071 1,260,442 54,371 4.5%
PERS Reserve - - 10,281,085 - (10,281,085) -100.0%
All Other Funds $ 1,513,993 $ 1,303,375 2,120,477 1,888,604 (231,873)-10.9%
Total Personnel Services $ 84,081,071 $ 88,289,071 $ 107,037,822 $ 99,782,320 $ (7,255,502) -6.8%
Page 50
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2016
Materials and Services
FY 2014 FY 2015 FY 2016 FY 2017 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Health Benefit Fund 17,575,101$ 18,456,589$ 19,906,594$ 21,116,392$ 1,209,798$ 6.1%
Behavioral Health Funds (275)19,192,118 23,456,253 14,267,556 13,841,722 (425,834) -3.0%
Road Funds 8,676,877 9,313,907 11,674,156 13,548,457 1,874,301 16.1%
Sheriff's Office Funds 6,046,166 6,651,937 7,134,801 7,017,769 (117,032) -1.6%
General Fund 4,226,033 3,916,980 4,525,201 4,811,212 286,011 6.3%
Solid Waste Funds 3,384,420 3,389,176 3,658,857 4,512,990 854,133 23.3%
Internal Service Funds 1,934,903 2,579,995 4,159,978 3,463,635 (696,343) -16.7%
Transient Room Tax Funds 3,926,394 4,471,109 4,705,899 2,581,717 (2,124,182) -45.1%
Insurance 1,975,118 1,866,881 2,659,736 2,356,799 (302,937) -11.4%
Fair & Expo Funds 1,402,130 1,635,251 2,084,192 1,906,258 (177,934) -8.5%
Adult Parole and Probation 1,107,365 1,047,720 1,551,315 1,721,927 170,612 11.0%
Community Development Funds 1,129,291 1,315,752 1,557,255 1,407,520 (149,735) -9.6%
Community Justice - Juvenile 1,035,700 1,007,504 1,153,324 1,273,154 119,830 10.4%
Natural Resource Protection 201,840 134,558 1,229,784 923,617 (306,167) -24.9%
Public Health Funds (274)- - - - - 0.0%
Early Learning Hub (273)- - - - - 0.0%
Construction Funds 1,341,169 524,076 133,383 - (133,383) -100.0%
All Other Funds 3,194,499 3,958,410 5,401,928 5,468,612 66,684 1.2%
Total Materials and Services 76,349,124$ 83,726,098$ 85,803,959$ 85,951,781$ 147,822$ 0.2%
Less Interfund Activity:
Health Benefits Premiums 14,485,501 16,001,138 16,153,000 16,670,000 517,000 3.2%
Internal Service Fund Charges 8,728,747 8,942,085 9,996,460 10,684,029 687,569 6.9%
Insurance 2,602,417 2,838,312 2,890,624 3,008,365 117,741 4.1%
Other Interfund Contracts 406,597 720,957 901,112 2,636,245 1,735,133 192.6%
Road Contracts 850,395 923,461 947,925 1,340,453 392,528 0.0%
Interfund Grants 774,825 339,341 393,736 1,261,956 868,220 0.0%
PERS Debt Service Fund 942,478 1,038,266 1,140,623 1,162,216 21,593 0.0%
PERS Reserve Fund 307,832 - - 850,000 850,000 0.0%
Interfund Rents 466,911 457,645 455,242 463,440 8,198 0.0%
Sheriff's Office Contracts 348,947 352,886 - 351,318 351,318 0.0%
Behavioral Health Contracts 8,263,042 11,300,581 2,005,307 - (2,005,307) -100.0%
Total Interfund Charges 38,177,692 42,914,672 34,884,029 38,428,022 3,543,993 10.2%
Materials and Services
(Net of Interfund Activity)38,171,432$ 40,811,426$ 50,919,930$ 47,523,759$ (3,396,171)$ -6.7%
Page 51
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2016
Capital Outlay
FY 2014 FY 2015 FY 2016 FY 2017 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Operating Funds
Sheriff's Office 364,700$ 613,587$ 1,059,944$ 2,096,634$ 1,036,690$ 97.8%
Internal Service Funds 94,921 99,713 200,600 1,643,934 1,443,334 719.5%
General Fund - - 52,200 275,008 222,808 426.8%
Road 121,455 1,764,850 8,503,257 273,000 (8,230,257) -96.8%
Solid Waste 25,895 166,655 116,450 158,000 41,550 35.7%
Community Development 177,266 - 100 - (100) -100.0%
Health Services - 231,677 210,740 - (210,740) -100.0%
Other Operating Funds 176,290 74,528 68,500 407,800 339,300 495.3%
Total Operating Funds 960,527 2,951,010 10,211,791 4,854,376 (5,357,415) -52.5%
Capital Project Funds
Transportation Improvement - - - 3,695,000 3,695,000 0.0%
North County Services Building 601,050 456,123 500,000 - (500,000) -100.0%
Campus Improvement - - 289,117 - (289,117) -100.0%
Jail Project 8,470,780 1,459,692 - - - 0.0%
Sisters Health Clinic 256,318 478,616 - - - 0.0%
Total Capital Project Funds 9,328,148 2,394,431 789,117 3,695,000 2,905,883 368.2%
Reserve Funds
Solid Waste Funds 238,167 2,876,904 1,627,487 1,730,000 102,513 6.3%
General Capital Reserve - - 650,000 1,000,000 350,000 53.9%
Road Building and Equipment 659,048 407,937 854,000 707,000 (147,000) -17.2%
Vehicle Maint and Replacement 166,999 243,331 400,000 400,000 - 0.0%
Project Development and Debt Svc - 10,000 50,000 373,395 323,395 646.8%
Fair and Expo Center - 16,526 200,000 193,000 (7,000) -3.5%
Court Technology Reserve - - 20,000 94,000 74,000 370.0%
A and T Reserve - - - 16,000 16,000 0.0%
Public Health Reserve - - 100 - (100) -100.0%
Total Reserve Funds 1,064,214 3,554,698 3,801,587 4,513,395 711,808 18.7%
Other
General County Projects 374,610 455,943 1,240,000 550,000 (690,000) -55.7%
Industrial Lands Proceeds - - - 20,850 20,850 0.0%
County Clerk Records - - 100 15,000 14,900 14900.0%
Newberry Neighborhood - - 100 - (100) -100.0%
Total Other 374,610 455,943 1,240,200 585,850 (654,350) -52.8%
Total Capital Outlay 11,727,499$ 9,356,082$ 16,042,695$ 13,648,621$ (2,394,074)$ -14.9%
Page 52
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
General Fund
Transfers In
Transient Room Tax 1% (170)- 167,929 198,360 224,703
Finance (630/631))- - 240,000 260,000
Other (Fund 129)53,122
Transfers Out
Economic Development (105)- 140,000 - -
Court Technology (111)32,000 32,000 32,000 32,000
Assessment & Taxation Reserve (114)- 100,000 100,000 100,000
Justice Court (123)140,819 74,398 145,747 25,000
Bethlehem Inn (128)2,689,590
PERS Reserve (135)- - - 2,000,000
General County Projects (142)251,193 - - -
General Capital Reserve (143)- 400,000 2,055,043 3,011,264
Video Lottery (165)- 7,500 - -
Victims' Assistance (212)209,687 150,000 295,648 295,648
Community Justice Juvenile (230)5,368,346 5,368,346 5,464,591 5,464,591
Health Services (274)4,357,516 4,331,065 4,253,777 4,529,743
Health Services -Other (274)154,450 154,450 154,450 154,450
Community Development (295)495,360 166,770 99,039 -
Natural Resource Protection (326)22,416 28,395 35,000 35,000
Vehicle Maintenance & Replacement (340)14,640 14,640 14,640 10,980
Dog Control (350)111,959 152,223 118,059 73,718
Adult Parole & Probation (355)451,189 451,189 451,189 451,189
Jail Project (456)1,065,121 2,202,102 - -
Debt Service-Jamison (539)248,000 250,000 250,000 250,084
Debt Service-Jail Project (556)244,752 272,766 271,616 273,291
Fair & Expo Center Capital Reserve (617)- - - -
Fair & Expo Center (618)374,186 365,000 300,000 250,000
Deschutes County Fair (619)5,000 5,000 - -
Administrative Services (625)40,000 40,000 40,000 80,000
Board of County Commissioners (628)- 190,000 205,249 213,450
Finance (630/631)- - 1,200,000 600,000
Information Technology (660)66,000 66,000 - 66,000 - 66,000
General Fund Total 16,342,224 14,961,844 438,360 15,552,048 537,825 17,916,408
Economic Development (105)
Transfers In
General Fund (001)- 140,000 - -
Court Technology (111)
Transfers In
General Fund (001)32,000 32,000 32,000 32,000
Assessment & Taxation Reserve (114)
Transfers In
General Fund (001)- 100,000 100,000 100,000
Community Development (295)- 90,360 - -
Assessment & Taxation Rsv Fund Total - 190,360 100,000 100,000
Justice Court (123)
Transfers In
General Fund (001)140,819 74,398 145,747 25,000
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 53
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Bethlehem Inn (128)
Transfers In
General Fund (001)2,689,590 - - -
Humane Society of Redmond (129)
Transfers Out
General Fund (001)- - - 53,122
Park Acquisition & Development (130)
Transfers Out
RV Park (601)180,000 151,000 160,000 160,000
Fair & Expo Center (618)- 29,000 30,000 30,000
Park Acquisition & Development Fund Total 180,000 180,000 190,000 190,000
PERS Reserve (135)
Transfers In
General Fund (001)- - - 2,000,000
Project Development & Debt Reserve (140)
Transfers In
General Fund (001)- 400,000 - -
Health Services (274)300,000 300,000 300,000 300,000
Project Dev & Debt Reserve Fund Total 300,000 700,000 300,000 300,000
Transfers Out
North County Services Building (462)- 906,736 - -
Full Faith & Credit 2003/Ref 2012 (535)226,393 228,200 589,278 674,594
Full Faith & Credit, 2005 (536)82,931 82,952 250,864 235,188
HHS/BJCC Full Faith & Credit, 2005 (540)574,430 572,870 564,195 572,175
Project Dev & Debt Reserve Fund Total 883,754 1,790,758 1,404,337 1,481,957
General County Projects (142)
Transfers In
General Fund (001)251,193 - - -
OHP Mental Health (270)- 219,613 525,000 -
OHP-Alcohol/Drug (280)- - 525,000 -
Transfers Out
Sisters Health Clinic (464)155,000 - - -
Campus Improvement (463)350,000 490,000 220,000 -
Full Faith & Credit 2003/Ref 2012 (535)374,766 377,535 - -
Full Faith & Credit, 2005 (536)168,161 - 168,204 - - - -
General County Projects Fund Total 1,047,927 219,613 1,035,739 1,050,000 220,000 - -
General Capital Reserve (143)
Transfers In
General Fund (001)- - 2,055,043 3,011,264
Transient Room Tax (160)
Transfers Out
Fair & Expo Center (618)25,744 108,544 25,744 25,744
Sheriff's Fund - - - 3,151,787
Misc Transfer - - 2,226 - -
25,744 - 110,770 3,177,531
Video Lottery (165)
Transfers In
General Fund (001)- 7,500 - -
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 54
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transient Room Tax 1% (170)
Transfers Out
General Fund (001)- 167,929 198,360 224,703
RV Park (601)- 30,787 66,259 -
Fair & Expo Center (618)237,156 116,670 382,641 -
Deschutes County Fair (619)- 49,235 164,559 -
Transient Room Tax 1% Fund Total 237,156 364,621 811,819 224,703
Victims' Assistance (212)
Transfers In
General Fund (001)209,687 150,000 295,648 295,648
Liquor Enforcement (208)- - - -
Victims' Assistance Fund Total 209,687 150,000 295,648 295,648
Community Justice Juvenile (230)
Transfers In
General Fund (001)5,368,346 5,368,346 5,464,591 5,464,591
Transfers Out
Vehicle Maintenance & Replacement (340)3,660 3,660 3,660 44,000
Deschutes County Communication System (245)
Transfers Out
Full Faith & Credit 2003/Ref 2012 (535)143,957 143,954 - -
Sheriff's Office (255)
Transfers In
Transient Room Tax (160)- - - 3,151,787
Transfers Out
Jail Project (456)- 182,266 - -
Debt Service-Jail Project (556)244,752 272,765 271,616 - 273,291
Sheriff's Office Fund Total 244,752 455,031 271,616 3,151,787 273,291
Public Health Reserve (261)
Transfers Out
Public Health (259)33,000 - 58,723 -
OHP Mental Health Services (270)
Transfers Out
General County Project (142)219,613 525,000 -
Vehicle Maintenance & Replacement (340)150,000 - -
Sisters Health Clinic (464)50,000 24,409 - -
OHP Mental Health Services Fund Total 50,000 394,022 525,000 -
Health Services (274)
Transfers In
General Fund (001)4,357,516 4,331,065 4,253,777 4,529,743
General Fund - Other (001)154,450 154,450 154,450 154,450
Public Health Reserve (261)Public Health Reserve (261)33,000 - 58,723 -
Acute Care Services (276)293,593 187,594 168,864 -
Health Fund Services Total 4,838,559 4,673,109 4,635,814 4,684,193
Transfers Out
Project Development & Debt Reserve (140)300,000 300,000 300,000 300,000
Vehicle Maintenance & Replacement (340)62,220 69,540 145,740 145,740
Health Fund Services Total 362,220 369,540 445,740 445,740
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 55
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Acute Care Services (276)
Transfers Out
Behavioral Health (275)293,593 187,594 168,864 -
Vehicle Maintenance & Replacement (340)- 23,446 - -
Acute Care Services Fund Total 293,593 211,040 168,864 -
OHP-Alcohol/Drug Services (280)
Transfers Out
General County Project (142)- - 525,000 -
OHP-Alcohol/Drug Services Fund Total - - 525,000 -
Community Development (295)
Transfers In
General Fund (001)495,360 166,770 99,039 -
Transfers Out
A& T Reserve (114)- 90,360 - -
CDD Reserve (300)- 686,470 643,161 700,000
CDD Bldg Program Reserve (301)- 1,000 344,491 650,000
CDD Bldg Improvement Reserve (303)- - 50,000 25,000
Vehicle Maintenance & Replacement (340)29,280 69,540 223,020 268,120
CDD Building Full Faith & Credit, 2004 (530)179,035 173,673 164,225 -
Community Development Fund Total 208,315 1,021,043 1,424,897 1,643,120
CDD-Groundwater Partnership (296)
Transfers In
Newberry Neighborhood (297)60,000 - - -
Newberry Neighborhood (297)
Transfers Out
CDD-Groundwater Partnership (296)60,000 - - -
Full Faith & Credit 2003/Ref 2012 (535)54,588 54,725 54,824 54,888
Newberry Neighborhood Fund Total 114,588 54,725 54,824 54,888
Community Development Reserve (300)
Transfers In
Community Development (295)- 686,470 643,161 700,000
CDD Bldg Program Reserve (301)
Transfers In
Community Development (295)- 1,000 344,491 650,000
CDD Bldg Imprvmt Reserve (303)
Transfers In
Community Development (295)- - 50,000 25,000
Road (325)
Transfers In
Road Improvement Reserve (335)- 12,388 - -
Countywide Trans. SDC Imprvemt Fee (336)- 1,000,000 1,000,000 -
Solid Waste (610)282,148 298,156 326,539 -
Road Fund Total 282,148 1,310,544 1,326,539 -
Transfers Out
Road Building & Equipment (330)450,000 600,000 600,000 1,000,000
Road CIP (465)- - - 8,067,643
Road Fund Total 9,067,643
Natural Resource Protection (326)
Transfers In
General Fund Other (001)22,416 28,395 35,000 35,000
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 56
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Road Building & Equipment (330)
Transfers In
Road (325)450,000 600,000 600,000 1,000,000
General County Project (142)100,000 -
Road Building & Equipment Fund Total 450,000 600,000 700,000 1,000,000
Road Improvement Reserve (335)
Transfers Out
Road (325)- 12,388 - -
Countywide Transportation SDC Improvement Fee (336)
Transfers Out
Road (325)- 1,000,000 1,000,000 -
Road CIP Fund (465)- - - 986,000
Transportation SDC Improvement Fund Total - 1,000,000 1,000,000 986,000
Vehicle Maintenance & Replacement (340)
Transfers In
General Fund (001)14,640 14,640 14,640 10,980
Community Justice Juvenile (230)3,660 3,660 3,660 44,000
Health Services (274)62,220 69,540 145,740 145,740
Acute Care Services (276)- 23,446 - -
OHP Mentall Health (270)- 150,000 - -
Community Development (295)29,280 69,540 223,020 268,120
Adult Parole & Probation (355)- - 20,736 22,000
Building Services (620)40,260 40,260 40,260 40,260
Administrative Services (625)- - - -
Insurance (670)7,320 7,320 1,000 1,000
Vehicle Maint & Replacement Fund Total 157,380 378,406 449,056 532,100
Transfers Out
Insurance (670)- - 95,000 -
Dog Control (350)
Transfers In
General Fund (001)111,959 152,223 118,059 73,718
Adult Parole & Probation (355)
Transfers In
General Fund (001)451,189 451,189 451,189 451,189
Transfers Out
Vehicle Maintenance & Replacement (340)- - - - - 41,472 - 22,000
Adult Parole & Probation Total 563,148 - 603,412 - 569,248 136,472 524,907 22,000
Local Improvement District (430)
Transfers Out
LID 2007 (524)20,000 - - -
Local Improvement District Fund Total 20,000 - - -
Jail Project (456)
Transfers In
General Fund (001)1,065,121 2,202,102 - -
General County Projects (142)- 140,000 - -
Sheriff's Office (255)- 182,266 - -
Jail Project Fund Total 1,065,121 2,524,368 - -
North County Services Building (462)
Transfers In
Project Development & Debt Reserve (140)906,736 - -
Campus Improvement (463)
Transfers In
General County Projects (142)350,000 350,000 120,000 -
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 57
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Sisters Health Clinic (464)
Transfers In
General County Projects (142)155,000 - - - -
OHP Mental Health (270)50,000 24,409 - -
Sisters Health Clinic Fund Total 205,000 24,409 - -
Road CIP (465)
Transfers In
Road Fund (325)- - - 8,067,643
Transportation SDC (336)- - - 986,000
Road CIP Fund Total - - - 9,053,643
LID 2009 (525)
Transfers In
Local Improvement District (430)20,000 - - -
CDD Building Full Faith & Credit, 2004 (530)
Transfers In
Community Development (295)179,035 173,673 164,225 -
Full Faith & Credit 2003/Ref 2012 (535)
Transfers In
Project Development & Debt Reserve (140)226,393 228,200 589,278 674,594
General County Projects (142)374,766 377,535 - -
Deschutes County Comm. System (245)143,957 143,954 - -
Newberry Neighborhood (297)54,588 54,725 54,824 54,888
Full Faith & Credit 2003/Ref 2012 Fund Total 799,704 804,414 644,102 729,482
Full Faith & Credit 2005/Ref 2015 (536)
Transfers In
Project Development & Debt Reserve (140)82,931 82,952 250,864 235,188
General County Projects (142)168,161 168,204 - -
Full Faith & Credit, 2005 Fund Total 251,092 251,156 250,864 235,188
Full Faith & Credit, 2009A Jamison (539)
Transfers In
General Fund (001)248,000 250,000 250,000 250,084
HHS/BJCC Full Faith & Credit, 2005 (540)
Transfers In
Project Development & Debt Reserve (140)574,430 572,870 564,195 572,175
Jail Project Debt Service (556)
Transfers In
General Fund (001)244,752 272,766 271,616 273,291
Sheriff's Office (255)244,752 272,765 271,616 273,291
Jail Project Debt Service Fund Total 489,504 545,531 543,232 546,582
RV Park (601)
Transfers In
Park Acquisition & Development (130)180,000 151,000 160,000 160,000
Transient Room Tax 1% (170)- 30,787 66,259 -
RV Park Fund Total 180,000 181,787 226,259 160,000
Solid Waste (610)
Transfers Out
Road (325)282,148 298,156 326,539 -
Landfill Closure (611)- 30,000 - 600,000 - 600,000
Landfill Postclosure (612)- - 250,000 -
Solid Waste Capital Projects (613)315,000 1,800,000 350,000 525,000
Solid Waste Equipment Reserve (614)200,000 425,000 200,000 250,000
Solid Waste Fund Total 827,148 2,523,156 1,726,539 1,375,000
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 58
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Landfill Closure (611)
Transfers In
Solid Waste (610)30,000 - 600,000 600,000
Transfers Out
Solid Waste Capital Projects (613)- - - 2,500,000 - - - -
Landfill Closure Total 30,000 - - 2,500,000 600,000 - 600,000 -
Landfill Postclosure (612)
Transfers In
Solid Waste (610)- - 250,000 -
Solid Waste Capital Projects (613)
Transfers In
Solid Waste (610)315,000 1,800,000 350,000 525,000
Solid Waste Closure Fund (611)- 2,500,000 - -
Solid Waste Capital Projects Fund Total 315,000 4,300,000 350,000 525,000
Solid Waste Equipment Reserve (614)
Transfers In
Solid Waste (610)200,000 425,000 200,000 250,000
Fair & Expo Center Capital Reserve (617)
Transfers In
Fair & Expo Center (618)- - 62,740 55,000
Transfers Out
Fair & Expo Center (618)100,000 - - -
Fair & Expo Center (618)
Transfers In
General Fund (001)374,186 365,000 300,000 250,000
Park Acquisition & Development (130)- 29,000 30,000 30,000
Transient Room Tax (160)25,744 110,770 25,744 25,744
Transient Room Tax 1% (170)237,156 116,670 382,641 -
Fair & Expo Center Capital Reserve (617)100,000 - - -
Deschutes County Fair (619)205,000 244,000 294,835 302,814
Fair & Expo Center Fund Total 942,086 865,440 1,033,220 608,558
Transfers Out
Fair & Expo Center Capital Reserve (617)- - 62,740 55,000
Deschutes County Fair (619)
Transfers In
General Fund (001)5,000 5,000 - -
Transient Room Tax 1% (170)- 49,235 164,559 -
Deschutes County Fair Fund Total 5,000 54,235 164,559 -
Transfers Out
Fair & Expo Center (618)205,000 244,000 294,835 302,814
Property & Facilities (620)
Transfers Out
Vehicle Maintenance & Replacement (340)40,260 40,260 40,260 40,260
Administrative Services (625)
Transfers In
General Fund (001)40,000 40,000 40,000 80,000
Board of County Commissioners (628)
Transfers In
General Fund (001)- 190,000 205,249 213,450
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 59
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Finance (630)
Transfers Out
Finance Reserve (631)- - 183,000 -
Finance Reserve (631)
Transfers In
General Fund (001)- - 1,200,000 600,000
Finance (630)- - - - 183,000 - - -
Finance Reserve Fund Total - - - - 1,383,000 183,000 600,000 -
Transfers Out
General Fund (001)- - 240,000 260,000
Finance Reserve Fund Total
Information Technology (660)
Transfers In
General Fund (001)66,000 66,000 66,000 66,000
Risk Management (670)
Transfers In
Vehicle Maintenance & Replacement (340)- - 95,000 -
Transfers Out
Vehicle Maintenance & Replacement (340)- 7,320 - 7,320 - 1,000 - 1,000
Risk Management Total 66,000 7,320 66,000 7,320 161,000 1,000 66,000 1,000
Total Transfers 21,820,618 21,820,618 28,023,871 28,023,871 25,946,382 25,967,118 37,614,477 37,614,477
FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2017 Proposed
Page 60
Deschutes County, OREGON
Summaries
STF FF&C 2010
PERS Debt Service 2002/04
Jail Project
Fairgrounds Debt Service
Economic Development
Proprietary
Funds
Remodel/Land FF&C 2005
Debt Service
Funds
Local Improvement District
Jail Project
North County Services Bldg
Public Health
HealthyStart Prenatal
Communications System Rsv
Public Health Dept Reserve
OHP-Mental Health Svcs
Behavioral Health
Acute Care Services
OHP-Alcohol/Drug Svcs
Code Abatement
Campus ImprovementJustice Court
Industrial Lands Proceeds
Park Development Fees
PERS Reserve
Sisters Health Clinic
Road Capital Improvement
Personnel
Public Land Corner Preservatn
HHS/BJCC FF&C 2005
Jamison Property FF&C 2009A
Information Technology Reserve
Road Building & Equipment
Surveyor
Community Development Rsv
Deschutes County Fund Structure
Internal
Service Funds
RV Park
General Fund Special Revenue
Funds
Vehicle Maint & Replacement
Countywide Transportation SDC
Road Improvement Reserve
County Bldgs FF&C 03/Ref 12
GIS Dedicated
Road
Court Technology Reserve
Assessment & Taxation Reserve
Deschutes County
Budgetary Funds
Governmental
Funds
Capital
Project Funds
Humane Society of Redmond
Park Acquisition & Development
General Capital Reserve
County School
Project Development & Debt Rsv
Transient Room Tax-7%
General County Projects
Special Transportation
Taylor Grazing
Community Development
CDD-Groundwater Partnership
Newberry Neighborhood
Federal Forest Title III
CDD Bldg Program Reserve
Health Benefit Fund
Dog Control
CDD Bldg Improvement Rsv
Natural Resource Protection
OSP/9-1-1 Bldg FF&C 2008
Insurance
Deschutes County Fair
Property & Facilities
Administrative Services
Finance
Finance Reserve
Legal
Solid Waste Operations
Board of County CommissionersSolid Waste Reserves (4 Funds)
Fair & Expo Center Capital Rsv
Information Technology
Fair & Expo Center Operations
Community Justice-Juvenile
Court Facilities
Sheriff's Office Adult Parole & Probation
Enterprise
Funds
DC Communication System
Transient Room Tax-1%
Foreclosed Land Sales
Victims' Assistance Program
Law Library
Video Lottery
County Clerk Records
Early Learning Hub
Page 61
Deschutes County, OREGON
Summaries
Fund Descriptions
General Fund
General (001) – accounts for the financial operations of the County which are not accounted for in
any other fund. Principal sources of revenues are property taxes and revenues from the State of
Oregon and Federal government. Expenditures are primarily for general government activities
such as assessment, taxation, district attorney, and county clerk.
Special Revenue Funds
Economic Development (105) – loan repayment, and interest revenues for loans and grants to
business entities and not-for-profit entities.
Court Technology Reserve (111) – transfers from General Fund for upgrades to Video Arraignment
equipment.
Assessment & Taxation Reserve (114) – transfers from General Fund, other available resources and
interest revenues for the upgrade or replacement of the assessment and taxation system for the
County’s property tax activities.
Justice Court (123) – fines and fees revenue, and transfer from General Fund for operation of a
justice court.
Industrial Lands Proceeds (125) – proceeds from land sales throughout the County and lease
payments for industrial development.
Humane Society of Redmond (129) – loan repayment revenue dedicated for repayment of Solid
Waste Reserve Fund (611) loan.
Park Acquisition & Development (130) – apportionment from the State of Oregon from recreational
vehicle fees.
Park Development Fees (132) – interest revenue, and available resources from prior years from fees
paid by developers in lieu of land donation for park development.
PERS Reserve (135) – available resources from previous years charges to county operating funds
and departments for partial payment of PERS charges resulting from increases in the PERS rates.
Project Development & Debt Reserve (140) – proceeds from county land sales, leases and interfund
building rents for debt service payments, land maintenance costs, and acquisition of real property
for use by the County.
General County Projects (142) – property taxes and interest revenue for building remodel and
major maintenance of county buildings.
General Capital Reserve (143) – accumulated resources and interest on investments for future
county capital projects.
County School (145) – local taxes and federal forest receipts for education.
Special Transportation (150) – state grants for transportation.
Page 62
Deschutes County, OREGON
Summaries
Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement.
Transient Room Tax (160) – lodging tax of 7% for promotion of tourism, recreation advertising and
county services.
Video Lottery (165) – state video lottery apportionment for grants promoting economic
development.
Transient Room Tax-1% (170) – lodging taxes of 1% for promotion of tourism and county services.
Foreclosed Land Sales (205) – available resources from prior years land sale proceeds for
supervision and maintenance of properties acquired through tax foreclosure.
Victims’ Assistance (212) – transfers from county funds, fees, and grants for providing assistance to
crime victims.
Law Library (215) – fees for maintenance of the law library.
County Clerk Records (218) – fees for upgrading storage and retrieval systems.
Children & Families Commission (220) – transfer from General Fund, federal and state grants for
family and children programs.
Community Justice-Juvenile (230) – transfer from General Fund, state grants and payments, and
fees for response to juvenile delinquency programs within the county.
Court Facilities (240) – fines and fees to provide security in the court building.
Deschutes County Communication System (245) - contract revenue for use of radio system by
public safety organizations of Deschutes County. This fund will contribute its remaining balance to
Deschutes County 9-1-1 Service District (705) at the beginning of fiscal year 2016 and will be
inactivated June 30, 2016.
Sheriff’s Office (255) – revenues pursuant to intergovernmental agreements with the Countywide
and Rural Law Enforcement Districts used for public safety, including the operation of the
correctional facility.
Communications System Reserve (256) – revenues from the Countywide and Rural Law
Enforcement Districts for the upgrade or replacement of the public safety communications system.
Public Health (259) – fees for services, state grants and General Fund transfer for community wide
health care.
HealthyStart-Prenatal (260) –state grants for comprehensive prenatal care for low-income women
and their infants. This fund will be merged with Public Health (259) on June 30, 2015.
Public Health Department Reserve (261) – transfer from Public Health (259), made in 2007, and
interest on investments for reserve to enable sustained response to significant public health events.
OHP-Mental Health Services (270) – Oregon Health Plan payments for mental health services.
Page 63
Deschutes County, OREGON
Summaries
Behavioral Health (275) – fees for services, federal and state grants for mental health services and
counseling.
Acute Care Services (276) – state grant funds for acute care services to the mentally ill.
OHP- Alcohol/Drug Services (280) – Oregon Health Plan payments for alcohol and drug abuse
treatment.
Code Abatement (290) – available resources for enforcement of county solid waste and sanitation
codes.
Community Development (295) – fees, charges for services and General Fund transfer for planning,
building safety, education and public services.
CDD-Groundwater Partnership (296) – transfers for maintenance of water quality and open space
and fees to developers for the protection of groundwater, including rebates for replacement of septic
systems.
Newberry Neighborhood (297) – available resources from prior years proceeds from land sales and
loan repayments for maintenance of water quality and open space.
Community Development Reserve (300) – transfer from Community Development (295) for
contingencies.
CDD Building Program Reserve (301) – transfer of surplus building program funds from
Community Development (295) for contingencies.
CDD Building Improvement Reserve (303) – transfer from Community Development (295) for
future capital improvements for CDD's facilities.
GIS (Geographic Information Systems) Dedicated (305) – state grant, and recording fees and sales
for map data system.
Road (325) – state gas tax apportionment, PILT and federal forest receipts for public roads and
highways.
Natural Resource Protection (326) – PILT and grants for the control of noxious weeds and
promotion of healthy forests.
Federal Forest Title III (327) – federal monies for grants related to National Forest activities in
Deschutes County.
Surveyor (328) – fees for survey measurements, plat reviews and document filing.
Public Land Corner Preservation (329) – filing and recording fees for maintaining permanent
monuments of survey corner positions.
Road Building & Equipment (330) – transfers from Road Fund for future capital asset purchases.
Road Improvement Reserve (335) – available resources from fees collected in prior years for future
infrastructure requirements. This fund will be inactivated June 30, 2015.
Page 64
Deschutes County, OREGON
Summaries
Countywide Transportation System Development Charges Improvement Fee (336) – fees from
developers and builders for upgrades and expansion of county road infrastructure.
Vehicle Maintenance & Replacement (340) – transfers from county funds and departments for
vehicle repair and replacement.
Dog Control (350) – transfer from General Fund, licenses, fees and donations for animal control.
Adult Parole & Probation (355) –State Department of Corrections and interfund grants, transfer
from General Fund, charges for services for operation of county justice program.
Law Enforcement District-Countywide (District #1) (701) – property taxes, charges for services,
federal and state grants for public safety, countywide, including the operation of the correctional
facility.
Law Enforcement District-Rural (District #2) (702) – property taxes, charges for services, federal
and state grants for public safety in rural areas.
Law Enforcement District-Countywide Capital Reserve (703) – transfer from the Law Enforcement
District-Countywide Fund (701) for major capital purchases.
Law Enforcement District-Rural Capital Reserve (704) – transfer from the Law Enforcement
District-Rural Fund (702) for major capital purchases.
Deschutes County 9-1-1 County Service District (705) – property taxes, telephone taxes, charges for
services and grants for operations of a countywide emergency call center and the maintenance and
operation of radio services for government agencies.
Deschutes County 9-1-1 County Service District Equipment Reserve (710) - funds transferred from
Deschutes County 9-1-1 CSD (705) for capital asset requirements.
Sunriver Service District (715) – property taxes and fees for law enforcement and fire services
within the district’s boundaries.
Sunriver Service District Reserve (716) – funds transferred from Sunriver Service District (715) for
capital asset requirements.
Extension & 4-H Service District (720) – property taxes for Oregon State University’s extension
service programs.
Extension & 4-H Service District Reserve (721) – transfer from Extension & 4-H Service District
(720) for building expansion and remodel.
Black Butte Ranch Service District (761) – property taxes and fees for security services and law
enforcement within the district’s boundaries.
Capital Projects Funds
Local Improvement District (430) – available resources from prior years collections on unbonded
liens and bond sales to improve roads and streets for benefited properties. This fund will be
inactivated June 30, 2015.
Jail Project (456) – available resources from FY 2014 bond proceeds and transfers for jail expansion
and debt payments. This fund will be inactivated June 30, 2015.
Page 65
Deschutes County, OREGON
Summaries
North County Services Building (462) – available resources from a prior year General County
Projects (140) transfer for a facility in the north county area.
Campus Improvement (463) – transfers from the General County Projects Fund (142) for major
improvements and remodel activity to county properties.
Sisters Health Clinic (464) – federal grant for construction of a school based health clinic in Sisters,
Oregon. This fund will be inactivated June 30, 2015.
Transportation Capital Improvement Program (465) - transfers from the Road Department
operating fund for long-term transportation projects to be funded in future years. Eligible projects
may also be funded by Transportation SDC funds (336).
Debt Service Funds
CDD Building Full Faith & Credit, Refund Series 2004 (530) – funds transferred from Community
Development (295) for debt service on bonds issued to construct the community development
building.
County Buildings Full Faith & Credit 2003/Refunding 2012 (535) – funds transferred from
departments, and lease revenue from state agencies, for debt service on bonds issued for building,
remodel and acquisition of office buildings and communication system.
Remodel/Land Full Faith & Credit, 2005 (536) – funds transferred from departments for debt
service on bonds issued to finance purchase of land, building remodel, and ADA compliance
projects.
OSP/911 Full Faith & Credit, 2008 (538) – long term operating leases for debt service on bonds
issued for new office building.
Jamison Property Full Faith & Credit, 2009A (539) – available resources and funds transferred
from the General Fund for debt service on bonds issued for real property and office building.
HHS/BJCC Full Faith & Credit Refunding Series 2005 (540) – interfund transfers for debt service
on bonds issued for new construction and building remodel of facilities for use by Public Health and
Behavioral Health Departments.
Secure Treatment Facility Full Faith & Credit, 2010 (541) – lease payments and remaining
resources from capital project fund for debt service on bonds issued to build a secure treatment
facility.
PERS Series 2002 & 2004 Debt Service (575) – transfers from operating funds for debt service on
bonds issued to fund pension liability.
Fair and Expo General Obligation (590) – property taxes for debt service on bonds issued to build a
fair and expo center.
Sunriver Library County Service District General Obligation (751) – property taxes for debt service
on bonds issued to build a public library in Sunriver.
Enterprise Funds
RV Park (601) – interfund transfers and charges for space rentals for the operation and
maintenance of the county’s recreational vehicle park and debt service.
Page 66
Deschutes County, OREGON
Summaries
Solid Waste (610, 611, 612, 613, 614) – fees and charges for services for the operation, maintenance
and closure of the county’s sanitary landfill and transfer stations.
Fair & Expo Center (617, 618, 619) – fees, and transfers for the operation of a fair and expo center,
annual county fair and debt service.
Internal Service Funds
Property and Facilities (620) – interfund charges for custodial, repairs and maintenance and
related activities for county facilities.
Administrative Services (625) – interfund charges for services provided by county administration.
Board of County Commissioners (628) – interfund charges for services provided by the Board of
County Commissioners.
Finance (630) – interfund charges for services provided by Finance Department.
Finance Reserve (631) - interfund charges for a Finance/Human Resources software project and a
Human Resources compensation study.
Legal (640) – interfund charges for services provided by Legal Department.
Personnel (650) – interfund charges for services provided by Personnel Department.
Information Technology (660) – interfund charges for services provided by IT Department.
Information Technology Reserve (661) – interfund charges for future technology improvements.
Insurance (670) – interfund charges for non-medical/non-dental insurance coverage.
Health Benefit Fund (675) – interfund charges for medical/dental health insurance.
Page 67
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
General Fund
RESOURCES
Beginning Net Working Capital 98,556,520 10,411,770 228,000 161,000 751,000
Property Tax - Current Year 28,970,526 25,745,691 ---
Property Tax - Prior Year 545,000 500,000 ---
Revenue (excl. prop. taxes)175,734,614 5,399,166 33,867 1,000 7,500
Transfers In 37,614,477 537,825 - 32,000 100,000
Total Revenues 242,864,617 32,182,682 33,867 33,000 107,500
Total Resources 341,421,137 42,594,452 261,867 194,000 858,500
REQUIREMENTS
Salaries 63,133,466 6,719,876 ---
Life & Long Term Disability 304,125 31,275 ---
Health & Dental Insurance 17,906,724 1,895,151 ---
FICA/Medicare 4,799,384 497,365 ---
PERS 12,163,969 1,184,513 ---
Unemployment Insurance 257,686 27,143 ---
Workers' Compensation 1,216,966 64,811 ---
Personnel Services 99,782,320 10,420,134 ---
Materials & Services 85,951,781 4,811,212 261,867 100,000 9,000
Debt Principal 6,340,303 ----
Debt Interest 2,609,676 ----
Total Debt Service 8,949,979 ----
Capital Outlay 13,648,621 275,008 - 94,000 16,000
Transfers Out 37,614,477 17,916,408 ---
Total Exp. & Transfers 245,947,178 33,422,762 261,867 194,000 25,000
Contingency 68,596,606 9,171,690 ---
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 26,877,353 --- 833,500
Total Requirements 341,421,137 42,594,452 261,867 194,000 858,500
FTE Change 6.40 0.10 ---
FTE - FY 2017 890.05 94.85 ---
FTE - FY 2016 883.65 94.75 ---
FY 2016 Budget As Revised 314,676,345 38,343,348 383,700 142,000 750,500
Inc (Dec) from FY 2016 26,744,792 4,251,104 (121,833) 52,000 108,000
Special Revenue Funds
TOTAL
General
(001)
Economic
Development
Fund
(105)
Court
Tech
Reserve
(111)
A & T
Reserve
(114)
Page 68
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 145,608 46,000 (481,878) 127,000 92,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)520,000 1,000 535,000 245,800 2,800
Transfers In 25,000 ----
Total Revenues 545,000 1,000 535,000 245,800 2,800
Total Resources 690,608 47,000 53,122 372,800 94,800
REQUIREMENTS
Salaries 281,401 ----
Life & Long Term Disability 1,331 ----
Health & Dental Insurance 96,920 ----
FICA/Medicare 21,123 ----
PERS 53,389 ----
Unemployment Insurance 1,140 ----
Workers' Compensation 2,617 ----
Personnel Services 457,921 ----
Materials & Services 175,007 26,150 - 40,000 94,800
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay - 20,850 - 142,800 -
Transfers Out -- 53,122 190,000 -
Total Exp. & Transfers 632,928 47,000 53,122 372,800 94,800
Contingency 57,680 ----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 690,608 47,000 53,122 372,800 94,800
FTE Change -----
FTE - FY 2017 4.60 ----
FTE - FY 2016 4.60 ----
FY 2016 Budget As Revised 656,274 50,500 530,000 230,200 98,000
Inc (Dec) from FY 2016 34,334 (3,500) (476,878) 142,600 (3,200)
Justice
Court
(123)
Industrial
Lands
Proceeds
(125)
Humane
Society of
Redmond
(129)
Park
Acquisition &
Development
(130)
Special Revenue Funds
Park
Development
Fees
(132)
Page 69
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 10,290,000 1,460,000 1,280,000 3,722,500 -
Property Tax - Current Year -- 795,210 --
Property Tax - Prior Year -- 15,000 --
Revenue (excl. prop. taxes)935,000 820,352 511,000 30,000 267,410
Transfers In 2,000,000 300,000 - 3,011,264 -
Total Revenues 2,935,000 1,120,352 1,321,210 3,041,264 267,410
Total Resources 13,225,000 2,580,352 2,601,210 6,763,764 267,410
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 5,000 25,000 1,154,975 - 267,410
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay - 373,395 550,000 1,000,000 -
Transfers Out - 1,481,957 ---
Total Exp. & Transfers 5,000 1,880,352 1,704,975 1,000,000 267,410
Contingency -- 896,235 --
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 13,220,000 700,000 - 5,763,764 -
Total Requirements 13,225,000 2,580,352 2,601,210 6,763,764 267,410
FTE Change -----
FTE - FY 2017 -----
FTE - FY 2016 -----
FY 2016 Budget As Revised 10,318,000 2,103,999 3,291,000 3,705,043 688,100
Inc (Dec) from FY 2016 2,907,000 476,353 (689,790) 3,058,721 (420,690)
Project Dev
&
Debt Reserve
(140)
General
County
Projects
(142)
General
Capital
Reserve
(143)
County
School
(145)
Special Revenue Funds
PERS
Reserve
(135)
Page 70
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 50,000 34,630 235,000 100,000 245,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)1,045,684 5,200 5,428,000 683,000 775,000
Transfers In -----
Total Revenues 1,045,684 5,200 5,428,000 683,000 775,000
Total Resources 1,095,684 39,830 5,663,000 783,000 1,020,000
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 1,095,684 39,830 1,786,420 783,000 795,297
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -----
Transfers Out -- 3,177,531 - 224,703
Total Exp. & Transfers 1,095,684 39,830 4,963,951 783,000 1,020,000
Contingency -- 699,049 --
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 1,095,684 39,830 5,663,000 783,000 1,020,000
FTE Change -----
FTE - FY 2017 -----
FTE - FY 2016 -----
FY 2016 Budget As Revised 555,000 36,595 4,719,092 600,500 824,370
Inc (Dec) from FY 2016 540,684 3,235 943,908 182,500 195,630
Special
Transportation
(150)
Special Revenue Funds
Taylor
Grazing
(155)
Transient
Room Tax-7%
(160)
Video
Lottery
(165)
Transient
Room Tax-1%
(170)
Page 71
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 60,000 60,000 432,000 325,650 1,200,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)500 323,872 156,991 116,580 697,552
Transfers In - 295,648 -- 5,464,591
Total Revenues 500 619,520 156,991 116,580 6,162,143
Total Resources 60,500 679,520 588,991 442,230 7,362,143
REQUIREMENTS
Salaries - 336,637 -- 3,244,605
Life & Long Term Disability -1,497 -- 15,903
Health & Dental Insurance - 116,304 2,190 - 910,014
FICA/Medicare - 25,146 -- 243,793
PERS - 56,533 -- 617,796
Unemployment Insurance -1,710 -- 13,481
Workers' Compensation -1,202 -- 141,353
Personnel Services - 539,029 2,190 - 5,186,945
Materials & Services 53,308 45,604 264,087 111,270 1,273,154
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay --- 15,000 -
Transfers Out ---- 44,000
Total Exp. & Transfers 53,308 584,633 266,277 126,270 6,504,099
Contingency 7,192 94,887 322,714 315,960 858,044
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 60,500 679,520 588,991 442,230 7,362,143
FTE Change --(0.50) -(0.90)
FTE - FY 2017 -6.00 --46.90
FTE - FY 2016 -6.00 0.50 -47.80
FY 2016 Budget As Revised 85,500 655,228 612,500 442,691 7,389,829
Inc (Dec) from FY 2016 (25,000) 24,292 (23,509) (461) (27,686)
Community
Justice -
Juvenile
(230)
Special Revenue Funds
Victims'
Assistance
Program
(212)
Law
Library
(215)
County
Clerk Records
(218)
Foreclosed
Land Sales
(205)
Page 72
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital --- 812,342 340,669
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)165,535 - 43,160,160 6,000 2,700
Transfers In -- 3,151,787 --
Total Revenues 165,535 - 46,311,947 6,000 2,700
Total Resources 165,535 - 46,311,947 818,342 343,369
REQUIREMENTS
Salaries -- 19,663,994 --
Life & Long Term Disability -- 88,620 --
Health & Dental Insurance -- 4,628,779 --
FICA/Medicare -- 1,452,335 --
PERS -- 4,053,694 --
Unemployment Insurance -- 65,254 --
Workers' Compensation -- 595,308 --
Personnel Services -- 30,547,984 --
Materials & Services 165,535 - 6,852,234 -100
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -- 1,278,292 818,342 -
Transfers Out -- 273,291 --
Total Exp. & Transfers 165,535 - 38,951,801 818,342 100
Contingency -- 7,360,146 --
Unapprop Ending Fund Bal /
Reserve for Future Expenditures ---- 343,269
Total Requirements 165,535 - 46,311,947 818,342 343,369
FTE Change --1.00 --
FTE - FY 2017 -- 227.50 --
FTE - FY 2016 -- 226.50 --
FY 2016 Budget As Revised 100,075 329,089 43,358,911 808,120 340,183
Inc (Dec) from FY 2016 65,460 (329,089) 2,953,036 10,222 3,186
Court
Facilities
(240)
Public
Health Dept
Reserve
(261)
Special Revenue Funds
Deschutes
Cnty Comm
System
(245)
Sheriff's
Office
(255)
Communication
System
Reserve
(256)
Page 73
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 4,200,988 5,827,329 970,108 2,746,150 82,705
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)50,000 28,610,190 453,621 125,926 400
Transfers In - 4,684,193 ---
Total Revenues 50,000 33,294,383 453,621 125,926 400
Total Resources 4,250,988 39,121,712 1,423,729 2,872,076 83,105
REQUIREMENTS
Salaries - 14,814,395 ---
Life & Long Term Disability - 81,076 ---
Health & Dental Insurance - 5,096,762 ---
FICA/Medicare - 1,218,071 ---
PERS - 2,783,520 ---
Unemployment Insurance - 78,551 ---
Workers' Compensation - 182,954 ---
Personnel Services - 24,255,329 ---
Materials & Services 1,493,130 10,755,659 541,265 1,051,668 83,105
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -----
Transfers Out - 445,740 ---
Total Exp. & Transfers 1,493,130 35,456,728 541,265 1,051,668 83,105
Contingency 2,757,858 3,664,984 882,464 1,820,408 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 4,250,988 39,121,712 1,423,729 2,872,076 83,105
FTE Change -(0.20) ---
FTE - FY 2017 - 260.75 ---
FTE - FY 2016 - 260.95 ---
FY 2016 Budget As Revised 6,322,205 40,457,251 1,421,722 2,966,149 98,300
Inc (Dec) from FY 2016 (2,071,217) (1,335,539) 2,007 (94,073) (15,195)
Public
Health
(274)
Special Revenue Funds
Acute Care
Services
(276)
OHP-
Alcohol/Drug
Services
(280)
Code
Abatement
(290)
OHP-
Mental Health
Services
(270)
Page 74
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 1,578,206 9,000 207,954 1,334,813 345,632
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)6,842,151 50 1,200 5,182 141
Transfers In --- 700,000 650,000
Total Revenues 6,842,151 50 1,200 705,182 650,141
Total Resources 8,420,357 9,050 209,154 2,039,995 995,773
REQUIREMENTS
Salaries 2,926,437 ----
Life & Long Term Disability 13,475 ----
Health & Dental Insurance 826,071 ----
FICA/Medicare 220,701 ----
PERS 526,398 ----
Unemployment Insurance 11,687 ----
Workers' Compensation 28,315 ----
Personnel Services 4,553,084 ----
Materials & Services 1,315,365 9,050 ---
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -----
Transfers Out 1,643,120 -54,888 --
Total Exp. & Transfers 7,511,569 9,050 54,888 --
Contingency 908,788 - 154,266 --
Unapprop Ending Fund Bal / Reserve
for Future Expenditures --- 2,039,995 995,773
Total Requirements 8,420,357 9,050 209,154 2,039,995 995,773
FTE Change 5.00 ----
FTE - FY 2017 41.00 ----
FTE - FY 2016 36.00 ----
FY 2016 Budget As Revised 7,213,683 71,358 321,500 1,329,631 345,491
Inc (Dec) from FY 2016 1,206,674 (62,308) (112,346) 710,364 650,282
Community
Development
Reserve
(300)
CDD
Building Pgm
Reserve
(301)
Special Revenue Funds
Community
Development
(295)
CDD-
Groundwater
Partnership
(296)
Newberry
Neighborhood
(297)
Page 75
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 50,019 116,889 12,549,601 527,407 314,938
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)22 260,150 17,574,739 1,099,832 1,600
Transfers In 25,000 -- 35,000 -
Total Revenues 25,022 260,150 17,574,739 1,134,832 1,600
Total Resources 75,041 377,039 30,124,340 1,662,239 316,538
REQUIREMENTS
Salaries - 171,349 3,801,722 116,250 -
Life & Long Term Disability -825 17,083 389 -
Health & Dental Insurance - 44,583 1,225,940 19,384 -
FICA/Medicare - 12,944 283,109 8,813 -
PERS - 30,594 705,847 17,777 -
Unemployment Insurance -656 15,390 285 -
Workers' Compensation -3,065 57,501 945 -
Personnel Services - 264,016 6,106,592 163,843 -
Materials & Services - 85,182 12,582,412 923,617 120,000
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -- 273,000 --
Transfers Out -- 9,067,643 --
Total Exp. & Transfers - 349,198 28,029,647 1,087,460 120,000
Contingency - 27,841 2,094,693 574,779 196,538
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 75,041 ----
Total Requirements 75,041 377,039 30,124,340 1,662,239 316,538
FTE Change -0.30 0.50 --
FTE - FY 2017 -2.30 54.00 1.00 -
FTE - FY 2016 -2.00 53.50 1.00 -
FY 2016 Budget As Revised 50,000 303,015 27,733,506 2,089,867 253,578
Inc (Dec) from FY 2016 25,041 74,024 2,390,834 (427,628) 62,960
Road
(325)
Natural
Resource
Protection
(326)
Federal
Forest
Title III
(327)
CDD
Bldg Imprvmt
Reserve
(303)
GIS
Dedicated
(305)
Special Revenue Funds
Page 76
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 160,325 573,104 1,307,135 1,419,759 817,126
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)161,365 481,778 6,300 760,667 6,000
Transfers In -- 1,000,000 - 532,100
Total Revenues 161,365 481,778 1,006,300 760,667 538,100
Total Resources 321,690 1,054,882 2,313,435 2,180,426 1,355,226
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 160,574 413,501 134,709 - 110,000
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -- 707,000 - 400,000
Transfers Out --- 986,000 -
Total Exp. & Transfers 160,574 413,501 841,709 986,000 510,000
Contingency 161,116 641,381 1,471,726 1,194,426 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures ---- 845,226
Total Requirements 321,690 1,054,882 2,313,435 2,180,426 1,355,226
FTE Change -----
FTE - FY 2017 -----
FTE - FY 2016 -----
FY 2016 Budget As Revised 337,982 892,354 1,584,703 2,346,600 1,468,925
Inc (Dec) from FY 2016 (16,292) 162,528 728,732 (166,174) (113,699)
Road Building
& Equipment
(330)
Surveyor
(328)
Vehicle
Maintenance &
Replacement
(340)
Special Revenue Funds
Public Land
Corner
Preservation
(329)
Countywide
Trans SDC
Imprvmt Fee
(336)
Page 77
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 190,000 1,162,000 ---
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)315,950 5,451,297 -- 31,500
Transfers In 73,718 451,189 -- 9,053,643
Total Revenues 389,668 5,902,486 -- 9,085,143
Total Resources 579,668 7,064,486 -- 9,085,143
REQUIREMENTS
Salaries - 2,750,335 ---
Life & Long Term Disability - 13,735 ---
Health & Dental Insurance - 797,043 ---
FICA/Medicare - 205,427 ---
PERS - 596,431 ---
Unemployment Insurance - 11,316 ---
Workers' Compensation - 33,506 ---
Personnel Services - 4,407,793 ---
Materials & Services 526,481 1,721,927 -- 27,261
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay - 10,000 -- 3,695,000
Transfers Out - 22,000 ---
Total Exp. & Transfers 526,481 6,161,720 -- 3,722,261
Contingency 53,187 902,766 -- 5,362,882
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 579,668 7,064,486 -- 9,085,143
FTE Change -0.90 ---
FTE - FY 2017 -39.45 ---
FTE - FY 2016 -38.55 ---
FY 2016 Budget As Revised 589,833 6,591,473 582,000 340,500 -
Inc (Dec) from FY 2016 (10,165) 473,013 (582,000) (340,500) 9,085,143
Adult Parole
& Probation
(355)
Special Rev Funds Capital Project Funds
Road
CIP
(465)
Campus
Improvement
Fund
(463)
North County
Services
Building
(462)
Dog
Control
(350)
Page 78
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital - 22,500 - 156,000 -
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)- 755,770 - 749,642 -
Transfers In - 729,482 235,188 - 250,084
Total Revenues - 1,485,252 235,188 749,642 250,084
Total Resources - 1,507,752 235,188 905,642 250,084
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services -400 -400 400
Debt Principal - 915,402 198,853 465,000 155,000
Debt Interest - 531,950 36,335 302,149 94,684
Total Debt Service - 1,447,352 235,188 767,149 249,684
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers - 1,447,752 235,188 767,549 250,084
Contingency -----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 60,000 - 138,093 -
Total Requirements - 1,507,752 235,188 905,642 250,084
FTE Change -----
FTE - FY 2017 -----
FTE - FY 2016 -----
FY 2016 Budget As Revised 178,225 1,476,221 2,179,459 892,090 250,334
Inc (Dec) from FY 2016 (178,225) 31,531 (1,944,271) 13,552 (250)
Debt Service Funds
CDD
Building
FF&C 2004
(530)
FF & C, 2003/
Ref 2012
Multiple Bldgs
(535)
FF&C, 2005/
Ref 2015
Remodel/Land
(536)
FF & C, 2008
OSP/9-1-1
Building
(538)
FF & C, 2009A
Jamison
Property
(539)
Page 79
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital - 279,000 - 20,000 173,000
Property Tax - Current Year ---- 2,429,625
Property Tax - Prior Year ---- 30,000
Revenue (excl. prop. taxes)- 124,951 - 1,163,216 1,300
Transfers In 572,175 - 546,582 --
Total Revenues 572,175 124,951 546,582 1,163,216 2,460,925
Total Resources 572,175 403,951 546,582 1,183,216 2,633,925
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 500 400 400 --
Debt Principal 530,000 60,000 235,000 335,902 2,595,000
Debt Interest 41,675 35,809 311,182 797,314 38,925
Total Debt Service 571,675 95,809 546,182 1,133,216 2,633,925
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers 572,175 96,209 546,582 1,133,216 2,633,925
Contingency -----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 307,742 - 50,000 -
Total Requirements 572,175 403,951 546,582 1,183,216 2,633,925
FTE Change -----
FTE - FY 2017 -----
FTE - FY 2016 -----
FY 2016 Budget As Revised 572,045 363,021 543,432 1,140,623 2,738,200
Inc (Dec) from FY 2016 130 40,930 3,150 42,593 (104,275)
FF&C, 2005
HHS/BJCC
(540)
Full Faith
& Credit
2010-STF
(541)
Jail
Project
Debt Service
(556)
PERS Series
2002/2004
Debt Service
(575)
Fairgrounds
Debt
Service
(590)
Debt Service Funds
Page 80
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 182,620 600,000 2,781,534 776,622 2,532,113
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)444,700 8,933,897 20,000 5,000 18,000
Transfers In 160,000 - 600,000 - 525,000
Total Revenues 604,700 8,933,897 620,000 5,000 543,000
Total Resources 787,320 9,533,897 3,401,534 781,622 3,075,113
REQUIREMENTS
Salaries - 1,274,382 ---
Life & Long Term Disability -6,156 ---
Health & Dental Insurance - 436,142 ---
FICA/Medicare - 95,677 ---
PERS - 237,696 ---
Unemployment Insurance -6,446 ---
Workers' Compensation - 31,617 ---
Personnel Services - 2,088,116 ---
Materials & Services 302,357 4,395,018 88,500 1,000 21,228
Debt Principal 182,013 588,565 ---
Debt Interest 48,354 342,379 ---
Total Debt Service 230,367 930,944 ---
Capital Outlay - 158,000 175,000 - 1,130,000
Transfers Out - 1,375,000 ---
Total Exp. & Transfers 532,724 8,947,078 263,500 1,000 1,151,228
Contingency 254,596 586,819 3,138,034 - 1,923,885
Unapprop Ending Fund Bal / Reserve
for Future Expenditures --- 780,622 -
Total Requirements 787,320 9,533,897 3,401,534 781,622 3,075,113
FTE Change -----
FTE - FY 2017 -22.50 ---
FTE - FY 2016 -22.50 ---
FY 2016 Budget As Revised 1,930,267 8,612,094 2,444,742 776,915 1,905,333
Inc (Dec) from FY 2016 (1,142,947) 921,803 956,792 4,707 1,169,780
Solid
Waste
(610)
Landfill
Closure
(611)
Landfill
Postclosure
(612)
Solid Waste
Capital
Projects
(613)
RV
Park
(601)
Enterprise Funds
Page 81
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 231,320 415,000 39,277 - 420,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)1,500 3,000 1,871,008 1,405,600 3,196,102
Transfers In 250,000 55,000 608,558 --
Total Revenues 251,500 58,000 2,479,566 1,405,600 3,196,102
Total Resources 482,820 473,000 2,518,843 1,405,600 3,616,102
REQUIREMENTS
Salaries -- 699,451 93,416 1,402,077
Life & Long Term Disability --3,192 416 6,848
Health & Dental Insurance -- 210,797 21,812 498,171
FICA/Medicare -- 51,838 6,934 101,773
PERS -- 135,526 19,671 251,783
Unemployment Insurance --3,099 321 7,040
Workers' Compensation -- 12,899 1,070 21,109
Personnel Services -- 1,116,802 143,640 2,288,801
Materials & Services 7,244 - 947,112 959,146 1,008,087
Debt Principal -- 79,568 --
Debt Interest -- 28,920 --
Total Debt Service -- 108,488 --
Capital Outlay 425,000 193,000 255,000 --
Transfers Out -- 55,000 302,814 40,260
Total Exp. & Transfers 432,244 193,000 2,482,402 1,405,600 3,337,148
Contingency 50,576 - 36,441 - 278,954
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 280,000 ---
Total Requirements 482,820 473,000 2,518,843 1,405,600 3,616,102
FTE Change --1.00 -(0.50)
FTE - FY 2017 --11.00 1.00 24.70
FTE - FY 2016 --10.00 1.00 25.20
FY 2016 Budget As Revised 780,055 465,440 2,786,373 1,499,784 3,514,093
Inc (Dec) from FY 2016 (297,235) 7,560 (267,530) (94,184) 102,009
Enterprise Funds Int Svc Funds
Solid Waste
Equipment
Reserve
(614)
Fair & Expo
Ctr Capital
Reserve
(617)
Fair & Expo
Center
(618)
Deschutes
County
Fair
(619)
Building
Services
(620)
Page 82
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 180,000 50,000 186,000 981,000 155,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes) 1,246,365 408,692 1,807,478 353,160 984,738
Transfers In 80,000 213,450 - 600,000 -
Total Revenues 1,326,365 622,142 1,807,478 953,160 984,738
Total Resources 1,506,365 672,142 1,993,478 1,934,160 1,139,738
REQUIREMENTS
Salaries 715,817 267,635 969,775 - 618,553
Life & Long Term Disability 2,966 1,500 4,111 -2,676
Health & Dental Insurance 130,843 58,152 194,810 - 116,304
FICA/Medicare 49,326 20,283 71,369 - 43,520
PERS 137,851 42,420 198,420 - 98,310
Unemployment Insurance 1,924 -2,850 -1,710
Workers' Compensation 4,987 4,785 5,424 -5,215
Personnel Services 1,043,714 394,775 1,446,759 - 886,288
Materials & Services 283,447 216,925 391,161 437,226 150,805
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay --- 1,236,934 -
Transfers Out --- 260,000 -
Total Exp. & Transfers 1,327,161 611,700 1,837,920 1,934,160 1,037,093
Contingency 179,204 60,442 155,558 - 102,645
Unapprop Ending Fund Bal /
Reserve for Future
Expenditures
-----
Total Requirements 1,506,365 672,142 1,993,478 1,934,160 1,139,738
FTE Change -----
FTE - FY 2017 6.75 3.00 9.80 -6.00
FTE - FY 2016 6.75 3.00 9.80 -6.00
FY 2016 Budget As Revised 1,459,014 616,447 2,030,408 1,623,000 1,131,268
Inc (Dec) from FY 2016 47,351 55,695 (36,930) 311,160 8,470
Internal Service Funds
Finance
Reserve
(631)
Finance
(630)
Legal
(640)
Administrative
Services
(625)
Board of
County
Commissioners
(628)
Page 83
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 350,000 364,227 714,828 4,000,000 14,327,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)984,165 2,546,137 238,500 3,102,270 21,252,693
Transfers In - 66,000 ---
Total Revenues 984,165 2,612,137 238,500 3,102,270 21,252,693
Total Resources 1,334,165 2,976,364 953,328 7,102,270 35,579,693
REQUIREMENTS
Salaries 511,689 1,456,071 - 215,578 82,021
Life & Long Term Disability 2,572 7,021 -1,068 390
Health & Dental Insurance 153,134 343,098 - 62,998 21,322
FICA/Medicare 38,649 109,198 - 15,810 6,180
PERS 85,960 277,565 - 38,574 13,701
Unemployment Insurance 1,967 4,475 -926 315
Workers' Compensation 4,193 11,368 -2,152 570
Personnel Services 798,164 2,208,796 - 337,106 124,499
Materials & Services 335,121 538,863 102,000 2,356,799 21,116,392
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -- 407,000 --
Transfers Out ---1,000 -
Total Exp. & Transfers 1,133,285 2,747,659 509,000 2,694,905 21,240,891
Contingency 200,880 228,705 - 4,407,365 14,338,802
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -- 444,328 --
Total Requirements 1,334,165 2,976,364 953,328 7,102,270 35,579,693
FTE Change -(0.30) ---
FTE - FY 2017 6.90 15.70 -3.25 1.10
FTE - FY 2016 6.90 16.00 -3.25 1.10
FY 2016 Budget As Revised 1,261,523 2,864,147 836,715 6,259,104 33,686,000
Inc (Dec) from FY 2016 72,642 112,217 116,613 843,166 1,893,693
Health
Benefit
Trust
(675)
Personnel
(650)
Information
Technology
(660)
IT
Reserve
(661)
Insurance
(670)
Internal Service Funds
Page 84
Deschutes County, OREGON
Summaries
FY 2014 FY 2015 FY 2016 FY 2017 Amount Percent
Actual Actual Budget Proposed Change Change
Resources
Beginning net working capital 10,371,843$ 8,381,199$ 8,630,800$ 10,411,770$ 1,780,970$ 21.2%
Property taxes-current year 21,906,252 23,189,038 24,090,700 25,745,691 1,654,991 7.1%
Property taxes-prior year 704,120 647,335 500,000 500,000 - 0.0%
Delinquent taxes-penalties & interest 68,514 58,914 47,750 47,130 (620) -1.1%
Licenses and permits 33,125 31,975 33,800 32,525 (1,275) -4.0%
Intergovernmental revenue 3,297,364 3,328,156 3,150,118 3,267,749 117,631 3.5%
Charges for services 1,325,309 1,735,434 1,621,435 1,901,792 280,357 16.2%
Fines and fees 30 60 - - - 0.0%
Interest revenues 80,059 89,931 120,000 119,000 (1,000) -1.1%
Rents 8,216 19,617 - - - 0.0%
Interfund payments 101,195 67,059 30,385 30,970 585 0.9%
Transfers In - 167,929 438,360 537,825 99,465 59.2%
Proceeds-sale of assets 7,995 29,750 - - - 0.0%
Total General Fund Resources 37,904,022$ 37,746,397$ 38,663,348$ 42,594,452$ 3,931,104$ 10.4%
Requirements
Assessor 3,559,750$ 3,697,588$ 4,125,299$ 4,184,403$ 427,711$ 11.6%
Clerk 1,293,531 1,372,852 1,624,716 2,040,251 415,535 30.3%
BOPTA 59,894 60,320 65,634 68,509 2,875 4.8%
District Attorney's Office 5,382,875 5,375,308 6,146,851 6,412,818 265,967 4.9%
Finance/Tax Office 796,232 778,075 865,513 812,314 (53,199) -6.8%
Veterans' Services 292,672 330,582 416,000 422,673 6,673 2.0%
Property Management Admin 248,054 264,768 293,574 303,213 9,639 3.6%
Grant Projects 130,054 - - - - 0.0%
-
Non-Departmental:-
Personnel Services - - - - - 0.0%
Materials & Services
Internal service fund charges 526,790 550,300 542,110 576,762 34,652 6.3%
Grants, loans and refunds 607,890 202,315 197,000 197,000 - 0.0%
Utility & energy services 140,543 164,522 189,280 190,080 800 0.5%
Other expenses 156,954 213,617 235,153 309,311 74,158 34.7%
Materials & Services Subtotal 1,432,177 1,130,754 1,163,543 1,273,153 109,610 9.7%
Transfers Out:
Court Technology Reserve (111)32,000 32,000 32,000 32,000 - 0.0%
Justice Court (123)140,819 74,398 145,747 25,000 (120,747) -162.3%
PERS Reserve (135)2,000,000 2,000,000 0.0%
Victims' Assistance (212)209,687 150,000 295,648 295,648 - 0.0%
Juvenile (230)5,368,346 5,368,346 5,464,591 5,464,591 - 0.0%
Health Services (274)4,511,966 4,485,515 4,408,227 4,684,193 275,966 6.2%
Community Development (295)495,360 166,770 99,039 - (99,039) -59.4%
Dog Control (350)111,959 152,223 118,059 73,718 (44,341) -29.1%
Adult Parole & Probation (355)451,189 451,189 451,189 451,189 - 0.0%
Jamison-Debt Service (539)248,000 250,000 250,000 250,084 84 0.0%
Jail Project-Debt Service (556)244,752 272,766 271,616 273,291 1,675 0.6%
Fair & Expo Center (618)374,186 365,000 300,000 250,000 (50,000) -13.7%
Administrative Services (625)40,000 40,000 40,000 80,000 40,000 100.0%
BOCC (628)- 190,000 205,249 213,450 8,201 4.3%
Finance/Finance Reserve (630/631)- - 1,200,000 600,000 (600,000) 0.0%
Information Technology (660)66,000 66,000 66,000 66,000 - 0.0%
Other transfers 4,033,320 2,882,997 2,190,043 3,146,264 956,221 33.2%
Transfers Out Subtotal 16,327,584 14,947,204 15,537,408 17,905,428 488,767 3.3%
Capital Outlay - - 100 100 0.0%
Contingency - - 8,104,710 9,171,690 1,066,980 0.0%
-
Non-Departmental Subtotal 17,759,761 16,077,958 24,805,761 28,350,271 3,544,510 22.0%
Total General Fund Requirements 29,522,823$ 27,957,451$ 38,343,348$ 42,594,452$ 8,164,421$ 29.2%
General Fund Summary
Page 85
Deschutes County, OREGON
Summaries
General Fund Department Summary
FY 2014 FY 2015 FY 2016 FY 2017 Amount Percent
Actual Actual Budget Proposed Change Change
Resources
Assessor 875,380$ 819,453$ 795,202$ 849,349$ 54,147$ 6.8%
Clerk 1,276,019 1,650,844 1,534,420 1,810,837 276,417 18.0%
BOPTA 16,097 13,342 11,154 12,350 1,196 10.7%
District Attorney's Office 226,973 299,096 182,612 188,400 5,788 3.2%
Finance/Tax Office 236,278 219,175 192,379 204,730 12,351 6.4%
Veterans' Services 80,787 104,568 98,121 97,400 (721) -0.7%
Property Management Admin 91,900 90,113 75,000 94,500 19,500 26.0%
Grant Projects 2,000 - - - 0.0%
Non-Departmental 35,098,588 34,549,804 35,774,460 39,336,886 3,562,426 10.0%
Total General Fund Resources 37,904,022$ 37,746,395$ 38,663,348$ 42,594,452$ 3,931,104$ 10.2%
Requirements
Personnel Services
Assessor 2,774,574$ 2,910,209$ 3,254,482$ 3,270,384$ 15,902$ 0.5%
Clerk 717,785 749,071 811,092 881,845 70,753 8.7%
BOPTA 44,458 45,538 47,031 49,510 2,479 5.3%
District Attorney's Office 4,404,442 4,515,573 5,025,512 5,232,715 207,203 4.1%
Finance/Tax Office 486,162 425,459 452,278 418,578 (33,700) -7.5%
Veterans' Services 207,479 223,501 284,842 318,889 34,047 12.0%
Property Management Admin 196,757 209,277 233,952 248,213 14,261 6.1%
Grant Projects 122,909 - - - 0.0%
Non-Departmental - - - - - 0.0%
Personnel Services Subtotal 8,954,566 9,078,628 10,109,189 10,420,134 310,945 3.1%
Materials & Services
Assessor 785,176 787,380 870,717 900,011 29,294 3.4%
Clerk 575,746 623,781 813,524 907,406 93,882 11.5%
BOPTA 15,436 14,783 18,503 18,999 496 2.7%
District Attorney's Office 967,453 848,755 1,058,859 1,159,123 100,264 9.5%
Finance/Tax Office 310,070 352,616 413,135 393,736 (19,399) -4.7%
Veterans' Services 85,193 107,081 131,058 103,784 (27,274) -20.8%
Property Management Admin 47,637 51,831 55,862 55,000 (862) -1.5%
Grant Projects 7,145 - - - 0.0%
Non-Departmental 1,432,177 1,130,753 1,163,543 1,273,153 109,610 9.4%
Materials & Services Subtotal 4,226,033 3,916,980 4,525,201 4,811,212 286,011 6.3%
Capital Outlay (All departments)- - 52,200 275,008 222,808 426.8%
Transfers Out
District Attorney's Office 10,980 10,980 10,980 10,980 - 0.0%
Property Management Admin 3,660 3,660 3,660 - (3,660) -100.0%
Non-Departmental 16,327,584 14,947,204 15,537,408 17,905,428 2,368,020 15.2%
Transfers Out Subtotal 16,342,224 14,961,844 15,552,048 17,916,408 2,364,360 15.2%
Contingency (Non-Departmental)- - 8,104,710 9,171,690 1,066,980 13.2%
Total Requirements/Expenditures 29,522,823$ 27,957,452$ 38,343,348$ 42,594,452$ 4,251,104$ 11.1%
General Fund Support
Assessor 2,684,370 2,878,136 3,330,097 3,335,054 4,957 0.1%
Clerk 17,512 (277,992) 90,296 229,414 139,118 154.1%
BOPTA 43,797 46,979 54,480 56,159 1,679 3.1%
District Attorney's Office 5,155,902 5,076,212 5,964,239 6,224,418 260,179 4.4%
Finance/Tax Office 559,954 558,900 673,134 607,584 (65,550) -9.7%
Veterans' Services 211,885 226,014 317,879 325,273 7,394 2.3%
Property Management Admin 156,154 174,655 218,574 208,713 (9,861) -4.5%
Grant Projects 128,054 - - - - 0.0%
Total Support to General Fund
Operational Departments 8,957,628 8,682,904 10,648,699 10,986,615 337,916 3.2%
Page 86
Community Justice
Community Justice—Juvenile (Fund 230)
Adult Parole & Probation (Fund 355)
District Attorney’s Office
District Attorney’s Office (Fund 001-11)
Victims’ Assistance (Fund 212)
Liquor Enforcement (Fund 208)
Justice Court
Justice Court (Fund 123)
Sheriff’s Office
Sheriff’s Office (Fund 255)
Countywide Law Enforcement District (Fund 701)
Rural Law Enforcement District (Fund 702)
Court Facilities (Fund 240)
Deschutes County Communications System (Fund 245)
Communications System Reserve (Fund 256)
Countywide Law Enforcement District Capital Reserve (Fund 703)
Rural Law Enforcement District Capital Reserve (Fund 704)
Public Safety Departments
Public Safety
Deschutes County, OREGON Page 87
Deschutes County Community Justice Department (department) is comprised of the Juvenile Community Justice
(juvenile) and Adult Parole & Probation (adult) divisions. The juvenile division operates the County’s juvenile
detention facility and provides all other juvenile services. The adult division provides community-based field
supervision of adult offenders on diversion, probation, parole or post-prison supervision.
The department’s budget is comprised of two funds that finance five programs:
Juvenile Services. Includes Assessment and Court Services
(immediate assessment, intake and routing of referrals including referrals
filed in court by the Deschutes County district attorney), Field Services
(supervision, skill building and community service opportunities for
delinquent juveniles who are on probation with the Deschutes County
court or have agreed to a formal supervision contract in lieu of court
involvement) and juvenile delinquent and family-based Behavioral Health
Services. Together these provide a comprehensive and evidence -based
system to provide ORS required intervention with juveniles who are at risk
or choose to commit crime.
Juvenile Detention provides risk assessment, assistance to law
enforcement in locating safe alternative placements if juveniles do not
qualify for detention, temporary secure detention for juveniles arrested or
adjudicated for delinquent conduct and 30-day detention programming for
Deschutes and regional adjudicated juveniles. It includes all associated ORS requirements for security, custodial,
educational and health and safety services.
Adult Community Corrections provides felony offender supervision and where indicated intensive treatment
and cognitive programming of all persons on probation, parole, post-prison supervision or diversion for felony
crimes.
Adult Community Safety and Restoration includes supervision of persons on probation for misdemeanor
sex crimes or those who are on probation or diversion for domestic violence offenses, and offenders who have been
ordered by the court or through a sanction for non-compliance to comply with electronic monitoring and/or perform
community service.
Administration and Performance Management encompasses executive department administration,
research and quality assurance, budget management and accounting for both divisions.
Department Overview
Ken Hales, Director
Community Justice
Mission Statement
To protect the public, repair harm, hold offenders accountable, and facilitate pro-social thinking.
Public Safety—Community Justice
Deschutes County, OREGON
Total Budget $7,362,143
Budget C hange -0.37%
Total Staff 46.90 FTE
Staff C hange -0.90 FTE
Juvenile Summary
Total Budget $7,064,486
Budget C hange +7.18%
Total Staff 39.45 FTE
Staff C hange +0.90 FTE
Adult Parole & Probation
Summary
Page 88
Successes and Challenges
Successes in the Past Year
Since 2011 the juvenile division has methodically assessed the extent to which it provides evidence-based
practices (EBPs). EBPs use “the right information at the right time to make the right decisions” to improve the
likelihood that youth offenders will remain crime-free and become productive citizens. The first part of FY16
saw formal implementation of a cutting-edge, evidence-based system of services, including outcomes-based and
specialized teams to better assess, target and provide services to those juveniles most likely to reoffend. The
division was able to utilize existing department FTE resources to manage this shift, in part due to efficiencies
sought in the juvenile detention program (see below).
Admissions to the juvenile detention facility increased slightly in 2015, stabilizing after a continual six-year
declining trend. The department projects the current level of service required will remain somewhat stable for
the foreseeable future and has embarked on several efficiencies, including a reduction in supervisory and
management FTE requirements, and a projected FY17 reduction in use of on-call staff that will save the
county approximately $200,000 annually.
Resources and Requirements Charts
Public Safety—Community Justice
Deschutes County, OREGON
Beginning
Capital
17%
State Gov Pmts
69%
Fines & Fees
6%Interfund
Transfers
6%
Other
2%
Adult Parole & Probation Resources
Personnel
62%
Materials &
Services
24%
Contingency
13%
Other
1%
Adult Parole & Probation
Requirements
Beginning
Capital
16%
State Gov Pmts
8%
Interfund
Transfers
74%
Other
2%
Juvenile Resources
Personnel
70%
Materials &
Services
17%
Transfers Out
1%
Contingency
12%
Juvenile Requirements
Page 89
The juvenile division entered a lease agreement with J Bar J Youth Services for one housing unit in the
detention facility, providing much-needed programming space for this local community partner and $39,000 in
lease income.
The juvenile division gained significant victim advocacy support services from the District Attorney and now
has a victim advocate on site at the division for up to 30 hours per week.
The adult division successfully submitted and was awarded two state grants bringing four evidence-based
system changes to the county as part of the state’s effort to reduce prison populations:
Downward Departure Assessment: Identify and provide risk information to District Attorneys on new
felony cases that might be eligible for community supervision in lieu of a prison sentence. If accepted as a
downward departure, provide intensive supervision, cognitive behavioral treatment and recovery support
for at least six months.
Short-term Transitional Leave: Identify eligible and risk-appropriate felony for early release (up to 90
days) from prison. Provide housing when needed, intensive supervision for at least 90 days, cognitive
behavioral treatment and recovery support.
Family Sentencing Alternative: Downward departure and intensive community supervision/recovery
supports in lieu of prison for eligible offenders with children involved with the Department of Human
Services.
Recovery Support: Comprehensive system of drug and alcohol treatment and recovery support for
offenders with chemical addictions impeding their likelihood of pro-social choices and lifestyles.
The adult division found a more cost-effective electronic monitoring (EM) provider. EM remains a valuable and
well-utilized resource to the courts and District Attorneys and relieves pressure on the county jail, while
enabling higher risk offenders to retain employment without unduly jeopardizing public safety. Because ability
to pay is not a necessary consideration for eligibility, the department is pleased to project an approximate
$40,000 reduction in program expenses which reduces grant and county fund subsidization of EM services for
those unable to pay.
Significant Issues in the Year Ahead
Lower level and chronic juvenile crime and delinquency that historically the juvenile justice system
has seen as outside of its scope are nonetheless behaviors that are often “early warning” signs of future
delinquency. Because many youth who go on to commit felony or multiple serious offenses have referral
histories full of low level behavior such as runaways, curfew violations or referrals at a very young age, we
continue to seek ways to apply evidence-based practices to these types of referrals in an equitable and
consistent way.
Evidence-based offender supervision requires smaller offender/staff ratios than traditional probation
supervision. We will continue to monitor the extent to which current staffing capacity can meet the
workload need in both divisions.
State prison reduction strategies and funding remain new political and economic trends. The
department will continue to monitor trends and implement new programming in a smart way that remains
flexible should political or economic supports shift.
Evidence-based and data-driven programming is the new normal in juvenile and adult justice
systems. The department will continue to increase attention and resources to providing quality assurance,
documentation and reporting of our innovations and practices. A goal is to increase capacity to seek
ancillary grant and other funding to support effective and cutting edge services. The director will continue to
analyze and where appropriate consolidate administrative, fiscal and operations functions between the two
Public Safety—Community Justice
Deschutes County, OREGON Page 90
Staff Summary
Organizational Chart
Public Safety—Community Justice
Deschutes County, OREGON
divisions in order to demonstrate evidence-based practices, develop specialized categorized funding options
and report on program outcomes.
Fiscal Issues and Conditions
As a statutory county responsibility, the juvenile division derives nearly 90% of its operating revenue from the
County General Fund. The FY 2017 General Fund transfer is approximately the same as the 2011 appropriation.
Since 2009, the juvenile division has balanced the budget by reducing FTE by 25%. Minimum necessary basic
service levels are maintained through FY 2017 with no increase to the FY 2017 County General Fund transfer.
As noted during the FY2016 budget process, the FY 2017 budget increases use of contingency by more than
$60,000 over last year. We will continue to utilize contingency until balances are in line with county required
minimums.
The adult division derives 82% of its operating revenue from the Oregon Department of Corrections grants in
FY17, an increase of 6% from the last biennium. The FY 17 budget reflects second year biennial state funding
that remains the same as our adjusted FY16 budget. Due to late receipt of two larger than projected increases in
key state funding streams, the division will enter FY2017 with a healthy beginning net working capital balance
and is able to meet expenditure needs for FY 2017 without an increase to the FY 2017 general fund.
Community Justice Director
1.00 FTE
Juvenile Detention
Supervisors
2.00 FTE
Special Programs
Supervisor
1.0 FTE
Behavioral Health
Supervisor
1.00 FTE
Juvenile Probation
Supervisors
2.00 FTE
Parole & Probation
Deputy Director
1.00 FTE
Parole & Probation
Supervisors
3.00 FTE
Program
Supervisor
1.00 FTE
Parole & Probation
Officers
23.00 FTE
Senior Administrative
Manager
1.00 FTE
Community Justice
Officers
2.0 FTE
Behavioral Health
Specialists
4.00 FTE
Community Justice
Specialists
14.60 FTE
Community Justice
Officers
12.00 FTE
Records
Technicians
5.00 FTE
Management
Represented by AFSCME
Represented by FOPPO
Department Head
Confidential Employees
Juvenile Deputy
Director
1.00 FTE
Administrative
Supervisor
1.00 FTE
Accounting
Technician
1.00 FTE
Probation
Specialists
3.75 FTE
Juvenile Detention
Manager
1.00 FTE
Community Service
Specialists
2.0 FTE
Administrative
Analyst
1.00 FTE
Front Office
Technicians
2.00 FTE
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Juvenile Justice FTE (Fund 230)55.30 53.00 48.20 47.80 47.80 46.90
Adult Parole & Probation (Fund 355)35.05 32.55 33.55 33.55 38.55 39.45
TOTAL COMMUNITY JUSTICE FTE 90.35 85.55 81.75 81.35 86.35 86.35
Page 91
Public Safety—Community Justice
Deschutes County, OREGON
Budget Summary — Adult Parole & Probation (Fund 355)
Budget Summary — Juvenile Justice (Fund 230)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,177,566 1,244,605 1,271,324 1,200,000 1,200,000 (5.61%)
Federal Government Payments 9,434 1,205 - - - -
State Government Payments 402,078 553,129 551,764 551,762 551,762 (0.00%)
Charges for Services 55,332 99,347 61,100 62,100 62,100 1.64%
Fines & Fees 100 8,242 6,050 6,050 6,050 0.00%
Interest Revenue 7,611 9,751 7,000 8,000 8,000 14.29%
Other Non-Operational Revenue 5,642 8,613 8,000 49,640 49,640 520.50%
Interfund Grants 145,429 20,000 20,000 20,000 20,000 0.00%
Interfund Transfers 5,368,346 5,368,346 5,464,591 5,464,591 5,464,591 0.00%
Total Resources 7,171,538 7,313,239 7,389,829 7,362,143 7,362,143 (0.37%)
Personnel Services 4,887,572 4,994,826 5,319,157 5,184,477 5,186,945 (2.49%)
Materials & Services 1,035,701 1,007,504 1,153,324 1,266,762 1,273,154 10.39%
Capital Outlay - - 100 - - (100.00%)
Transfers Out 3,660 3,660 3,660 44,000 44,000 1102.19%
Contingency - - 913,588 866,904 858,044 (6.08%)
Total Requirements 5,926,933 6,005,990 7,389,829 7,362,143 7,362,143 (0.37%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 747,520 1,131,982 662,516 1,162,000 1,162,000 75.39%
State Government Payments 3,744,147 3,294,038 4,881,032 4,881,061 4,881,061 0.00%
Charges for Services 16,805 19,122 6,500 6,500 6,500 0.00%
Fines & Fees 444,104 432,975 435,000 410,000 410,000 (5.75%)
Interest Revenue 7,807 9,550 7,000 7,000 7,000 0.00%
Other Non-Operational Revenue 1,323 1,600 1,500 - - (100.00%)
Interfund Charges 50,000 50,000 50,000 50,000 50,000 0.00%
Interfund Grants 120,242 102,612 96,736 96,736 96,736 0.00%
Interfund Transfers 451,189 451,189 451,189 451,189 451,189 0.00%
Total Resources 5,583,137 5,493,069 6,591,473 7,064,486 7,064,486 7.18%
Personnel Services 3,343,789 3,581,700 4,013,941 4,407,132 4,407,793 9.81%
Materials & Services 1,107,365 1,047,720 1,551,315 1,719,039 1,721,927 11.00%
Capital Outlay - - 68,100 10,000 10,000 (85.32%)
Transfers Out - - 41,472 22,000 22,000 (46.95%)
Contingency - - 916,645 906,315 902,766 (1.51%)
Total Requirements 4,451,154 4,629,420 6,591,473 7,064,486 7,064,486 7.18%
Page 92
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
Objective #2: Promote public safety programs to reduce crime and repair harm.
Measure #1: 80% of Juvenile Community Justice Officers meeting contact and skill-building
goals with medium and high risk offenders.
Measure #2: 10% of juveniles presented to detention commit a new offense or technical
violation prior to disposition.
Measure #3: 10% percent of first-time juvenile marijuana and alcohol violators assessed as low
risk reoffend within one year.
Measure #4: 75% of adult felony probationers’ successful case closures.
Measure #5: 700 adult offender sanctions ordered.
Measure #6: 25 adult offender revocations processed.
Measure #7: 600 interventions provided to adult offenders.
Measure #8: 50% of successful case closures of adults on felony post-prison supervision.
County Goal – Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
Objective #4: Support and promote Deschutes County Customer Service “Every Time” standards.
Measure #9: 80% of juvenile cases assessed and initially routed within 30 days of referral
receipt.
Public Safety—Community Justice
Deschutes County, OREGON Page 93
Juvenile Services Program
This program is comprised of three projects: assessment and court services, field services and behavioral health/
Functional Family Therapy. These projects are collectively supported by 2 Front Office Technician FTE and 1
Administrative Supervisor FTE.
Assessment and court services project: consists of one team staffed by 5.5 Community Justice Officer (CJO)
FTE and 1 CJO Supervisor FTE screening and/or assessing all law enforcement referral to the department
(approximately 1,300):
Intake and assessment – Provides immediate review and/or contact and risk assessment of +/- 1,300 youth
referred to the department by law enforcement for a delinquent offense. After assessment, referrals are
routed according to the level of risk posed, the impact on victims and community and need for individual
accountability.
Court services –Provides specialized pre-trial/adjudication and post-adjudication services for the
approximately 120 cases active in juvenile court at any given time. Staff prepare reports, court filings,
appear in court and coordinate any court-required information or service provision during the adjudication
process.
Low risk monitoring –Provides compliance monitoring and community relations for +/-75 juveniles who have
committed an offense and are required to complete victim restoration or other accountability measures but
who are at low risk of committing a new offense.
Field services project: consists of two teams staffed by 8.5 CJO FTE, 1.4 Community Service Specialist FTE
and 2 CJO Supervisor FTE:
Risk Reduction Team –Provides case management of +/- 150 medium to high risk juveniles who have
committed a delinquent offense/s, whether they are involved with the court or through a formal supervision
contract with the department. Staff see high risk youth at least once per week and provide evidence-based
skill building sessions, monitor compliance and coordinate other needed interventions or services.
Special Programs Team –Provides community service crew management to +/- 50 youth each month and
specialized case management to 35-50 juveniles who have committed an offense of a sexual nature. Staff see
juveniles weekly and provide evidence-based skill building sessions, monitor compliance and coordinate
sexual offender treatment and other needed interventions or services.
Juvenile Behavioral Health/Functional Family Therapy project: consists of one team staffed by
4 Behavioral Health Specialist FTE and 1 Behavioral Health Supervisor FTE.
Behavioral health –Provides +/- 80 mental health and/or alcohol and other drug assessments for juveniles in
custody or who require expedited assessment for placement and other reasons and crisis and behavioral
health coordination for all +/- 300 admissions to the detention facility.
Functional Family Therapy –Provides in-home, evidence-based family therapy for +/- 75 families annually
using the Functional Family Therapy model.
Public Safety—Community Justice
Deschutes County, OREGON Page 94
Juvenile Detention
One Detention Manager FTE and 2 Community Justice Specialist Supervisors FTE oversee 14.6 Community
Justice Specialist FTE to operate a 24-7 facility with +/- 300 admissions per year and medium-term average daily
population of 14. Supervisors and staff provide:
Detention intake and assessment – staff provide information and communication between law enforcement,
probation services and parents/guardians. Staff conduct a risk assessment and legal check for all juveniles
brought to detention. Staff locate and coordinate a safe placement for youth not eligible for detention.
Security and milieu management – staff provide line of sight supervision with all youth at all times in any
occupied housing unit or area and maintain an orderly, safe and structured setting for detained juveniles
24-7. Staff monitor acting out youth; utilize positive discipline, and monitor medication and other behavioral
needs.
Skill building/education – designated staff provide skill groups, physical exercise and productive in-house
recreation, art and other enrichment activities and provide assistance to juveniles when they are engaged in
school. Year round schooling is offered through the Bend LaPine school district and Central Oregon
Intergovernmental Council (COIC).
30-day program – designated staff provide short-term cognitive behavioral programming for +/-20
adjudicated juveniles per year who are not succeeding in the community and whose behavior poses a threat
to others without the secure and structured environment of detention.
Regional detention services – when capacity allows, staff house offenders from neighboring counties for a
daily fee totaling an anticipated $60,000 in FY16, providing a vital link in the regional public safety system
for smaller counties without detention resources.
Public Safety—Community Justice
Deschutes County, OREGON
Budget Summary — Juvenile Services Program
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2016
State Government Payments 215,649 333,089 362,196 447,569 23.57%
Charges for Services 2,312 678 - - -
Other Revenue 286 67 6,800 7,850 15.44%
Interfund Grants & Payments 145,429 20,000 20,000 20,000 0.00%
Interfund Transfers 2,240,161 2,339,976 2,545,562 2,910,271 14.33%
Total Resources 2,603,837 2,693,810 2,934,558 3,385,690 15.37%
Personnel Services 2,230,025 2,320,361 2,532,617 2,811,969 11.03%
Materials & Services 373,812 367,520 401,941 529,721 31.79%
Transfers Out - - - 44,000 -
Total Requirements 2,603,837 2,687,881 2,934,558 3,385,690 15.37%
Page 95
Adult Community Corrections Program
This program comprises the bulk of the Adult division revenues and expenditures and contains four projects
staffed by 2.7 Parole and Probation Supervisor FTE; 20.6 Parole and Probation Officer FTE; 4.6 Records
Technician FTE, 1 Administrative Analyst FTE and .5 Administrative Manager FTE.
Community Corrections: Consists primarily of Department of Corrections Grant-in-Aid funded supervision
and case management of most of the county’s felony offenders (approximately 1,250) including: risk assessment,
home visits, office visits, recovery support services, arrests, court testimony, investigations and risk reduction.
Justice Reinvestment: Provides services for approximately 150 offenders funded by the state’s Justice
Reinvestment Initiative to reduce prison populations, including: risk assessment, supervision, case management,
recovery support services and cognitive interventions for offenders eligible for either Short Term Transitional
Leave or a Downward Departure sentence.
Addictions Reduction: Provides services for up to 75 offenders funded by the state’s Supplemental program for
offenders with chemical addictions. Includes risk assessment, supervision, case management, recovery support
services and cognitive interventions.
Family Preservation: Provides services for approximately 30 offenders who have children in the Dependency
Court system funded by the state’s Family Sentencing Alternative Program. Services include risk assessment,
supervision, treatment and recovery support services, electronic monitoring and coordination with Department of
Human Services and the Family Drug Court.
Public Safety—Community Justice
Deschutes County, OREGON
Budget Summary — Juvenile Detention Program
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2016
State Government Payments 114,440 131,678 112,000 30,535 (72.74%)
Federal Government Payments 7,090 - 24,000 20,000 0.00%
Charges for Services 71,576 118,244 55,000 55,000 0.00%
Leases - - - 39,060 -
Interfund Transfers 2,210,987 2,347,696 2,330,296 2,290,110 (1.72%)
Total Resources 2,404,093 2,597,618 2,521,296 2,434,705 (3.43%)
Personnel Services 1,945,320 1,982,255 2,030,359 1,900,620 (6.39%)
Materials & Services 458,773 422,970 490,937 534,085 8.79%
Transfers Out - - - - -
Total Requirements 2,404,093 2,405,225 2,521,296 2,434,705 (3.43%)
Page 96
Adult Community Safety and Restoration
This program is comprised of three projects staffed by 2.4 Parole and Probation Officer FTE; 2.75 Parole and
Probation Specialist FTE and is overseen by .3 Parole and Probation Supervisor FTE and.5 Administrative
Manager FTE. A .4 Records Technician FTE and a .4 Community Service Specialist FTE also support the
program:
Misdemeanor Supervision: Provides public safety and accountability services for approximately 150
misdemeanor offenders including: risk assessment, home visits, office visits, recovery support services,
arrests, court testimony, investigations and risk reduction.
Electronic Monitoring: Provides placement and monitoring of approximately 110 offenders at any time
either on surveillance or as a sanction for violating terms of supervision. Additionally, it is applied to specific
misdemeanor offenders as ordered by the court, including chronic and persistent DUII offenders. Persons on
electronic monitoring may or may not be supervised by department parole and probation officers.
Community Service: Provides adult community service crew supervision and community service placement
coordination for approximately 225 court ordered offenders each month, including those not on departmental
supervision.
Public Safety—Community Justice
Deschutes County, OREGON
Budget Summary — Adult Community Corrections Program
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital - - - 112,752 -
State Government Payments 3,096,981 3,294,038 3,518,509 4,165,209 18.38%
Charges for Services 640 538 500 500 0.00%
Fines and Fees 209,192 187,399 178,500 185,000 3.64%
Interfund Grants & Payments 70,242 - 46,736 46,736 0.00%
Interfund Transfers 50,000 52,612 - - -
Total Resources 3,427,055 3,534,587 3,744,245 4,510,197 20.46%
Personnel Services 2,719,127 2,766,228 2,920,699 3,292,789 12.74%
Materials & Services 707,928 768,359 823,546 1,217,408 47.83%
Total Requirements 3,427,055 3,534,587 3,744,245 4,510,197 20.46%
FY 2104 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2016
State Government Payments 242,237 - 315,212 365,490 15.95%
Charges for Services 6,997 10,191 - - -
Fines and Fees 244,049 245,874 262,500 231,000 (12.00%)
Interfund Grants & Payments 50,000 - 100,000 100,000 0.00%
Interfund Transfers - 100,000 451,189 451,190 0.00%
Total Resources 543,283 356,065 1,128,901 1,147,680 1.66%
Personnel Services 194,997 112,295 615,214 753,732 22.52%
Materials & Services 348,286 243,770 513,687 393,948 (23.31%)
Total Requirements 543,283 356,065 1,128,901 1,147,680 1.66%
Page 97
Administration and Performance Management
This program is comprised of 5 FTE: One Department Director, two Deputy Directors, a senior administrative
manager and the accounting technician. It provides cross-department executive, operational and administrative
management, including budget management, research and quality assurance, purchasing, accounts payable and
payroll. This program is also where the beginning net working capital for each fund is maintained.
Juvenile
Adult Parole & Probation
Public Safety—Community Justice
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital 1,177,566 1,244,605 1,271,324 1,200,000 (5.61%)
State Government Payments 53,647 72,994 53,617 53,658 0.08%
Fines & Fees - - 6,100 6,100 0.00%
Other Revenue 15,197 23,548 14,200 17,780 25.21%
Interfund Transfers 917,198 680,664 588,734 264,210 (55.12%)
Total Resources 2,163,608 2,021,811 1,933,975 1,541,748 (20.28%)
Personnel Services 704,717 692,210 756,181 474,356 (37.27%)
Materials & Services 210,625 217,015 260,446 209,348 (19.62%)
Capital Outlay - - 100 - (100.00%)
Transfers Out 3,660 3,660 3,660 - (100.00%)
Contingency - - 913,588 858,044 (6.08%)
Total Requirements 919,002 912,885 1,933,975 1,541,748 (20.28%)
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital 747,520 1,131,982 662,516 1,049,248 58.37%
State Government Payments 404,929 - 1,047,311 350,362 (66.55%)
Fines & Fees 9,161 - - - -
Other Non-Operational Revenue - 19,246 8,500 7,000 (17.65%)
County General Fund 451,189 451,189 - - 0.00%
Total Resources 1,612,799 1,602,417 1,718,327 1,406,610 (18.14%)
Personnel Services 426,517 444,845 484,250 360,722 (25.51%)
Materials & Services 54,298 293,723 207,859 107,573 (48.25%)
Capital Outlay - 100 68,100 10,000 (85.32%)
Transfers Out - - 41,472 22,000 (46.95%)
Contingency - - 916,646 906,315 (1.13%)
Total Requirements 480,815 738,668 1,718,327 1,406,610 (18.14%)
Page 98
The Office of District Attorney is created by the Oregon Constitution. Article VII, Section 17 provides:
There shall be elected by districts comprised of one, or more counties, a sufficient number of
prosecuting Attorneys, who shall be the law officers of the State, and of the counties within their
respective districts, and shall perform such duties pertaining to the administration of Law, and
general police as the Legislative Assembly may direct.
The District Attorney’s Office is headed by the elected District
Attorney, who directs staff consisting of chief deputy district
attorneys, deputy district attorneys, legal assistants, trial
assistants, an investigator, IT staff, and victims’ advocates.
The primary goal of the Deschutes County District Attorney’s
office is to ensure Deschutes County is a safe place to live, work
and raise a family. We achieve this goal by working with the
community to prevent crime, and by holding offenders accountable when crimes occur.
In addition to our primary responsibility, criminal prosecution, the District Attorney’s office is
responsible for providing the following public safety services:
Representing the State in juvenile delinquency and dependency matters where the focus is
on the safety, health and welfare of children.
Death investigations.
Acting as forfeiture counsel in criminal forfeiture matters.
Representing the State in civil commitment proceedings.
Co-administering with the Sheriff, the County’s officer involved shooting plan and
protocols (SB 111 plan).
Managing multi-disciplinary teams (MDT) including Child Abuse MDT, Elder Abuse MDT,
Sexual Assault Team (SART).
Domestic Violence Council.
Department Overview
John Hummel, District Attorney
District Attorney’s Office
Mission Statement
The primary responsibility of the District Attorney is to seek justice, which can only be achieved through the
representation and presentation of the truth. This responsibility includes, but is not limited to, ensuring
that the guilty are held accountable, that the innocent are protected from unwarranted harm, and that the
rights of all citizens, particularly victims of crime, are respected.
* Total budget & staff for Fund 001-1100 ,
Victims' Assistance budget & staff not included
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Total Budget $6,412,818
Budget C hange +4.33%
Total Staff 42.95 FTE
Staff C hange No C hange
District Attorney's Summary*
Page 99
District Attorney's Office (Fund 001-11) Charts
Successes and Challenges
Successes in the Past Year
Prosecution
Successful trial prosecutions of a number of complex cases including: child physical abuse, child sexual abuse,
robbery, felony assaults, rape, felony domestic violence crimes and felony property crimes.
Aggravated Murder Case sentencing retrial. The case of State v. Justin Link was remanded to Deschutes
County after an appeal of the court’s imposition of a life sentence for this defendant who was a juvenile at the
time of this crime. The resentencing occurred in March.
The District Attorney developed and implemented policies and prosecution standards for his deputy district
attorneys. This ensures that justice is delivered uniformly and fairly to those accused of committing crimes.
Worked with the court and defense attorneys to expand the District Attorney’s early disposition program. This
program produces speedy and uniform resolution of relatively minor cases resulting in swift accountability for
offenders, increased payment of restitution to crime victims, and less hearings for our overburdened court.
Community Collaboration
A successful National Crime Victims’ Week brought recognition and awareness of crime victims’ rights to the
forefront of the community through education, recognition and public service announcements.
Worked with County Counsel to streamline obtaining juvenile records for grand jury proceedings.
Worked with Deschutes County 9-1-1 Director to develop a program that enables District Attorney staff
members to obtain recordings of 9-1-1 calls via an online portal as opposed to our previous practice of
requesting tape recordings. This saves time and taxpayer resources.
District Attorney staff presented to: Redmond Police Department, Bend Police Department, Oregon Youth
Challenge Program, Mountain View High School criminal justice classes, OSU Cascades State and Local
Government class, local Rotary clubs, the Oregon District Attorney’s Association, Lion’s Club, Deschutes
Public Safety—District Attorney’s Office
Deschutes County, OREGON
General Fund
97%
Other
3%
Resources
Personnel
82%
Materials &
Services
18%
Other
< 1%
Requirements
Page 100
Public Safety—District Attorney’s Office
Deschutes County, OREGON
County College, Department of Justice Scam Jam event, and the League of Women Voters.
Our attorneys provided instruction at the Central Oregon Law Enforcement Reserve Academy on the topics of:
Introduction to the Criminal Justice System, property crimes, sex crimes, assault, murder, drugs, robbery,
procedural law, and juvenile law. Total instruction time was 32 hours.
Human Resources
Successfully recruited and integrated into our team: three deputy district attorneys, one trial assistant, two
receptionists, eight law clerks, two Victim Advocates, one volunteer, one IT technician, and one administrative
supervisor.
Negotiated and ratified a new labor agreement with the deputy district attorney association. Negotiations
were harmonious and produced an agreement that was mutually beneficial for the parties and which is in
effect until June of 2020.
Facilities
Seamless and successful transition into new office space on the ground floor of our long time home. This
expansion allows for desks for all of our staff (we had people sitting in the lobby and common areas) and
improves safety by requiring visitors to first pass through courthouse security screening before entering our
office.
District Attorney Technology
Transition and the 2015 JustWare Conference - In 2015 Chad Morris, our resident JustWare guru, decided to
leave the county to pursue other interests. In June we were able to bring Casey Newsom onboard to fill the
void that Chad left. Casey has quickly picked up JustWare and has not only been able to maintain the system
but has continued to add enhancements that make our office more efficient. In October we were able to send
Casey and one of our attorneys to the JustWare users’ conference. Attending this conference has allowed our
staff to make connections with other JustWare users, identify features that could be useful to our office and see
what the future holds for the product.
JustWare Crew - As the use of JustWare has evolved in our office so has the need for connecting with end
users to determine how to most effectively use the product. In response to this need we formed the JustWare
Crew. This is a group of trial assistants, attorneys and a systems analyst that work together to make
JustWare a more usable product for our office. Several ideas have been implemented as a result of the
collaboration of this group.
Increasing Efficiency through JustWare - JustWare is a powerful tool for our office. By leveraging the
capabilities of JustWare we’re able to create efficiencies that help us deal with increasing caseloads. One
example of this has been partnering with our local law enforcement agencies to import data directly from their
systems into JustWare for intake purposes. This will drastically reduce the time that our office spends on the
intake process.
Increased Partnership with County IT - One of our Systems Analysts was out for 12 weeks on FMLA leave.
Central IT agreed to lend our office one of their new hires for 20 hours/week during that time to help
support our IT needs. This partnership allowed central IT to become more familiar with our systems and
processes. It has also provided our office with additional options if we have a temporary need for additional IT
support in the future.
Page 101
Public Safety—District Attorney’s Office
Deschutes County, OREGON
New Tools in the Courtroom – Digital evidence has become an integral part of nearly every case we bring to
trial. It is important for us to be able to clearly and accurately present this evidence to a judge and/or jury so
they can give it fair consideration. We continually evaluate the effectiveness of our currently available tools
and evaluate new tools that can make our presentations in court more effective. This year we will add two
media presentation carts to our arsenal that will enhance our courtroom presence and provide our attorneys
access to the tools they need to present evidence effectively.
Significant Issues in the Year Ahead
Implementation of electronic-discovery
It's time for the District Attorney's Office to continue the modernization of our office operations. Currently we
provide discovery (the evidence of a crime - such as police reports and photos) to defense counsel by hand
photocopying on an annual basis literally hundreds of thousands of pages of paper and hand delivering it.
This is time consuming, a waste of paper, and difficult to track. With the assistance of County Counsel we
have prepared a request for information that has been distributed to software vendors. We anticipate this
project will save money in the long-term (less paper, less wear and tear on copiers and printers) but will
require a relatively small start-up cost.
Development of Deputy District Attorney Career Advancement Tiers
Presently all deputy district attorneys are just that, deputy district attorneys. If you have 20 years of
experience or are brand new your job is deputy district attorney. This creates management challenges for the
district attorney as he seeks to assign tasks and responsibilities to deputies based on their unique skills, yet
in doing so can create internal inequities (such as when one deputy handles more intellectually challenging
cases than another deputy but receives significantly lower pay). Creating career advancement tiers (such as
DDA 1, DDA 2 and DDA 3) will permit the district attorney to assign deputies to the tier that is most
appropriate for their skills and to then compensate appropriately for the work that deputies do. This program
will be developed in collaboration with the deputy district attorney association and the County Human
Resources department.
File scanning and archive project.
Quite simply, the closed file situation in the office is out-of-hand. We ran out of space to store files on-site
which necessitated the rental of an off-site storage unit. We incur the expense of this off-site unit, and, by
relying on paper files, our ability to electronically search for closed files is hampered. Scanning and archiving
old files will save space, save money, and enable enhanced customer service, as staff in our office will be able
to more quickly locate critical information from closed files. Due to delays in completing the expansion of our
office we had to defer this project for a few months. But it will be fully ramped up in FY 2016-2017.
Page 102
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Organizational Chart
Department Head
Management
Represented by AFSCME
Represented by the Deschutes CountyDeputy DA’s Association
Confidential Employee
*District Attorney is funded by State (80%) and Deschutes County (20%)
Staff Summary
DeschutesSafe
DeschutesSafe is the District Attorney’s community advisory group that was created for the purpose of
conducting a deep dive assessment of crime in Deschutes County and then developing recommendations for how
we can enhance our crime prevention efforts. The group completed their preliminary data gathering and
analysis, and is prepared to enter phase two of their work: public outreach. After public input is received and
analyzed by the group, phase three will occur: the development of recommendations for improving our crime
prevention efforts.
Fiscal Issues and Conditions
The District Attorney’s office is not a revenue generating department, but the successes of our office contribute
to community safety and the quality of life in Deschutes County, which are drivers of our community’s overall
economic well-being.
The fiscal health of the District Attorney’s office is sound. With the exception of a request for an additional
deputy district attorney (due to an increase in cases processed by our office) and a relatively small amount of
money to establish a program to assist staff members to cope with the traumatic aspects of our work, we submit
basically a status quo budget.
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
District Attorney's Office FTE (Fund 001-11)40.95 40.95 41.95 42.95 42.95 42.95
Victims' Assistance FTE (Fund 212)4.00 4.00 4.00 4.00 6.00 6.00
TOTAL DISTRICT ATTORNEY'S OFFICE FTE 44.95 44.95 45.95 46.95 48.95 48.95
Page 103
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Budget Summary — District Attorney (Fund 001-11)
Organizational Chart
Department Head
Management
Represented by AFSCME
Represented by the Deschutes CountyDeputy DA’s Association
Confidential Employee
*District Attorney is funded by State (80%) and Deschutes County (20%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
State Government Payments 204,164 264,798 161,612 167,400 167,400 3.6%
Charges for Services 22,809 34,298 21,000 21,000 21,000 0.0%
General Fund 5,155,901 5,076,212 5,964,239 6,498,449 6,224,418 4.4%
Total Resources 5,382,874 5,375,308 6,146,851 6,686,849 6,412,818 4.3%
Personnel Services 4,404,442 4,515,574 5,025,512 5,399,723 5,232,715 4.1%
Materials & Services 967,453 848,755 1,058,859 1,266,146 1,159,123 9.5%
Capital Outlay - - 51,500 10,000 10,000 (80.6%)
Transfers Out 10,980 10,980 10,980 10,980 10,980 0.0%
Total Requirements 5,382,874 5,375,308 6,146,851 6,686,849 6,412,818 4.3%
Citizens of
Deschutes County
Chief Deputy
District Attorneys
2.00 FTE
Investigator
1.00 FTE
Administrative
Supervisor
1.00 FTE
Systems Analyst
2.00 FTE
Deputy District
Attorneys
17.00 FTE
DA Executive
Assistant
1.00 FTE
Customer Service
Clerk II
1.00 FTE
Legal Assistant
1.00 FTE
Victims Advocates
5.00 FTE
Trial Assistants II
15.00 FTE
District Attorney
1.00 FTE*
Victims Assistance
Program Director
1.00 FTE
Trial Assistant I
1.00 FTE
Management
Analyst
.25 FTE
Customer Service
Clerk I
0.50 FTE
Page 104
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
County Objective #2: Promote public safety programs to reduce crime and repair harm.
Measure #1: Partner with Sheriff, Circuit Court, defense counsel, and other community
partners on at least one initiative to reduce the adult jail’s pre -trial population.
County 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.
Measure #2: Total cases filed, broken down by felony, misdemeanor, juvenile delinquency,
juvenile dependency, and civil commitment. Average of annual cases filed per Deputy
District Attorney (DDA) is shown below.
*Accounts for Deputy District Attorneys being out on FMLA leave.
** Projection based on 2016 to date monthly average.
2014 2015 2016
To Date
2017
Target
Felony 1,754 1,868 619 1,857**
Misdemeanor 2,865 2,920 1,004 3,012**
Juvenile Delinquency 228 190 105 315**
Juvenile Dependency 51 109 41 123**
Total 4,898 5,087 1769 5,307
Per DDA 272* 282* 98* 279
Mental Health Holds - - -
Civil Commitment 16 17 4 12
Page 105
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Victims’ Assistance (Fund 212)
The District Attorney administers the Victims’ Assistance Program (VAP) which provides services for victims of
crime. Our services include providing information and assistance regarding the criminal justice system, crime
victims’ compensation, victims’ rights, court hearing notification, VINE (victim notification on defendant custody
status), resource referrals, parole board hearings and all other vital information and services. The goal is to
provide timely and effective services for all crime victims in the community. The services VAP provides are not
replicated by any other agency in the community and are required under Oregon Statute. In 2015, Victims’
Assistance provided support to 3534 victims. The VAP staff and volunteers provided more than 27,670 points of
contact for services to victims in criminal cases and the community in general (mail, phone calls, court, meetings).
VAP is currently composed of five Victims’ Advocates and one intern, all supervised by the Program Coordinator.
The program maintains a caseload that serves victims of crimes in both the juvenile and adult court. Staff and
interns handle walk-ins on a daily basis in addition to a continuous stream of telephone, mail and email contacts.
Oregon Statutes and the Constitution mandate many of the services provided by this program. The following is a
list of the policies and procedures in place that support each mandate for the VAP, as well as other program
objectives:
Informing victims, as soon as practicable, of their rights under Oregon law (ORS147.417)
Informing crime victims of their case status and progress (OR Const, Art I, ORS 419C.273)
Measure #3: Total cases reviewed. Average of annual cases filed per Deputy District Attorney
(DDA) is shown below.
*Accounts for Deputy District Attorneys being out on FMLA leave.
** Projection based on 2016 to date monthly average.
*** Total cases reviewed for 2017 will be 404. Total cases reviewed includes in addition to
felony, misdemeanors, and juvenile cases: death investigation, mental holds, civil
commitments, peace officer holds, requests for relief, contempt cases, and expungements.
2014 2015 2016
To Date
2017
Target
Felony 2,110 2,266 714 2,142**
Misdemeanor 3,677 3,787 1,244 3,732**
Juvenile Delinquency 297 228 118 354**
Juvenile Dependency 51 109 41 123**
Total 6,145 6,390 2,117 6,351
Per DDA 340* 355* 117* 334***
Mental Health Holds 446 324 70 210
Civil Commitment 16 17 4 12
Page 106
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Providing the victim information regarding the defendant’s status regarding HIV and other communicable
diseases (ORS 135.139)
Providing information to the victim about the defendant’s criminal record (ORS 147.421)
Accompanying victims to court hearings (ORS 147.425)
Advocating for the victim’s preferences around defense discovery (ORS 135.970)
Assisting the victim with media (ORS 135.873)
Assisting with ensuring that the victim’s civil rights are not violated (ORS 657.176; ORS 659A.885; ORS
90.325)
Assisting victims in obtaining the return of property held as evidence.
Assisting victims with safety planning (Or Const art I)
Facilitating testimony of victims and witnesses, including ensuring an interpreter for the victim (HB2339)
Providing crisis intervention counseling and stabilization to victims of crime.
Referring victims to community resources (ORS 192.868; OAR 461-135-1210)
Accompanying victims to interviews and meetings with deputy district attorneys, law enforcement
agencies and social service agencies.
Assisting victims obtain crime victim compensation (ORS 137.106)
Providing information and assistance in obtaining offender custody status information.
Providing the victim information about final conclusion (ORS 147.430)
Facilitating an opportunity for the victim to be heard regarding the plea negotiation (ORS 147.512)
Providing the victim with records from the proceedings (ORS 147.419)
Assisting victims obtain a U Visa or T Visa (USC 1110)
Other duties and functions performed by the VAP include:
Maintaining statistics on services provided by VAP.
Providing community education, outreach and training.
Managing the DUII Victim Impact Panel.
Providing intern opportunities within the program.
Developing/promoting community resources to assist victims of crime.
Participating in multi-disciplinary teams and councils for domestic violence, child abuse and sexual
assault victims.
Collaborating with law enforcement, governmental agencies and community organizations to facilitate
process improvements for providing comprehensive services to victims.
Providing community outreach and education about the VAP, victims’ rights and crime victims’ issues.
The primary sources of Victims’ Assistance funding are: County general fund, Criminal Fines Account, Victims of
Crime Act grant funds received via pass-through from the Federal Government and the State of Oregon, and
revenue from the DUII Victim Impact Panel.
Page 107
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Budget Summary — Victims' Assistance (Fund 212)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 32,883 51,995 34,708 60,000 60,000 72.9%
Federal Government Payments 48,043 41,742 189,892 189,892 189,892 0.0%
State Government Payments 98,569 98,569 101,980 101,980 101,980 0.0%
Charges for Services 31,885 31,605 32,100 32,000 32,000 (0.3%)
Fines & Fees 175 7,665 500 - - (100.0%)
Interest Revenue 281 490 300 - - (100.0%)
Other Non-Operational Revenue 27 2,500 100 - - (100.0%)
Interfund Transfers 209,687 150,000 295,648 295,648 295,648 0.0%
Total Resources 421,550 384,566 655,228 679,520 679,520 3.7%
Personnel Services 339,093 329,414 491,055 538,502 539,029 9.8%
Materials & Services 30,463 26,434 104,073 45,600 45,604 (56.2%)
Capital Outlay - - 100 - - (100.0%)
Contingency - - 60,000 95,418 94,887 58.1%
Total Requirements 369,556 355,849 655,228 679,520 679,520 3.7%
Page 108
Justice Court is a state court administered by the County, under the direction of an elected Justice of the Peace.
The court’s office is located in Redmond, and court sessions are held in Redmond, Sisters, and La Pine. Justice
Court handles traffic and ordinance violations, small claims, and certain civil matters. The court handles city
ordinances under contract with the City of Sisters and the City of Redmond, along with their traffic violations.
This allows the cities to close their municipal courts.
Justice Court holds evening hearings at each of the court locations to
make attending court more convenient for the public. This also allows
police officers and sheriff deputies to remain in their assigned locations
while still making their court appearances.
Department Overview
Charles Fadeley, Justice of the Peace
Justice Court
Mission Statement
To administer Justice Court functions in a timely and constructive manner.
Public Safety—Justice Court
Deschutes County, OREGON
Total Budget $690,608
Budget C hange +5.23%
Total Staff 4.60 FTE
Staff C hange No C hange
Justice Court Summary
Beginning
Capital
21%
Fines & Fees
75%
Interfund
Transfers
4%
Resources
Personnel
66%
Materials &
Services
25%
Contingency
9%
Requirements
Page 109
Successes and Challenges
Successes in the Past Year
Conversion to MAJIC software completed. Electronic images converted to Laserfiche. Case files
merged.
Online payments now accepted on Justice Court website.
Legislative updates to fee schedule were adopted.
Significant Issues in the Year Ahead
Development of a business continuity plan as set forth in audit requirements.
Potential move to a new location at Redmond City Hall.
Fiscal Issues and Conditions
Justice Court is funded through revenue collected and the County General Fund. In prior years, the court has
produced enough revenue to cover its expenses. For the past three years, economic and organizational issues
have affected the number of citations filed with the court and increased trial volume. Citation revenue was
accounted for in the General Fund until FY 2014 when these revenues began being accounted for in this fund.
Currently, Justice Court is seeing an upswing in revenue. Justice Court hopes to once again cover all expenses
without assistance from the general fund within the next biennium.
Staff Summary
Public Safety—Justice Court
Organizational Chart
Management
Represented by AFSCME
Department Head
Justice of the Peace
0.60 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
Public Safety—Justice Court
Deschutes County, OREGON
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 5.00 5.00 5.00 4.60 4.60 4.60
Page 110
Prior to FY 2014 Court Fines and Fees were recorded in the County General Fund* and a Transfer Out from the
General Fund was budgeted for the amount needed to balance the Justice Court budget. Court Fines and Fees are
now recorded directly into the Justice Court Fund.
As illustrated in the table below, Court Fines and Fees revenue exceeded expenses for the Justice Court until FY
2009 when that trend changed. This table shows the year to year activity for this revenue and the General Fund
transfer to Justice Court.
Budget Summary — Justice Court (123)
Public Safety—Justice Court
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 153,818 130,317 60,000 145,608 145,608 142.68%
Fines & Fees 425,632 459,548 450,000 520,000 520,000 15.56%
Interest Revenue 653 456 527 - - (100.00%)
Interfund Transfers 140,819 74,398 145,747 25,000 25,000 (82.85%)
Total Resources 720,922 664,719 656,274 690,608 690,608 5.23%
Personnel Services 407,456 423,791 436,236 457,919 457,921 4.97%
Materials & Services 183,148 162,205 173,942 174,125 175,007 0.61%
Contingency - - 46,096 58,564 57,680 25.13%
Total Requirements 590,605 585,996 656,274 690,608 690,608 5.23%
Fiscal
Year
Court Fines and Fees *
(recorded in General
Fund)
General Fund
Transfer Out
Net Contribution
to/(from)
General Fund
2002 228,873 208,224 20,649
2003 287,155 275,000 12,155
2004 389,188 313,166 76,022
2005 487,348 421,528 65,820
2006 610,803 428,698 182,105
2007 666,448 568,851 97,597
2008 699,176 521,146 178,030
2009 588,572 588,781 (209)
2010 598,774 599,287 (513)
2011 560,483 481,450 79,033
2012 448,622 499,952 (51,330)
2013 357,920 579,636 (221,716)
2014 - 140,819 (140,819)
2015 - 74,398 (74,398)
2016 - 145,747 (145,747)
2017 - 25,000 (25,000)
Page 111
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
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.
Department Measure #1: Percentage increase in receivables.
Department Measure #2: Rate of collection on fines.
Enforcing payment of fines and fees holds defendants accountable and promotes compliance with
traffic laws. Timely collection and distribution of fines and fees supports law enforcement
programs and court functions. Five years ago, the court contracted with a private collection
agency, which substantially increased revenue received. At the court’s request, the collection
agency began adding interest to unpaid fine balances submitted after August 2009.
Department Measure #3: Percentage of at-issue small claims cases resolved before trial.
Trials generally result in a lose/lose outcome for the parties involved. Mediation and other forms
of settlement create a positive end to issues, and save hours of court time and associated costs.
FY 20134Target
Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Measure #1 6.2% 5.4% 4.0% 8.3% 4.8% 7% 3% 5% or less
Measure #2 73% 74% 74% 55% 58% 60% 69% 74% or
greater
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
63% 87% 74% 76% 97% 96% 96% 85% or greater
Public Safety—Justice Court
Deschutes County, OREGON
Page 112
The Sheriff’s Office is the lead law enforcement agency in Deschutes County, dedicated to providing a wide range
of professional public safety services. The Sheriff’s Office is lead by an elected sheriff, who has statutory
authority for organizing the work of the Sheriff’s Office. Law Enforcement services provided include: patrol,
traffic safety, criminal investigations, corrections, civil services and search & rescue. Special operations include
a Marine Patrol, K-9 units, Forest Patrol and Emergency Management. Administration and Support Sheriff
Organizations include Automotive/Communications, Training, Records,
Business Management, Human Resources, Information Technology,
Legal and Command Staff.
The three primary budgeting units are: (1) Corrections, (2) Law
Enforcement Services, and (3) Administration and Support Services.
Department Overview
L. Shane Nelson, County Sheriff (Appointed)
Sheriff’s Office
Mission Statement
To serve the community by providing superior public safety and service in an ethical and
fiscally responsible manner, while preserving the rights of all individuals.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
State Gov Pmts
5%
Property Taxes
85%
Fines & Fees
1%Interfund
Transfers
7%
Other
2%
Resources
Personnel
66%Materials &
Services
15%
Capital
Outlay
3%
Transfers Out
< 1%
Contingency
16%
Requirements
Total Budget $46,311,947
Budget C hange +6.81%
Total Staff 227.50 FTE
Staff C hange +1.00 FTE
Sheriff's Office Summary
Page 113
Successes and Challenges
Successes in the Past Year
In the past year the Patrol Division of the Sheriff’s Office responded to over 34,000 calls and originated over
35,400 self-initiated calls which included traffic stops, suspicious circumstances, motor vehicle accidents,
disabled vehicles, building checks and follow-up contacts of on-going investigations.
The Jail Expansion was completed in September 2014. The expansion included the addition of a medical wing.
The average use of this wing is 4 of 6 beds daily, or 1,440 bed days per year. The jail also added nurses, for a
total of 8 nurses to provide 24/7 nurse coverage at the jail. Increased vigilance and better tracking of inmate
medical insurance, both private and state, along with coordination between jail staff and community medical
service providers regarding insurance billing resulted in a cost savings for medical treatment of inmates.
The Alive-Lock (medical Alert system) was implemented in the Adult Jail, with one life saved in FY 2016. A
new restraint device called the WRAP was added. This device limits the movement of a combative inmate thus
reducing the risk of injury to the inmate and potentially to staff. The jail implemented the availability of
Narcan (Naloxone), which is used to reverse the effects of Opiate Overdose.
The opening of the expansion of the jail provided the opportunity to temporarily close other housing units for
clean-up, repair and painting. Repairs to several older shower units came in under budget. A five year plan to
replace the HVAC units in the older section of the jail was started in FY 2016. The installation of the first five
units was completed under budget, and the new units will result in future energy savings.
Significant Issues in the Year Ahead
The topic of legalized marijuana continues to impact the Sheriff’s Office in various ways. A few examples of this
impact are DUII detections and subsequent investigations; the increased number of motor vehicle accidents and
investigations due to this more prevalent intoxicant; and drug overdose investigations as a result of ingestion of
an extremely high concentration of THC derived product. Furthermore, the yet to be established ground rules
governing licensing of marijuana dispensaries and production sites; medical vs. recreational marijuana; and the
integration of such businesses within our community.
In the past year protests, demonstrations, and incidents stemming from court verdicts and governmental action
receiving national attention will likely continue in 2016. Unfortunately, as seen by the recent Harney County
occupation such actions likely won’t be short-lived and demonstrate that such incidents can occur here within our
home state.
The notoriety of such actions attracts nationally organized groups, such as the militia, who will provide support
for locals engaged in these types of activities. In some cases, anarchist-type protestors could travel to our
ommunity, further agitating matters between community members. The training and readiness of the Sheriff’s
Office deputies will be the key to preparation in countering these events as well as working with the other
agencies within Deschutes County to harden the assets of the county to reduce their vulnerability and appeal as a
target for such actions. Development of strategies and putting into place safeguards based upon the review of the
Sheriff’s Office involvement in the Harney County incident will also be crucial.
Again, touching on national trends which we are beginning to see locally are law enforcement cases
being tried in the court of public opinion on the internet. The media’s current favorite phrase is,
“officer caught on video” which immediately causes the audience to draw the conclusion that an officer
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Page 114
Organizational Chart
Management
Confidential Employees
Departmental Functions
Department Head
was doing something wrong.
Plaintiffs’ attorneys are utilizing social media, such as Facebook and Instagram to name a few, to highly
publicize their cases prior to ever going to court in an effort to preemptively sway the pool of potential jurors. In
response to some cases, law enforcement has taken to social media to counter the negativity created by the
videos as often times the video posted by the public isn’t the entire story of the incident. In countering these
videos consistency is essential to success. The Sheriff’s Office must embrace social media and maintain a sound
and reasonable social media policy.
Based on the impact social media has on law enforcement it is going to be increasingly difficult to retain the
personnel the Sheriff’s Office due to the public scrutiny it creates. Additionally, the section of the public the
Sheriff’s Office would recruit from can question whether a career in law enforcement is one they truly wish to
pursue. This is a difficult problem to overcome and challenges supervisors and management of the Sheriff’s
Office to keep the morale of their personnel high as well as the deputies’ enthusiasm for the field of law
enforcement at high levels. Strong, competent leadership and a healthy relationship with our community offsets
negativity and maintains the esprit de corps of the Sheriff’s Office personnel.
With the above issues combined with the recent termination and resignation of two high ranking officials within
the agency the public trust of the Sheriff’s Office must be strengthened. In order to combat this Sheriff Nelson is
taking inventory of the perceptions of the Sheriff’s Office. Perceptions from not only the Sheriff’s Office
employees but the public it serves. The end result is simply to apply what was learned, repair what is broken
and again earn the public’s trust.
The Adult Jail inmates with medical and mental health issues continue to strain the resources of the Adult Jail.
Some of these issues are significant and severe. The cost of medical care and prescriptions continues to rise.
Jail staff is assisting inmates with enrollment in the Oregon Health Plan in an effort to provide insurance
coverage for eligible medical expenses and provide a seamless transition into community programs upon release.
The jail expansion has presented challenges in establishing the appropriate staffing levels. Current staffing
levels require the use of overtime to provide coverage for vacations, training and sick time.
Upgrading or replacing aging technology and maintaining the facilities at the jail and work center is an ongoing
challenge.
Fiscal Issues and Conditions
The primary source of revenue for the Sheriff’s Office is the 2006 voter-approved law enforcement tax districts.
In FY 2017 the rate for Tax District 1 was increased by 7 cents. This was the first increase to the rate since
2006. Prior to this increase, the tax rate was decreased for two years. The Tax District 2 rate remains
unchanged.
Law Enforcement Tax District 1 provides funding for Countywide Sheriff’s Office Services including operation of
the Adult Jail, Court Security, Emergency Services and Civil Services. Property Tax Revenue in Tax District 1
is expected to be $21.4 million, an increase of $1.3 million from FY 2016.
Law Enforcement Tax District 2 provides funding for rural Patrol and Investigative services. Expected revenue
from Tax District 2 property tax revenue is $9.4 million, an increase of $400,000 from FY 2016.
Other Sheriff’s Office Revenue is generated from various sources and will be reported in Fund 255 starting in FY
2017. These sources include $3,151,787 rural transient lodging taxes, federal and state grants, fines and fees
and payments for services. State 1145 inmate funding of $1,965,474 (reimbursement for housing felons with
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 115
sentences of one year or less) will also be reported in Fund 255. State Community Corrections provides funds to
each county for local control of 1145 inmates. The Sheriff’s Office will receive 35% of Deschutes County 1145
funding with the Adult Parole and Probation Department receiving the other 65%. These revenues support
both Countywide and Rural services.
Countywide Law Enforcement District Reserve (Fund 703) is being reported as a separate contingency for
reserve line within Fund 701 starting in FY 2017. This fund was established to accumulate resources for future
capital expenditures for the Sheriff’s Office countywide law enforcement functions. In FY 2011, $900,000 was
loaned from the reserve fund for various Adult Jail renovation projects.
Rural Law Enforcement District Reserve (Fund 704) is being reported as a separate contingency for reserve line
within Fund 701 starting in FY 2017. This fund was established to accumulate resources for future capital
expenditures for the Sheriff’s Office rural law enforcement functions. Anticipated expenditures include patrol
vehicles and other equipment replacement.
Expenses: Total Sheriff’s Office FY 2017 expenses budget will be approximately $46.3 million and is an increase
of $3.0 million from the FY 2016 budget. The increase is due to increases in personnel expenses of $1,319,000,
material and services of $147,000 and Capital of $218,000. Personnel expenses include 1.0 new positions and
will be approximately $30.5 million next year or 66% of the budget. Included in the budget is $273,000 for the
annual debt service payment for construction of the Jail expansion.
Staff Summary
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Corrections FTE 102.85 104.54 103.25 107.25 112.75 113.25
Law Enforcement FTE 99.66 96.42 96.77 97.10 97.60 97.10
Administrative and Support Services FTE 17.49 17.04 16.48 16.15 16.15 17.15
Communications System FTE (Fund 245)1.00 1.00 1.00 0.50 0.00 0.00
TOTAL SHERIFF’S OFFIC E FTE 221.00 219.00 217.50 221.00 226.50 227.50
Page 116
Organizational Chart
Management
Confidential Employees
Departmental Functions
Department Head
Public Safety—Sheriff’s Office
Deschutes County, OREGON
County Sheriff
1.00 FTE
Assistant to the
County Sheriff
1.00 FTE
Corrections
Captain
1.00 FTE
Detective Captain
1.00 FTE
Patrol Captain
1.00 FTE
Training
2.00 FTE
Auto/
Communications
4.50 FTE
Patrol
55.00 FTE
Emergency
Management
1.00 FTE
Street Crimes/
CODE/ Forensics
4.80 FTE
Search & Rescue
6.25 FTE
Records
8.00 FTE
Detectives
10.70 FTE
Administrative
Lieutenant
1.00 FTE
Transport/
Court Security
3.00 FTE
Adult Jail/
Work Center
108.25 FTE
Information
Technology
2.50 FTE
Civil
10.00 FTE
Finance & Legal
4.50 FTE
Human Resources
1.00 FTE
Page 117
Public Safety—Sheriff’s Office
The Countywide Law Enforcement District was approved and created by election of the Deschutes County
voters on November 7, 2006. Its principal purpose is to provide a permanent source of funding for law
enforcement services that are provided to all county residents. These services include operation of the Adult
Jail and Work Center, Search and Rescue, Emergency Services and Civil Process Services. Funding sources
include countywide property tax revenue and interest. All revenue generated in this fund is transferred to the
Sheriff’s Office (255).
Budget Summary - Sheriff’s Office (Fund 255)
Countywide Law Enforcement District 1 (Fund 701)
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Federal Government Payments - - - 142,195 142,195 -
State Government Payments - - - 2,596,361 2,596,361 -
Local Government Payments 33,096,040 35,382,528 43,358,911 39,300,486 39,301,486 (9.36%)
Charges for Services - - - 167,800 167,800 -
Fines & Fees - - - 501,000 501,000 -
Other Non-Operational Revenue - - - 60,000 60,000 -
Interfund Charges - - - 304,035 351,318 -
Interfund Grants - - - 3,000 3,000 -
Interfund Transfers - - - 3,151,787 3,151,787 -
Sale of Assets, Land or Equipment - - - 37,000 37,000 -
Total Resources 33,096,040 35,382,528 43,358,911 46,263,664 46,311,947 6.81%
Personnel Services 26,779,955 27,982,132 29,228,817 30,393,995 30,547,984 4.51%
Materials & Services 5,706,633 6,331,777 6,705,637 6,764,410 6,852,234 2.19%
Capital Outlay 364,700 613,587 1,059,944 1,353,292 1,278,292 20.60%
Transfers Out 244,752 455,031 271,616 273,291 273,291 0.62%
Contingency - - 6,092,897 7,478,675 7,360,146 20.80%
Total Requirements 33,096,040 35,382,528 43,358,911 46,263,663 46,311,947 6.81%
Page 118
The Rural Law Enforcement District was approved and created by Deschutes County voters on
November 7, 2006. Its principal purpose is to provide a permanent source of funding for law
enforcement services that are not served by city or special service district law enforcement
departments. These services include patrol and investigative services for areas in Deschutes
County outside the cities of Bend, Redmond and Sisters, as well as the Sunriver and Black Butte
Service Districts. Funding sources include rural property tax revenue and interest. Revenue
generated in this fund is transferred to the Sheriff’s Office (255).
Rural Law Enforcement District 2 (Fund 702)
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 6,507,110 6,133,909 4,616,439 4,816,720 4,816,720 4.34%
Property Tax 17,225,922 18,128,932 20,139,313 21,433,596 21,433,596 6.43%
Federal Government Payments 20,897 10,072 - - - -
State Government Payments 2,196,480 2,377,078 2,187,517 - - (100.00%)
Local Government Payments 475,815 98,466 118,225 - - (100.00%)
Charges for Services 242,031 188,849 180,272 - - (100.00%)
Fines & Fees 365,597 485,243 401,000 - - (100.00%)
Interest Revenue 50,563 60,388 40,000 - - (100.00%)
Other Non-Operational Revenue 38,361 43,417 66,058 - - (100.00%)
Sale of Assets, Land or Equipment 8,417 19,658 6,000 - - (100.00%)
Total Resources 27,131,192 27,546,012 27,754,824 26,250,316 26,250,316 (5.42%)
Materials & Services 20,897,283 22,710,194 27,654,824 25,625,198 25,625,198 (7.34%)
Transfers Out 100,000 100,000 100,000 - - (100.00%)
Contingency - - - 625,118 625,118 -
Total Requirements 20,997,283 22,810,194 27,754,824 26,250,316 26,250,316 (5.42%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 3,046,683 3,074,297 2,536,601 5,078,217 5,078,217 100.20%
Property Tax 8,248,815 8,646,785 8,999,959 9,443,083 9,443,083 4.92%
Federal Government Payments 225,896 144,542 123,500 - - (100.00%)
State Government Payments 296,902 250,389 262,000 - - (100.00%)
Local Government Payments 3,510,547 3,786,529 3,876,527 - - (100.00%)
Charges for Services 23,354 10,553 10,000 - - (100.00%)
Fines & Fees 171,967 154,368 151,500 - - (100.00%)
Interest Revenue 21,715 31,697 21,000 - - (100.00%)
Other Non-Operational Revenue 12,030 17,030 - - - -
Sale of Assets, Land or Equipment 15,105 29,821 23,000 - - (100.00%)
Total Resources 15,573,014 16,146,013 16,004,087 14,521,300 14,521,300 (9.27%)
Materials & Services 12,398,716 12,872,334 15,904,087 13,052,358 13,052,358 (17.93%)
Transfers Out 100,000 100,000 100,000 - - (100.00%)
Contingency - - - 1,468,942 1,468,942 -
Total Requirements 12,498,716 12,972,334 16,004,087 14,521,300 14,521,300 (9.27%)
Page 119
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness
and coordinated public safety services.
The mission of the Deschutes County Sheriff’s Office is to serve the community by providing superior
public safety and service in an ethical and fiscally responsible manner while preserving the right of all
individuals. The Sheriff’s Office will continue to protect the community through planning,
preparedness, and coordinated public safety services.
Objective #1: Collaborate with county and community partners in preparing for and responding
to natural and man-made disasters.
The Sheriff’s Office will continue to lead the Emergency Management Planning Committee for
Deschutes County. The Sheriff’s Office Emergency Planning Manager works with other county
government and non-government organizations to coordinate disaster planning exercises that
effectively test response and preparedness activities. These exercises are based on realistic
scenarios that can be used to test overall preparedness. A tabletop exercise is a facilitated group
analysis of an emergency situation in an informal stress free environment. A full scale exercise is
a simulated emergency event as close to reality as possible and includes field play.
Measure #1: Number of emergency preparedness exercises.
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.
The Sheriff’s Office will continue to respond and investigate all criminal activity in rural
Deschutes County. Patrol has three lieutenants who are assigned to serve as community liaisons.
The lieutenants ensure that the Sheriff’s Office is identifying public safety concerns of citizens. In
addition, the Sheriff’s Office provides one full-time School Resource Deputy and two extra help
deputies as School Resource Deputies to provide enhanced coverage to rural schools. The FY 2017
budget includes one additional deputy allowing the Sheriff’s Office to provide a full time School
Resource Deputy to the Sisters School District. These deputies provide education and mentorship
to minor populations and, in doing so, work in a proactive manner to divert youth away from
criminal behavior. The Sheriff’s Office has three protection K -9’s that assist deputies with
tracking and apprehending suspects who have committed crimes. In addition, a drug detection K-9
is used in a proactive manner to interrupt the transport and sale of illegal drugs in the community.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
3 6 5 10 7 4 4
Page 120
The Sheriff’s Office will continue to support its mission statement which, in part, declares that the
Office will preserve the rights of all individuals.
Measure #2: Number of patrol calls for service.
Measure #3: Number of self-initiated patrol calls for service.
Objective #4: Expand and enhance public safety communication systems in coordination with all
stakeholders.
Measure #3: The Sheriff’s Office will replace the existing 800 Mhz radios with dual band
radios that offer inter-operability with local law enforcement and public safety agencies. This
purchase will be funded from the Communication Systems Reserve Fund (256).
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #4: Address long-term building and facility capital needs including major
maintenance and replacement strategies.
Measure #4: The main portion of the adult jail is 20 years old. In FY 2016 the Sheriff’s Office
began a five year project to replace all the existing HVAC units in the main section of the adult
jail. These units were originally installed during the construction of the jail. The HVAC
replacements will occur over five years and the FY 2017 budget includes $75,000 for the second
year of the project.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
44,718 44,998 17,829 35,400
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Target
21,424 24,015 28,850 31,440 33,196 18,054 34,000
Page 121
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2014 Target FY 2013
10,850 11,319 11,130 8,813 7,169 7,504 7,459
Public Safety—Sheriff’s Office
Corrections Program
This program consists of the adult jail, work center, transportation, court security and the Sheriff’s Office
maintenance. The primary responsibility of the organization is to provide safe, secure and humane detention
facilities for inmates in custody, admission and release services, medical, maintenance, food services, court
security and transport services. Services are provided in a respectful, professional and fiscally responsible
manner.
In FY 2015 the Adult Jail expansion project was completed adding 144 new jail beds and increasing the space for
inmate medical and mental health needs. Work Crews are expected to generate $50,000 in revenue during FY
2017. State funding for inmate housing will continue in FY 2017 including $1,965,474 for SB 1145 inmates and
$200,000 for incarcerating repeat DUII offenders.
Staff Summary
Corrections—Budget Summary
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Adult Jail FTE (255-37)75.85 82.39 101.25 105.25 109.75 110.25
Court Security FTE (255-38)2.00 2.15 2.00 2.00 3.00 3.00
Work Center FTE (255-42)25.00 20.00 0.00 0.00 0.00 0.00
TOTAL C ORREC TIONS FTE 102.85 104.54 103.25 107.25 112.75 113.25
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
State Government Payments - - - 2,206,698 2,206,698 -
Local Government Payments - - - 14,850,321 14,987,513 -
Charges for Services - - - 152,000 152,000 -
Fines & Fees - - - 1,000 1,000 -
Interfund Charges - - - 176,535 223,818 -
Sale of Assets, Land or Equipment - - - 1,000 1,000 -
Total Resources - - - 17,387,554 17,572,029 -
Personnel Services 12,183,707 13,000,829 13,692,736 14,303,987 14,498,265 5.88%
Materials & Services 2,096,561 2,147,796 2,236,845 2,183,765 2,264,163 1.2%
Capital Outlay 63,176 91,342 258,670 611,310 536,310 107.3%
Transfers Out 244,752 455,031 271,616 273,291 273,291 0.6%
Total Requirements 14,588,197 15,694,997 16,459,867 17,372,353 17,572,029 6.76%
Page 122
Law Enforcement Services Program
This program includes Patrol, Investigations, Civil, Records, Special Services, Search & Rescue and Emergency
Services.
Patrol – This division is responsible for crime prevention, responding to 911 calls for services,
enforcement of traffic laws, and investigation of traffic accidents and apprehension of suspects. Special
functions include SRO, K-9 and Reserve.
Investigations – This division consists of Detectives, Evidence, and membership in the Interagency
Major Crime Team. This unit investigates crimes that include homicide, domestic violence, narcotics,
forgery, pornography, child and elderly abuse and sexual assault.
Civil – This division is responsible for receiving and serving all court documents presented to the Sheriff
and processing paperwork on all towed or impounded vehicles, assisting with Sheriff’s auctions and other
mandated civil activities.
Records – This division is responsible for all report storage and dissemination, and transcription of
deputy reports.
Special Services – This division is mandated to provide the coordination of search and rescue
missions and marine patrol on county lakes and rivers. Also, Off-Road Vehicle, Marine and
Snowmobile patrol are other functions.
Emergency Services – This division is responsible for all County emergency disaster planning.
Street Crimes/CODE/Forensic – This division consists of membership in the Central Oregon Drug
Enforcement Team (CODE), Street Crimes, Computer Forensic and Concealed Handgun Permits.
Patrol will continue to successfully impact traffic safety issues of DUII, speeding, and aggressive driving through
innovative use of the Major Accident Investigation Team and Three Flags Blitzes. Investigations will need to
keep up with changing technology that allows criminals to become more creative and attempt more brazen
crimes. The Sheriff’s Office is seeing an increase in substance abuse, burglary/major theft, suicides/death
investigations, child sex abuse, sexual assault and more violence related incidents in Deschutes County. Also,
pornography, dealing with the mentally ill and suicidal subjects require additional resources and training for the
Sheriff’s Office. The Deschutes County Search and Rescue organization is one the busiest units in the State.
Maintaining our volunteer membership and preventing turnover will be a significant challenge.
The Sheriff’s Office budget includes $3,151,787 in Transient Lodging Tax revenue for Rural Law Enforcement.
Staff Summary
Public Safety—Sheriff’s Office
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Civil/Special Units FTE (255-21)8.83 8.64 10.99 10.83 10.33 9.83
Investigations/Evidence FTE (255-33)11.47 10.50 9.87 10.87 10.87 10.87
Patrol FTE (255-34)59.24 57.14 55.01 54.84 55.84 54.84
Records FTE (255-35)8.17 8.14 8.34 8.17 8.17 8.17
Emergency Services FTE (255-39)1.17 1.20 1.00 1.00 1.00 2.00
Special Services/Search & Rescue FTE (255-41)6.42 6.40 6.59 6.42 6.42 6.42
Other Law Enforcement Services FTE (255-44)4.36 4.40 4.97 4.97 4.97 4.97
TOTAL LAW ENFORC EMENT FTE 99.66 96.42 96.77 97.10 97.60 97.10
Page 123
Law Enforcement Services - Budget Summary
Administrative & Support Program
This program consists of two divisions:
Administration – This includes business management, human resources, information technology, and
legal counsel. Sheriff’s Office Administration is led by seasoned professional managers who develop and
implement programs to increase Sheriff’s Office human capital and promote the use of cost effective law
enforcement technology and management programs. The division ensures compliance with county policy
relating to budget, personnel, labor negotiations and records management, sets policy for the Sheriff’s
Office and coordinates public information activities for the department.
Support Services – This includes administration and maintenance of the vehicle fleet and radio/data
communications systems and training of new employees and mandated training for all Sheriff’s Office
employees.
Staff Summary
Public Safety—Sheriff’s Office
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Federal Government Payments - - - 123,500 123,500 -
State Government Payments - - - 376,881 376,881 -
Local Government Payments - - - 11,153,872 11,118,680 -
Charges for Services - - - 10,400 10,400 -
Fines & Fees - - - 500,000 500,000 -
Other Non-Operational Revenue - - - 60,000 60,000 -
Interfund Charges - - - 127,500 127,500 -
Interfund Grants - - - 3,000 3,000 -
Interfund Transfers - - - 3,151,787 3,151,787 -
Sale of Assets, Land or Equipment - - - 36,000 36,000 -
Total Resources - - - 15,542,940 15,507,748 -
Personnel Services 12,467,649 12,714,357 13,188,189 13,574,228 13,545,596 2.71%
Materials & Services 1,175,014 1,498,376 1,361,834 1,345,982 1,347,652 (1.04%)
Capital Outlay 265,774 514,345 693,974 614,500 614,500 (11.45%)
Total Requirements 13,908,437 14,727,078 15,243,997 15,534,710 15,507,748 1.73%
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Administration FTE (255-17)12.00 10.34 10.33 10.16 10.16 10.66
Automotive/Communications FTE (255-29)4.33 4.50 3.83 3.83 3.83 4.33
Training FTE (255-43)1.16 2.20 2.32 2.16 2.16 2.16
TOTAL ADMINISTRATIVE & SUPPORT FTE 17.49 17.04 16.48 16.15 16.15 17.15
Page 124
Administrative & Support - Budget Summary
The resources accounted for in the Court Facilities Fund are used for court security services provided by the
Sheriff’s Office. The Sheriff is mandated to provide security to the courts. Corrections deputies monitor and search
persons entering the courthouse for weapons and drugs, and provide court and building secure.
The Deschutes County Communication System was an interagency 800 MHz Simulcast trunked radio system for
use by Deschutes County public safety organizations. In FY 2016, Deschutes County 9-1-1 CSD took over the
operations of the communications system and the Deschutes County Communications System Fund was
elmiminated.
Court Facilities (Fund 240)
Public Safety—Sheriff’s Office
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital - - 20,000 - - (100.00%)
Fines & Fees 68,745 78,655 80,000 165,235 165,235 106.54%
Interest Revenue 98 67 75 300 300 300.00%
Total Resources 68,843 78,722 100,075 165,535 165,535 65.41%
Materials & Services 68,843 60,707 100,075 165,535 165,535 65.41%
Total Requirements 68,843 60,707 100,075 165,535 165,535 65.41%
Deschutes County Communications System (Fund 245)
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Federal Government Payments - - - 18,695 18,695 -
State Government Payments - - - 12,782 12,782 -
Local Government Payments - - - 13,296,293 13,195,293 -
Charges for Services - - - 5,400 5,400 -
Total Resources - - - 13,333,170 13,232,170 -
Personnel Services 2,128,599 2,266,947 2,332,582 2,515,780 2,504,123 7.35%
Materials & Services 2,435,058 2,685,605 3,106,958 3,234,663 3,240,419 4.30%
Capital Outlay 35,750 7,900 107,300 127,482 127,482 18.81%
Contingency - - 6,092,897 7,478,675 7,360,146 20.80%
Total Requirements 4,599,407 4,960,452 11,639,737 13,356,600 13,232,170 13.68%
Page 125
Countywide Law Enforcement District Reserve (Fund 703)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital - 200,700 401,700 605,234 605,234 50.67%
Local Government Payments 200,000 200,000 200,000 200,000 200,000 0.00%
Interest Revenue 700 1,648 1,000 2,886 2,886 188.60%
Total Resources 200,700 402,348 602,700 808,120 808,120 34.08%
Reserve for Future Expenditures - - 602,700 808,120 808,120 34.08%
Total Requirements - - 602,700 808,120 808,120 34.08%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 321,031 423,060 525,100 629,413 629,413 19.87%
Interest Revenue 2,029 2,647 2,000 3,705 3,705 85.25%
Interfund Transfers 100,000 100,000 100,000 100,000 100,000 0.00%
Total Resources 423,060 525,708 627,100 733,118 733,118 16.91%
Materials & Services - - 847,149 733,118 733,118 (13.46%)
Total Requirements - - 847,149 733,118 733,118 (13.46%)
Deschutes County, OREGON
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,161,777 1,268,363 1,374,000 1,484,864 1,484,864 8.07%
Interest Revenue 6,586 7,424 7,000 9,078 9,078 29.69%
Interfund Transfers 100,000 100,000 100,000 100,000 100,000 0.00%
Total Resources 1,268,363 1,375,786 1,481,000 1,593,942 1,593,942 7.63%
Materials & Services - - 100 1,593,942 1,593,942 1593842.00%
Capital Outlay - - 1,480,900 - - (100.00%)
Total Requirements - - 1,481,000 1,593,942 1,593,942 7.63%
The resources in this fund will be used to upgrade or purchase a communications system in FY 2017
Communications System Reserve (Fund 256)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 200,700 402,348 605,234 812,342 812,342 34.22%
Local Government Payments 200,000 200,000 200,000 - - (100.00%)
Interest Revenue 1,648 3,798 2,886 6,000 6,000 107.90%
Total Resources 402,348 606,146 808,120 818,342 818,342 1.26%
Capital Outlay - - - 818,342 818,342 -
Reserve for Future Expenditures - - 808,120 - - (100.00%)
Total Requirements - - 808,120 818,342 818,342 1.26%
Budget Summary—Deschutes County Comm System
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 263,384 294,026 329,089 - - (100.00%)
Charges for Services 165,758 174,154 - - - -
Interest Revenue 2,600 3,669 - - - -
Other Non-Operational Revenue 5,004 - - - - -
Interfund Charges 348,947 352,886 - - - -
Total Resources 785,692 824,735 329,089 - - (100.00%)
Personnel Services 77,020 83,615 - - - -
Materials & Services 270,689 259,454 329,089 - - (100.00%)
Capital Outlay - 22,055 - - - -
Transfers Out 143,957 143,954 - - - -
Contingency - - - - - -
Total Requirements 491,666 509,077 329,089 - - (100.00%)
Public Safety—Sheriff’s Office
Page 126
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,268,363 1,375,786 1,484,864 - - (100.00%)
Interest Revenue 7,424 10,302 9,078 - - (100.00%)
Interfund Transfers 100,000 100,000 100,000 - - (100.00%)
Total Resources 1,375,786 1,486,089 1,593,942 - - (100.00%)
Materials & Services - - 1,593,942 - - (100.00%)
Total Requirements - - 1,593,942 - - (100.00%)
Public Safety—Sheriff’s Office
Deschutes County, OREGON
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office rural law
enforcement functions. Anticipated expenditures include patrol vehicles and other equipment replacement.
Beginning FY 2017, this fund is being merged with Fund 701.
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office
countywide law enforcement functions. In FY 2011. $900,000 was loaned from the reserve fund for various Adult
Jail renovation projects. Beginning FY 2017, this fund is being merged with Fund 702.
Countywide Law Enforcement District Reserve (Fund 703)
Rural Law Enforcement District Reserve (Fund 704)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,268,363 1,375,786 1,484,864 - - (100.00%)
Interest Revenue 7,424 10,302 9,078 - - (100.00%)
Interfund Transfers 100,000 100,000 100,000 - - (100.00%)
Total Resources 1,375,786 1,486,089 1,593,942 - - (100.00%)
Materials & Services - - 1,593,942 - - (100.00%)
Total Requirements - - 1,593,942 - - (100.00%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 423,060 525,708 629,413 - - (100.00%)
Interest Revenue 2,647 4,196 3,705 - - (100.00%)
Interfund Transfers 100,000 100,000 100,000 - - (100.00%)
Total Resources 525,708 629,904 733,118 - - (100.00%)
Materials & Services - - 733,118 - - (100.00%)
Total Requirements - - 733,118 - - (100.00%)
Page 127
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,268,363 1,375,786 1,484,864 - - (100.00%)
Interest Revenue 7,424 10,302 9,078 - - (100.00%)
Interfund Transfers 100,000 100,000 100,000 - - (100.00%)
Total Resources 1,375,786 1,486,089 1,593,942 - - (100.00%)
Materials & Services - - 1,593,942 - - (100.00%)
Total Requirements - - 1,593,942 - - (100.00%)
Public Safety—Sheriff’s Office
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Public Safety
Deschutes County, OREGON
Page 128
County Assessor’s Office
County Assessor’s Office (Fund 001-02)
Assessment and Taxation Reserve (Fund 114)
County Clerk’s Office
County Clerk’s Office (Fund 001-05)
Board of Property Tax Appeals (Fund 001-06)
County Clerk Records (Fund 218)
Community Development
Community Development (Fund 295)
Code Abatement (Fund 290)
Groundwater Partnership (Fund 296)
Newberry Neighborhood (Fund 297)
Community Development Reserve (Fund 300)
Community Development Building Program Reserve (Fund 301)
Community Development Electrical Program Reserve (Fund 302)
Community Development Building Improvement Reserve (Fund 303)
Fair and Expo Center
Fair and Expo Center (Fund 618)
Deschutes County Fair (Fund 619)
Fair and Expo Center Capital Reserve (Fund 617)
RV Park (Fund 601)
Direct Services Departments
Direct Services
Deschutes County, OREGON Page 129
Road
Road (Fund 325)
County Surveyor (Fund 328)
Public Land Corner Preservation (Fund 329)
Road Building and Equipment (Fund 330)
Road Improvement Reserve (Fund 335)
Countywide Transportation SDC Impact Fee (Fund 336)
Vehicle Maintenance and Replacement (Fund 340)
Natural Resource Protection
Natural Resources Protection (Fund 326)
Federal Forest Title III (Fund 327)
Solid Waste
Solid Waste (Fund 610)
Landfill Closure (Fund 611)
Landfill Post-Closure (Fund 612)
Solid Waste Capital Projects (Fund 613)
Solid Waste Equipment Reserve (Fund 614)
Direct Services
Deschutes County, OREGON Page 130
The Assessor’s Office, working under the direction of the Deschutes
County Assessor, an elected official, is responsible for determining the
real market and assessed value of all property in Deschutes County.
The Assessor’s Office is also responsible for calculating property taxes
on behalf of more than 60 separate districts and entities.
The department is comprised of three divisions:
Appraisal Division is responsible for the appraisal of new construction, re-appraisals, appeal process, sales
analysis, special assessments and annual adjustments of property values.
Assessment Records Division is responsible for providing public information, administering deferral,
exemption, and tax rate calculations.
Cartography Division is responsible for mapping tax parcels, continuing creation and maintenance of the
GIS parcels network, and processing deeds.
In FY 2016, Deschutes County had 101,464 taxable accounts representing $28.8 billion in real market value
and $20.9 billion in taxable assessed value generating $298.3 million in property taxes and assessments.
Department Overview
Scot Langton, County Assessor
County Assessor’s Office
Mission Statement
To provide quality customer service through the appraisal and assessment of all taxable
property as mandated by the State of Oregon in a manner that merits the highest degree
of confidence in our integrity, efficiency and fairness.
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Total Budget $4,184,403
Budget C hange +1.43%
Total Staff 33.00 FTE
Staff C hange No C hange
Assessor's Summary
Personnel
78%
Materials &
Services
22%
Capital Outlay
< 1%
Requirements
State Gov Pmts
19%
Charges for
Services
1%
General Fund
80%
Resources
Page 131
Successes and Challenges
Successes in the Past Year
Improved staff knowledge, skills, resources and tools necessary to deliver top-quality products.
All appraisal staff are current on state-required continuing education hours to maintain appraisal
registrations.
Cartography staff received specialized training on a new software package. Also took an active role in
statewide committees and trainings regarding mapping standards.
Other staff trainings include: customer service, deed and real estate law, exemptions, and other
related courses to stay current on Oregon property tax laws, practices and standards.
Timely and accurately completed assigned work:
All new construction and new land partition appraisals completed timely
Assessment and map records updated and completed timely
Annual tax rolls completed and mailed timely adhering to statutory requirements
Maximized usefulness and accuracy of GIS data ensuring quality products and services. This is a multi-year
process of updating manually maintained maps into current electronic versions.
Significant Issues in the Year Ahead
Due to retirements and staffing changes, the appraisal section had a major restructure. Several staff members
advanced into new positions which created openings for several new appraisers. The Chief Appraiser, manager of
the appraisal section, was one of the retirements. As part of the restructure the Assessment Manager took over
the management duties of the appraisers and a senior appraiser position was created to assist with the technical
lead duties. With several new appraisers a training program was put into place to bring the new appraisers up to
speed and create uniformity. In addition with real estate market values and new building permits appearing to be
quickly recovering to pre-recession levels we will be closely monitoring this workload to insure that all new
construction is timely and accurately reflected on the tax roll.
Fiscal Issues and Conditions
Funding for the Assessor’s Office comes primarily from the County’s General Fund (79.7%), a state grant (18.9%),
and the sale of maps, transfer of titles and moving permits for manufactured homes, and miscellaneous fees
(1.4%). The state funds are a matching grant from Oregon Department of Revenue. As County resources
appropriated to the Assessor’s Office increase or decrease, state grant funds adjust proportionately.
Staff Summary
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 32.00 31.75 31.00 31.00 33.00 33.00
Page 132
Organizational Chart
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Budget Summary — County Assessor’s Office (Fund 001-02)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
State Government Payments 817,479 762,940 742,202 792,599 792,599 6.79%
Charges for Services 57,902 56,453 53,000 56,750 56,750 7.08%
Fines & Fees - 60 - - - -
General Fund 2,684,369 2,878,135 3,330,097 3,327,375 3,335,054 0.15%
Total Resources 3,559,750 3,697,588 4,125,299 4,176,724 4,184,403 1.43%
Personnel Services 2,774,574 2,910,209 3,254,482 3,270,373 3,270,384 0.49%
Materials & Services 785,176 787,380 870,717 892,343 900,011 3.36%
Capital Outlay - - 100 14,008 14,008 13908.00%
Total Requirements 3,559,750 3,697,588 4,125,299 4,176,724 4,184,403 1.43%
Citizens of
Deschutes County
Commercial
Property Appraiser
2.50 FTE
Management
Represented by AFSCME
Department Head
Chief
Cartographer
1.00 FTE
Assessment
Manager
1.00 FTE
Personal Property
Analyst
2.00 FTE
Customer Service
Clerk II
1.00 FTE
GIS Analyst
3.00 FTE
Assessment
Tech II
1.50 FTE
Assessment
Tech III
3.00 FTE
Senior Appraiser
1.00 FTE
Assessment
Tech II
6.50 FTE
Sales Analyst
1.00 FTE
County Assessor
1.00 FTE
Residential
Property Appraiser
8.50 FTE
Page 133
Performance Management
County Goal - Quality Service Delivery: Provide internal support and external services
that are innovative, efficient, and comprehensive.
Objective #4: Support and promote Deschutes County Customer Service “Every Time”
standards.
Measure #1: Accounts managed per FTE compared to other Oregon counties.
Measure #2: Written approval by the Department of Revenue for the Assessor’s
Certified Ratio Study.
Measure #3: Percentage of tax statements mailed by October 25th.
Measure #4: Written certification from the Department of Revenue approving the
County Assessment Function Assistance (CAFFA) program.
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
100% 100% 100% 100% 100% 100% 100% 100%
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Deschutes County 2,495 2,584 2,569 2,591 2,711 2,709 2,835
7 County Average 2,441 2,422 2,545 2,742 2,795 2,784 2,924
Lane County 2,988 2,981 3,006 3,850 3,850 3,739 3.735
Jackson County 2,323 2,432 2,723 2,853 2,986 2,988 2.925
Clackamas County 2,830 2,785 2,740 2,749 2,758 2,715 2,758
Douglas County 2,724 2,626 2,716 2,744 2,815 2,816 3,749
Marion County 2,355 2,336 2,474 2,480 2,471 2,499 2,554
Linn County 1,959 1,896 2,114 2,359 2,302 2,270 2.355
Benton County 1,910 1,899 2,042 2,162 2,381 2,463 2,395
Page 134
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #1: Use best management practices to sustain the quality of County assets and
infrastructure.
Measure #5: Cost per account managed compared to other Oregon counties.
Measure #6: Administrative expenses as a percentage of taxes imposed compared to other
Oregon Counties.
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Deschutes County 1.68% 1.67% 1.70% 1.76% 1.62% 1.66% 1.71%
7 County Average 1.83% 2.06% 2.02% 1.96% 1.94% 1.87% 1.78%
Clackamas County 1.20% 1.12% 1.16% 1.18% 1.12% 1.13% 1.10%
Lane County 1.83% 1.84% 1.69% 1.32% 1.55% 1.67% 1.31%
Jackson County 1.97% 1.86% 1.88% 1.95% 1.83% 1.67% 1.64%
Marion County 2.08% 1.93% 1.98% 2.00% 1.92% 1.72% 1.71%
Benton County 2.10% 2.03% 2.05% 2.01% 1.98% 1.68% 1.66%
Linn County 2.71% 2.57% 2.38% 2.27% 2.31% 2.2% 2.17%
Douglas County 3.30% 3.10% 3.03% 2.99% 2.89% 2.99% 2.85%
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Deschutes County $42.41 $43.27 $43.04 $44.46 $42.58 $46.48 $51.23
7 County Average $42.99 $43.34 $43.91 $42.69 $43.53 $43.11 $43.42
Douglas County $28.24 $28.88 $28,94 $28.96 $28.55 $30.20 $29.31
Lane County $39.07 $40.03 $37.96 $29.91 $37.88 $33.08 $35.16
Jackson County $41.12 $40.03 $39.67 $40.99 $39.96 $39.64 $40.44
Clackamas County $38.77 $39.29 $41.88 $42.68 $41.62 $45.08 $46.35
Linn County $53.46 $54.10 $53,16 $49.18 $51.21 $52.05 $53.34
Marion County $46.21 $46.18 $48.01 $50.57 $49.24 $45.82 $47.95
Benton County $54.09 $54.85 $57,75 $56.57 $56.26 $50.86 $51.42
Page 135
This reserve fund is to be used for large capital purchases such as new software. Currently, Deschutes County
uses the Oregon County Assessment and Taxation System (ORCATS) for its various property tax functions,
including appraisal, cartography, assessment and tax collection. Deschutes County purchased the ORCATS
system in December 2001, with at that time an estimated product life of five to ten years. Currently ORCATS is
being used by eleven Oregon counties. There are three larger metropolitan counties and several smaller ones
currently in various stages of procuring new assessment and taxation software. They are expected to implement
the new software in the next several years, which could present an opportunity for additional efficiencies and cost
effectiveness. This reserve fund allows Deschutes County to be in a position to take advantage of new, cost
effective options when they become available. A system is estimated to cost in excess of $1.0 million.
Assessment and Taxation Reserve (Fund 114)
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 448,394 450,928 645,000 751,000 751,000 16.43%
Interest Revenue 2,534 4,184 5,500 7,500 7,500 36.36%
Interfund Transfers - 190,360 100,000 100,000 100,000 0.00%
Total Resources 450,928 645,472 750,500 858,500 858,500 14.39%
Materials & Services - - - - 9,000 -
Capital Outlay - - - - 16,000 -
Reserve for Future Expenditures - - 750,500 858,500 833,500 11.06%
Total Requirements - - 750,500 858,500 858,500 14.39%
Page 136
The County Clerk’s Office, working under the direction of the elected
County Clerk, is responsible for the recording of real property
transactions, including deeds, mortgages, liens and plats for the public
record; retention of the records documenting the proceedings of the Board
of County Commissioners, known as the Commissioners’ Journal;
elections administration and voter registration data base maintenance;
issuing marriage licenses; domestic partnership registration; managing
the County’s records center/archive facility; overseeing the County’s
antique dealer business license program; and being an acceptance agent for the federal passport agency.
The Clerk’s Office manages and staffs the Board of Property Tax Appeals process. Property owners can appeal the
current year real market, maximum assessed, specially assessed, or assessed value of their property.
Under ORS 205.320(18), the Clerk’s Office deposits five percent of designated recording fees in a separate fund to
be expended for storage and retrieval systems, maintaining and restoring records and the cost incurred in
collecting the fee.
Department Overview
Nancy Blankenship, County Clerk
County Clerk’s Office
Mission Statement
Provide accurate, efficient and timely customer service to all citizens while carrying out the legal
mandates in the areas of elections and recordation.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
*Total Staff includes Funds 001-0500 & 001-0600
Total Budget $2,040,251
Budget C hange +25.58%
Total Staff 8.50 FTE
Staff C hange No C hange
Clerk's Office Summary*
Charges for
Services
86%General Fund
11%
Other
3%
Resources
Personnel
43%
Materials &
Services
45%
Capital Outlay
12%
Requirements
Page 137
Successes and Challenges
Water right records dating back to 1911 were turned into microfilm from digital image. Additionally, the water
right records were migrated to our online repository of historical records and are easily accessible to the public.
The first phase of a map restoration project was completed. The project consisted of removing historical
subdivision and partition plat maps and placing the maps in proper archival envelopes for long-term storage.
The map collection dates back to the early 1900s. A second phase will be to de-acidify 176 maps that are
susceptible to future deterioration and store them in proper archival envelopes. This phase will be completed
by the end of FY 2016.
The Oregon Motor Voter (OMV), HB 2177, was successfully implemented in January 2016. All records coming
from DMV are now received electronically. The initial data indicates an increase in the number of records, as
expected, however, the processing time per record is greatly reduced. Between January 1 and February 29,
2016, Deschutes County received 790 new voters.
Election staff spent close to 90 hours during the summer of 2015 updating and adding Oregon Driver’s License
(ODL) numbers into OCVR for voters already registered. Approximately 15,000 records were touched. The
ODL is the primary matching factor for voters within OMV, so “cleaning up” the database was critical.
The Budget Committee, during last year’s Budget hearings, requested the implementation of a campaign to
encourage voter participation. A partnership with Jackson County Clerk’s office was established to produce
public service announcements (PSAs) encouraging voters to engage by registering, becoming informed and
voting. The three PSAs will launch April 4, 2016. Two native Oregonians, now playing professional basketball,
volunteered as the spokesmen for the project.
The first Kids Art Contest was initiated in conjunction with the County’s 100th Anniversary Celebration. The
winning entries will be featured on the cover of the County’s Primary and General Election Voters’ Pamphlets.
The Deschutes Historical Society and the League of Women Voters’ assisted to develop and judge the contest.
Significant Issues in the Year Ahead
The second phase of OMV will occur in the summer of 2016. This phase includes “reaching back” to 2014 and
2015 and registering eligible individuals who interacted with DMV during those years. The number of records
to be processed is yet to be finalized but could be in the range of 20,000 to 24,000. Extra staff will be required
to process the records.
The 2016 Presidential Election will be a significant event in the Clerk’s office. Voter registration has started
to increase in late 2015 and will continue on until the election. Voter registration drives, a “crowded” ballot,
expected high turnout and general public awareness will all add to the intensity of the General Election.
Between December 21, 2015 and March 15, 2016 approximately 4,000 additional voters, beyond OMV, have
been registered.
Fiscal Issues and Conditions
The primary revenue source for the Clerk’s Office is recording fees. In FY 2016, recording revenues continued to
increase as mortgage rates have remained at historic lows. There are analysts that predict a continuing rebound
in real estate with Deschutes County leading statewide.
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 138
Management
Represented by AFSCME
Department Functions
Department Head
Organizational Chart
Staff Summary
Direct Services—County Clerk’s Office
Deschutes County, OREGON
County Clerk
1.00 FTE
Elections Supervisor
1.00 FTE
Recording
Supervisor
1.00 FTE
Elections
Archives
Customer Service
Clerk III
1.00 FTE
Recording
Customer Service
Clerk II
0.50 FTE
Customer Service
Clerk II
4.00 FTE
Budget Summary — County Clerk’s Office (Fund 001-05)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Licenses & Permits 33,125 31,975 33,800 32,525 32,525 (3.77%)
State Government Payments - - - 20,000 20,000 -
Charges for Services 1,234,669 1,577,810 1,487,235 1,744,342 1,744,342 17.29%
Fines & Fees 30 - - - - -
Interfund Charges 8,195 41,059 13,385 13,970 13,970 4.37%
General Fund 17,512 (277,992) 90,296 228,263 229,414 154.07%
Total Resources 1,293,531 1,372,852 1,624,716 2,039,100 2,040,251 25.58%
Personnel Services 717,785 749,071 811,092 881,845 881,845 8.72%
Materials & Services 575,746 623,781 813,524 906,255 907,406 11.54%
Capital Outlay - - 100 251,000 251,000 250900.00%
Total Requirements 1,293,531 1,372,852 1,624,716 2,039,100 2,040,251 25.58%
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
County Clerk's Office FTE (Fund 001-05)8.48 8.48 7.98 7.98 7.98 7.98
BOPTA FTE (Fund 001-06)0.52 0.52 0.52 0.52 0.52 0.52
TOTAL COUNTY CLERK FTE 9.00 9.00 8.50 8.50 8.50 8.50
Page 139
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Performance Management
County Goal - Quality Customer Service: Provide internal and external services that are
innovative and efficient.
County Objective #1: Encourage and expand opportunities for public engagement with
Deschutes County government.
Department Measure #1: Monitor the volume of voter registration adjusting workflows
accordingly.
Oregon Motor Voter (OMV) became effective January 1, 2016. Its impact on voter registration in
Deschutes County, and statewide, is yet to be realized. Between January 1 and February 29, 2016, 637
voters were registered as Non Affiliated, 153 voters selected a party, and 59 opted-out. In addition, the
2016 Presidential Election is also impacting voter registration as indicated in the table below.
* Total OMV Processed Records includes updates, new and cancelled voters.
** All Other Processed Voter Registration Records includes registration records received through USPS,
online and at the counter.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
Department Measure #1: Complete verification of real property index within 3 days of the
date of recording 95 % of the time. Verification is a second review of the data entry of the
index to a real property record. Among five comparable Oregon counties (Lane, Douglas,
Benton, Jackson, and Marion), they report completing verification within 1-3 days from the
date of recording.
Dec 2015 Jan 2016 Feb 2016 March 2016 April 2016
New OMV Voters 0 179 635 775 824
* Total OMV Processed
Voter Registration Records 0 583 839 1047 1061
**All Other Processed
Voter Registration Records 1632 1996 3046 5280 8538
Total Voter Registration
Records Processed 1632 2579 3885 6327 9599
FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
95% 95% 95% 57% 95%
Page 140
Department Measure #2: Percentage of County Records Center file requests completed within
24 hours is 99% or better.
Note: Among five comparable Oregon counties, several counties operate an Archive/Records Center.
Counties range from self-serve to 24 hour turnaround 100% of the time.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
97% 98% 97% 99% 100% 99% 99% 99%
Page 141
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Measure #3: Percentage of customers who rate the level of service as good or excellent.
Measure #4: Election personnel cost comparison per 1,000 ballots tallied for
countywide elections.
Notes: Election costs vary based on the type of election and election year. Presidential Primaries and General
Elections are the costliest due to the high turn-out rates. The data presented is consistent with Personnel costs
reported to State Elections on Form SEL 237, less the ballot insertion vendor personnel costs. Personnel costs
include: boards, regular staff overtime and extra hours, on-call staff, dropsite staff, ballot pickup (sheriff/staff) and
Property and Facilities for dropsite and booth set-up
FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
97% 99.9 100% 99%
Customers Who Responded by Service (as of 3-31-2015)
Elections
Marriage
License
Passport
Application
Recording
Documents
0% 41.38% 34.48% 24.14%
Type of Elec-
tion Date of Elec-
tion Personnel Costs Ballots tal-
lied/1,000
Personnel
Cost/1,000 tal-
lied ballots
Total Voter
Registration
Presidential
Primary
5/15/12 $23,142 34.210 $676 88,819
5/20/08 $21,314 48.837 $436 86,019
Presidential
General
11/6/12 $52,264 82.661 $632 97,335
11/4/08 $42,379 80.391 $527 92,605
Gubernatori-
al Primary
5/20/14 $15,815 38.215 $414 96,701
5/18/10 $17,107 40.522 $422 88,551
Gubernatori-
al General
11/4/14 $32,291 72.128 $448 99,298
11/2/10 $21,745 65.257 $333 89,020
Special Elec-
tions – Odd
Years
5/19/15 $8,863 18.588 $477 99,491
11/5/2013 $10,606 34.477 $308 96,715
5/21/13 $11,237 33.428 $336 96,627
5/17/11 $10,597 26.001 $408 88,779
11/3/09 $10,233 38.728 $264 88,568
5/19/09 $7,938 17.345 $458 90,394
Page 142
Each October, after property owners receive their property tax bills, they may appeal the following values of their
property: current year real market, maximum assessed, specially assessed, or assessed value. The petitions to
appeal are generally due by December 31. The Board of Property Tax Appeals is a citizen board appointed by the
Board of County Commissioners to hear and act upon the appeals. The Board’s work begins in February and must
be completed by April 15th.
Revenues for the Board of Property Tax Appeals are derived from the County’s General Fund and an Assessment
and Tax Grant administered by the Department of Revenue. The State’s Assessment and Tax Grant for FY 2017
is estimated to increase approximately 10.7% to $12,350. Projected expenditures are 4.37% higher for FY 2017.
Filed petitions levels are anticipated to be similar to FY 2016. Services and programs for the Board of Property
Tax Appeals are anticipated to remain consistent.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Board of Property Tax Appeals (Fund 001-06)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
State Government Payments 16,097 13,342 11,154 12,350 12,350 10.72%
General Fund 43,798 46,978 54,480 56,154 56,159 3.08%
Total Resources 59,895 60,320 65,634 68,504 68,509 4.38%
Personnel Services 44,458 45,538 47,031 49,510 49,510 5.27%
Materials & Services 15,436 14,783 18,503 18,994 18,999 2.68%
Capital Outlay - - 100 - - (100.00%)
Total Requirements 59,895 60,320 65,634 68,504 68,509 4.38%
Page 143
Under ORS 205.320(18), the County Clerk is directed to deposit 5% of designated recording fees in a separate
fund. The monies in this fund are to be expended on storage and retrieval systems, maintaining and restoring
records and the cost incurred in collecting the fee.
Revenues in the County Clerk Records Fund are projected to increase following the lead of recording revenues in
the General Fund. Expenses are proposed to decrease.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
County Clerk Records (Fund 218)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 363,062 369,453 340,491 325,650 325,650 (4.36%)
Charges for Services 98,996 106,282 100,000 114,000 114,000 14.00%
Interest Revenue 1,951 2,376 2,200 2,580 2,580 17.27%
Total Resources 464,009 478,111 442,691 442,230 442,230 (0.10%)
Materials & Services 94,556 138,444 211,975 111,275 111,270 (47.51%)
Capital Outlay - - 100 15,000 15,000 14900.00%
Contingency - - 230,616 315,955 315,960 37.01%
Total Requirements 94,556 138,444 442,691 442,230 442,230 (0.10%)
Page 144
The Community Development Department (CDD) consists of four
divisions, as well as code enforcement and information support services
and programs, which provide coordinated planning and development
services. The divisions include the following:
Administrative and Coordinated Services Division provides “front
line” services at the satellite offices in Redmond and La Pine, and the
main office in Bend.
Building Safety Division provides construction plan reviews, consultation and inspections to assure
compliance with federal and state building codes in the rural County and cities of Sisters, La Pine, and Redmond.
Environmental Soils Division regulates on-site wastewater treatment systems (septic) and monitors
environmental factors for public health and resource protection.
Planning Division is separated into two operational areas, Current Planning and Long Range Planning.
Current Planning processes individual land use applications and provides information to the public on all land use
related issues. Long Range Planning addresses the future needs of the community through updates to the
comprehensive plan, changes to county code and other special projects.
Code Enforcement is responsible for investigating code violation complaints to ensure compliance with each of
the codes and statutes administered by CDD, and provides direct service on contract to the City of La Pine for
solid waste violations.
Information Support Services establishes the integration of technology across all CDD divisions. Coordinates
with the cities as well as provides direct service to the public via application training and support, web-based
mapping, reporting services and data distribution.
Department Overview
Nick Lelack, Director
Community Development
Mission Statement
Facilitate orderly growth and development in the Deschutes County community through
coordinated programs of Land Use Planning, Environmental Soils, Building Safety, Code
Enforcement, education and service to the public.
Direct Services—Community Development
Deschutes County, OREGON
Total Budget $8,420,357
Budget C hange +16.73%
Total Staff 41.00 FTE
Staff C hange +5.00 FTE
Community Development
Summary
Page 145
Successes and Challenges
Successes in the Past Year
Achieved an overall customer service rating of 4.33 (out of 5) in 2015, compared with 4.52 in 2014. 52
questionnaires were returned compared to 43 in the previous year. In addition, CDD started using iPads at
customer service counters on December 15, 2015 to survey customers immediately upon receiving service. As
of March 18, 2016, CDD received 270 survey responses. The results: Overall Customer Service score of 2.93 out
of 3.00; Timeliness to Assistance scored 2.89; Staff Respectfulness scored 2.94; and Staff Knowledge scored
2.91.
Issued 415 new single family home building permits in 2015, compared with 311 in 2014 (35% increase), while
also performing Building Official Services for the cities of Sisters and Redmond.
Achieved an 85% voluntary compliance rate for code enforcement cases resolved in 2015, a year in which the
number of new cases increased by 52%.
Met with 4,469 customers in 2015, compared to 3,355 in 2014. This increase would have been much higher but
many customers are now utilizing the ePermitting to submit applications, and email correspondence to ask
questions about permits, processes, and pending applications. In addition, the County’s website and DIAL
provide enhanced data, meeting schedules and videos/audio recordings, and project updates to meet customer
information needs. These tools result in fewer direct customer contacts for information.
Received 663 land use applications in 2015, compared with 517 for 2014 (28% increase). Nineteen were
reviewed by hearings officers in 2015, compared to 9 in 2014.
Processed several high profile applications, including three solar photovoltaic systems, cluster developments at
Lower Bridge and Miller Tree Farm, private park for weddings, an irrigation reservoir and water ski lake west
of Shevlin Park and east of Alfalfa, Caldera Springs destination resort expansion, Riley Ranch Nature
Preserve, Cascade Academy expansion, Thornburgh Resort’s Final Master Plan remand, an event and wedding
pavilion at Tetherow Resort, and multiple applications at Widgi Creek.
Convened a group of stakeholders to explore whether consensus could be achieved on a conceptual text
amendment to prohibit the issuance of permits for properties in violation of County Code or a prior land use
decision. Once consensus was achieved, staff initiated a text amendment, which the Board of County
Commissioners adopted.
Direct Services—Community Development
Deschutes County, OREGON
Beginning
Capital
19%
Local Gov Pmts
6%
Charges for
Services
72%
Other
3%
Resources
Personnel
54%
Materials &
Services
16%
Transfers Out
19%
Contingency
11%
Requirements
Page 146
Initiated a Goal 11 exception for southern Deschutes County with the Department of Land Conservation and
Development (DLCD) and the Department of Environmental Quality (DEQ), conducted public hearings with
the Planning Commission and Board, leading to adoption in January.
Administered a Certified Local Government (CLG) Grant from the State Historic Preservation Office to assist
Deschutes County implement historic preservation programs.
On September 22, 2015, the U.S. Fish and Wildlife Service determined federal land management plans and
partnerships with states, ranchers, and NGOs avert an endangered species listing for sage grouse. After public
hearings before the Planning Commission and the Board, County Commissioners adopted comprehensive plan
and zoning text amendments in December to protect sage-grouse habitat on non-federal lands near Millican,
Brothers, and Hampton.
Administered a $400,000 U.S. Environmental Protection Agency (US EPA) Community-wide Brownfields
Assessment Grant. The project, now in its last year, funded nine Environmental Site Assessments and Area
Wide Planning for the Mid-Town section of downtown Redmond.
Initiated amendments to County Code to regulate medical and recreational marijuana, including coordinating
closely with the Board, Planning Commission, partner organizations (e.g., OLCC), and citizens to develop and
revise the draft regulations.
Significant Issues in the Year Ahead
The most significant issue for the fourth consecutive year will be to maintain high customer service levels with
sustained increased levels of development activity in the rural county and in the cities of La Pine, Sisters,
Redmond, while maintaining appropriate staffing levels across all divisions and programs. High priority issues:
(1) Adopt and implement regulations on medical and recreational marijuana businesses; (2) Implement new
internal and customer service-oriented performance measures to enhance service delivery, the cost effectiveness
of CDD’s services, and staff productivity and job satisfaction; (3) Coordinate the adoption of the Bend UGB
amendments and Bend Airport Master Plan update; (4) Enforce codes to preserve the rural quality of life with
increased caseloads, and higher profile, increasingly complex and controversial cases; (5) Initiate amendments to
County Code to update and modernize natural hazards and mitigation regulations pertaining to wildfire and
floodplains; (6) Facilitate the implementation of the Central Oregon Large Lot Land Needs Analysis, including
the Redmond UGB amendment and Fairgrounds expansion; (7) Coordinate on solutions for a safe boat launch at
Harper Bridge; (8) Coordinate with federal, state, and local governments, non-profits, and citizens to protect
Oregon Spotted Frog critical habitat; (9) Administer US EPA Brownfield and historic preservation grants; (10)
Coordinate and support programs to protect ground water quality in Southern Deschutes County; and (11)
Enhance on-line subscriptions to CDD documents (e.g., Planning Commission agendas) to expand opportunities
for public engagement.
Fiscal Issues and Conditions
Community Development has historically been a fee-supported department with the exception of the recession.
General Fund support has been provided to partially support long range planning services, through the FY 2016
budget. Permit volumes have increased across all divisions and programs and, combined with new and expanded
building services contracts, are resulting in revenue stabilization. CDD began restoring its reserve funds in
years in FY 2015, continued into FY 2016, and are projected to increase in FY 2017. Fee adjustments are
proposed for FY 2017 partially based on the FY 2015-16 Comprehensive User Fee Study prepared by an outside
consultant to ensure full cost recovery, the accurate cost of services (some fees are proposed to be reduced), and to
build reserve funds. The Building Safety and Environmental Soils Divisions fees are primarily proposed for
inflationary adjustments (3.5% increases) with a few fees increasing or decreasing by larger percentages. The
Direct Services—Community Development
Deschutes County, OREGON Page 147
Organizational Chart
Deschutes County, OREGON
Planning Division’s fees are proposed to increase by up to 10% in FY 2017. Additional increases are proposed to
be phased in over several years. The reason for the significant Planning Division fee increases is to cover, or at
least partially cover, the actual cost of services (time spent to provide such services) to process increasingly
complex and controversial applications. In addition, the code compliance fee on building permits is proposed to
increase for the first time in over a decade from 0.14% to 0.17% of building valuation. The FY 2017 budget
assumes permit volumes and revenue will continue to increase across all divisions. Notable costs for next fiscal
year include: (1) continue to increase vehicle and technology replacement costs due to very limited expenditures
during the Great Recession; (2) retirements that will result in pay outs in time management leave for long-time
and senior-level staff; and (3) increasing training budgets to maintain and increase efficient operations and staff
capacity. The requested staffing increases proposed in FY 2017 are to add (2) Building Inspector III positions,
(1) Code Enforcement Technician, (1) Associate Planner (Limited Duration), and (1) Administrative Secretary
position. This is the first year in nearly a decade that General Fund support is not requested to support the
Long Range Planning program. And, CDD has paid off all of its debts and loans. In sum, CDD continues to
reposition itself for strong long-term financial health, continuously operating more efficiently, carrying no debt,
all while maintaining a tremendously positive culture and providing outstanding customer service.
Direct Services—Community Development
Management
Represented by the AFSCME
Department Functions
Department Head
Confidential Employees
Community Development
Director
1.00 FTE
Building Safety
Division
Environmental Soils
Division
Building Safety
Director
1.00 FTE
Contract Services
Deschutes County
Building Program
Coordinated
Services
Administrative
Secretary
1.00 FTE
Code Enforcement
3.00 FTE
Comm/ Residential
Plan Review
2.00 FTE
Comm/ Residential
Inspections
6.00 FTE
Comm/ Residential
Inspections
3.00 FTE
Planning
Division
Environmental Health
Supervisor
1.00 FTE
Administrative
Manager
1.00 FTE
Permit Technician
7.00 FTE
Planning Manager
1.00 FTE
Sr. Transportation
Planner
1.00 FTE
Senior Current
Planner
2.00 FTE
Administrative
Secretary
1.00 FTE
Management
Analyst
1.00 FTE
Associate Long
Range Planner
1.00 FTE
Associate Current
Planner
3.00 FTE
Environmental
Health Specialist II
1.00 FTE
Asst. Building
Safety Director
1.00 FTE
GIS Analyst/
Programmer
1.00 FTE
Assistant Current
Planner
2.00 FTE
Page 148
Budget Summary — Community Development (295)
Deschutes County, OREGON
Direct Services—Community Development
Staff Summary
Budget Summary — Community Development (Fund 295)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,578,705 2,037,201 1,600,000 1,578,206 1,578,206 (1.36%)
Federal Government Payments 41,430 143,119 197,492 50,000 50,000 (74.68%)
State Government Payments 13,000 - 13,000 16,500 16,500 26.92%
Local Government Payments 264,039 363,815 281,500 289,076 514,076 82.62%
Charges for Services 4,074,182 4,975,677 4,871,107 5,906,871 6,105,075 25.33%
Fines & Fees 2,575 1,014 1,738 1,200 1,200 (30.96%)
Interest Revenue 10,868 16,181 12,000 18,000 18,000 50.00%
Other Non-Operational Revenue 3,060 7,922 12,000 12,000 12,000 0.00%
Interfund Charges 122,487 121,648 123,807 125,300 125,300 1.21%
Interfund Transfers 495,360 166,770 99,039 - - (100.00%)
Sale of Assets, Land or Equipment - - 2,000 - - (100.00%)
Total Resources 6,605,706 7,833,348 7,213,683 7,997,153 8,420,357 16.73%
Personnel Services 3,129,754 3,386,029 3,923,080 4,553,077 4,553,084 16.06%
Materials & Services 1,053,170 1,274,502 1,405,455 1,297,399 1,315,365 (6.41%)
Capital Outlay 177,266 - 100 - - (100.00%)
Transfers Out 208,315 1,021,043 1,424,897 1,629,800 1,643,120 15.32%
Contingency - - 460,151 516,877 908,788 97.50%
Total Requirements 4,568,505 5,681,575 7,213,683 7,997,153 8,420,357 16.73%
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Admininstrative and Coordinated Svcs Division 10.60 10.60 12.00 11.40 11.85 12.85
Building Safety Division 8.20 8.20 9.20 10.25 11.25 13.05
Planning Division 8.75 8.75 7.75 8.25 9.55 12.55
Environmental Soils Division 1.05 1.05 1.05 2.10 2.35 2.55
TOTAL C OMMUNITY DEVELOPMENT FTE 28.60 28.60 30.00 32.00 35.00 41.00
Page 149
Deschutes County, OREGON
Performance Management
County Goal - Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
Objective #5: Enforce County regulations to preserve rural quality of life.
Measure #1: Achieve 85% voluntary compliance in Code Enforcement cases.
Measure #2: Resolve 75% of Code Enforcement cases within 12 months.
County Goal - Healthy People: Enhance and protect the health and well-being of the
community through advocacy, prevention, education and delivery of coordinated services.
Objective #1: Consider population health, wellness, and multi-modal connectivity in the design and
implementation of infrastructure and land use policies.
Measure #3: Facilitate County adoption of Bend, Redmond and Sisters UGB amendments.
County Goal - Resilient Economy: Promote policies and actions that sustain and simulate
economic vitality.
Objective #2: Partner with organizations to stimulate economic vitality.
Department Measure #4: Coordinate with the City of Bend to adopt the Bend Airport Master
Plan into the County’s Comprehensive Plan and amend zoning ordinance to promote economic
growth and sustainability at the Airport.
Department Measure #5: Coordinate with the City of Redmond to amend its UGB for a large
lot industrial site and future fairgrounds expansion.
Objective #3: Support land use programs and initiatives that promote economic growth and
diversity, livability, and sustainability.
Department Measure #6: Complete the 3-year U.S. EPA Brownfield Assessment grant with
the City of Redmond, private property owners, and Bend Parks and Recreation District to
identify contaminated commercial sites and plan for redevelopment.
Department Measure #7: Support and participate in the Land Conservation and Development
Commission rulemaking process to address non-resource lands, if initiated. Upon rule adoption,
coordinate with DLCD to develop a work plan to implement the new rules and accurately
designate resource and non-resource lands in rural Deschutes County.
Department Measure #8: Develop a work program to audit County land use regulations to
update review processes and standards to achieve County goals.
Objective #4: Support beneficial management and access policies of publicly owned facilities and
natural resources to promote tourism and recreational activities.
Direct Services—Community Development
Page 150
Deschutes County, OREGON
Department Measure #9: Coordinate with the Sunriver Owners Association (SROA) and
stakeholders 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.
County Goal - Natural Resource Stewardship: Promote environmental stewardship through
assessment, advocacy, and collaboration.
Objective #1: Enhance and protect air, land, and water resources.
Department Measure #10: Convene the South County Groundwater Partnership Financial
Advisory Committee to discuss funding solutions to protect groundwater quality.
Objective #3: Support healthy and sustainable forest, habitat, and land management practices
and oversight.
Department Measure #11: Coordinate with the U.S. Fish and Wildlife Service (USFWS) to
protect critical habitat for the Oregon Spotted Frog and pursue balanced land use approaches
that benefit both the species and private property owners.
Department Measure #12: Evaluate the University of Oregon’s Community Service Center’s
recommendations to update the County’s natural hazards and mitigation standards.
County Goal - Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with Deschutes County
government.
Department Measure #13: Expand on-line subscription services beyond the CDD Update to
include Planning Commission and Historic Landmarks Commission agendas, monthly CDD
Statistics and Performance Measure Reports, and Hearings Officer decisions.
Objective #4: Support and promote Deschutes County Customer Service “Every Time” standards.
Department Measure #14: Achieve an average of 6-10 stops at different construction job sites
per day for each Building Inspector. Each stop may consist of multiple inspections.
Department Measure #15: Achieve an average turnaround time on building plan reviews of
8-10 days.
Department Measure #16: Achieve an average of 2-4 residential plan reviews per building
plans examiner per day.
Department Measure #17: Issue all planning administrative (staff) decisions for land use
actions requiring prior notice within 45 days of determination of complete application and for
those that do not require prior notice, within 21 days of determination of complete application.
Department Measure #18: Issue new onsite septic system permits within 15 days of receiving
a complete application.
Direct Services—Community Development
Page 151
Deschutes County, OREGON
adjustments.
Objective #5: Pursue cooperative opportunities to enhance service delivery and the
cost-effectiveness of public services.
Department Measure #19: Maintain one-stop development services shops in the La Pine and
Sisters’ city halls and coordinate with the City of Redmond to establish a one -stop development
services shop at Evergreen City Hall in 2017.
Department Measure #20: Partner with NeighborImpact to provide financial assistance to
property owners needing to upgrade their onsite wastewater treatment systems, and coordinate
with DEQ to issue protective onsite wastewater treatment system permits and water quality
risks and monitoring.
Effective Asset Management: Preserve and enhance capital and fiscal assets.
Objective #3: Maintain strategies for major funds to ensure long-term financial stability.
Department Measure #21: Develop and adopt reserve fund policies and targets to enable CDD
to sustain consistent levels of service during various economic cycles and to inform annual fee
Direct Services—Community Development
Building Safety Division
The Building Safety Division provides construction plan reviews, consultation and inspections to assure compliance
with state statutes, state building codes and national standards. The Building Safety Division interprets and
enforces the state-mandated building codes through a process of education and a clear and fair application of the
specialty codes. The Division provides all of these services throughout the rural county, to the Cities of Redmond
and Sisters through contracts, and provides various services to Lake, Jefferson, Klamath and Crook counties, the
City of Bend and the State of Oregon Building Codes Division on an as-needed basis. The County retains
jurisdiction of the building program within the City of La Pine.
Staff will continue to explore opportunities for shared service delivery with other jurisdictions. In 2013, the
Division implemented the new ePermitting system, including the use of tablets in the office and field to improve
operational efficiencies and customer services. The FY 2017 technology initiatives include expanded use of thermal
printers and faster smart phone devises to run the inspection application and allow sunlight readable correction
notices on the jobsite that mirror the comments in the computer that are immediately available to customers.
Continued investments in cross-training of inspectors increase the number of inspections that can be performed by
each employee at each construction job site reducing the need for multiple employees to conduct multiple
inspections – a savings in both staff resources and time required to complete inspections to benefit the customer.
In addition, the Division is committed to continued customer training with state assistance on the software system
to continuously increase online permit submittals and overall use.
All revenues associated with the Building Safety Division are generated from permit fees and service contracts
with other jurisdictions. Permit activity and revenue began to increase in early 2013, and has not stopped
increasing since then. FY 2017 revenues are projected to continue to increase primarily due to residential
construction across the County, and potentially significant increases in Sisters and Redmond.
Page 152
Deschutes County, OREGON
* Intradepartmental Transfer is for the Contract Services Division.
Direct Services—Community Development
Planning Division
The Planning Division is divided into two operational areas, Current Planning and Long Range Planning. Current
Planning processes individual land use applications, zoning review and compliance review for building and septic
permits, and provides information to the public on all land use related issues. Long Range Planning emphasizes
public involvement in considering land use policy, updates the County Comprehensive Plan and zoning
regulations and coordinates with the cities and agencies on various planning projects.
In addition to maintaining legally prescribed turnaround times on property-specific land use applications, the
Division will focus on the future needs of the County, especially those geared towards regional economic
development. Major initiatives will include assisting the City of Redmond in the implementation of the Central
Oregon Large Lot Land Needs Analysis; coordinating with the City of Bend to adopt the Bend Airport Master
Plan update into the County’s Comprehensive Plan and related text amendments necessary for Plan
implementation; coordinating with the cities of Bend, Redmond and Sisters on UGB amendments; adopting
regulations addressing medical and recreational marijuana, and the Oregon spotted frog; considering natural
hazard regulatory approaches including changing the floodplain zone to a combining zone and updated wildfire
mitigation standards such as those applied to the Tree Farm Cluster Development; and administering the US
EPA Brownfields and historic preservation grants.
Land use application fee revenue started to increase in spring 2013 and has remained consistent and strong ever
since. It is projected to increase slightly in FY 2017. Staffing levels are proposed to increase in the Current
Planning Section, with a limited duration Associate Planner position in FY 2017; two new Assistant Planners
were hired in January 2016 to replace 1 senior planner (1 new position was added to the budget in November
2015). The Current Planning Section has now been fully reorganized over the past few years due to retirements
and new hires to allocate workloads and case files appropriate to the level of expertise to avoid overpaying for
services provided. Long Range planning activities have been partially supported by the General Fund and grants
in order to maintain progress on completing projects in the Division’s Work Plan. No General Fund support is
requested for FY 2017. Grant funds will continue to be actively sought to complete other priority activities.
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2017
Beginning Net Working Capital 278,799 542,019 - - -
Local Government Payments 264,039 358,815 276,500 502,500 81.74%
Charges for Services 2,157,105 2,570,615 2,619,843 3,222,500 23.00%
Intradepartmental Transfer (Coord Svcs) * 67,771 12,915 161,338 - (100.00%)
Total Resources 2,767,714 3,484,364 3,057,681 3,725,000 21.82%
Personnel Services 1,003,364 1,090,310 1,247,158 1,461,488 17.19%
Materials & Services 100,761 139,176 133,130 169,665 27.44%
Transfers Out 21,960 43,920 491,791 191,900 (60.98%)
Contingency - - 78,667 726,684 823.75%
Coordinated Svcs & GIS Allocation 1,099,610 1,007,441 1,106,935 1,175,263 6.17%
Total Requirements 2,225,695 2,280,847 3,057,681 3,725,000 21.82%
Page 153
Deschutes County, OREGON
Direct Services—Community Development
Information Services (IS)
Information Services (IS) is responsible for the development and maintenance of digital spatial databases and for
providing state-of-the-art mapping and data services to local governments, citizens, and businesses. In addition,
IS staff supports customer service applications, reporting services, technical support and application development.
IS establishes methods for deriving statistics, evaluating efficiency, and assisting in measuring departmental
performance. Major projects will include assisting Coordinated Services with administration of the ePermitting
program; improving internal processes through performance measures; providing technical support for staff in all
CDD divisions; responding to customer requested data and mapping services; and updating and finalizing CDD
monthly development statistics report, incorporating monthly performance measure results. No additional staff is
proposed to be added to this program in FY 2017.
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2017
Beginning Net Working Capital - - 189,005 - (100.0%)
Federal Government Payments 41,430 143,119 197,492 50,000 (74.7%)
State Government Payments 13,000 - 13,000 16,500 26.92%
Charges for Services 1,244,939 1,631,517 1,490,225 1,868,350 25.37%
Interfund Charges 58,527 60,658 63,507 65,000 2.35%
Interfund Transfers 495,360 166,770 99,039 - (100.00%)
Intradepartmental Transfer (Coord Svcs) (288,420) (220,996) 48,756 7,261 (85.11%)
Total Resources 1,564,836 1,781,068 2,101,024 2,007,111 (4.47%)
Personnel Services 938,546 1,027,640 1,272,237 1,379,563 8.44%
Materials & Services 149,296 315,286 308,637 179,495 (41.84%)
Transfers Out 3,660 7,320 13,320 13,320 0.00%
Coordinated Svcs & GIS Allocation 473,334 430,822 473,916 423,820 (10.57%)
Total Requirements 1,564,836 1,781,068 2,101,024 2,007,111 (4.47%)
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2017
Beginning Net Working Capital - - 2,513 - (100.0%)
Charges for Services 2,944 2,110 2,500 1,000 (60.0%)
Total Resources 2,944 2,110 5,013 1,000 (80.05%)
Personnel Services 115,422 117,998 119,080 128,727 8.10%
Materials & Services 8,329 7,465 13,225 14,975 13.23%
Coordinated Svcs & GIS Allocation (120,807) (123,353) (127,292) (142,702) 12.11%
Total Requirements 2,944 2,110 5,013 1,000 (80.05%)
Page 154
Deschutes County, OREGON
Direct Services—Community Development
Environmental Soils Division
The Environmental Soils Division provides site evaluations, design review and inspection of on-site wastewater
treatment and dispersal systems as an agent of Oregon Department of Environmental Quality. Staff inspects
sewage pumper trucks, reports on condition of existing wastewater systems, maintains an operations and
maintenance tracking system, provides the public with information on wastewater treatment systems and
regulations, and investigates sewage hazards. Staff are also engaged in the proactive pursuit of protection of the
groundwater in southern Deschutes County and other sensitive areas.
Septic permits and fee revenue has increased significantly over the past couple of years. For example, staff issued
996 permits and authorizations for new and existing onsite treatment and dispersal systems in 2015, up from 935
in 2014. Site evaluations that precede new development increased over 20% in 2015 as compared to 2014. Permit
revenues are expected to be sustained with modest growth. Staffing in Environmental Soils is 2.5 FTE with the
increase of an assigned permit technician. On-call staff is used for needed work in order to maintain high service
levels.
Coordinated Services Division & Code Enforcement
Operations within this division include satellite offices in Redmond and La Pine, as well as the main office in
Bend. Permit Technicians provide a full range of services at each location, online, and over the telephone, and
process related permits and documents in support of each division (Building, Planning, Environmental Soils).
Maintaining service levels continues to be a challenge for this division as business volumes increase while staff
becomes proficient in administering a relatively new and continuously changing software program, Accela, in
addition to the changes to County Code and State Law. The use of this software has increased not only the
purchase of simple permits online, but has increased the number of electronic plan reviews. Electronic plan
reviews save the customer and staff time in applying for and issuing permits. However, additional efficiencies in
online permitting will be realized over time as customers become more proficient in this software as well. Overall,
Accela is improving CDD’s operational efficiencies and customer services, and will result in reduced overhead
expenses.
Code Enforcement is responsible for investigating code violation complaints associated with the building, land
use, on-site wastewater disposal and solid waste codes, with the overriding goal of achieving voluntary
compliance. Code Enforcement staff will strive to keep up with ongoing and increasing caseloads (up 52% in 2015
over 2014), and will work on proactive code enforcement efforts where possible, including follow-up on
replacement dwellings and agricultural barns to ensure that development conditions are completed. Code
enforcement has been assisted in by a volunteer who performs routine field inspections on a part-time basis. It is
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2017
Charges for Services 448,367 497,039 475,170 598,750 26.01%
Intradepartmental Transfer (Coord Svcs) (127,747) (136,656) 3,273 - (100.00%)
Total Resources 320,620 360,383 478,443 598,750 25.15%
Personnel Services 168,652 206,899 276,371 365,619 32.29%
Materials & Services 13,179 19,258 20,105 23,505 16.91%
Transfers Out - 7,320 42,480 19,980 (52.97%)
Contingency - - - 53,023 -
Coordinated Svcs & GIS Allocation 138,789 126,906 139,487 136,623 (2.05%)
Total Requirements 320,620 360,383 478,443 598,750 25.15%
Page 155
Deschutes County, OREGON
Direct Services—Community Development
anticipated that at least one volunteer will continue to provide support in FY 2017. The major code enforcement
project will strive to become a more paperless environment with new technology. Expenses associated with this
division are allocated across CDD operating divisions, their share of which is included in the permit and
application fees. Code Enforcement staff also handles solid waste code violations for properties within the City of
La Pine under contract.
The significant case load increase is, in part, due to the increased development activity in the County. This is
common. However, the complexity and controversy surrounding many code enforcement cases (similar to the
Planning Division’s caseload) has significantly increased over the past several years. Many cases now take years
to resolve instead of weeks or months. Complex cases require significantly greater resources to resolve for a
number of reasons. The combination of an increasing case load and the number of complex cases is resulting in
staff only able to address the highest priority cases (public health and safety). To implement the Board’s FY 2017
Goal to enforce county regulations to preserve rural quality of life may require additional Code Enforcement
resources. The code compliance fee on building permits is proposed to increase for the first time in over a decade
to provide additional resources for this program to meet increased demands.
This fund is used for costs incurred in the enforcement of extreme violations against the County’s solid waste,
sanitation, building, land use and dangerous building codes. Resources are used when the County receives Circuit
Court approval to enter a property and correct the violation. The County is reimbursed through a lien on the
property. The Community Development Department oversees expenditures from this fund as part of the Code
Enforcement Program.
As code abatement cases are rare, resources are carried over from year to year until needed. Seed money from the
CDD operating fund was transferred a number of years ago to provide a beginning fund balance. Expended funds
are replenished when an abatement case is completed through a lien placed on the property in question, and
remain available for the next case. CDD used this fund in FY 2015-16 for the first time in over a decade to address
a public safety issue, and placed a lien on the subject property for the full amount of clean up costs.
Code Abatement (Fund 290)
FY 2014 FY 2015 FY 2016 FY 2017 % Chg
Actual Actual Budget Proposed FY 2017
Beginning Net Working Capital 1,299,906 1,495,182 1,408,482 1,578,206 12.05%
Local Government Payments - 5,000 5,000 11,576 131.52%
Charges for Services 220,827 274,396 283,369 414,475 46.27%
Fines & Fees 2,575 1,014 1,738 1,200 (30.96%)
Interest Revenue 10,868 16,181 12,000 18,000 50.00%
Other Revenue 3,060 7,922 12,000 12,000 0.00%
Interfund Charges 63,960 60,990 60,300 60,300 0.00%
Sale of Assets, Land or Equipment - - 2,000 - (100.00%)
Intradepartmental Transfer 348,396 344,737 (213,367) (7,261) (96.60%)
Total Resources 1,949,592 2,205,422 1,571,522 2,088,496 32.90%
Personnel Services 903,769 943,182 1,008,234 1,217,687 20.77%
Materials & Services 781,606 793,317 930,358 927,725 (0.28%)
Capital Outlay 177,266 - 100 - (100.00%)
Transfers Out 182,695 962,483 877,306 1,417,920 61.62%
Contingency - - 348,570 118,168 (66.10%)
Coordinated Svcs & GIS Allocation (1,590,926) (1,441,816) (1,593,046) (1,593,004) (0.00%)
Total Requirements 454,410 1,257,166 1,571,522 2,088,496 32.90%
Page 156
Deschutes County, OREGON
This fund is used to account for revenues generated from Transfer of Development Credits (TDCs) and Pollution
Reduction Credits (PRCs), which are associated with the Regional Problem Solving and Groundwater Protection
projects in southern Deschutes County. TDCs are deeded restrictions on future property development. They are
acquired in designated areas for the preservation of water quality and open space. The acquisition of TDCs is one
option for developers of new parcels in the Newberry Neighborhood in the City of La Pine. Similarly, PRCs certify
the placement of a nitrogen reducing septic system in qualifying areas. It may be purchased as an alternative
option to allow Newberry Neighborhood development. Revenue associated with TDCs and PRCs, together with
Newberry Neighborhood land sale proceeds and other revenue sources provide financial assistance to South
County residents in implementing actions which reduce the amount of nitrates potentially entering the
groundwater and therefore protecting the source of drinking water in the area.
In addition to funding sewer feasibility studies on an as-needed basis, financial assistance expenditures primarily
represent rebates paid to South County property owners who have installed nitrogen-reducing septic systems.
Expenditures also include low interest cost-deferred loans to property owners to fund complete system
replacement for property owners who may not otherwise qualify for project financing. Environmental Soils and
Planning staff may reconvene the Financial Advisory Committee in FY 2017 to determine whether changes should
be made to this program, and perform financial analyses of proposed and, if any, adopted changes.
Groundwater Partnership (Fund 296)
Direct Services—Community Development
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 96,723 97,269 97,700 82,705 82,705 (15.35%)
Interest Revenue 546 699 600 400 400 (33.33%)
Total Resources 97,269 97,968 98,300 83,105 83,105 (15.46%)
Materials & Services - - 98,300 83,105 83,105 (15.46%)
Total Requirements - - 98,300 83,105 83,105 (15.46%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 87,266 53,686 70,958 9,000 9,000 (87.32%)
Interest Revenue 316 268 400 50 50 (87.50%)
Interfund Transfers 60,000 - - - - -
Total Resources 147,582 53,954 71,358 9,050 9,050 (87.32%)
Materials & Services 71,250 41,250 37,500 9,050 9,050 (75.87%)
Debt Service 22,646 - - - - -
Contingency - - 33,858 - - (100.00%)
Total Requirements 93,896 41,250 71,358 9,050 9,050 (87.32%)
Page 157
Direct Services—Community Development
Community Development Reserve (Fund 300)
Newberry Neighborhood (Fund 297)
This fund accounts for expenditures associated with the creation of a planned neighborhood in southern
Deschutes County as part of the Regional Problem Solving project. Initial expenditures included the land
purchase and a loan to the La Pine Special Sewer District for expansion of its sewer treatment plant to
accommodate the Newberry Neighborhood. Additional expenditures for the surrounding area potentially include
a trail system and traffic improvements. The Newberry Neighborhood will help preserve water quality and open
space in southern Deschutes County by transferring development from at-risk areas. In addition, the proceeds of
the sale of land within the neighborhood will serve as the primary source of funds for assisting South County
property owners in undertaking measures to reduce nitrogen from existing on-site septic systems.
Development activity in the Newberry Neighborhood has generated minimal revenue over the past few years to
fund debt service on the bonds that were issued to fund expansion of the La Pine sewer system. City of La Pine
staff indicates minimal development activity is projected over the next several years, meaning only minimal
contributions to the debt service may be available, and potentially not an amount necessary to cover the full
annual debt service costs. This fund has enough reserves to pay the debt service for another 4 years (FY 2018-
2021) before additional revenue sources may be required. It may be necessary to reconvene the Financial
Advisory Committee in FY 2017 to evaluate the Groundwater Partnership Fund and explore future funding
options to pay this debt service.
Reserves are an important function for the financial sustainability of the Community Development Department.
Reserves enable CDD to close gaps between revenues and expenses during economic contractions, and to sustain
consistent levels of services during such periods. CDD established this fund to achieve these purposes, particularly
because the planning and development industry experience economic fluctuations. A significant portion of
Community Development funding relies on permits and fees associated with construction and other development.
In addition to funding operations during economic downturns, this fund is also used as a mechanism to finance
major physical and technological improvements over time, eliminating the need for drastic fee increases. CDD will
propose a Reserve Fund 300 policy in FY 2017 to establish a target reserve fund amount, including upper and
ower limits, which will help inform annual fee adjustments.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 430,693 313,237 320,000 207,954 207,954 (35.01%)
Interest Revenue 2,002 2,034 1,500 1,200 1,200 (20.00%)
Total Resources 432,695 315,271 321,500 209,154 209,154 (34.94%)
Materials & Services 4,871 - 16,000 - - (100.00%)
Capital Outlay - - 100 - - (100.00%)
Transfers Out 114,588 54,725 54,824 54,888 54,888 0.12%
Contingency - - 250,576 154,266 154,266 (38.44%)
Total Requirements 119,459 54,725 321,500 209,154 209,154 (34.94%)
Deschutes County, OREGON Page 158
Deschutes County, OREGON
The fund is used to account for surplus revenues generated by the Community Development Department, outside
of Building and Electrical program revenue, which by law must be accounted for separately. The fund built
rapidly during the area’s construction boom in 2004-2006, but was depleted rapidly due to the steep decline in
regional construction activity. The final funds were depleted in FY 2009. The economic recovery, which started in
early 2013, has resulted in sustained increases in development activity and permit revenues since then. CDD set
aside surplus revenue in FY 2015 to reactivate and begin rebuilding this reserve fund. Revenue is again proposed
to be set aside in FY 2017.
The fund is used to account for surplus revenues generated by the Building program within Community
Development, excluding electrical program revenue, which by law must be accounted for separately. Reserves are
an important function for the financial sustainability of the Building program. Reserves enable CDD to close gaps
between revenues and expenses during economic contractions, and to sustain consistent levels of services during
such periods. CDD will propose a Building Program Reserve Fund policy in FY 2017 to establish a target reserve
fund amount, including upper and lower limits, which will help inform annual fee adjustments. Fund 301 built
rapidly during the area’s construction boom in 2004 -2006. Due to the rapid and profound drop in construction
activity in the county, and despite unprecedented cuts in spending and staffing levels in response, the fund was
depleted in FY 2009. Due to the sustained increases in building permits, CDD started rebuilding this fund in the
FY 2015 budget. Revenue is again proposed in the FY 2017 budget to continue to rebuild this reserve fund.
Direct Services—Community Development
Building Program Reserve (Fund 301)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital - - 686,470 1,334,813 1,334,813 94.45%
Interest Revenue - 1,623 - 5,182 5,182 -
Interfund Transfers - 686,470 643,161 700,000 700,000 8.84%
Total Resources - 688,093 1,329,631 2,039,995 2,039,995 53.43%
Reserve for Future Expenditures - - 1,329,631 2,039,995 2,039,995 53.43%
Total Requirements - - 1,329,631 2,039,995 2,039,995 53.43%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital - - 1,000 345,632 345,632 34463.20%
Interest Revenue - 2 - 141 141 -
Interfund Transfers - 1,000 344,491 650,000 650,000 88.68%
Total Resources - 1,002 345,491 995,773 995,773 188.22%
Reserve for Future Expenditures - - 345,491 995,773 995,773 188.22%
Total Requirements - - 345,491 995,773 995,773 188.22%
Page 159
Deschutes County, OREGON
Direct Services—Community Development
The fund is used to account for surplus revenues generated by the Electrical program within Community
Development, which by law must be accounted for separately. Reserves are an important function for the financial
sustainability of the Electrical program. Reserves enable CDD to close gaps between revenues and expenses during
economic contractions, and to sustain consistent levels of services during such periods. CDD will propose an
Electrical Program Reserve Fund policy in FY 2017 to establish a target reserve fund amount, including upper and
lower limits, which will help inform annual fee adjustments. The fund built rapidly during the area’s construction
boom in 2004-2006. Due to the rapid and profound drop in construction activity in the county, and despite
unprecedented cuts in spending and staffing levels in response, the fund was depleted in FY 2009. It is not
anticipated that CDD will be able to begin rebuilding a reserve balance until at least FY 2018.
The fund was established by a transfer of funds from the CDD Reserve Fund (300). The purpose of this fund is to
cover major CDD facility improvements without the need to significantly increase fees to cover such expenses. CDD
will propose a Building Improvement Reserve Fund policy in FY 2017 to establish a target reserve fund amount,
including upper and lower limits, which will help inform annual fee adjustments. The Properties & Facilities
Department will be consulted during this process. This fund was depleted during the Great Recession. The
economic recovery and corresponding development activity and permit revenue increases since 2015 enabled CDD to
reactivate this fund in the FY 2016 budget. CDD’s projected budget revenues in FY 2017 will increase this reserve
fund.
Electrical Program Reserve (Fund 302)
Building Improvement Reserve (Fund 303)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital - - - 50,019 50,019 -
Interest Revenue - - - 22 22 -
Interfund Transfers - - 50,000 25,000 25,000 (50.00%)
Total Resources - - 50,000 75,041 75,041 50.08%
Reserve for Future Expenditures - - 50,000 75,041 75,041 50.08%
Total Requirements - - 50,000 75,041 75,041 50.08%
Page 160
Deschutes County, OREGON
The Deschutes County Fair and Expo Center, located on a 320-acre site
in Redmond, is the premier facility of its kind in the Northwest. The
Fair and Expo Center hosts the annual Deschutes County Fair and
leases the facility to more than 400 events annually, with an emphasis
on youth, agriculture and community. The primary focus is to provide
social, cultural, recreational, agricultural, commercial and educational
opportunities for the citizens of Deschutes County. In addition, the Fair
and Expo Center is responsible for the maintenance of 167,000 square
feet of exhibit space, 120,000 square feet of covered livestock and
equestrian arenas, 400 horse stalls, a 106-space RV park complex, as
well as a four-acre County park located in the heart of the facility that
includes a unique water feature.
Department Overview
Dan Despotopulos, Director
Fair and Expo Center
Mission Statement
To provide and operate a premier multi-purpose facility offering exceptional customer
service and an environment of fun while maximizing the economic potential of the
facilities, as well as the economic impact for Deschutes County.
Direct Services—Fair and Expo Center
Total Budget $2,518,843
Budget C hange -9.60%
Total Staff 11.00 FTE
Staff C hange +1.00 FTE
Fair & Expo Center Summary
Total Budget $1,405,600
Budget C hange -6.28%
Total Staff 1.00 FTE
Staff C hange No C hange
Deschutes County Fair
Summary
Charges for
Services
37%
Other Non-Op
Revenue
10%
Interfund
Grants
26%Interfund
Transfers
24%
Other
3%
Fair & Expo Center Resources
Personnel
44%
Materials &
Services
38%
Capital Outlay
10%
Other
8%
Fair & Expo Center Requirements
Page 161
Deschutes County, OREGON
Direct Services—Fair and Expo Center
Successes and Challenges
Successes in the Past Year
Fair and Expo Center
Launched new website
Dedicated Transient Room Tax (TRT) money to produce new marketing strategies
National award for #1 venue to host an event
Oregon Reining Horse Championships
High Desert Quarter Horse
NW Basketball championships
Continues community support
High School graduations
4H programs
Wild Fire Management workshops
Deschutes County Fair
Concert series continues to draw thousands
Wild West Show on Sunday
Contracted new carnival 2016 - 2020
Fair of the year 2015
Rodeo of the year 2015
Deschutes County Expo RV Park
Continues to grow
Expanded marketing
Charges for
Services
78%
Other Non-Op
Revenue
14%
Other
8%
Deschutes County Fair Resources
Personnel
10%
Materials &
Services
68%
Transfers Out
22%
Deschutes County Fair Requirements
Page 162
Deschutes County, OREGON
Staff Summary
Organizational Chart
Department Head
Management
Represented by AFSCME
Confidential Employees
Direct Services—Fair and Expo Center
Significant Issues in the Year Ahead
Since September 2014 when we decided to move all the food/beverage in house. We continue to have challenges with
allowing 3rd party caterers use of the facility. We will review the program at the end of 2016 and make decisions at
that time
Fiscal Issues and Conditions
With the new marketing plan (funded by Transient Room Tax) we have seen an increase in various areas, such as
an increase in overnight stays in the RV park and 3 new large events, which will drive the local economy and
increase revenues. We were able to put some money in the reserve fund.
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Fair & Expo Center FTE (Fund 618)10.00 9.00 9.00 10.00 10.00 11.00
Deschutes County Fair (Fund 619)1.00 1.00 1.00 1.00 1.00 1.00
TOTAL FAIR & EXPO CENTER FTE 11.00 10.00 10.00 11.00 11.00 12.00
Fair & Expo Center
Director
1.00 FTE
Administrative
Manager
1.00 FTE
Fair & Expo
Operations Mgr
1.00 FTE
Fair Marketing
Coordinator
1.00 FTE
Building Maint
Spec I
2.0 FTE
Food/Beverage
Manager
1.0 FTE
Fair & Marketing
Assistant
1.00 FTE
Fair & Expo Mktg
Coordinator
1.00 FTE
Building Maint
Worker
3.00 FTE
Page 163
Deschutes County, OREGON
Budget Summary — County Assessor (001-
Direct Services—Fair and Expo Center
Budget Summary — Deschutes County Fair (Fund 619)
Budget Summary — Fair and Expo Center (Fund 618)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital (6,673) (345) 100,000 39,277 39,277 (60.72%)
Local Government Payments 176,289 280 - - - -
Charges for Services 462,394 849,810 848,500 925,500 925,500 9.07%
Fines & Fees 30 25 - - - -
Interest Revenue 379 678 300 800 800 166.67%
Other Non-Operational Revenue 280,457 207,945 235,000 244,000 244,000 3.83%
Interfund Charges 2,400 87,511 86,822 32,400 32,400 (62.68%)
Interfund Grants - - - 668,308 668,308 -
Interfund Transfers 942,086 865,439 1,033,220 658,478 608,558 (41.10%)
Issuance of Long Term Liability - - 482,531 - - (100.00%)
Total Resources 1,857,362 2,011,343 2,786,373 2,568,763 2,518,843 (9.60%)
Personnel Services 895,582 996,727 1,064,706 1,057,199 1,116,802 4.89%
Materials & Services 672,862 791,207 1,020,608 1,087,272 947,112 (7.20%)
Debt Service 112,974 112,213 595,916 108,488 108,488 (81.79%)
Capital Outlay 176,289 52,473 - 245,000 255,000 -
Transfers Out - - 62,740 25,000 55,000 (12.34%)
Contingency - - 42,403 45,804 36,441 (14.06%)
Total Requirements 1,857,707 1,952,620 2,786,373 2,568,763 2,518,843 (9.60%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 67,951 76,358 - - - -
State Government Payments 50,964 50,964 50,000 54,000 54,000 8.00%
Charges for Services 789,216 860,234 1,096,500 1,096,000 1,096,000 (0.05%)
Interest Revenue 266 410 250 600 600 140.00%
Other Non-Operational Revenue 229,573 258,535 188,475 194,000 194,000 2.93%
Interfund Grants - - - 61,000 61,000 -
Interfund Transfers 5,000 54,235 164,559 - - (100.00%)
Total Resources 1,142,970 1,300,736 1,499,784 1,405,600 1,405,600 (6.28%)
Personnel Services 132,343 135,224 141,365 143,640 143,640 1.61%
Materials & Services 729,268 844,044 1,063,584 959,226 959,146 (9.82%)
Transfers Out 205,000 244,000 294,835 302,734 302,814 2.71%
Total Requirements 1,066,611 1,223,268 1,499,784 1,405,600 1,405,600 (6.28%)
Page 164
Deschutes County, OREGON
Direct Services—Fair and Expo Center
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated disasters.
Objective #1 – Collaborate with county and community partners in preparing for and responding
to natural and man-made disasters.
Measure #1: Continue working with law enforcement and community partners on the EOP
and MOU with FEMA.
County Goal – Resilient Economy: Promote policies and actions that stimulate economic vi-
tality.
Objective #4: Support beneficial management and access policies of publicly-owned natural re-
sources to promote tourism and recreational activities.
Measure #1: Value of the economic impact generated from Fair and Expo events and facilities.
This measure utilizes economic impact multipliers established by Travel Oregon and updated
with Travel Industries of America’s travel index. The index projects an average economic
impact of $39 per day per visitor, $79 per sporting event visitor, $160 per overnight pleasure
traveler and $265 per overnight business traveler. This reflects visitor spending on restaurants,
recreation, lodging, gas, and other goods and services purchased locally.
Measure #2: Total number of visitors to the annual Deschutes County Fair.
County Goal – Quality Customer Service: Provide internal support and external services
that are innovative and efficient.
Objective #4: Support and promote Deschutes County Customer Service “Every Time” standards.
Measure #3: Customer satisfaction with concessions, catering, facilities, operations, sales
staff, and management.
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
$31 million $43 million $37 million $19 million $28 million $19 million $21 million $43 million
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Target
167,000 234,000 241,000 248,000 245,000 257,000 251,700 267,000
Page 165
Budget Summary — County Assessor (001-
Direct Services—Fair and Expo Center
Deschutes County, OREGON
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal assets.
Objective #4: Address long-term building and facility capital needs including major maintenance
and replacement strategies.
Measure #4: Purchase new equipment and replace aging equipment as well as designate 4
major projects through the Transient Room Tax program to enhance and market the Deschutes
County Fair and Expo Center into the future. Increase overall business by 16% to send more
money to the reserve fund.
This fund balance policy supports the Guiding Principles for Financial Sustainability and Core
Values by establishing guidelines for maintaining adequate operating and capital reserves that
will enable the Deschutes County Fair and Expo Center to provide high quality facilities, take
advantage of new business opportunities, contribute to the local economy, and provide
community-oriented services and events for years to come, even in the face of emergencies or
fiscal stress.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Catering = 86%
Facilities = 93%
Operations = 88%
Staff = 100%
Catering = 96%
Facilities = 94%
Operations = 94%
Staff = 100%
Catering = 96%
Facilities = 94%
Operations = 94%
Staff = 100%
Catering = 96%
Facilities = 95%
Operations = 96%
Staff = 100%
Catering = 97%
Facilities = 95%
Operations = 95%
Staff = 100%
90%
satisfaction
or greater
The Deschutes County Fair and Expo RV Park opened on July 1, 2007. The park is open year-round for recreation
vehicle travelers. The facility includes 106 sites with full hook-up capabilities, as well as 10 tent sites offering
electricity and a shared water source. The revenue received from County and State park funds are used to help
support the RV Park.
RV Park (Fund 601)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 17,932 36,781 50,000 182,620 182,620 265.24%
Charges for Services 4,139 5,652 3,034 3,500 3,500 15.36%
Interest Revenue 143 746 800 1,200 1,200 50.00%
Other Non-Operational Revenue 212,896 339,261 283,000 320,000 400,000 41.34%
Interfund Grants - - - 40,000 40,000 -
Interfund Transfers 180,000 181,787 226,259 160,000 160,000 (29.28%)
Sale of Assets, Land or Equipment - 2,075 - - - -
Issuance of Long Term Liability - - 1,367,174 - - (100.00%)
Total Resources 415,111 566,301 1,930,267 707,320 787,320 (59.21%)
Materials & Services 136,565 258,491 281,950 299,408 302,357 7.24%
Debt Service 241,765 241,687 1,599,503 230,367 230,367 (85.60%)
Contingency - - 48,814 60,516 254,596 421.56%
Reserve for Future Expenditures - - - 117,029 - -
Total Requirements 378,330 500,178 1,930,267 707,320 787,320 (59.21%)
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Deschutes County, OREGON
The reserve fund was established in 2002. Annually, the department budgets (Funds 618 and 619) transfer funds
to build up the reserve to use for capital replacement or improvement projects. Funds are carried over from year to
year in this account. The fund consists of a transfer from the Fair and Expo Center Fund (618) and interest on
investments. Reserves have been used to replace carpet, update electrical, overlay parking lots, and to help fund
the Fair & Expo Center. We were able to replace the dishwasher in the kitchen ($24,000) and upgrade the fire
alarm system ($23,000).
Fair and Expo Center Reserve (Fund 617)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 507,794 410,413 400,000 415,000 415,000 3.75%
Interest Revenue 2,619 2,823 2,700 3,000 3,000 11.11%
Interfund Transfers - - 62,740 25,000 55,000 (12.34%)
Total Resources 510,413 413,236 465,440 443,000 473,000 1.62%
Capital Outlay - 16,526 200,000 193,000 193,000 (3.50%)
Transfers Out 100,000 - - - - -
Reserve for Future Expenditures - - 265,440 250,000 280,000 5.49%
Total Requirements 100,000 16,526 465,440 443,000 473,000 1.62%
Diect Services—Fair and Expo Center
Page 167
Budget Summary — County Assessor (001-
Direct Services—Road
Deschutes County, OREGON
The Road Department is responsible for the development, operation, and
maintenance of the County road system, consisting of 900 miles of roadway,
of which approximately 700 miles are paved. The Road Department’s
services include routine road maintenance (e.g. chip sealing, pothole
patching), snow and ice control, roadside vegetation management, traffic
signing and striping, bridge maintenance, and emergency response to
roadway hazards. Additionally, engineering and administration services are provided for contract management of
pavement preservation and capital improvement projects, regulation of work within the public road right of way,
and review of countywide planning and land use issues related to transportation. Procurement and maintenance of
fleet and heavy equipment needed to perform road maintenance functions are services provided by the
Department’s Fleet and Equipment Division.
The Road Department is also responsible for a number of non-road services that are funded outside of dedicated
road funds. These services include the following:
County Surveyor’s Office - provides for the review and filing of all land surveys within the County and the
preservation of public land corners.
Countywide Noxious Weed Control - operates under the authority of the Deschutes County Weed District.
The Road Department provides support to the Natural Resources Department’s administration of the program.
Fleet and Heavy Equipment Services - purchasing and maintenance of vehicles for all County departments
(except the Sheriff’s Office) in addition to fueling services at two locations.
Services for Other Agencies – provides a variety of maintenance services (e.g. chip seal and paint striping)
to cities, other counties, the Forest Service, and the BLM.
Department Overview
Chris Doty, Director
Road
Mission Statement
We strive to maintain the quality and improve the experience for all users of the
Deschutes County transportation system.
Beginning
Capital
42%
Federal Gov
Pmts
6%
State Gov Pmts
43%
Other
9%
Resources
Personnel
20%
Materials &
Services
42%
Capital
Outlay
1%
Transfers Out
30%
Contingency
7%
Requirements
Total Budget $30,124,340
Budget C hange +8.62%
Total Staff 54.00 FTE
Staff C hange +0.50 FTE
Road Summary
Page 168
Deschutes County, OREGON
Direct Services—Road
Successes and Challenges
Successes in the Past Year
In addition to the daily operation of the County’s 900 mile transportation system, major Road Department projects
and efforts in FY 2016 include the following:
103.7 miles of surface treatment, consisting of 8.7 miles of asphalt overlay, and 95 miles of chip seal. Total
lineal treatment improved approximately 14.9% of paved County roads. The chip seal production is a record
for the Deschutes County Road Department.
Performed an annual update to the Department’s Pavement Management Program to model and measure
pavement performance, prescribe maintenance treatment recommendations for road segments, and provide
near-term budget projections for system needs. The Pavement Condition Index (PCI) increased from 80 to 81
due primarily to the reconstruction of Skyliners Road and an extensive chip seal preventative maintenance
application.
Continued to apply a smaller chip rock (1/4”-minus) within bike lanes and continued with the internal policy of
travel lane reduction (12 feet to 11 feet) on facilities with bicycle use to provide more paved shoulder for
cyclists.
Initiated several pilot projects to evaluate low-cost gravel road conversion options. The goal is to find an
improved hard-surface with maintenance costs at or near the cost of what is currently experienced on high -use
gravel roads. Ivancovich Road (east of Redmond) was improved via the use of recycled asphalt grindings and
Plainview Road (east of Sisters) was improved with an Otta Seal treatment. The Road Department is
evaluating these projects for potential use in future gravel road conversions in Deschutes County.
The Road Department continued collaborative efforts with the following agencies (major transactions listed):
Road Maintenance Services
(Chip Seal/Striping)
Billed Amount Vegetation Maintenance Services Billed Amount
City of Bend 530,000 City of Bend Airport/Bend Parks and
Recreation 29,200
City of Redmond 260,000 Bureau of Land Management (BLM) 19,900
Crook County 135,000 Bonneville Power Administration (BPA) 22,200
Jefferson County/City of
Madras 15,000 Oregon National Guard 5,000
City of Sisters 54,800 Irrigation Districts 6,500
United States Forest Service (USFS) 33,800
Oregon Department of Transportation
(ODOT) 24,500
City of Bend 13,100
Oregon Department of Agriculture (ODA) 5,000
Oregon State Parks 1,000
TOTAL $994,800 TOTAL $160,200
Page 169
Provided continued leadership to the Central Oregon Public Works Partnership (Intergovernmental Agreement)
in an effort to increase collaboration between public agencies for the purpose of maximizing public investment
in resources. Members include Deschutes County and the cities of Bend, Redmond, Sisters, La Pine, Prineville,
and Madras.
The Department’s Capital Improvement Plan (CIP) program has initiated construction of a $2.0M roundabout
project at the intersection of Powell Butte Highway/Neff-Alfalfa Market Road, east of Bend, with anticipated
completion in August, 2016.
Skyliners Road was reconstructed in 2015/16, completing a $9,000,000 multi-year project between Deschutes
County and the Federal Highway Administration – Western Federal Lands Division. The project was primarily
funded with federal funds; Deschutes County contributed a 10% match via the Federal Lands Access Program.
Deschutes County participated financially ($250,000 contribution) in a joint agency project involving Crook
County and ODOT to reconstruct the unimproved portion of George Millican Road in Crook County to sustain
the facility’s ability to accommodate freight and oversized loads which would otherwise utilize and deteriorate
other Deschutes County facilities.
For the third consecutive year, the Department will collect over $750,000 in System Development Charge (SDC)
fee revenue. SDCs are fees collected from new growth to pay for a proportional share of transportation capital
improvements required to add capacity and provide necessary modernization to the County’s transportation
system infrastructure. SDCs (via the 336 fund) are coupled with other capital resources to construct capital
improvements as globally identified in the County’s 20-year Capital Improvement Plan and refined in the
5-year CIP as annually approved by the Board of County Commissioners.
The Department completed a 10-mile chip seal of Cascade Lakes Highway (Mt. Bachelor to Elk Lake) that was
funded in part by Federal Land Access Program funds (50% match of $294,000).
The federal Secure Rural Schools and Community Self Determination Act (SRS) was reauthorized for what
appears to be the final occurrence in FY 2016. In lieu of future SRS payments, the Department will receive a
share of timber revenue harvested from federal lands. This will result in an $850,000 funding reduction to the
Road Department on an annual basis.
Additional special projects delivered by the Road Department in FY 2016 include several culvert extension
projects in the S Canal Boulevard area, and numerous root dig-out and patching projects throughout the
County.
Significant Issues in the Year Ahead
The major projects, issues, and investments of the Road Department for FY 2017 are as follows:
The primary focus of the Road Department is twofold: Sustain the quality of the infrastructure investment
(primarily pavement condition), and operate a safe and efficient transportation network. A Pavement
Management Program (PMP) has been implemented as a best management practice to assist in prescribing
and prioritizing the most cost effective and timely pavement maintenance treatments. The PMP has identified
an annual funding allocation of approximately $4.5M (annual funding over a 10 -year period) to sustain the
current Pavement Condition Index of 80. The proposed FY 2017 budget includes $4.20M for pavement
maintenance investment comprised of contract overlay, crack seal, chip seal, and patching material.
The Pavement Management Program, in consideration of the projected budget for pavement maintenance, has
identified investment levels for chip seal and overlay. The work plan for FY 2017 contains approximately 90
miles of chip seal at a cost of approximately $2.1M (materials only). Deschutes County’s chip seal program is
one of the most aggressive chip seal programs in the state. The FY 2017 Budget contains $2.1M in pavement
overlay investment of which the more significant projects include segments of Dodds Road (east of Bend),
Deschutes County, OREGON
Direct Services—Road
Page 170
Deschutes County, OREGON
43rd Street and Chinook Road (Terrebone, Crook River Ranch). Additional overlay of arterial and collector road
segments will be prescribed via the Pavement Management Program (approximately 10.0 miles total). An
unspent portion of the overlay budget line (approximately $3.0M) will be reserved for future overlay projects.
The proposed budget contains the addition of two Equipment Operator positions within the Operations
Division and the reduction of 0.5 FTE in the Department’s Administrative Division (elimination of 0.5 FTE
Customer Service Clerk position). After eliminating 10.0 FTE positions within the Department since FY 2009,
the Department has successfully “found the bottom” regarding our ability to sustain service levels within major
programs with a minimum FTE count. The addition of two new Equipment Operators will help with efficiency
and delivery of chip seal projects as well as snow/ice maintenance; the primary programs within the Road
Department.
In the FY 2017 budget, a new Transportation Capital Improvement Program fund (Fund 465) has been created
to deliver Capital Improvement Plan (CIP) projects, major maintenance projects, and special projects
constructed within Deschutes County’s transportation system and road network. Funding for capital projects
was previously budgeted in the 325 Fund and reserves for future projects were carried within the fund.
Creation of an isolated fund for capital projects will allow for more transparent project planning and delivery
as well as establishment of reserves for capital investment outside of an operating fund. Fund 465 will be
capitalized with an initial $7,000,000 in CIP reserves previously held within the 325 Fund for capital outlay.
Additionally, the 465 Fund will receive an annual allocation of Transportation SDC funds (Fund 336) based on
individual CIP project eligibility. It is anticipated that an annual contribution from the 325 Fund will be made
to the 465 Fund as operating revenue allows.
Within the FY 2017 budget (465 Fund), the Department will complete the roundabout improvements at the
intersection of Powell Butte Highway/Neff-Alfalfa Market Road, construct paving improvements to the
unpaved portion of Huntington Road and Deer Run ($2.4M), as well as initiate intersection improvements at
Burgess Road/Day Road in La Pine ($1.0M). Replacement of Tetherow Bridge is planned for the summer of
2016 (funded via State Bridge Program) and will include a small slope stabilization project on Tetherow Road
east of the project ($105,000). Development of future projects will commence with scoping of design
improvements on Old Bend Redmond Highway and S. Canal Boulevard at its intersections with Helmholz
Way, 61st Street (six corners), and Tumalo Avenue ($300,000 – design only).
Grant Funded Projects: In FY 2017, Deschutes County will begin to prepare for two grant funded chip seal
projects to be performed in FY 2018. The Road Department received notification of acceptance by the Federal
Lands Access Program (FLAP) to chip seal S. Century Drive and Paulina Lake Road. The two projects will be
partially funded with 50% contributions in the amount of $364,000 and $591,000 respectively from the Federal
Highway Administration – Western Federal Lands Division. The Department has also budgeted matching
funds ($25,000) for delivery of ODOT’s All-Roads-Transportation-Safety program to install systemic (signs,
rumble strips, etc) and hot-spot (specific intersections) treatments on facilities in the County’s road system.
In FY 2017, the Road Department has budgeted a $1,000,000 transfer to the Building/Equipment Fund to
purchase new and replacement equipment per a 5-year acquisition/replacement schedule. The $1.0M transfer
will facilitate the purchase of approximately $610,000 of equipment and replenish reserves utilized to
construct improvements to the Operations facility (meeting room/training room/locker room remodel) in 2016.
The 2009 Manual on Uniform Traffic Control Devices (MUTCD), the national signing policy, has directed
transportation agencies to develop a plan to replace signs to meet a new retro-reflectivity standard. This plan
is currently in place within the Road Department. Similarly, the MUTCD has prescribed new standards for
signing advisory speed plaques for horizontal curves such that all horizontal curves must be re-analyzed and
any new signing updated by December 31, 2019. In FY 2017, Department staff will continue with evaluation
and replacement as prescribed by the MUTCD. Deschutes County will be working with specialized ODOT
equipment to achieve efficiency in the analysis.
Direct Services—Road
Page 171
Deschutes County, OREGON
Direct Services—Road
In FY 2017 the Road Department will continue to refine the gravel road conversion pilot project initiated in FY
2016. The goal of this pilot project is to refine a process whereby gravel roads can be improved within
neighborhoods with low cost treatments that have similar long term maintenance costs associated with that of
the existing gravel road. Additional Otta Seal has been planned for a section of Ward Road, east of Bend, with
modifications applied from “lessons learned” in 2016.
In FY 2017 the Road Department will work with ODOT to initiate implementation of the Highway Safety
Improvement Program to install safety improvements (curve signs, rumble strips, etc) on Cline Falls Highway
and Powell Butte Highway. The improvements will be funded 100% via ODOT’s federal funding for the
program.
Fiscal Issues and Conditions
The Road Department’s primary sources of revenue are: State Highway Fund revenue (fuel tax, truck weight -mile
tax, and vehicle titling and registration fees), federal forest payments (SRS and/or forest receipts), Payment in
Lieu of Taxes (PILT) and federal Surface Transportation Program funds. Additional funding comes from
Transportation System Development Charges, Solid Waste (2007 tipping fee revenue apportionment dedicated to
roads), mineral receipts (including federal geothermal lease revenue) and state and federal grants.
In FY 2016, the Road Department’s State Highway Fund apportionment experienced a significant increase due to
increased fuel consumption (statewide) associated with economic recovery and lower fuel prices. Deschutes
County receives its apportionment based on the number of registered vehicles within the County, therefore
additional growth within the County has also contributed to the increase – estimated at 7.1% over the prior FY.
For FY 2017, a 1.0% increase in State Highway Fund allocation has been budgeted per ODOT projections.
Additional fiscal issues within department for FY 2017 include:
The expiration of SRS and reversion to payment based on actual timber harvest will result in an $850,000
decrease between FY 2016 and 2017 within this revenue line. The Road Department is projected to receive
$400,000 in timber revenue, whereas this revenue would routinely exceed $3,000,000 in the 1980s and 1990s.
The federal PILT program has been re-authorized for FY 2017. PILT revenue has been assumed and therefore
budgeted within the FY 2017 budget at the rate apportioned by the Board of County Commissioners in prior
years, however it is anticipated that the PILT payment to Deschutes County will increase eventually due to
the absence of federal SRS impacting the PILT disbursement methodology.
Important caveat regarding PILT revenue: The federal PILT revenue methodology is structured such that as
federal SRS revenue decreases, the County’s allocation of PILT revenue increases on a dollar for dollar basis (up
to approximately $3.2M). While SRS revenue is federally prescribed for use on county road systems and other
programs, PILT revenue can be used for any government purpose. In FY 15 and 16, the BOCC elected to
allocate PILT revenue to the Road Department and the Natural Resources Department based on
acknowledgement that increased PILT payment to Deschutes County was a direct result of decreases in SRS
funding. Allocation of PILT revenue is a discretionary act of the Board of County Commissioners.
The FY 2017 Road Department budget has been prioritized to reflect the necessity to maintain and sustain the
existing pavement system asset ($400,000,000 replacement value). The total FY 2017 Pavement Management
Program investment of $4.20M is projected to sustain the Pavement Condition Index of 80.
Page 172
Deschutes County, OREGON
Direct Services—Road
Organizational Chart
Road Department
Director
1.00 FTE
Fleet & Equipment
Manager
1.00 FTE
Equipment Mechanic
6.00 FTE
County Engineer
1.00 FTE
Traffic Device
Specialist
1.00 FTE
Operations
Manager
1.00 FTE
Administrative
Supervisor
1.00 FTE
Road Maintenance
Supervisor
2.00 FTE
Vegetation Maintenance
Supervisor
1.00 FTE
Equipment
Operator
23.00 FTE
Senior Store Clerk
1.00 FTE
Engineer
Assistant III
1.00 FTE
Equipment
Servicer
1.00 FTE
County Surveyor
1.00 FTE
Engineering
Associate
1.00 FTE
Engineering
Assistant III
2.00 FTE
GIS Analyst
1.00 FTE
Senior Engineering
Associate
1.00 FTE
Records Specialist
1.00 FTE
Customer Service
Clerk
1.00 FTE
Administrative
Analyst
1.00 FTE
Apps Analyst/
Programmer
1.00 FTE
Equipment
Operator
2.00 FTE
Accounting Clerk II
1.0 FTE
Management
Represented by IUOE
Confidential Employees
Department Head
Staff Summary
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 60.50 56.50 52.75 52.75 53.50 54.00
Page 173
Deschutes County, OREGON
Direct Services—Road
Budget Summary—Road (Fund 325)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 6,846,576 10,022,703 9,298,470 11,481,958 12,549,601 34.96%
Federal Government Payments 2,529,829 2,640,751 2,700,000 1,825,000 1,825,000 (32.41%)
State Government Payments 11,895,861 12,129,166 12,043,572 13,064,616 13,064,616 8.48%
Local Government Payments 1,097,444 664,062 902,000 847,000 847,000 (6.10%)
Charges for Services 101,937 53,908 36,500 41,200 41,200 12.88%
Fines & Fees 11,020 116,946 120,000 80,000 80,000 (33.33%)
Interest Revenue 53,599 120,294 80,000 60,000 60,000 (25.00%)
Other Non-Operational Revenue 15,132 1,201 - 870 870 -
Interfund Charges 850,395 923,461 947,925 1,340,453 1,340,453 41.41%
Interfund Transfers 282,148 1,310,544 1,326,539 - - (100.00%)
Sale of Assets, Land or Equipment 275,086 300,151 278,500 315,600 315,600 13.32%
Total Resources 23,959,028 28,283,185 27,733,506 29,056,697 30,124,340 8.62%
Personnel Services 5,313,126 5,539,866 5,764,308 6,106,529 6,106,592 5.94%
Materials & Services 8,051,744 8,565,242 10,846,101 12,582,811 12,582,412 16.01%
Debt Service - 106,554 - - - -
Capital Outlay 121,455 1,764,850 8,503,257 273,000 273,000 (96.79%)
Transfers Out 450,000 600,000 600,000 8,000,000 9,067,643 1411.27%
Contingency - - 2,019,840 2,094,357 2,094,693 3.71%
Total Requirements 13,936,325 16,576,513 27,733,506 29,056,697 30,124,340 8.62%
Performance Management
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal assets.
Objective #1: Use best management practices to sustain the quality of County assets and
infrastructure.
Measure #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.
*Alternative measurement technique utilized by the Road Department: 2011-2012; compare with caution.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Target
78* 80 80 80 81 80
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Deschutes County, OREGON
Measure #2: Percent of roads rated good or better. 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.
*Alternative measurement technique utilized by the Road Department: 2011-2012; compare with caution.
Measure #3: Percent system resurfaced. 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).
Measure #4: PCI Sustainability Ratio. Reports the ratio of pavement preservation investment
divided by the “system needs” investment required to sustain the PCI at its current level. The
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 16 preservation investment was
$4.35M (96.6% 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.
County Goal – Resilient Economy: Promote policies and actions that sustain and stimulate
economic vitality.
Objective #1: Continue strategic capital planning and projects that strengthen the region’s
economy.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Target
72.0%* 86.4% 90.8% 92.6% 95.6% 96.0%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Target
13.6% 11.5% 13.5% 13.1% 14.9% 14.0%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Target
n/a 83.5% 91.1% 97.5% 96.6% 100%
Direct Services—Road
Page 175
Direct Services—Road
Deschutes County, OREGON
The Surveyor’s office is responsible for making survey measurements, reviewing subdivision and partition plats,
and for filing survey documents. Maps, subdivision and partition plats, and other land records are filed with the
Surveyor’s office. Maps are checked for compliance with County ordinances and state statutes. Detailed
expenditures for the Surveyor’s office are accounted for in the Road Department (Fund 325). Resources
accumulated in the Surveyor Fund are used to reimburse the Road Department for the actual costs of services.
Measure #5: Explore partnership opportunities with ODOT to address traffic safety and
capacity needs at County intersections with State facilities as well as other County
improvements that may facilitate safety improvements to State Highway corridors. Develop
three concepts for County partnership with ODOT on projects of this nature (i.e., Tumalo Area
interchange, US 97 median between Bend/Redmond, Terrebone area improvements, etc.).
In addition to the above Performance Measures, 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: Effective Asset Management: Preserve and enhance capital and fiscal assets, and
Resilient Economy: Promote policies and actions that stimulate economic vitality.
County Surveyor (Fund 328)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 42,607 92,726 157,562 160,325 160,325 1.75%
Licenses & Permits 24,665 112,625 131,270 115,525 115,525 (11.99%)
Charges for Services 58,979 30,611 48,150 44,292 44,292 (8.01%)
Interest Revenue 475 1,163 1,000 1,548 1,548 54.80%
Total Resources 126,726 237,125 337,982 321,690 321,690 (4.82%)
Materials & Services 34,000 76,800 179,270 160,574 160,574 (10.43%)
Contingency - - 158,712 161,116 161,116 1.51%
Total Requirements 34,000 76,800 337,982 321,690 321,690 (4.82%)
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Deschutes County, OREGON
The Road Department periodically upgrades its facilities and replaces and updates the specialized equipment
used to maintain the County’s road system. The department’s funding and acquisition of capital items related to
fleet, equipment, building and grounds are reported in this fund.
Included in the FY 2016 budget was a remodel of the Road Department’s operations area, set to break ground in
the spring of 2016. The proposed improvements will separate the break room/meeting room from the locker room
to allow for improved functionality and use of each, as well as modernized ADA accessible restroom facilities. An
additional expenditure of $100,000 has been budgeted in FY 2017 to account for the potential that construction
will straddle both fiscal year budgets; authorization to spend resources on this project may be necessary in
FY 2017.
Direct Services—Road
Public land corners are the section corner and quarter corner monuments used as the basis for all land surveys
performed in the County. Public land corner preservation work includes research of land records, field
reconnaissance for corner evidence, reestablishment of permanent monuments, establishing GPS coordinates on
corners, and filing of corner reports together with indexing, scanning and filing other historical and contemporary
ancillary survey data and records that can be used to reestablish corners. Surveying measurements are made
where necessary to find or re-establish a corner position. Public land corner preservation work is performed by the
Surveyor’s Office, which is an activity of the Road Department (Fund 325). Funds accumulated in the Public Land
Corner Preservation Fund are used to reimburse the Road Department for corner preservation services.
Public Land Corner Preservation (Fund 329)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 554,405 533,875 489,654 573,104 573,104 17.04%
Charges for Services 383,933 414,704 399,000 477,214 477,214 19.60%
Interest Revenue 4,313 5,274 3,700 4,564 4,564 23.35%
Total Resources 942,651 953,852 892,354 1,054,882 1,054,882 18.21%
Materials & Services 408,777 445,779 380,730 413,501 413,501 8.61%
Contingency - - 511,624 641,381 641,381 25.36%
Total Requirements 408,777 445,779 892,354 1,054,882 1,054,882 18.21%
Road Building and Equipment (Fund 330)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 915,590 693,152 880,703 1,307,135 1,307,135 48.42%
Interest Revenue 3,926 5,775 4,000 6,300 6,300 57.50%
Interfund Transfers 450,000 600,000 700,000 1,000,000 1,000,000 42.86%
Total Resources 1,369,516 1,298,927 1,584,703 2,313,435 2,313,435 45.99%
Materials & Services 17,315 16,283 23,055 134,740 134,709 484.29%
Capital Outlay 659,048 407,937 854,000 707,000 707,000 (17.21%)
Contingency - - 707,648 1,471,695 1,471,726 107.97%
Total Requirements 676,363 424,220 1,584,703 2,313,435 2,313,435 45.99%
Page 177
Direct Services—Road
Deschutes County, OREGON
Deschutes County implemented a countywide Transportation System Development Charge (SDC) in 2008 and
updated the SDC methodology in 2013. The SDC is a one-time fee imposed on new development in
unincorporated Deschutes County that is collected at the time a certificate of occupancy is issued. The amount of
the fee is based on the volume of trips generated by the particular usage and is intended to recover a fair share of
the costs of transportation facilities that provide capacity to serve growth. Expenditures from this fund provide
for capital improvements that increase capacity of the transportation system. Eligible projects are contained in
the Road Department’s Capital Improvement Plan. Funds are transferred to the Road Department’s Capital
Improvement Program (Fund 465) for these projects.
Some land developers required to construct road improvements choose instead to make cash payments directly
to the County in lieu of the improvements. These funds are deposited into the Road Improvement Reserve Fund.
Resources in this fund are used by the County for transportation projects. This fund will be inactivated June
30, 2015.
Road Improvement Reserve (Fund 335)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 12,256 12,325 - - - -
Interest Revenue 69 63 - - - -
Total Resources 12,325 12,388 - - - -
Transfers Out - 12,388 - - - -
Reserve for Future Expenditures - - - - - -
Total Requirements - 12,388 - - - -
Countywide Transportation SDC Improvement Fee (Fund 336)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 981,292 1,801,600 1,588,600 1,419,759 1,419,759 (10.63%)
Licenses & Permits 812,272 841,930 750,000 750,000 750,000 0.00%
Interest Revenue 8,036 15,562 8,000 10,667 10,667 33.34%
Total Resources 1,801,600 2,659,092 2,346,600 2,180,426 2,180,426 (7.08%)
Transfers Out - 1,000,000 1,000,000 986,000 986,000 (1.40%)
Contingency - - 1,346,600 1,194,426 1,194,426 (11.30%)
Total Requirements - 1,000,000 2,346,600 2,180,426 2,180,426 (7.08%)
Page 178
Deschutes County, OREGON
New to the FY 2017 budget document is Fund 465, the Transportation Capital Improvement Program Fund. The
purpose of this fund is to isolate significant capital project expenditures from the Road Department’s operating
fund such that projects and associated funding can be developed over longer periods of time. Significant capital
project expenditures within the Road Department include Capital Improvement Plan (CIP) projects as derived
from the County’s long term (20-year) and near-term (5-year) CIP which is reviewed and approved annually by
the Board of County Commissioners. Additional projects within the 465 Fund include major maintenance and
other special projects necessitated by system need.
The 465 Fund has been initially capitalized with a $7,000,000 transfer from the 325 Fund, comprised of funds
previously reserved for capital projects. Anticipated annual revenue to the 465 Fund will occur via future
transfers from the 325 Fund comprised of funds in excess of the amount required to maintain and operate the
transportation system. Additionally, the 465 Fund will receive an annual allocation of Transportation SDC funds
(Fund 336) based on individual CIP project eligibility.
Planned project expenditures for FY 2017 include the following:
Direct Services—Road
The County maintains this reserve fund for the accumulation of resources to provide for the replacement and
maintenance of County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325) for
vehicle replacement and maintenance services.
Vehicle Maintenance and Replacement (Fund 340)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,042,773 977,615 1,014,869 817,126 817,126 (19.48%)
Interest Revenue 5,854 7,877 5,000 6,000 6,000 20.00%
Interfund Transfers 157,380 378,406 449,056 518,780 532,100 18.49%
Sale of Assets, Land or Equipment 4,735 16,855 - - - -
Total Resources 1,210,741 1,380,753 1,468,925 1,341,906 1,355,226 (7.74%)
Materials & Services 66,128 89,484 95,000 110,000 110,000 15.79%
Capital Outlay 166,998 243,331 400,000 400,000 400,000 0.00%
Transfers Out - - 95,000 - - (100.00%)
Reserve for Future Expenditures - - 878,925 831,906 845,226 (3.83%)
Total Requirements 233,126 332,815 1,468,925 1,341,906 1,355,226 (7.74%)
Transportation Capital Improvement Program (Fund 465)
Page 179
Direct Services—Road
Deschutes County, OREGON
Project Description Expense
Huntington Road/Deer Run Paving
Project
Paving and turn lane improvements to the
unpaved section of Huntington Road (collector
facility).
$2,400,000
Powell Butte Highway/Neff-Alfalfa
Roundabout
Carryover expense into FY 17 for the ongoing
project. $265,000
Burgess Road/Day Road Intersection
Improvements
Planned installation of turn lanes and realignment
of intersection offset.
$500,000 (+
$500,000 in FY 18)
Old Bend Redmond Highway – S Canal
Boulevard corridor improvements
Design of improvements at Helmholtz Way,
61st Street, and Tumalo Avenue.
$300,000 (+
$3,000,000 in FY
18/19)
Tetherow Road slope stabilization and
guardrail
Safety improvements to the gravel road ap-
proaching the Tetherow Bridge Project, west of
Redmond.
$105,000
Traffic safety and ARTS grant match
Signing improvements and grant match associat-
ed with ODOT’s All Roads Transportation Safety
project (various county facilities).
$125,000
Reserve for future projects $4,322,500
TOTAL $8,017,500
Transport. Capital Improvement Program Budget Summary
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Interest Revenue - - - 31,500 31,500 -
Interfund Transfers - - - 7,986,000 9,053,643 -
Total Resources - - - 8,017,500 9,085,143 -
Materials & Services - - - 24,080 27,261 -
Capital Outlay - - - 3,695,000 3,695,000 -
Contingency - - - 4,298,420 5,362,882 -
Total Requirements - - - 8,017,500 9,085,143 -
Page 180
Deschutes County, OREGON
Forestry and Natural Resources services are provided by the County
Forester and a variety of contracted agents. The Forester works with
communities to assist them in becoming more fire adapted including
reducing hazardous wildland fuels, fire prevention and preparedness
education through Project Wildfire, FireFree, Firewise and Plan, Prep Go
programs. The County Forester provides natural resource advice and
counsel to the Board of Commissioners, County Administrator and County
departments. Additionally, the County Forester provides natural resource
information to the public and works collaboratively with other agencies throughout the county.
During emergency service operations, the forester works with the Sheriff’s Office and serves as either agency
representative or liaison officer during periods of wildland fire activities. The forester also provides input to
environmental documents on federal lands and provides information and input to land use/conditional use permit
applications in Deschutes County.
The Forester also provides public education, technical and financial assistance related to noxious weed control and
eradication.
Natural Resource Protection
Ed Keith, County Forester
Department Overview
Mission Statement
The Deschutes County Natural Resources Department provides
Quality customer service (internal and external) on all natural resources, forestry and wildland fire issues
Leads efforts with Project Wildfire and associated programs, and provides outstanding interagency and
intergovernmental coordination with agencies, homeowner associations and the public to reduce the threats
posed by wildland fire in Deschutes County
Technical and financial assistance to landowners regarding noxious weed control and eradication.
Direct Services—Natural Resource Protection
Total Budget $1,662,239
Budget C hange -20.46%
Total Staff 1.00 FTE
Staff C hange No C hange
Natural Resource Protection
Summary
Personnel
7%
Materials &
Services
59%
Contingency
34%
Requirements
Beginning
Capital
32%
Federal Gov
Pmts
66%
Other
2%
Resources
Page 181
Direct Services—Natural Resource Protection
Successes and Challenges
Successes During the Past Year
Project Wildfire and Deschutes County began implementation of a Pre-Disaster Mitigation grant funded by
FEMA. This grant aims to treat nearly 4,000 acres, provides $3,000,000 in funding and is being conducted in
cooperation with Crook and Klamath Counties.
In cooperation with the US Forest Service, Natural Resources Conservation Service and many other partners,
a successful proposal was developed and submitted to the Joint Chiefs Landscape Restoration Program that
will provide $1.2 million in funding for the first year of the La Pine Basin Cohesive Strategy project. This will
entail fuels reduction and forest restoration activities across Forest Service and private lands in southern
Deschutes and northern Klamath Counties.
The FireFree Program continues in Central Oregon with both a spring and fall FireFree effort. We now have
cooperators in Jefferson, Crook and Klamath Counties that are providing drop off days and FireFree has now
expanded into a regional effort. This year Fire Free produced nearly 30,000 cubic yards of defensible space
material in the spring and another 8,000 yards in the fall.
Significant Issues in the Year Ahead
The priorities for this fiscal year will be a continued focus on Project Wildfire and FireFree Programs, which
emphasize defensible space and private landowner responsibility relating to becoming more fire adapted.
Additionally, Deschutes County will stay competitive in the grant application process by applying for available
grants to both treat fuels and further educational endeavors. One Community Wildfire Protection Plan will be
updated in this fiscal year, as we strive to keep these plans off the shelf and up to date.
We plan to complete work on the South County Fuels Community Assistance grant, providing funding for high
priority projects in the La Pine, Upper Deschutes and Sunriver areas. Much time will be devoted to fuels
reduction funded by the Pre-Disaster Mitigation Grant from FEMA, which will continue until September 2018.
These grants will be a significant opportunity to continue the momentum and good work we have achieved with
communities throughout the county.
Deschutes County and Project Wildfire continue to be key collaborators with the Deschutes Collaborative
Restoration Project located on public lands between Sisters and Sunriver. Over a ten year period most of this
landscape will be restored with thinning and fuels treatments.
We will also be involved in implementation of the La Pine Basin Cohesive Strategy project funded by the Joint
Chiefs Landscape Restoration Program.
Fiscal Issues and Condition
The County Forester and Project Wildfire programs have been funded primarily from federal dollars received
under Title III of the Secure Rural Schools and Community Self-Determination Act. Funding for the noxious weed
program has in large part been funded by Title II dollars through the same Act. With the expiration of the Secure
Rural Schools Act a portion of dollars received under the Payment in Lieu of Taxes program was allocated to the
natural resources department beginning in FY 2014. The future for both the forestry and noxious weed programs
has much more certainty with this funding and a reserve has been built in the fund to cover uncertainties of
future federal payments as well as up front expenditures required by grant funded activites. The current
Community Assistance grants, Fire Adapted Communities funding, ongoing FEMA grant, and the Joint Chiefs
program will fund the on the ground activities for the next two to three years and there is the potential for other
funding through upcoming National Fire Plan and other grant awards.
Deschutes County, OREGON Page 182
Direct Services—Natural Resource Protection
Budget Summary—Natural Resource Protection (Fund 326)
Performance Management
County Goal - Natural Resource Stewardship: Promote environmental stewardship
through assessment, advocacy, and collaboration.
Objective #4: Restore and maintain landscapes across all jurisdictions that are resilient to
fire-related disturbances.
Measure #1: Continue implementation of the FEMA pre-disaster mitigation grant. This
grant has a target of treating approximately 1300 acres of hazardous fuels in the highest
priority areas in various communities throughout the County over a three year period.
This project began in FY 2016. Agreements have been completed with OEM as well as
Klamath and Crook Counties. To date, work is planned through spring of 2016 in multiple
communities.
Measure #2: Maintain or increase public participation in the Fire Free events (spring and
fall) coordinated by project Wildfire, as measured by yard debris collected.
Staff Summary
Deschutes County, OREGON
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 117,374 256,634 479,867 527,407 527,407 9.91%
Federal Government Payments 375,667 371,840 1,416,000 1,094,332 1,094,332 (22.72%)
State Government Payments 11,449 5,085 8,000 - - (100.00%)
Charges for Services 14,246 - - - - -
Interest Revenue 1,121 3,048 1,000 4,000 4,000 300.00%
Interfund Grants 52,530 62,400 150,000 1,500 1,500 (99.00%)
Interfund Transfers 22,416 28,395 35,000 35,000 35,000 0.00%
Total Resources 594,803 727,403 2,089,867 1,662,239 1,662,239 (20.46%)
Personnel Services 136,329 139,384 155,413 163,843 163,843 5.42%
Materials & Services 201,840 134,558 1,229,784 923,627 923,617 (24.90%)
Contingency - - 704,670 574,769 574,779 (18.43%)
Total Requirements 338,169 273,943 2,089,867 1,662,239 1,662,239 (20.46%)
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 1.00 1.00 1.00 1.00 1.00 1.00
FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
32,993 cubic yards 36,048 cubic yards 37,959 cubic yards 9,115 cubic yards 40,000 cubic yards
Page 183
Deschutes County, OREGON
Direct Services—Natural Resource Protection
Deschutes County has received revenue established by the Secure Rural Schools and Community
Self-Determination Act of 2000. This legislation was extended in 2007 for one year. A portion is allocated,
under Title III of the legislation, for specific county projects. In 2008, the bill was re-authorized for an
additional four years. Funding has been uncertain in recent years but has been extended yearly through 2015
with annual reductions in payments. The activities which may be funded under Title III of the legislation
currently include the following:
Community wildfire plans
Firewise Community planning, including fire prevention and education
Search and Rescue operations on National Forest lands
Title III project expenditures for the first extension (2007) and the latest Title III legislation (2008) are
allocated to the County Forester, Project Wildfire and the Deschutes County Sheriffs Office , which provides
search and rescue services.
Federal Forest Title III (Fund 327)
Objective #2: Educate the public and enforce policies regarding noxious weed control and
eradication.
Measure #3: Achieve 90% voluntary compliance with noxious weed enforcement cases.
FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
N/A N/A 89% compliance 100% compliance 90% compliance
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 202,687 253,041 128,178 314,938 314,938 145.70%
Federal Government Payments 138,283 133,414 125,400 - - (100.00%)
Interest Revenue 1,273 1,802 - 1,600 1,600 -
Total Resources 342,243 388,257 253,578 316,538 316,538 24.83%
Materials & Services 89,202 120,319 150,000 80,000 120,000 (20.00%)
Contingency - - 103,578 236,538 196,538 89.75%
Total Requirements 89,202 120,319 253,578 316,538 316,538 24.83%
Page 184
Direct Services—Solid Waste
Deschutes County, OREGON
The Department of Solid Waste manages the solid waste system in
Deschutes County. This includes landfill disposal operations, rural
transfer operations, recycling services, regulation of franchise collection
services, code enforcement, system financing and administrations. The
primary function is to manage the total system for efficiency, cost control,
and conformance to regulatory requirements.
Department Overview
Timm Schimke, Director
Solid Waste
Mission Statement
Provide environmentally sound and cost-effective solid waste management services that are in
compliance with all laws and regulations to the citizens of Deschutes County.
Successes and Challenges
Successes in the Past Year
We continue to have success in partnering with local contractors for use of the rock resource at Knott Landfill.
50,000 to 60,000 cubic yards of rock is being removed from the landfill for local projects. This material has
generated a small royalty for the Department as well as reducing our cost of excavation of future cells.
A fourth disposal bay was constructed at Southwest Transfer Station easing operational concerns due to
increased flow of material generated in the south county area.
Total Budget $9,533,897
Budget C hange +10.70%
Total Staff 22.50 FTE
Staff C hange No C hange
Solid Waste Summary
Personnel
22%
Materials &
Services
46%
Debt Service
10%
Capital Outlay
2%Transfers Out
14%
Contingency
6%
Requirements
Beginning
Capital
6%
Charges for
Services
93%
Other
1%
Resources
Page 185
Deschutes County, OREGON
Significant Issues in the Year Ahead
The contract with Waste To Energy Group (WTEG) was terminated due to lack of performance by the
contractor. WTEG was unable to secure financing for the project in the time frame stipulated in the contract.
The project drew a fair amount of attention from other entities interested in similar energy producing projects
utilizing landfill gas and/or the waste stream generated in Deschutes County. The Department will work to
develop a solicitation to evaluate and consider proposals on multiple approaches to managing landfill gas,
processing of incoming waste, and possibly remediation of the Demolition Landfill based on energy recovery.
Fiscal Issues and Conditions
Waste flows have increased significantly in each of the last two years. 2014 saw and increase of 10% over the
previous year and 2015 flows increase by 11% over 2014. This increase in waste flows and subsequent increase
in revenues has allowed us to make a modest restoration of services that were cut due to the economic reces-
sion, and begin to restore contributions into reserve funds for future capital needs. This budget does not
include a tip fee increase, but financial and capital requirements projections indicate that the current tip fee
will not generate adequate funds in the future. Tip fees were last raised in 2010, and discussions regarding a
tip fee increase and the timing of its implementation should begin.
Organizational Chart
Direct Services—Solid Waste
Page 186
Deschutes County, OREGON
Staff Summary
Direct Services—Solid Waste
Budget Summary—Solid Waste (Fund 610)
Performance Management
County Goal - Resilient Economy: Promote policies and actions that stimulate economic
vitality.
Objective #1: Continue strategic capital planning and projects that strengthen the region’s
economy.
Measure #1: The Solid Waste Department has been pursuing the establishment of a
landfill gas to energy project which would generate revenue for the Department as well as
supply locally generated energy to the community. While the initial attempt to contract for
development of such a project was not successful, the project generated a wide variety of
interest for similar projects from developers. The goal moving forward is to develop a
solicitation to evaluate and consider proposals on multiple approaches to managing landfill
gas and processing of incoming waste for energy recovery.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,224,767 1,679,169 646,922 600,000 600,000 (7.25%)
Charges for Services 7,174,467 7,986,562 8,112,500 8,890,096 8,890,096 9.59%
Interest Revenue 11,028 17,164 10,000 18,000 18,000 80.00%
Other Non-Operational Revenue 10,801 10,801 10,801 10,801 10,801 0.00%
Sale of Assets, Land or Equipment 33,345 58,786 29,000 15,000 15,000 (48.28%)
Total Resources 8,454,408 9,752,482 8,809,223 9,533,897 9,533,897 8.23%
Personnel Services 1,777,663 1,856,302 2,084,433 2,121,009 2,088,116 0.18%
Materials & Services 3,214,375 3,112,683 3,501,756 4,395,079 4,395,018 25.51%
Debt Service 930,157 929,793 932,916 930,944 930,944 (0.21%)
Capital Outlay 25,895 166,655 116,450 158,000 158,000 35.68%
Transfers Out 827,148 2,523,156 1,726,539 1,375,000 1,375,000 (20.36%)
Contingency - - 250,000 553,865 586,819 134.73%
Total Requirements 6,775,239 8,588,590 8,612,094 9,533,897 9,533,897 10.70%
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 21.00 21.00 21.50 21.50 22.50 22.50
Page 187
Deschutes County, OREGON
Direct Services—Solid Waste
County Goal – Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Measure #2: Safe disposal of Household Hazardous Waste such as herbicides, pesticides
and automotive chemicals is provided at the permanent facility at Knott Landfill in Bend.
The Solid Waste Department began holding annual collection events in Redmond, Sisters
and La Pine in FY 14-15 in keeping with this County objective.
While the goal for Redmond was exceeded, participation to date in Sisters and La Pine has
not yet been met. With only 2 annual events so far it is not possible to draw any conclusions
regarding continuation of the program. The Solid Waste Department expects to continue
annual events with increased promotion in FY 2017 to raise awareness in the communities
as to the presence and frequency of these events with a resulting increase in participation.
City FY 2015 FY 2016
To Date
FY 2017
Target
Redmond 72 108 100
Sisters 170 22 175
La Pine 45 29 75
Page 188
Direct Services—Solid Waste
Deschutes County, OREGON
Landfill closure construction is budgeted in the Landfill Closure Reserve Fund. Construction includes installation
of a landfill cap, storm water management systems, and landfill gas management infrastructure. Closure is
performed incrementally as portions of the landfill reach capacity. There are a total of four closure increments
expected - Areas A, B, C, and D. Area A closure was completed in 2011. Tip fee revenues received from waste
disposed at the landfill provide the funds required for landfill closure.
Landfill Closure (Fund 611)
State regulations require performance of environmental monitoring and other maintenance on the landfill for up
to 30 years after the landfill no longer accepts waste. The Post-Closure Reserve Fund is intended to provide the
funds needed for this post-closure care. Expenditures from this fund will not occur until Knott Landfill reaches
capacity which is estimated to be in the year 2029. The intent is to have sufficient resources in this fund at that
time to meet the post-closure requirements for the landfill through the post-closure period.
Landfill Postclosure (Fund 612)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 929,348 2,147,759 1,826,477 2,781,534 2,781,534 52.29%
Interest Revenue 9,905 14,371 18,265 20,000 20,000 9.50%
Other Non-Operational Revenue 1,206,125 2,202,102 - - - -
Interfund Transfers 30,000 - 600,000 600,000 600,000 0.00%
Total Resources 2,175,378 4,364,231 2,444,742 3,401,534 3,401,534 39.14%
Materials & Services 27,619 33,845 68,700 88,500 88,500 28.82%
Capital Outlay - - 225,000 175,000 175,000 (22.22%)
Transfers Out - 2,500,000 - - - -
Contingency - - 2,151,042 3,138,034 3,138,034 45.88%
Total Requirements 27,619 2,533,845 2,444,742 3,401,534 3,401,534 39.14%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 515,486 518,398 521,698 776,622 776,622 48.86%
Interest Revenue 2,913 3,724 5,217 5,000 5,000 (4.16%)
Interfund Transfers - - 250,000 - - (100.00%)
Total Resources 518,398 522,122 776,915 781,622 781,622 0.61%
Materials & Services - - 1,000 1,000 1,000 0.00%
Reserve for Future Expenditures - - 775,915 780,622 780,622 0.61%
Total Requirements - - 776,915 781,622 781,622 0.61%
Page 189
Deschutes County, OREGON
The purchase of large, heavy equipment used in the landfill and transfer stations is budgeted in the Equipment
Reserve Fund. Equipment, including loaders, dozers, scrapers, and landfill compactors, is used to excavate
landfill cells, place, process, compact and cover waste accepted at the landfill. Replacement of our water truck is
included in this budget. Tip fee revenues received from waste disposed at the landfill provide the funds required
for heavy equipment purchases.
Direct Services—Solid Waste
Solid Waste Equipment Reserve (Fund 614)
Large construction projects are budgeted in the Capital Reserve Fund. These projects are primarily landfill cell
construction. Cell construction entails excavation of an area scheduled to accept waste (typically eight to ten acres
in size) and installation of liners and other environmental protection infrastructure that meets regulatory
standards. A typical landfill cell will provide three to five years of disposal capacity. Tip fee revenues received
from waste disposed at the landfill provide the funds required for capital improvements. Cell 6 was completed in
2015 and should provide an estimated 5 years of capacity..
Solid Waste Capital Projects (Fund 613)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 526,852 658,512 1,767,021 2,532,113 2,532,113 43.30%
Charges for Services - - - - - -
Interest Revenue 3,596 15,952 13,670 18,000 18,000 31.68%
Interfund Transfers 315,000 4,300,000 350,000 525,000 525,000 50.00%
Sale of Assets, Land or Equipment - - - - - -
Total Resources 845,448 4,974,463 2,130,691 3,075,113 3,075,113 44.32%
Materials & Services 139,334 237,127 82,199 21,234 21,228 (74.17%)
Capital Outlay 47,602 2,876,904 650,000 1,130,000 1,130,000 73.85%
Contingency - - 1,173,134 1,923,879 1,923,885 64.00%
Total Requirements 186,936 3,114,031 1,905,333 3,075,113 3,075,113 61.40%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 150,572 158,216 156,008 231,320 231,320 48.27%
Interest Revenue 1,300 2,368 1,560 1,500 1,500 (3.85%)
Interfund Transfers 200,000 425,000 200,000 250,000 250,000 25.00%
Total Resources 351,872 585,583 357,568 482,820 482,820 35.03%
Materials & Services 3,092 5,521 5,202 7,250 7,244 39.25%
Capital Outlay 190,565 - 752,487 425,000 425,000 (43.52%)
Contingency - - 22,366 50,570 50,576 126.13%
Total Requirements 193,657 5,521 780,055 482,820 482,820 (38.10%)
Page 190
Deschutes County Health Services Department
Health Services (Fund 274)
Public Health Reserve (Fund 261)
Oregon Health Plan-Mental Health Services (Fund 270)
Oregon Health Plan-Alcohol and Drug Services (Fund 280)
Acute Care Services (Fund 276)
Health Services
Health Services
Deschutes County, OREGON Page 191
Deschutes County, OREGON
Health Services—Health Services
Deschutes County Health Services (DCHS) provides public health and
behavioral health programs and services that benefit residents county-
wide. Disease monitoring, prevention and control, food and consumer
safety, assuring clean indoor air and safe drinking water, providing
education about healthy lifestyles and health risks, and responding rapidly
to emerging threats and events are public health activities that touch the
lives of each and every Deschutes County citizen. While the list of public
health system contributions to the health of residents is lengthy, when prevention efforts are successful, problems
often do not arise; therefore many citizens may not recognize the impact of the public health system. Behavioral
health programs and services help Deschutes County residents with mental health issues, addictions, and
intellectual and/or developmental disabilities (I/DD). Priority populations for behavioral health services include
Oregon Health Plan (OHP) members, the uninsured and persons in crisis. These services also promote health and
recovery and can prevent more costly care and interventions.
Programs, services and protections provided by DCHS include:
Communicable disease prevention and control
Environmental health
Prevention and health promotion
Access to clinical preventive services
Early learning programs and services
Intensive behavioral health services for adults, children and families
Outpatient behavioral health and addictions services for adults, children and families
Services for persons with I/DD and their families
Crisis intervention services
Fiscal, operations and support services
To conduct its work across programmatic areas, DCHS strives to maintain foundational capabilities that include:
Assessment and epidemiology – monitoring the health of Deschutes County residents to understand the
causes of and contributors to disease, injury and premature death.
Communications – communicating effectively with the public and a wide variety of partners about health
issues and the programs and services DCHS provides.
Department Overview
Jane Smilie, Director
Health Services
Mission Statement
To promote and protect the health and safety of our community.
Total Budget $39,121,712
Budget C hange -3.30%
Total Staff 260.75 FTE
Staff C hange -0.20 FTE
Health Services
Page 192
Health Services—Health Services
Deschutes County, OREGON
Policy and planning – developing and implementing policies and plans necessary to protect and promote
health, including mental health.
Leadership and organizational competencies – providing leadership and direction to support health
improvement including functions such as management and administration, workforce development,
information technology, performance management, financial management.
Health equity and cultural responsiveness – promoting the understanding of cultural factors and
inequities that impact health so that communication, programs and services are provided in a manner that is
acceptable and appropriate.
Community partnership development – fostering and maintaining relationships with partners to improve
the health of Deschutes County residents.
Emergency preparedness and response – protecting the public by preparing for and responding to the
health aspects of natural and human caused emergencies.
DCHS locations in Bend, Redmond, Sisters and La Pine include clinical sites, schools and school-based health
centers (SBHC), the KIDS Center, area hospitals and homes. Deschutes County provides programs and services
in partnership with private healthcare providers and facilities including St. Charles Health System (St. Charles),
PacificSource Community Solutions (PacificSource), Mosaic Medical, community-based organizations and other
government agencies. To increase access to and integration of programs and services, DCHS offers some services
that are co-located with Mosaic Medical, St. Charles, La Pine Community Health Center, Advantage Dental,
Central Oregon Pediatrics Associates (COPA) and other partners.
Beginning
Capital
15%
State Gov Pmts
62%
Interfund
Transfers
12%
Other
11%
Resources
Personnel
62%
Materials &
Services
28%
Transfers Out
1%Contingency
9%
Requirements
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Health Services—Health Services
Successes and Challenges
Successes in the Past Year
Healthcare reform
The Behavioral Health Division continues to respond the Affordable Care Act and Medicaid expansion. In 2015:
Behavioral health served 5,426 clients and provided 89,801 visits.
The number of clients served by DCHS increased 11% from 2014 and 18% from 2013.
Excluding those clients that received only assessments, DCHS clients on average received 23 visits
during the year.
Behavioral health referred 2,455 clients to external community providers.
This was an increase in the number of clients referred of 51% from 2014, and 132% from 2013.
Clients served by community providers on average received 10 visits during the year.
The difference in the number of visits received by clients served by DCHS as compared to community providers
reflects the acuity of clients being served in each setting. DCHS has done well moving lower acuity patients to
community providers and serving higher acuity patients in house. This is consistent with the vision for the
future of community mental health programs (CMHPs) in Oregon and the U. S., and an important step in our
transformation.
The increase in demand for services in 2015 continued to bring challenges in meeting the demand in a timely
fashion. We continued to strive to reach 100% on all metrics related to access, and performance on emergent and
urgent remained high as shown below. Routine access experienced some struggles mid-year, and in response to
this challenge DCHS made substantial improvements to our access process in order to move clients quickly to
services. After the changes, we have been able to maintain this measure at approximately 99% since October
with 92% of clients seen in less than eight days.
Access Measures: OHP Behavioral Health Clients Seen Within State Timelines, 2015
*Number of Clients Seen within State timelines ** Total number of clients seen
Beginning April 1, 2016, clients can access services without being screened by DCHS. DCHS and PacificSource
partnered to transition to this new model that is aimed at increasing patient choice. DCHS will continue to be a
resource for connecting individuals in need with appropriate providers.
With healthcare reform, the Oregon Health Authority (OHA) contracted with regional coordinated care
organizations (CCOs) to manage the OHP benefit for and the care provided to OHP 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 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 Numerator* Denominator ** %
Emergent: Within 24 hours 272 287 95%
Urgent: Within 48 hours 255 274 93%
Routine: Appointment within 2 weeks 2,530 3,012 84%
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Health Services—Health Services
Quality Incentive Metrics, 2015
* Number of clients discharged within State timelines ** Total number of clients discharged
(Numbers presented are based on CMHP data available as of March 2016. Numerators and denominators for these
metrics may change during OHA claims validation due to additional metric exclusions (e.g., hospital claims
diagnoses, measurement cut-off dates for continuous enrollment.)
Increased accountability
DCHS balances its statutory responsibility as a CMHP to assure a continuum of services is available to the
community with a variety of requirements regarding accounting for and use of dollars from OHP, grants, state
general funds and county general funds. DCHS has worked with direct service staff to increase knowledge and
understanding of billing and has continued to use productivity standards. These efforts have resulted in a 38%
increase in OHP services reported to the state between 2014 and 2015. DCHS implemented a new electronic
health record (EHR) in October of 2015. This is the second EHR implemented, and DCHS used lessons learned
with the first EHR to minimize the decrease in productivity due to staff training and getting up to speed with the
new system.
Integration with Bridges Health program
DCHS has completed a pilot project with Mosaic Medical’s Bridges Health program. The project included the
Adult Behavioral Health Outpatient team providing on-site services for patients of Bridges Health who have
complex medical needs and who were also experiencing mental health concerns. Initial outcomes have been
Measure Numerator * Denominator** %
Individuals discharged from psychiatric hospital receive
an outpatient behavioral health visit within 7 calendar
days of discharge (Target is 70%)
121 136 89%
Children and adolescents referred by DHS receive a be-
havioral health assessment within 60 calendar days of
referral (Target is 90%)
52 56 93%
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Deschutes County, OREGON
positive both for client care and collaborative partnership with Bridges Health. DCHS and Bridges Health staff
members met on a consistent basis during the pilot working together to refine the program for ongoing
implementation.
Outcomes from Deschutes County Downtown Clinic (DCDC)
The integration of mental health, substance abuse disorder treatment, and medical services at the DCDC is an
ongoing collaboration with Mosaic Medical. The success of the program has been documented; between 2013 and
2014, there was a 41% decrease in inpatient admissions and a 20% decrease in emergency department claims.
Integration of peer supports has also proven successful. For those with active peer and case management support,
medical appointment attendance increased from 13% to 92%. In 2016, dental services will be added to DCDC
through a new partnership with Advantage Dental.
DCHS provides pediatric psychiatric support to COPA and Mosaic Medical
DCHS has recently put in place contracts to provide pediatric psychiatric consultation services to COPA and
Mosaic Medical. The aim is to improve the health of patients and families through psychiatric consultation and
team-based collaboration within the primary care home.
Public health educators embedded in two locations
A DCHS public health educator is embedded in the St. Charles Center for Women’s Health obstetrics clinics in
Bend and Redmond. This health educator provides OHP application support; WIC certifications; and connections
to medical, behavioral health, dental, home visiting, and other supports and services. In addition, an enhanced
WIC certifier has been embedded in the St. Charles Center for Women’s Health in Redmond in order to increase
capacity and provide timely and more effective care coordination.
Suicide prevention
In 2015, DCHS expanded its suicide prevention efforts, providing community education, awareness, and training.
Schools were engaged through 15 Question, Persuade, Refer (QPR) presentations to Bend-La Pine School District
staff, ensuring that staff are trained with basic knowledge and awareness of the warning signs of suicide and how
to refer someone to help. The Applied Suicide Intervention Skills Training (ASIST) was provided to 135
community members to educate them on how to intervene with someone at-risk.
Nearly 150 behavioral health clinicians received training to assess, manage and treat persons at risk for suicide.
Multiple agencies providing service to veterans have been convened to strengthen collaboration and coordination,
and to provide training to better serve this population. Outreach to primary care settings has been coordinated to
improve patient work flows, training, and referrals, including a suicide prevention workshop conducted with
OSU-Cascades and St. Charles with 50 area providers in attendance.
To ensure strong community advocacy, the program coordinates the Central Oregon Suicide Prevention Alliance,
which includes over 30 partners and community members. This program now is taking the lead in coordinating
National Suicide Awareness week events across Deschutes County every September. Discussions have been
initiated to bring Lines For Life youth outreach and peer-to-peer call center to Central Oregon.
Behavioral health continuum of care expansion efforts
In November 2015, Youth Villages began providing two services in Central Oregon. The Intercept program is an
intensive in-home service that is provided to children and families for three to six months as a part of their
wraparound service plan. Funding for Intercept was provided by DCHS, the Wellness & Education Board of
Central Oregon (WEBCO), St. Charles, BestCare Treatment Services (BestCare) and Lutheran Community
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Services. Youth Villages also began providing emergency room diversion services for youth. Funding for this
program is provided by DCHS via a grant from the OHA.
There is a two-pronged approach to expansion of the adult continuum of care underway. In combination these two
programs would constitute the most significant expansion of the adult continuum since the implementation of
Sage View Psychiatric Center. DCHS and the Deschutes County Sheriff’s Office are working to develop a sobering
station/crisis receiving center that would provide 24/7 support for individuals in crisis and allow for diversion from
the hospital and jail. Individuals would receive on-site supports for up to 23 hours allowing de-escalation of the
crisis event and the organization of resources and supports for the individual. BestCare is working on the
development of a crisis respite/detox program that would provide respite for up to 14 days.
DCHS and BestCare were successful in leveraging state grants to help support each of these efforts. These funds
would be used in conjunction with one-time strategic investment dollars that have been approved for these uses by
PacificSource and WEBCO. These dollars could purchase facilities and equipment, while the grant funds would
go toward operating costs. Continued planning on both projects is occurring with a number of community
partners.
I/DD program growth with implementation of the Community First Choice State Plan (K Plan)
The K Plan is a Medicaid state plan option authorized in 2013 under the Affordable Care Act that allows states to
provide home and community-based services and supports while receiving an increase in federal funds for those
services. With the transition to the K Plan, the I/DD program has seen a significant increase in the number of
clients served. From 2013 to March 2016, client enrollment has increased by 48% (319 to 472). The K Plan has
allowed more individuals to qualify for in-home supports, thus increasing their quality of life in the least
restrictive environment.
In the past year, the program has continued to experience significant growth. From March 2015 to March 2016,
total client enrollment grew 16%, children’s in-home services grew 32%, and adult in-home services grew 73%.
K Plan Began 7/1/13
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The I/DD program has undertaken considerable development efforts in order to meet the increasing client needs
under K Plan expansion, including the addition of:
1 in-home agency provider, currently serving 37 recipients
321 personal support workers (PSWs)
6 behavioral support specialists
13 adult foster homes and 1 child foster home
The increasing need for PSWs has effectively provided job opportunities for Deschutes County community
members. Further, the program hired and trained 11 additional staff, lowering caseloads from 60+ to a more
manageable number of approximately 40.
Regional Early Learning Hub Established
The Early Learning Hub (EL Hub) has been established and is now staffed with a regional director housed at
WEBCO, as well as continued contributions to the effort in all three counties. DCHS staff members were
instrumental in creating the regional hub, contributing to significant accomplishments in four required functional
areas:
Resource development — Central Oregon was awarded nine competitive grants totaling over $2M to
address identified needs of young children and families in the region.
Parent engagement — EL Hub staff conducted seven parent focus groups in both English and Spanish
and in targeted “hot spot” communities to learn more about parent experiences, needs, behaviors and
beliefs related to developmental screenings and well child visits.
Align services and increase efficiencies — EL Hub staff successfully consolidated three Healthy
Families Oregon programs into a single regional program with one program manager, one eligibility
screener and one Advisory Board.
Align partners around a common purpose and shared metrics — Staff completed an EL Hub
Strategic Work Plan to address new statewide performance metrics. The plan is in alignment with 19
existing plans and/or initiatives across the early learning, health, and education sectors in the region.
Customer Satisfaction
Customer satisfaction surveys have been implemented for users of behavioral health, public health and I/DD
services. Results are impressive with all groups reporting high levels of satisfaction with DCHS services. Here
are a few summary measures:
99% of public health clients reported they were satisfied with the services they received.
97% of behavioral health clients reported they were satisfied with the services they received.
For I/DD clients who have service plans, about 90% indicated they were satisfied with the way most of
their communication occurs with their service coordinator.
Prior to K Plan (6/30/13) March 2016
Children with family support funding 114 7
Average family support plan amount $420 (capped at $1,200) $1,200 (capped)
Children with in-home supports 0 144
Average child in-home plan amount 0 $19,000 (no cap)
Adults with in-home supports 9 77
Average adult in-home plan amount $35,000 (no cap) $41,000 (no cap)
Health Services—Health Services
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Sustainable Relationships for Community Health (SRCH) grant
DCHS was awarded a grant from the Oregon Health Authority (OHA) to collaborate with PacificSource and
regional health system partners on chronic disease prevention programming. Work performed in conjunction
with this grant has resulted in two important initiatives.
The Diabetes Prevention Program (DPP) is an evidence-based lifestyle change program for preventing type 2
diabetes. As a result of SRCH funding, the first pilot DPP cohort in Central Oregon began in January 2015 in
Redmond. Implementation of this pilot was made possible through collaborations with St. Charles and Mosaic
Medical.
Through the Deschutes SRCH grant efforts, we identified electronic referrals to the Quit Line as a top priority to
reduce the prevalence of tobacco use. We persuaded the Oregon Tobacco Prevention and Education Program
(TPEP) to make electronic referrals to the Tobacco Quit Line a state program priority area in FY 2017 because of
the anticipated QIM for which CCOs will be accountable. OHA did this and has been working with DCHS staff
and OCHIN to update the OCHIN/EPIC electronic health record system to handle electronic referrals. This will
occur in the summer of 2017 and will make electronic referrals possible for clinics statewide that are using
OCHIN/EPIC.
Living Well with Chronic Pain
DCHS has secured funding from the Central Oregon Health Council (COHC) to implement the Living Well with
Chronic Pain program for one year. This funding will expand the current Living Well with Chronic Conditions
curricula. Funding will cover cross-training of existing leaders in the region for the chronic pain series, the
license to implement the Stanford curriculum, and program materials and supplies.
Smokefree Oregon campaign on buses
DCHS received funding from PacificSource 2013 QIM funds to implement a SmokefreeOregon cessation
campaign on Cascade East Transit (CET) buses. The campaign advertises the Oregon Tobacco Quit Line on CET
buses serving Bend, Culver, La Pine, Madras, Metolius, Prineville, Redmond, Sisters, and Warm Springs. The
FY 2015 SmokefreeOregon campaign increased calls to the Quit Line by 78% statewide compared to the prior
year when there was no campaign. This proposal addresses the cigarette smoking prevalence QIM for which
PacificSource and local providers are accountable. For this reason, OHA matched the funding provided by
PacificSource.
Immunization rate improvement project
DCHS is implementing the Centers for Disease Control and Prevention’s Assessment, Feedback, Incentives,
eXchange (AFIX) program to increase immunization rates. Staff are working with CCO participating clinics to
determine how clinic processes can be streamlined to improve the immunization rates of patients ages 2 and
younger. Program activities include an initial assessment with data and a feedback session, development and
implementation of strategies that can include patient reminders, changes in workflows, and semi-annual
check-ins with data to evaluate changes that have been made. It will take three years to fully implement this
program, which addresses the childhood immunization status QIM for which Central Oregon providers are
accountable.
Drug-Free Communities
The DCHS Prevention program was awarded the Drug-Free Communities grant from the Substance Abuse and
Mental Health Services Administration (SAMHSA). This grant allowed DCHS to employ a project coordinator
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Deschutes County, OREGON
who is working with the Alliance for Substance Abuse Prevention coalition to reduce youth substance use and
increase the community’s capacity for sustainable and effective prevention.
Bend High School School Based Health Clinic (SBHC)
Bend High School opened its new SBHC in 2015, bringing the number overseen by DCHS to six. DCHS has
continued to partner with medical sponsors, transitioned responsibilities to these partners, and reduced our staff
from a high of ten in FY 2015 to 5 in FY 2017.
Critical Incident Response Team (CIRT)
In an effort to provide immediate and well-coordinated responses to critical incidents such as suicide, DCHS has
developed a CIRT. The CIRT has a central point of contact and uses a three-tiered approach for deployment of
needed staff. Staff members participating on the CIRT have been specially trained in critical incident response,
both immediate response and post event debriefing. The DCHS CIRT provided support to Douglas County
following the Umpqua Community College shooting. DCHS staff traveled to Douglas County and provided
debriefing and counseling support on two separate occasions.
Public health online reporting site established
The Environmental Health, Communicable Disease, and Systems Performance programs launched a public health
online reporting site within the county website. Deschutes County residents can use this site as an efficient way
to report health concerns. The site creates a simple and user friendly interface to submit concerns related to
disease, foodborne illness, bed bugs and other environmental health issues. After submission of a concern,
residents will be directed to a page with a web link to information about the topic. All reports are reviewed by
qualified public health staff and investigated as appropriate. Some reports may necessitate a follow-up call, while
others may be addressed with the information submitted.
Regional health improvement assessment and plan
DCHS staff members were key players in developing the Central Oregon Regional Health Assessment (RHA) and
Regional Health Improvement Plan (RHIP). The four year RHIP (2016-2019) is a long-term, systematic effort to
prioritize and address health issues by coordinating the resources and efforts of numerous community partners.
The RHIP is based on data that describes the health of our population and that is captured in the RHA, as well as
the voice of the community. Input was solicited from the COHC’s Community Advisory Council; a number of
health-related advisory boards and groups; and during numerous community meetings in Crook, Deschutes, and
Jefferson counties. The six priority areas addressed in this plan are cardiovascular disease, behavioral health and
substance abuse, diabetes, oral health, reproductive/maternal/child health and social determinants of health.
To make the RHIP a living, breathing plan, annual work plans will guide the implementation. In addition,
community partners have committed to align strategic plans and contracting strategies with the RHIP priorities.
Funding in the amount of $6.6M is is available through the COHC for projects that further RHIP goals and
objectives.
EHR transition and integration
DCHS is fully integrated with its EHR system as of December 2015. Most of the DCHS public health programs
have used the OCHIN/EPIC system for some time. We successfully converted to this system in behavioral health
and maternal and child health, offering new opportunities to improve service coordination internally and with a
number of external partners. This conversion was completed on time and on budget.
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Electronic referral system
Using a kaizen quality improvement method from the Lean system, DCHS involved staff from all parts of the
agency in developing an electronic referral system. The system is aimed at increasing referrals among DCHS
programs and assuring follow up on referrals, as well as assisting clients in receiving all appropriate services they
desire.
DCHS integrated management system
DCHS has made substantial progress in creating an integrated management system. The system is intended to
align county, agency and community strategic plans with programmatic operational plans to leverage the greatest
possible impact. The operational plans are used to manage programs and track progress toward higher level
outcomes. These operational plans are designed to enhance the agency’s ability to achieve health and clinical
outcomes, demonstrate program value, improve and sustain organizational performance, and ensure actions are
tied to community needs and agency strategy.
Workplace Culture
In June 2015, DCHS worked with an organizational consultant to begin to address our workplace culture. The
consultants held focus groups with staff and gathered data with a brief survey. An on-site event at the
airgrounds opened a conversation and let employees know that management wants to have a positive, supportive
workplace culture. As a result of this work, we learned that manager and supervisor roles were not clearly
defined. Toward that end, DCHS managers completed a leadership development program offered by Central
Oregon Community College. Supervisors are also completing the course. DCHS has worked to restructure and
improve the effectiveness of meetings and create a system for communicating meeting outcomes and decisions in
all directions. Maintaining a workplace culture that is positive and productive will always be an important work
in progress.
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Project management
DCHS has introduced a formal project management process to manage larger projects within the agency. This
assures appropriate involvement of management and staff and increases accountability. Early successes include
our on-time and on-budget EHR conversion in 2015.
Trauma Informed Care
During 2015, DCHS launched a Trauma Informed Care workgroup aimed at moving DCHS toward screening for
adverse childhood experiences (ACEs), implementing trauma informed practices when working with our clients
and the community, and becoming a trauma informed organization. A number of studies have documented that
ACEs have a dose-response relationship to a number of chronic illnesses, and that addressing ACEs using
trauma-informed care can improve both physical and mental health. An initial training was provided at our
January 2016 all-staff meeting, and a number of programs have received more in-depth training. Several public
health and behavioral health programs are screening for ACEs, and staff are being trained in use of
trauma-informed concepts and practices.
Challenges in the Year Ahead
Evolution of the mental health system
It is widely recognized that the mental health system in Oregon and across the U. S. is not adequate to meet
needs. The Association of Oregon Community Mental Health Programs (AOCMHP) recently commissioned a
study that quantified the extent to which the system is falling short on delivering services to those in need and is
underfunded to meet the needs. AOCMHP estimated that in 2015 about one-half of the OHP population needing
mental health care and about two-thirds of those needing substance use disorder services did not receive any
treatment. The study indicated that the cost to address the gap in services would be in the hundreds of millions.
Further, in Deschutes County, OHP revenues no longer cover the cost of providing services to this population.
While the Behavioral Health Division continues to pursue grants and other funding opportunities, these will
never be adequate to meet the need.
In an effort to address this national crisis, Congress passed the Excellence in Mental Health Act in 2014. The
next two to three years will involve demonstration projects in eight states to create a system of Certified
Community Behavioral Health Clinics (CCBHCs) that would be funded through a prospective payment system
that is intended to be adequate to provide services to meet the needs of our most vulnerable populations with
complex needs. The emphasis will be on providing a range of mental health and substance use disorder services
that are especially geared to those populations. Basic primary care services, such as those DCHS currently
provides in partnership with Mosaic, will also be required. In addition, it is expected that a range of
community-based services would be available through a network of contracted organizations.
Oregon currently has a CCBHC planning grant and will attempt to become one of the eight demonstration states.
In addition, the 2013 Oregon Legislature directed OHA to develop criteria for Behavioral Health Homes (BHHs).
BHHs are similarly geared to providing behavioral health and basic primary care services for our most vulnerable
populations, and OHA is developing rules for that certification that are consistent with what is being considered
for the CCBHCs.
To guide CMHPs toward these changes, AOCMHP has created a framework for the “Next Generation CMHP” that
articulates three critical functions:
Governance – providing leadership in working with community partners to develop a comprehensive
system of behavioral health care.
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Payor – increasingly moving toward contractual arrangements with external providers that
incentivize high quality services and ease of access.
Provider – becoming the Mayo Clinic of behavioral health care in our communities by providing the
most intensive and specialized services, and serving in a consultative role to community providers.
All this continues to signal needed changes in DCHS behavioral health services. In general, those changes include
a move toward delivering the highest quality intensive and specialty services, and a move away from providing
lower intensity services for less acute clients that can be delivered by community providers. In addition,
continuing our focus on integrating with physical health providers, as well as providing consultative services will
be critical. And, finally, we need to become more adept at contracting for services, but doing this with an
emphasis on assuring access and quality.
With healthcare reform and Medicaid expansion, significant effort went into assuring DCHS had adequate
capacity to meet increased demand for behavioral health services. Maintaining this infrastructure has proven
costly. Over the next two years, DCHS will need to strategically reshape our service array and capacity to assure
the agency is:
moving toward the future vision for CMHPs,
meeting community needs as best we can with the resources available, and
delivering service as cost-effectively as possible.
Modernization of the public health system
The Task Force on the Future of Public Health Services provided recommendations for modernizing Oregon’s
public health system. The Task Force was created with recognition that the system requires a refocus on
contemporary challenges, including:
emerging communicable diseases,
chronic disease prevention and health promotion,
delivery of clinical preventive services,
social determinants of health, and
working with a reforming health system with new structures and opportunities.
This modernization will necessarily require a shift from directly providing individual health services toward
provision of population-based programs, services and protections, as well as assuring necessary clinical preventive
services are delivered by the healthcare system.
During February and March 2016, local public health agencies completed an assessment to determine the extent
to which they are delivering the foundational capabilities and programs articulated by the Task Force. A gap
analysis will be prepared that estimates the additional capacity and funding that will be needed to deliver public
health programs, services and protections with a modernized system. This information will be provided to the
2018 Oregon Legislature for its consideration.
DCHS has completed its assessment, and has worked with Crook and Jefferson counties to generate some
potential opportunities for regionalizing or sharing of services. Using the Task Force recommendations to guide
its efforts, DCHS will deliver the recommended foundational capabilities and programs. In addition, DCHS will
continue to explore regional approaches when they are deemed necessary, appropriate and/or desirable.
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DCHS is working to align with the vision for a modernized public health system in Oregon. Communicable disease
prevention and control capacity was increased by better utilizing clinic nurses. The EH program was able to
increase food service inspection capacity to better align with FDA standards for staffing levels by modestly
increasing fees, which had not been done since 2009. Chronic disease prevention and self-management has been
expanded with the addition of a Diabetes Prevention Program funded with a state grant, and with partnerships
that will improve referrals to our chronic disease self-management programs. In collaboration and discussion
with regional partners, the CCO and the COHC, the public health nurse home visiting programs are being
re-visioned to expand capacity and create a more population-based approach. In strong alignment with public
health modernization, this new regional system change would help improve the overall health of the perinatal
community. Our SBHCs have increased emphasis on prevention-focused, community-wide programs that educate
parents and students about the impacts of unhealthy behaviors while building relationships with important part-
ners.
Fiscal Issues and Conditions
Sixty-two percent of DCHS funding is from the State of Oregon, 13% from county general fund; and the remainder
is from fees for service, local grants, federal grants and interest. During FY 2017, state funding is anticipated to
decrease by $1M, OHP capitation is anticipated to decrease an estimated $500K, and DCHS is requesting
additional county general fund in the amount of $275,966, of which $100,000 would be one-time-only for
construction projects. The decrease in state funding is due primarily to expired grants and a decrease in funding
for services for indigent persons that somewhat correlates with the increase in OHP membership. Nearly every
DCHS program requires some county general fund support to continue to operate programs and services to the
community at current levels.
Health Services—Health Services
Staff Summary
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 211.30 216.05 242.90 245.00 260.95 260.75
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Organizational Chart
Health Services Director
1.00 FTE
Behavioral Health Deputy
Director
1.00 FTE
Administrative
Supervisor I
1.00 FTE
Adult Intensive Srvcs
Program Manager
1.00 FTE
Intensive Youth/Hubs
Program Manager
1.00 FTE
Community Health
Program Manager
1.00 FTE
Outpatient
Program Manager
1.00 FTE
Maternal Child Health
Program Manager
1.00 FTE
Intel/Dev Disabilities
Program Manager
1.00 FTE
Systems Performance
Program Manager
1.00 FTE
Fiscal
Program Manager
1.00 FTE
Operations
Deputy Director
1.00 FTE
Public Health
Deputy Director
1.00 FTE
Community Health
24.35 FTE
Maternal Child
Health
28.95 FTE
Early Learning
1.00 FTE
Health Officer
(On Call)
Operations
20.50 FTE
Systems
Performance
11.00 FTE
Fiscal
9.20 FTE
Outpatient
40.30 FTE
Adult Intensive
Services
40.60 FTE
Intellectual &
Developmental
Disabilities
25.35 FTE
Intensive Youth
Services & Hubs
36.80 FTE
Medical Team
11.00 FTE
Medical Director
1.00 FTE
Department Director and Deputy Director
Confidential Employees
Contracted Services
Departmental Programs
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Health Services—Health Services
Organizational Chart
Budget Summary — Health Services (Fund 274)
Performance Measurement
County Goal – Healthy People: Enhance and protect the health and well-being of the community
through advocacy, prevention, education, and delivery of coordinated services.
Objective #1: Consider population health, wellness, and multi-modal connectivity in the design and
implementation of infrastructure and land use policies.
Measure #1: 95% of licensed facilities receive inspections by environmental health staff per
state requirements (annual measure – calendar year).
Measure #2: 95% of communicable disease investigations will be completed within 10 days, as
defined by the Oregon Health Authority.
Measure #3: 75% of reproductive health clients age 12 and older will receive an annual alcohol
and drug screening using the CRAFFT or SBIRT screening tools.
Measure #4: 70% of participants in the Living Well with Chronic Conditions Program or
Diabetes Self-Management Program complete the program.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 4,493,642 4,812,182 5,956,923 5,827,329 5,827,329 (2.18%)
Licenses & Permits 136,413 134,872 147,200 139,789 139,789 (5.03%)
Federal Government Payments 875,818 628,164 750,209 683,417 683,417 (8.90%)
State Government Payments 13,621,347 13,883,860 25,099,489 24,218,032 24,218,032 (3.51%)
Local Government Payments 164,505 302,368 - - - -
Charges for Services 1,588,251 1,484,503 1,339,318 1,487,575 1,487,575 11.07%
Fines & Fees 78,028 77,176 77,086 79,014 79,014 2.50%
Interest Revenue 33,135 54,964 46,300 55,000 55,000 18.79%
Other Non-Operational Revenue 88,881 525,125 208,605 179,295 179,295 (14.05%)
Interfund Charges 8,358,053 11,344,744 2,069,307 1,396,656 1,396,656 (32.51%)
Interfund Grants 456,624 154,329 127,000 318,000 371,412 192.45%
Interfund Transfers 4,838,559 4,673,109 4,635,814 4,868,814 4,684,193 1.04%
Sale of Assets, Land or Equipment 450 - - - - -
Total Resources 34,733,707 38,075,397 40,457,251 39,252,921 39,121,712 (3.30%)
Personnel Services 19,374,829 21,171,613 24,567,138 24,300,466 24,255,329 (1.27%)
Materials & Services 10,184,476 10,136,966 11,253,750 10,824,530 10,755,659 (4.43%)
Capital Outlay - 231,677 210,740 - - (100.00%)
Transfers Out 362,220 369,540 445,740 445,740 445,740 0.00%
Contingency - - 3,979,883 3,682,185 3,664,984 (7.91%)
Total Requirements 29,921,525 31,909,796 40,457,251 39,252,921 39,121,712 (3.30%)
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Objective #2: Adjust to changing health system reforms, assess and address gaps in service, and
strategize regional approaches.
Measure #5: Provide quarterly update on Public Health Modernization; Behavioral Health
System Transformation; physical, behavioral, and oral health integration; and regional
collaboration.
Measure #6: Increase the number of Deschutes County Downtown Clinic (DCDC) clients
receiving on-site dental hygienic services by 40% within one year of program inception (annual
measure).
Objective #3: Provide timely and convenient access to quality health services.
Measure #7: 79% of individuals discharged from a psychiatric hospital receive an outpatient
behavioral health visit within 7 calendar days of discharge.
Measure #8: Behavioral Health Oregon Health Plan clients seen within state timelines as
specified in the following categories: 1) Urgent: Within 48 hours and 2) Routine: Within 2 weeks.
Measure #9: 90% of children and adolescents referred by DHS receive a behavioral health
assessment within 60 calendar days of notification.
Measure #10: Increase number of clients served by public health home visiting by 5% (annual
measure – fiscal year, number of clients reported quarterly).
Objective #4: Promote health and prevent disease using strategies that align with the Central
Oregon Regional Health Improvement Plan.
Measure #11: Provide quarterly update on DCHS’ role in implementing strategies associated
with the Regional Health Improvement Plan.
Objective #5: Support the development of collaborative solutions related to transit options,
homelessness, affordable housing, and veterans’ needs
Measure #12: 75% of Foundations Rental Assistance program housed clients will remain
housed for 6 months or more (stably housed, quarterly measure).
County Goal – Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #4: Support and promote Deschutes County Customer Service “Every Time” standards.
Measure #13: 90% of respondents to Behavioral Health Client Satisfaction Survey are satisfied
with their experience (semi-annual measure).
Measure #14: 90% of respondents to Public Health Customer Satisfaction Survey are satisfied
with their experience (semi-annual measure).
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Deschutes County Health Services
Communicable disease prevention and control
Communicable disease prevention and control efforts promptly identify, investigate, prevent, and control
communicable diseases and outbreaks that pose a threat to the health of the public. DCHS receives reports and
works with providers to ensure proper follow-up and contact investigation necessary to prevent additional
illnesses. DCHS communicable disease prevention and control activities include disease tracking, epidemiological
investigation, and control; HIV and Hepatitis C prevention; case management services for persons with HIV
infection; immunizations; and public health emergency preparedness.
In 2015, DCHS investigated and responded to more than 1,000 cases of reportable communicable diseases and a
record 26 outbreaks compared to 9 outbreaks in 2014. These events required a significant amount of resources to
ensure thorough investigation and effective interventions were applied. The number of communicable disease
reports received annually is steadily increasing as the population grows and reporting becomes more
efficient. Recent activity included a continued increase in pertussis cases, as well as more cases of syphilis and
gonorrhea. DCHS works with health care providers to monitor and respond to emerging and re-emerging disease
threats such as Zika virus and measles.
Sexually Transmitted Infections (STIs) represent the largest number of reportable diseases in the county and in
the nation. Screening services provided by the DCHS reproductive health clinics intervene in the spread of STIs/
HIV and reduce the complications from these diseases. Prevention services target DCHS clients and the commu-
nity at large, providing evidence-based education and outreach. The goals of these efforts are to reduce the
incidence of HIV, STIs and viral hepatitis in Central Oregon, and to identify HIV and Hepatitis C infections that
were previously undetected. Prevention services include education and testing in the county jail and alcohol and
drug treatment agencies in Bend and Redmond, as well as presentations to local students. Ryan White Case
Management (RWCM) is a care and treatment program that serves all eligible HIV positive persons and some of
their significant others. The purpose of RWCM is to engage HIV infected persons in care and treatment to assist
them in maintaining and/or improving their health and re-entering the workforce when possible. RWCM assists
an average of 45-50 clients per year.
High immunization rates are crucial to protect citizens from vaccine-preventable diseases. DCHS conducts
extensive outreach and education with clinics and schools, and leads a local health care coalition with the goal of
increasing immunization rates. DCHS is also responsible for ensuring access to immunizations and enforcing the
Oregon School Immunization Law. High immunization exemption rates in Deschutes County has been a
challenge and a public health concern as the growing pool of unvaccinated children increases the chance of disease
outbreaks.
Public health emergency preparedness is a foundational capability and ensures that DCHS, working in concert
with community partners, can respond to any type of hazard including a large scale disease outbreak, a natural
disaster, a weather-related disaster, an environmental health issue or bioterrorism. DCHS supports the volunteer
Medical Reserve Corps, recruiting and training healthcare volunteers to assist when an emergency occurs. In
2015, DCHS updated the public health Continuity of Operations Plan (COOP), launched the behavioral health
COOP, and drafted Deschutes County’s first Emergency Support Functions 15 Annex, “Donations and Volunteer
Management,” to the County Emergency Operations Plan.
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Deschutes County, OREGON
Environmental health
Environmental health (EH) programs and services protect the public from illness and death caused by exposure to
biological, chemical, and physical factors in the environment. DCHS environmental health activities include plan
reviews; consultations; and inspections of regulated public facilities including restaurants, pools, water systems,
temporary food services, child care centers, and tourist facilities.
EH conducted 2,841 public health inspections and administered 1,664 licenses in 2015. The program regulates
public water systems to ensure safe drinking water and participates in disease investigation and response. All
environmental health activities, even regulatory activities, include a focus on education; and DCHS continues to
promote public awareness regarding radon, lead, mold, blue-green algae, animal bites, and rabies. At the DCHS
website, licensed facility operators can easily navigate renewing and applying for licenses on-line. The public can
research environmental health topics, obtain food handler cards, and view public facility inspections.
Prevention and health promotion
The leading causes of disease, death, disability, and health care expenditures are chronic diseases, many of which
can be prevented or better managed. DCHS has a number of programs that prevent and/or manage chronic
disease, promote healthy behaviors and create healthier community environments. The DCHS Tobacco
Prevention program works to prevent tobacco use among youth and young adults, promote cessation, eliminate
exposure to secondhand smoke and reduce tobacco-related disparities. The program is grounded in best practices
that sustain tobacco control efforts in policy, systems, and environmental change. Specific activities include
increasing smoke- and tobacco-free areas, collaborating with partners to provide cessation services, educating the
public on the harms of tobacco use, increasing referrals to the Oregon Tobacco Quit Line, and limiting the
marketing and sale of tobacco products to youth.
The Healthy Communities program strives to create healthy environments and systems that encourage residents
to make healthy choices. The Living Well component of Healthy Communities offers a menu of workshops in both
English and Spanish to help people manage their condition by learning daily living skills. The program focuses on
persons living with chronic conditions and diabetes. In addition to Living Well programs, Healthy Communities
received funding to implement a pilot DPP which began in January 2016. DPP targets people at risk for
developing diabetes and can reduce the risk of developing type 2 diabetes by 58%.
DCHS reproductive health services include outreach and education. During 2015, health educators delivered
classes reaching 4,358 students and covering topics including healthy sexuality, risk reduction, healthy
relationships, and teen dating violence prevention. My Future My Choice (MFMC) is an abstinence-based,
medically-accurate and age-appropriate sexual health and life skills curriculum for 6th and 7th grade
students. In 2015, MFMC reached more than 1,650 students and involved more than 135 high school student
volunteers who contributed almost 4,000 hours. Cuídate is a pregnancy prevention initiative focused on Latino
youth ages 13-18 in the tri-county area. In 2015, 173 youth received 8 hours of research based education through
this initiative.
Substance use and abuse and problem gambling among school-aged youth and young adults is addressed by the
Substance Abuse Prevention program. The strategic prevention framework used to guide this work is a
comprehensive approach that ensures that the programs and strategies employed produce results and are created
in partnership with the community. Core areas of work include providing technical assistance and prevention
science expertise to community partners; providing resources and professional development for K-12 teachers,
counselors and administrators; grant writing and training support to increase the capacity within the community
to understand and implement effective strategies; developing and implementing effective youth prevention
messaging for alcohol and marijuana; and project coordination and support for community-based coalitions.
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Deschutes County, OREGON
The Suicide Prevention program provides coordination, community education, awareness and training to prevent
suicide attempts and deaths for people of all ages. Current work has involved the following sectors: schools, law
enforcement, veterans’ services, emergency department, behavioral health, and primary care settings. In addition,
the program seeks to increase the capacity of professionals and community members to better understand, assess,
and refer persons at risk for suicide. The Mental Health Promotion program provides school districts in Deschutes
County support for the inclusion of a mindfulness and emotional/mental health curriculum. In addition, the
program coordinates a regional project to help increase the awareness of the importance of mental wellness to
overall health and to reduce stigma related to mental health and to seeking help for mental health issues.
The Maternal and Child Health (MCH) program also promotes healthy behaviors and creates healthier
community environments. MCH currently supports three key programs: Women, Infants and Children (WIC),
SBHCs and Nurse Home Visiting. WIC is a nutrition education and referral program that provides supplemental
food vouchers to families. The goal is to promote optimal health for pregnant, breastfeeding and postpartum
women, infants and children up to age five. To qualify for this program, a household must have an income at or
below 185% of the federal poverty level. Clinic services are available in Bend, Redmond, La Pine and Sisters.
The program serves approximately 4,000 clients each year and schedules approximately 16,000 appointments that
include enrollment, follow-up, and breastfeeding education and counseling to high-risk clients. WIC provides
education classes on infant and child feeding, prenatal nutrition and exercise, breastfeeding, family health, and
other hands-on learning activities and discussions.
DCHS Nurse Home Visiting programs serve high-risk pregnant women and their children and result in outcomes
that positively impact the community (i.e., timely access to prenatal care, breast feeding initiation, maternal
mental health and infant developmental screenings). Services are delivered through several programs that target
the specific needs of a family and include Maternity Case Management, Nurse Family Partnership, Babies First
and CaCoon. Public health nurses provide in-home comprehensive case management, care coordination, client
education and advocacy for a vulnerable and high-risk population.
Access to clinical preventive services
Access to clinical preventive services such as immunizations, prenatal care and screening for preventable cancers
is important in reducing preventable deaths and disability and for improving the health of the population. These
services are aimed at preventing illness and/or detecting illness in early, more treatable stages. A key role for the
public health system is to ensure residents receive recommended and cost-effective clinical preventive services.
DCHS’s involvement in this important public health role needs to be strengthened.
High immunization rates are crucial to protect citizens from vaccine-preventable diseases. DCHS conducts
extensive outreach and education with clinics and schools, and leads a local health care coalition with the goal of
increasing immunization rates. The program is also responsible for ensuring access to immunizations and
enforcing the Oregon School Immunization Law.
Access to prenatal care is the cornerstone of the Oregon MothersCare (OMC) program. OMC provides prenatal
needs assessments and coordinates pregnancy testing; prenatal care; depression screening; WIC certifications;
assistance enrolling in OHP; and referrals to services such as home visiting, dental and mental health at no
charge. DCHS provides OMC and WIC services two days per week at the St. Charles Center for Women’s Health
clinics in Bend and Redmond. In the near future, DCHS will expand this service to the East Cascade Women’s
Group clinic in Bend.
DCHS provides access to voluntary, comprehensive, and culturally sensitive reproductive health services to
Health Services—Health Services
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Deschutes County, OREGON
low-income individuals who do not have access to or have barriers to receiving these services. In 2015, over 85%
of clients seen in the DCHS reproductive health clinics had incomes at or below 150% of the federal poverty
level. Outreach education and clinical services provided by DCHS have helped to lower the teen pregnancy rates
in Deschutes County; pregnancies among females ages 10-17 have gone from 17 per 1,000 in 1994 to 4 per 1,000 in
2015. Among new clients seen in the past year, an estimated 411 unintended pregnancies were prevented,
including 124 teen pregnancies. For every unintended birth prevented, estimated savings in prenatal, labor and
delivery, and infant health care costs are $7,500. The average cost of an OHP delivery and the first year of infant
health care is estimated to be $22,157.
The SBHCs offer patient-centered care with comprehensive physical, behavioral and clinical preventive services
provided to youth and adolescents, regardless of their ability to pay. SBHCs are located on or near school grounds
and are open and operating when children are in school. DCHS provides services at six centers (Bend, Redmond
and Sisters high schools, Lynch and Ensworth elementary schools and La Pine Community Campus). The centers
are certified by the state and sponsored by community medical partners including Advantage Dental, La Pine
Community Health Center, Mosaic Medical and St. Charles.
Early learning programs and services
Established in October 2014, the Early Learning Hub of Central Oregon (EL Hub), serves Crook, Deschutes and
Jefferson counties and, for mutually agreed upon strategies, The Confederated Tribes of Warm Springs. The
purpose of the EL Hub is to create an efficient and effective early learning system to ensure all children, prenatal
through age eight, and their families receive the opportunities and supports they need to be healthy and
successful in school. The EL Hub brings together leaders in health, education, social services, early care and
learning, and business, as well as families and care givers, to work collectively toward achieving these three goals:
Children are raised in healthy, stable and supportive families.
Children receive the opportunities and supports they need to enter school ready to succeed and with
health and development on track.
Early childhood services are coordinated, effective, accessible and family-centered.
EL Hubs use the principles of collective impact to bring about improvements in the three goal areas and are the
central coordinating organizations for assessing needs, identifying disparities and achievement gaps, and
leveraging resources. Using the principles of continuous improvement, the EL Hub works collectively with
cross-sector partners to develop and implement strategies and initiatives to address identified needs and to make
early learning services and supports more available, accessible and effective for children and families.
Intensive behavioral health services for adults, children and families
DCHS provides a variety of intensive services to address the needs of adults, children, and families with serious
mental illness. Programs serving the adult population include the Community Support Services (CSS) and
Intensive Community Services (ICS) teams. Programs serving the child and young adult populations include
Wraparound, Early Assessment and Support Alliance (EASA), and the Young Adults in Transition (YAT) teams.
The CSS team provides strength-based case management; counseling; medication management; treatment for
persons with a severe and persistent mental illness and/or dual diagnoses; and specialty services including
homeless outreach, supported housing and rental assistance. The DCHS Supported Employment program
maintains one of the highest rates of competitive employment in the state. The Corrections Bridge Program
assists residents with a mental illness as they transition from jail to the community. Older adult services include
intensive treatment, outreach and consultation to individuals, family members and care givers of those ages 65
and older. Services are provided to those who are unable to access outpatient services and whose functioning is
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seriously impaired due to behavioral health issues.
The DCHS ICS team provides specialty programs to those in need of the most intensive supports to stay in the
community and maintain their health. The Assertive Community Treatment (ACT) program offers intensive
community-based treatment, case management and outreach for individuals with a serious mental illness who are
under civil commitment or are at risk of being admitted to the Oregon State Hospital. The ICS team also oversees
a wide range of residential mental health programs including adult foster and residential treatment homes, as
well as a secure residential treatment facility. The ICS team provides treatment and monitoring for adults under
the jurisdiction of the Oregon Psychiatric Security Review Board who are placed on conditional release in
Deschutes County. Finally, in coordination with Mosaic Medical, ICS provides integrated behavioral health and
primary health care services at the DCDC to individuals with serious mental illness.
Intensive Youth Services are for youth with the most intensive and acute needs and their families. Intensive
services for children with serious emotional and behavioral challenges requiring comprehensive support services
are provided through the Wraparound program. These intensive community-based supports and services are
provided at area offices, in the community, and in client’s homes. Services include case management and care
coordination, individual and family therapy, and skill building.
EASA is an early intervention program offering education, outreach and services to youth and young adults
experiencing a first psychotic break and their families.
The YAT program serves young adults ages 14 to 25, with EASA, ACT and Wraparound as complementary but
distinct services. The YAT team focuses on developing service tracks that range from preventive to acute care.
Peer-delivered services are also critical in ensuring a healthy and engaging navigation of this system.
Outpatient behavioral health and addictions services for adults, children and families
Outpatient services are provided to individuals, children and families struggling with mental health and addiction
challenges in a variety of settings including office, home, schools, and the community. The Access team provides
assessment and screening services for children, youth and adults. The team connects individuals with
appropriate treatment resources available from DCHS and other mental health and addiction treatment
providers.
The North County Hub in Redmond and the South County Hub in La Pine provide greater access to outpatient
behavioral health services for children, adults and families in these areas. Services include assessment and
screening, behavioral health treatment, case management, medication management and substance use treatment.
Outpatient treatment services for adults with mental health and substance use disorders include brief
solution-focused interventions and longer duration services for individuals with more complex needs including
trauma and co-occurring disorders. Therapeutic classes are available and include topics such as anxiety and
depression management, addiction, Living Well with Chronic Conditions, Seeking Safety, active recovery, anger
management, trauma, and dealing with loss. The Adult Outpatient team continues to provide assessment and
group services on-site at Mosaic Medical’s Health Bridges program for individuals who are experiencing complex
medical and mental health issues.
Outpatient treatment and support services for children, adolescents and families are provided primarily to OHP
members and to high risk/acute need children. The Child and Family Outpatient team also provides behavioral
health services in the highest need schools in the Bend-La Pine, Redmond and Sisters school districts and in
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SBHCs in Bend, Gilchrist, La Pine, Redmond, and Sisters. Safe school assessments and suicide prevention
activities are also provided by this team.
Services for persons with I/DD and their families
The I/DD program provides support to a growing population that, with the right supports, can live as
independently as possible. When this approach is successful, an individual is afforded the least restrictive
environment and greater access to social interaction, community engagement and employment opportunities.
Case management services promote health, safety, and quality of life to individuals who meet state eligibility
guidelines. Oversight of eligibility and monitoring is provided to individuals who receive services from a local
non-profit organization.
Children and adults requiring comprehensive services are in foster care or 24-hour residential facilities. DCHS is
responsible for all aspects of the foster care services for adults and children including recruiting, training,
licensing, and monitoring of providers. Additionally, the program manages a sub-contracted system of residential,
transportation, and vocational/employment services. The regional I/DD team remains focused on proactive and
preventive strategies for out-of-home placements by collaborating with regional and statewide providers. In
addition, the program offers training and development to meet the increased need for providers.
Crisis intervention services
The Crisis team provides crisis walk-in services during open clinic hours, and assists with critical care
coordination for hospitalized individuals or those needing pre-commitment services. The Mobile Crisis
Assessment Team (MCAT) delivers rapid response on a 24/7 basis to adults and children experiencing mental
health crises and at risk for hospitalization. The Crisis team works closely with law enforcement and participates
in the Crisis Intervention Training (CIT) program to enhance the ability of officers to respond to mentally ill
individuals experiencing difficulties in the community.
Fiscal, operations and support services
The Fiscal Services team provides administrative, financial and business support for DCHS including
development, management and administration of the annual budget; grant management; accounts receivable;
accounts payable; and payroll. These staff members serve as liaisons between the department and internal
county service providers, including Finance and the internal auditor, and assure we comply with accounting
standards, county policies and procedures, funding requirements and program needs. Financial reports to the
county, department managers, grantors and oversight bodies are also prepared by these staff members.
The Operations team provides a range of support functions that assist the department in delivering services in an
integrated manner. These functions include workforce development including training programs and staff
development; ensuring staff have the necessary facilities, equipment and technology; project management; and
front office reception and client intake services.
The Systems Performance program provides essential oversight, evaluation and support functions for DCHS.
Critical functions include compliance activities to ensure adherence to healthcare rules and regulations, quality
assurance and improvement initiatives to promote effective and efficient service delivery, credentialing of clinical
staff, oversight of HIPAA and confidentiality practices, participation in regional health system improvements, and
meeting internal and external reporting requirements. The team also facilitates and oversees agency-wide
performance management activities.
Deschutes County, OREGON
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Deschutes County, OREGON
This fund is set aside to respond to a significant public health event. Deschutes County is vulnerable to public
health threats of sufficient intensity and duration to jeopardize the financial ability of the DCHS to respond.
Pandemic influenza, a natural disaster or even a substantial disease investigation could have a significant and
prolonged impact on the public’s health and warrant the use of these funds.
Public Health Reserve (Fund 261)
DCHS provides behavioral health services for OHP members on an at-risk, capitated basis. Revenue to serve
OHP members from Deschutes County is received on a monthly basis. Operating expenses related to serving our
OHP population are calculated on a monthly basis. Revenues to cover operating expenses are applied directly to
the department operating fund, and revenue in excess of operating requirements is applied to this fund. This
fund also holds reserves from this at-risk contractual agreement. These can be used to address potential claims of
overpayment or to invest in programs, services and operations that benefit OHP members.
Oregon Health Plan - Mental Health and Alcohol & Drug
Services (Funds 270 and 280)
Budget Summary — OHP-Mental Health Services (Fund 270)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 366,797 335,787 337,983 340,669 340,669 0.8%
Interest Revenue 1,990 2,412 2,200 2,700 2,700 22.7%
Total Resources 368,787 338,199 340,183 343,369 343,369 0.9%
Materials & Services - - 100 100 100 0.0%
Capital Outlay - - 100 - - (100.0%)
Transfers Out 33,000 - 58,723 - - (100.0%)
Reserve for Future Expenditures - - 281,260 343,269 343,269 22.0%
Total Requirements 33,000 - 340,183 343,369 343,369 0.9%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 4,737,151 8,385,763 6,277,205 4,200,988 4,200,988 (33.08%)
State Government Payments 10,500,244 10,536,912 - - - -
Interest Revenue 36,825 44,773 45,000 50,000 50,000 11.11%
Total Resources 15,274,219 18,967,448 6,322,205 4,250,988 4,250,988 (32.76%)
Materials & Services 6,838,456 11,921,825 2,308,900 1,493,171 1,493,130 (35.33%)
Transfers Out 50,000 394,021 525,000 - - (100.00%)
Contingency - - 3,488,305 2,757,817 2,757,858 (20.94%)
Total Requirements 6,888,456 12,315,847 6,322,205 4,250,988 4,250,988 (32.76%)
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This fund includes revenue from a state grant to serve uninsured residents of Deschutes, Jefferson and Crook
counties in need of acute mental health care services that are offered through DCHS and other providers in the
area. These resources support voluntary and involuntary indigent acute care.
Deschutes County, OREGON
Health Services—Health Services
Budget Summary — OHP-Alcohol & Drug Services (Fund 280)
Acute Care Services (Fund 276)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 2,436,947 2,351,184 2,946,149 2,746,150 2,746,150 (6.79%)
State Government Payments 1,509,423 1,496,272 - 101,926 101,926 -
Interest Revenue 11,796 20,529 20,000 24,000 24,000 20.00%
Total Resources 3,958,166 3,867,985 2,966,149 2,872,076 2,872,076 (3.17%)
Materials & Services 1,606,982 840,152 390,018 898,926 1,051,668 169.65%
Transfers Out - - 525,000 - - (100.00%)
Contingency - - 2,051,131 1,973,150 1,820,408 (11.25%)
Total Requirements 1,606,982 840,152 2,966,149 2,872,076 2,872,076 (3.17%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 961,233 1,102,160 968,601 970,108 970,108 0.16%
State Government Payments 951,897 445,621 445,621 445,621 445,621 0.00%
Charges for Services 24,610 - - - - -
Interest Revenue 6,490 7,637 7,500 8,000 8,000 6.67%
Total Resources 1,944,230 1,555,418 1,421,722 1,423,729 1,423,729 0.14%
Materials & Services 548,478 374,139 314,888 541,283 541,265 71.89%
Transfers Out 293,593 211,040 168,864 - - (100.00%)
Contingency - - 937,970 882,446 882,464 (5.92%)
Total Requirements 842,071 585,179 1,421,722 1,423,729 1,423,729 0.14%
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Board of County Commissioners
Board of County Commissioners (Fund 628)
County General Fund (Fund 001)
Administrative Services
Administrative Services (Fund 625)
Veterans’ Services (Fund 001-23)
Grant Projects (Fund 001-26)
Video Lottery (Fund 165)
Law Library (Fund 215)
Risk Management (Fund 670)
Economic Development Fund (Fund 105)
Grant Projects (Fund 120)
Bethlehem Inn (Fund 128)
Humane Society of Redmond (Fund 129)
Special Transportation (Fund 150)
Taylor Grazing (Fund 155)
Human Resources
Human Resources (Fund 650)
Health Benefits (Fund 675)
Finance
Finance (Fund 630)
Tax (Fund 001-18)
PERS Reserve (Fund 135)
County School (Fund 145)
Transient Lodging Tax (Fund 160)
Transient Lodging Tax—1% (Fund 170)
Support Services Department
Support Services
Deschutes County, OREGON Page 217
Support Services
Dog Control (350)
Finance Reserve (631)
Project Development & Debt Reserve (Fund 140)
General Capital Reserve (Fund 143)
Information Technology
Information Technology (Fund 660)
GIS Dedicated (Fund 305)
Information Technology Reserve (Fund 661)
Legal Counsel
Legal Counsel (Fund 640)
Property and Facilities
Building Services (Fund 620)
Property Maintenance (Fund 001-25)
Court Technology Reserve (Fund 111)
Industrial Lands Proceeds (Fund 125)
Park Acquisition & Development (Fund 130)
Park Development Fees (Fund 132)
General County Projects (Fund 142)
Property Management Operations (Fund 200)
Foreclosed Land Sales (Fund 205)
Deschutes County, OREGON Page 218
The County Commissioners are the elected representatives of the citizens
of Deschutes County and are the link between the citizens and County
government. The Board of County Commissioners (BOCC) is the
policymaking body comprised of three at-large elected officials each
serving a four-year term. Alan Unger took office in 2009 and was
re-elected to serve from 2013 to 2017. Tammy Baney took office in 2007
and was re-elected for the 2015 to 2019 term. Anthony DeBone began as a
commissioner in 2011 and was re-elected to serve from 2015 to 2019.
The Board’s duties include executive, judicial (quasi-judicial) and legislative authority over policy matters of
countywide concern. Adoption of the County budget is also one of the Board’s responsibilities. To implement policy
and manage day-to-day operations, the Board appoints a County Administrator, as well as a County Legal
Counsel. Additionally, the Board is the governing body for the Sunriver Service District, 9-1-1 Service District,
Extension/4-H Service District and the Black Butte Ranch Service District.
The Board takes a lead role in working with and lobbying the Oregon State Legislature and Oregon’s U.S.
Congressional delegation. Inter-jurisdictional work also takes place with the governing bodies in the four cities
located in Deschutes County (Bend, Redmond, Sisters and La Pine) and other regional governments in addressing
matters of mutual concern.
Department Overview
Alan Unger (Chair), Commissioner
Tammy Baney (Vice Chair), Commissioner
Anthony DeBone, Commissioner
Board of County Commissioners
Mission Statement
To provide public oversight of the governmental process by setting
policy and structure for Deschutes County.
Deschutes County, OREGON
Support Services-Board of County Commissioners
Beginning
Capital
7%
Interest
Revenue
< 1%
Interfund
Charges
61%
Interfund
Transfers
32%
Resources
Personnel
59%
Materials &
Services
32%
Contingency
9%
Requirements
Total Budget $672,142
Budget C hange +9.03%
Total Staff 3.00 FTE
Staff C hange No C hange
BOCC Summary
Page 219
Appointments and Affiliations
Individual members of the Board also represent the County through appointments
or affiliations with various community boards and agencies.
AOC - Energy & Environment Committee - Member
Bend MPO (Metropolitan Planning Organization
- President
Central Oregon Area Commission on Transportation
- Alternate
City of Bend Urban Growth Boundary Committee
- Member
COIC (Central Oregon Intergovernmental Council)
- Alternate
Deschutes County Audit Committee Member
Deschutes County Historical Society - Ex-Officio Member
Economic Development for Central Oregon (EDCO)
Executive Committee
La Pine/Sunriver Economic Development
Committee - Member
NACo Telecommunications - Technology Steering
Committee Member
NeighborImpact Board Member
Project Wildfire - Commissioner Representative
PSCC - Public Safety Coordinating Council - Alternate
Board Representative
Sisters Economic Development Advisory Committee
-Member
AOC Economic & Community Development Committee-Member
AOC Legislative Committee Member
AOC Water Policy Committee - Co-Chair
Deschutes County Board of County Commissioners - Chair
Central Oregon Area Commission on Transportation - Chair
Central Oregon Childcare Initiative Member
Central Oregon Regional Solutions Advisory Committee Member
Central Oregon Workforce Consortium - Chair
COIC (Central Oregon Intergov Council) - Vice Chair
Deschutes Collaborative Forest Project, Steering Committee - Chair
Deschutes River Conservancy Board Member
Deschutes Water Alliance - Chair
East Cascades Workforce Investment Board - Ex-Officio Member
Hospital Facility Authority Board - Chair
ODOT Oregon Freight Advisory Committee Member
Oregon Workforce Investment Board Member
OSU - Cascades Liaison
Redmond Economic Development, Inc. - Member
Upper Deschutes Watershed Council Board Member
Support Services—Board of County Commissioners
Deschutes County, OREGON
Alan Unger
AOC Legislative Committee Member
Arts Central Ex-Officio Member
Association of Oregon Counties - Past President
Deschutes County Board of Commissioners - Vice Chair
Central Oregon Health Council - Chair
COVA (Central Oregon Visitors' Association) - Member
Family Access Network Ex-Officio Member
Governor's Transportation Visioning Panel, Co-Chair
Healthy Beginnings Ex-Officio Member
KIDS Center Advisory Board Member
NACo (National Association of Counties) Human Services & Education Committee
Oregon Housing Stability Council Member
Oregon School Immunization Law Advisory Committee - Member
Oregon Transportation Commission - Chair
ORMAP (The Oregon MAP) Board Member
Public Safety Coordinating Council - Vice Chair
Wellness and Education Board of Central Oregon Oregon - Member
Anthony DeBone
Tammy Baney
Page 220
Support Services—Board of County Commissioners
Deschutes County, OREGON
Staff Summary
Organizational Chart
Citizens of
Deschutes County
Commissioner,
Position #2
1.00 FTE
Commissioner,
Position #3
1.00 FTE
Commissioner,
Position #1
1.00 FTE
Budget Summary — Board of Commissioners (Fund 628)
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 3.00 3.00 3.00 3.00 3.00 3.00
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 27,004 30,738 30,000 50,000 50,000 66.67%
Charges for Services 16 2 - - - -
Interest Revenue 275 326 500 300 300 (40.00%)
Interfund Charges 478,040 343,222 380,698 395,023 408,392 7.27%
Interfund Transfers - 190,000 205,249 213,450 213,450 4.00%
Total Resources 505,335 564,288 616,447 658,773 672,142 9.03%
Personnel Services 363,153 373,569 386,743 393,213 394,775 2.08%
Materials & Services 111,444 167,871 182,306 203,555 216,925 18.99%
Capital Outlay - - 100 - - (100.00%)
Contingency - - 47,298 62,005 60,442 27.79%
Total Requirements 474,597 541,441 616,447 658,773 672,142 9.03%
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Support Services—Board of County Commissioners
Deschutes County, OREGON
This fund accounts for the financial operations of the County which are not accounted for in any other fund.
Principal sources of revenue are property taxes and revenues from the State of Oregon and federal government.
The budget resource summary includes revenues not associated with the General Fund operating departments,
which are addressed in other areas of this document as indicated below.
001-0000 County General Fund Revenue
001-0200 County Assessor’s Office (narrative in Direct Services Section)
001-0500 County Clerk’s Office (narrative in Direct Services Section)
001-0600 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk’s Office)
001-1100 District Attorney’s Office (narrative in Public Safety Section)
001-1800 Finance & Tax Department (narrative in Support Services Section)
001-2300 Veterans’ Services Office (narrative in Support Services Section, Administrative Services)
001-2500 Property Management (narrative in Support Services Section, Property & Facilities)
001-2600 Grant Projects (narrative in Support Services Section, Administrative Services)
001-4500 County General Fund Non-departmental
General Fund (Fund 001-00)
Resources Budget Summary — General Fund (001-00)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 10,371,843 8,381,199 8,630,800 10,411,770 10,411,770 20.64%
Property Tax 22,610,373 23,836,373 24,590,700 26,245,691 26,245,691 6.73%
Other Taxes 6,992 7,306 4,050 4,100 4,100 1.23%
Federal Government Payments 500,941 500,000 500,000 500,000 500,000 0.00%
State Government Payments 1,503,725 1,515,665 1,488,550 1,516,500 1,516,500 1.88%
Charges for Services 8,444 35 - - - -
Interest Revenue 80,058 89,930 120,000 119,000 119,000 (0.83%)
Other Non-Operational Revenue 8,216 19,617 - - - -
Interfund Charges - 2,000 2,000 2,000 2,000 0.00%
Interfund Transfers - 167,929 438,360 537,825 537,825 22.69%
Sale of Assets, Land or Equipment 7,995 29,750 - - - -
Total Resources 35,098,587 34,549,804 35,774,460 39,336,886 39,336,886 9.96%
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Support Services—Board of County Commissioners
Deschutes County, OREGON
*Detail information of Transfers Out can be found in the Summaries Section.
Requirements Budget Summary — General Fund (001-45)
Technical Services 30,000 29,100 30,000 30,000 30,000 0.0%
Interfund Charges - 69,416 70,000 71,264 117,402 67.7%
Internal Service Fund Charges 526,790 550,300 542,110 576,250 576,762 6.4%
Utilities 7,272 8,951 8,000 10,700 10,700 33.8%
Other Services 42,286 59,508 85,000 93,530 93,530 10.0%
Fees & Permits 16,461 16,786 17,100 17,300 17,300 1.2%
Insurance 34,568 36,761 30,353 29,779 29,779 (1.9%)
Communications 1,363 1,146 2,600 1,300 1,300 (50.0%)
Advertising - 900 - 20,000 20,000 -
Grants, Loans, & Reimbursements 607,890 202,315 197,000 197,000 197,000 0.0%
Energy 133,271 120,572 146,380 144,380 144,380 (1.4%)
Intergovernmental Expense 32,276 35,000 35,000 35,000 35,000 0.0%
Materials & Services 1,432,177 1,130,753 1,163,543 1,226,503 1,273,153 9.4%
Capital Outlay - - 100 - - (100.0%)
Transfers Out *16,327,584 14,947,204 15,537,408 18,100,049 17,905,428 15.2%
Contingency - - 8,104,710 8,734,785 9,171,690 13.2%
Total Requirements 17,759,761 16,077,957 24,805,761 28,061,337 28,350,271 14.3%
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Deschutes County, OREGON
The Administrative Services Department provides general oversight and
direction to the county organization as a whole, both in terms of planning
for the county’s long-term financial and organizational health and
managing the day-to-day operation of one of Central Oregon’s largest
employers. The Administrative Services Department works with the
Board of Commissioners to formulate County policies and goals. The
Department also implements and communicates these policies and goals
to employees. Other duties include evaluating program effectiveness, providing internal audits, communications,
and support for all County programs and services through administrative policy.
In addition to Administrative Services, two other functions are currently considered part of the Administrative
Services Department: Risk Management and Veterans’ Services. Administrative Services also provides direct
oversight of the Video Lottery, Economic Development, Humane Society of Redmond, Special Transportation, and
Taylor Grazing Funds.
Department Overview
Tom Anderson, County Administrator
Administrative Services
Mission Statement
Provide the organizational leadership and support that connects policy to
performance to benefit the citizens of Deschutes County.
Support Services—Administrative Services
Total Budget $1,506,365
Budget C hange +3.25%
Total Staff 6.75 FTE
Staff C hange No C hange
Administrative Svcs Summary
Personnel
69%
Materials &
Services
19%
Contingency
12%
Requirements
Beginning
Capital
12%
Interfund
Charges
83%
Interfund
Transfers
5%Other
< 1%
Resources
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Support Services—Administrative Services
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Scheduled the Board of Commissioners to visit County departments to be briefed on department operations
and meet with department staff.
Worked closely with the Redmond Rod and Gun Club to ensure a smooth transition of the Club’s move from
County-owned property to private property.
Worked with Finance and Human Resources to ensure funding and organizational support for the replacement
of the County’s financial and human resources software.
Partnered with Deschutes Public Library to provide law library services resulting in increased access and
service levels and improved digital resources.
Increased awareness of the County’s rich history by partnering with the Deschutes County Historical Society
and a committee of citizen volunteers to plan a year-long Centennial celebration that will include a variety of
events and activities.
Worked with the Board of Commissioners and Property and Facilities to make available County-owned
property for affordable housing projects.
Significantly increased social media presence by increasing posts to Facebook and Twitter and adding the Next
Door, a neighborhood-based social media platform, as a new communication tool.
Provided in-house lobbying and bill tracking services for the 2016 Oregon State Legislative session.
The internal audit program continues to contribute toward County strategic goals. Performance audits
spanning numerous departments included work on the Sheriff’s Office transition, Fair & Expo County fair
concessions, Light fleet management (countywide) and Juvenile Community Justice observations have
contributed recommendations for positive changes.
Worked with the Board of Commissioners and local chambers of commerce to present the State of the County
throughout the community.
The most recent satisfaction surveys conducted on issued internal audit reports have indicated 95% overall
quality rating.
Successfully assisted 3,219 veterans and their dependents with applying for benefits from the Department of
Veterans Affairs.
Brought in $5.2 million in new federal dollars to Deschutes County veterans by filing and appealing benefit
claims to the U.S. Department of Veterans Affairs,
Launched a very successful “I’m a vet” campaign to market and publicize the Veterans’ Services Office.
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Deschutes County, OREGON
Support Services—Administrative Services
Organizational Chart
Secured over $1 million in State funding to support organizations which provide transportation services for the
elderly and people with disabilities during the 2015-17 biennium.
Helped bring 85 new family-wage jobs into the region by allocating $142,000 in Economic Development Loans
to businesses starting up, expanding, and/or relocating operations within Deschutes County.
Significant Issues in the Year Ahead
Deploy consistent branding across County publications and collateral marketing materials.
The internal audit program will work with the Audit Committee, management and Board to identify timely
and relevant performance audits that are risk based and will contribute to positive changes in County
operations.
Work with the Board of Commissioners, Legal Counsel, and the Community Development Department on
marijuana land use regulations.
Evaluate and possibly implement an automated agenda management software package for Board meetings.
Work with the Board of Commissioners on how to proceed with lobbying services for 2017.
Reduce appointment wait times at the Veterans’ Services Office to no longer than two weeks.
Fiscal Issues and Conditions
Continue to keep expenses low in recognition of the cost to operating departments.
Work with the Board of Commissioners on long term recapitalization of the business loan program.
Work with Finance on a long term strategy to address future costs for PERS.
Work with Property and Facilities and Finance on a long term facilities replacement plan.
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Deschutes County, OREGON
Support Services—Administrative Services
1—The Deputy County Administrator personnel cost is allocated to Administrative Service (75%) and Risk Management (25%).
2—The Management Analyst position in Grant Projects (001-26) was moved to Administrative Services (625) in FY 2015.
3—The Assistant to the County Administrator position, previously allocated to Administrative Services (65%), Health Benefits
(25%) and Video Lottery (10%), was eliminated in FY 2015.
4—The Law Library services are contracted with the Deschutes Public Library, beginning in FY 2016.
Department Head
Management
Represented by AFSCME
Confidential Employee
Departments reporting through Administrative Services
Staff Summary
Organizational Chart
County Administrator
1.00 FTE
Deputy County
Administrator
1.00 FTE
Internal Auditor
1.00 FTE
Public Comm.
Coordinator
1.00 FTE
Executive
Secretary
1.00 FTE
Administrative
Assistant
1.00 FTE
Veterans’ Services
Grant Projects
Law Library
Risk Management
Claims Coordinator
1.00 FTE
Senior Secretary
1.00 FTE
Loss Prevention
Specialist
1.00 FTE
Management
Analyst
1.00 FTE
Veterans’ Services
Officer
1.00 FTE
Assistant Veterans’
Services Officer
2.00 FTE
Customer Service
Clerk II
1.00 FTE
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Administrative Services (Fund 625)6.65 6.40 6.40 6.75 6.75 6.75
Veterans' Services (Fund 001-23)2.75 2.75 3.00 3.00 4.00 4.00
Grant Projects (Fund 001-26)1.00 1.00 1.00 0.00 0.00 0.00
Video Lottery (Fund 165)0.10 0.10 0.10 0.00 0.00 0.00
Law Library (Fund 215)0.50 0.50 0.50 0.50 0.50 0.00
Risk Management (Fund 670)3.25 3.25 3.25 3.25 3.25 3.25
TOTAL ADMINISTRATIVE SERVIC ES FTE 14.25 14.00 14.25 13.50 14.50 14.00
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Deschutes County, OREGON
Support Services—Administrative Services
Budget Summary — Administrative Services (Fund 625)
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
Objective #1: Collaborate with County and community partners in preparing for and
responding to natural and man-made disasters.
Measure #1: Complete a skills and resources assessment for the Central Oregon Public
Information Officer/Joint Information System team in order to prepare for and expedite
response to national and man-made disasters.
County Goal – Healthy People: Enhance and protect the health and well-being of the
community through advocacy, prevention, education, and delivery of coordinated services.
Objective #5: Support the development of collaborative solutions related to transit options,
homelessness, affordable housing, and veterans services.
Measure #2: Continue to provide direct services to all County veterans and dependents to
determine eligibility for benefits through the U.S. Department of Veterans’ Affairs, State of
Oregon, and all local area services and benefits providers.
Measure #3: Reduce wait times required to see a veterans’ service officer to two weeks.
Measure #4: State and federal funds secured on behalf of local public transit providers
through Oregon Department of Transportation (ODOT) and Federal Transit Agency (FTA)
grant programs for the purpose of providing transportation services to seniors and people with
disabilities.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 278,767 282,861 250,000 180,000 180,000 (28.00%)
Charges for Services 88 125 70 70 70 0.00%
Interest Revenue 1,806 1,791 2,000 1,600 1,600 (20.00%)
Interfund Charges 932,782 1,006,468 1,166,944 1,244,592 1,244,695 6.66%
Interfund Transfers 40,000 40,000 40,000 40,000 80,000 100.00%
Total Resources 1,253,443 1,331,245 1,459,014 1,466,262 1,506,365 3.25%
Personnel Services 873,531 972,657 1,011,151 1,042,290 1,043,714 3.22%
Materials & Services 97,050 231,698 227,279 243,346 283,447 24.71%
Capital Outlay - - 100 - - (100.00%)
Contingency - - 220,484 180,626 179,204 (18.72%)
Total Requirements 970,582 1,204,355 1,459,014 1,466,262 1,506,365 3.25%
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Deschutes County, OREGON
Support Services-Administrative Services
Veterans' Services (001-23)
Note: Actual funds secured are shown. Grant awards are dependent upon resources made
available by the State Legislature and Federal Government during each biennium.
County Goal – Quality Service Delivery: Provide internal support and external services that
are innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Measure #5: Conduct a communications survey to learn more about how residents want to
engage and communicate with the County. Use the results from this survey to inform
website design and navigation, as well as new platforms and expanded opportunities.
Measure #6: Encourage opportunities for public engagement with Deschutes County
government through Centennial activities and celebration.
Measure #7: Continue to grow the County’s social media presence through the sharing of
relevant, timely, and actionable information on Facebook, Twitter, Instagram, and the Next
Door.
Measure #8: Develop a promotional program intended to reach and educate the public
about how to obtain information and apply for Federal Department of Veterans’ Affairs
benefits.
Measure #9: Coordinate efforts with the IT Department to establish a state of the art
Veterans’ Services web page that is easy to access and navigate and that provides up -to-date
information and resources.
Objective #2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Measure #10: Refine and implement legislative planning process, lobbying efforts, tracking
system, and communication mechanisms.
Measure #11: Internal audit report rating of overall quality as compared to national
average for association of local government auditors.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Deschutes County 90% 95% 97% 89% 87% 95% 90%
National Average 86% 88% 88% 88% 88% N/A N/A
2011-13
Biennium
2013-15
Biennium
2015-17
Biennium
$640,898 $1,007,615 $1,075,907
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Deschutes County, OREGON
Support Services—Administrative Services
Measure #12: Internal Audit recommendation acceptance rate compared to the national average
for local government auditors.
Objective #3: Support employee wellness, development, productivity, and job satisfaction.
Measure #13: Number of workplace accidents that require days away from work, restricted,
or transferred workers per 100 employees (DART Rate).
County Goal - Resilient Economy: Promote policies and actions that sustain and stimulate
economic vitality.
Objective #2: Partner with organizations that stimulate economic vitality.
Measure #14: County funds leveraged through contractual arrangements with organizations
specializing in job creation, economic development, and local business support.
* Future activity in the Economic Development Loan Program is dependent on resources allocated by the Board of
Commissioners and recruitment efforts conducted by Economic Development for Central Oregon (EDCO).
Updated actual numbers will be provided in the FY 2018 budget document.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Deschutes County 90% 100% 100% 100% 100% 100% 95%
National Average 84% 79% 79% 79% 95% N/A N/A
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target*
Value of Economic
Development Loans
Made
$152,000 $118,000 $154,000 $92,000 $100,000 $142,000 TBD
Number of Jobs
Funded by Economic
Development Loans
92 69 243 71 50 85 TBD
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Deschutes
County 1.9 2.5 2.2 2.2 2.4 1.5 2.3
Oregon Average
– Local Gov’ts. 2.3 2.0 2.3 2.7 N/A N/A N/A
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Deschutes County, OREGON
Support Services-Administrative Services
Veterans' Services (001-23)
The Veterans’ Services Office advocates for and assists veterans and their family members in applying to the
Department of Veterans Affairs, the Oregon Department of Veterans Affairs, and other local agencies for all
benefits that may be available to them. Benefits may include service-connected disability compensation,
non-service connected pensions, widows’ pensions, death and indemnity compensation, medical benefits, burial
benefits, education, home improvement grants for handicapped adaptability, specially adapted automobile grants,
vocational rehabilitation, clothing allowances, and emergency grant funding.
The veterans’ service officers are accredited through the US Department of Veterans Affairs and the Oregon
Department of Veterans Affairs. The service officers have extensive knowledge and training of the federal laws,
rules, and regulations governing VA benefits Title 38 United States Code, Title 38 of the Code of Federal
Regulations, and the M21-1MR VA’S adjudication manual. This training and certification allows service officers
to provide the best advocacy and produce the most comprehensive claims work possible for the veterans and
family members of Deschutes County.
The office has an extensive outreach program to other areas of the county that includes the local veterans’
outpatient medical clinic, the local Vet Center, the Redmond and La Pine offices, and an established office in
Sisters provided by the Sisters Chamber of Commerce. The veterans' service officers conduct in-home visits, visits
to assisted living facility and nursing homes for those who are disabled and unable to leave their homes, or that
have no other means of transportation.
The office has transitioned into digital electronic claims filing with the Oregon Department of Veterans Affairs
and the Federal VA which has reduced the claims processing time, and has allowed the veterans to receive their
benefits in a much timelier manner. With every claim for benefits that is approved comes new federal dollars
which in turn helps to stimulate the local economy and improve the quality of life for our clients and all citizens of
Deschutes County.
The office provides a federal work study program to assist veterans and dependents currently enrolled as students
in higher education or in a VA approved vocational program such as the nationally recognized pilot training
program at the Bend airport, or the truck driving school located in Redmond. This program provides qualified
students a place to work in a veterans’ benefits environment and receive a stipend provided by the U.S. Veterans
Administration.
The office currently maintains more than 5,400 files. Currently between 35 and 45 clients have scheduled
appointments each week, between 25 and 50 walk in clients per week are assisted, and 30 to 45 phone calls per
day are received and must be responded to. The office works with other state and local service providers to assure
the veterans, dependents, and citizens of Deschutes County are receiving the assistance they need.
Veterans’ Services (Fund 001-23)
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Deschutes County, OREGON
Support Services—Administrative Services
Budget Summary — Veterans' Services (Fund 001-23)
The Grant Projects Fund was established to receive and expend awards of external funds made by federal, state,
and private sources. These awards provided for both county services and support for local sub-recipient
organizations. The Grant Projects Fund was almost entirely reliant upon transfers from the County General
Fund, with interfund payments providing the remaining balance. Beginning in FY 2015, these activities were
reassigned to the Administrative Services Fund (625) and the Grant Projects Fund was eliminated.
Budget Summary — Veterans' Services (Fund 001-23)
Grant Projects (Fund 001-26)
Resources for the Video Lottery Fund are obtained through regular payments resulting from the State’s
oversight of video lottery games. By State Statute, 2.5% of the net receipts from this program is dedicated to
counties for the purpose of promoting, encouraging, and supporting economic development.
The Board of Commissioners determines how video lottery funds will be used in Deschutes County. For FY 2016,
the Board allocated a total of $560,550 to the following initiatives which positively impact the local economy:
Video Lottery (Fund 165)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Interfund Charges 2,000 - - - - -
General Fund 128,054 - - - - -
Total Resources 130,054 - - - - -
Personnel Services 122,909 - - - - -
Materials & Services 7,145 - - - - -
Total Requirements 130,054 - - - - -
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
State Government Payments 80,562 104,568 98,121 97,400 97,400 (0.73%)
Charges for Services 225 - - - - -
General Fund 211,885 226,014 317,879 332,626 325,273 2.33%
Total Resources 292,672 330,582 416,000 430,026 422,673 1.60%
Personnel Services 207,479 223,502 284,842 326,963 318,889 11.95%
Materials & Services 85,193 107,081 131,058 103,063 103,784 (20.81%)
Capital Outlay - - 100 - - (100.00%)
Total Requirements 292,672 330,582 416,000 430,026 422,673 1.60%
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Deschutes County, OREGON
Support Services—Administrative Services
Economic Development – Economic Development for Central Oregon (EDCO) receives funding to conduct
programs, projects, services, and activities related to business development, recruitment, retention, and
expansion within both incorporated and unincorporated areas of Deschutes County.
Project Support – The Board of Commissioners identifies priority projects to support on an annual basis. In
FY 2015, initiatives in this category included rural public transportation services, Project Connect services
for the homeless, and the Shop-with-a-Cop Program.
County Service Partners – Deschutes County Service Partners were established and/or are governed by
Deschutes County officials to meet a specific need of vulnerable populations living in the community;
provide legally mandated or sole source services that assist Deschutes County residents; and/or operate
programs that would otherwise become the responsibility of County agencies. Currently, the following 14
organizations are identified as Service Partners:
Bethlehem Inn KIDS Center
Cascade Youth and Family Latino Community Association
Central Oregon 2-1-1 MountainStar Relief Nursery
Central Oregon Council on Aging Redmond Senior Center
Central Oregon Veterans Outreach Healthy Beginnings
Court Appointed Special Advocates Upper Deschutes Watershed Council
Family Access Network
Emergency Food and Shelter - United Way of Deschutes County administers a federally-funded
competitive grant process to support local non-profit organizations the operate emergency food and shelter
programs to help stabilize families as they seek to become economically self-sufficient. In FY 2015, the
Board of Commissioners allocated video lottery funds to augment the total amount available for this
purpose.
Discretionary Grants – A portion of video lottery proceeds are distributed each quarter at the discretion
of the Board of Commissioners in the form of Discretionary Grants. These grants are awarded primarily for
fundraising, one-time, emergency, and/or unanticipated expenses incurred by community organizations as
they serve Deschutes County citizens.
Community Grants – The Board of Commissioners offers annual grants to local non-profit organizations
which offer services in specific areas of need. The status of the program and grant priorities for FY 2016
and FY 2017 have yet to be determined
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Support Services—Administrative Services
Deschutes County, OREGON
Budget Summary — Video Lottery (Fund 165)
The Law Library is available for use by those who are not able or do not wish to maintain a law library. Beginning
in 2016, Deschutes County contracted with the Deschutes Public Library to provide law library services. The
majority of funding for the library comes from the state in support of the Deschutes County Circuit Courts.
Law Library (Fund 215)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 116,799 11,476 - 100,000 100,000 -
State Government Payments 576,502 576,887 600,000 682,000 682,000 13.67%
Interest Revenue 898 596 500 1,000 1,000 100.00%
Interfund Transfers - 7,500 - - - -
Total Resources 694,199 596,459 600,500 783,000 783,000 30.39%
Personnel Services 947 - - - - -
Materials & Services 681,776 595,633 600,500 783,000 783,000 30.39%
Total Requirements 682,723 595,633 600,500 783,000 783,000 30.39%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 410,378 416,169 430,000 432,000 432,000 0.47%
State Government Payments 181,336 179,504 180,000 152,671 152,671 (15.18%)
Charges for Services 88 100 100 - - (100.00%)
Interest Revenue 2,418 3,198 2,400 4,320 4,320 80.00%
Other Non-Operational Revenue - 60 - - - -
Total Resources 594,220 599,032 612,500 588,991 588,991 (3.84%)
Personnel Services 55,640 60,987 62,638 2,190 2,190 (96.50%)
Materials & Services 122,411 74,588 549,762 264,094 264,087 (51.96%)
Capital Outlay - - 100 - - (100.00%)
Contingency - - - 322,707 322,714 -
Total Requirements 178,051 135,575 612,500 588,991 588,991 (3.84%)
Page 234
The Law Library is available for use by those who are not able, or do not wish to maintain a law library. Users are
primarily attorneys, but the law library is available for use by the general public. It is open 20 hours per week. The
majority of funding for the library comes from the state in support of the Deschutes County Circuit Courts.
Support Services—Administrative Services
Law Library (Fund 215)
This department is responsible for overseeing the insurance needs of the County and administering the County's
self-insurance program for workers' compensation, unemployment, general liability, and vehicle liability. Risk
Management also manages insurance programs for property, buildings and contents, volunteers, public officials,
and bonds. The department is responsible for safety within County operations with a goal of providing a safe
environment for county representatives so that no person is exposed to preventable accidents or illness. Risk
Management coordinates with federal and state agencies to implement safety regulations to enhance employee
health and safety while working, as well as serving as the primary contact on the Americans with Disabilities Act.
Risk Management (Fund 670)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 2,631,057 3,110,676 3,200,000 4,000,000 4,000,000 25.00%
Charges for Services 168,077 79,776 48,480 53,900 53,900 11.18%
Fines & Fees - - - 5 5 -
Interest Revenue 15,567 24,331 25,000 40,000 40,000 60.00%
Interfund Charges 2,602,417 2,838,312 2,890,624 3,006,880 3,008,365 4.07%
Interfund Transfers - - 95,000 - - (100.00%)
Total Resources 5,417,119 6,053,095 6,259,104 7,100,785 7,102,270 13.47%
Personnel Services 324,005 309,175 339,585 337,106 337,106 (0.73%)
Materials & Services 1,975,118 1,866,881 2,659,736 2,356,581 2,356,799 (11.39%)
Capital Outlay - - 100 - - (100.00%)
Transfers Out 7,320 7,320 1,000 1,000 1,000 0.00%
Contingency - - 3,258,683 4,406,098 4,407,365 35.25%
Total Requirements 2,306,443 2,183,376 6,259,104 7,100,785 7,102,270 13.47%
Page 235
Deschutes County, OREGON
Support Services—Administrative Services
The Economic Development Fund is used to encourage and facilitate job creation in Deschutes County. The Fund
makes resources available through the Economic Development Loan Program to businesses located in or relocating
to Deschutes County for the purpose of establishing new or expanding existing operations. Loan applicants must
agree to hire a pre-determined number of new full-time, family-wage employees within a two-year period and to
maintain those jobs for at least one additional year. If these conditions are met, the loan is converted to a grant
which does not require repayment.
The Economic Development Loan Program was established in FY 2011 with $200,000 received from the collection
of delinquent tax payments on foreclosed properties. In subsequent years, the program has been replenished with
additional dollars from the General Fund, the Video Lottery Fund, and transient lodging revenue. Each year, the
Economic Development Fund also receives payments of $26,667 resulting from a prior loan with a repayment
schedule that began in 2008 and will continue through 2022. During the period of June 1, 2010 to December 31,
2015, 20 loans totaling $758,000 were approved with a target of creating 610 new jobs. Nine of those loans were
still active as of December 31, 2015. Of the remaining eleven, all but three successfully achieved or exceeded their
job creation goals and were converted to grants.
Economic Development (Fund 105)
The Grant Projects Fund accounted for revenue and expenditures associated with small grants not specific to any
County department, primarily those awarded by the Oregon State Marine Board for park improvements. These
grants were passed through the Grant Projects Fund to the U.S. Forest Service to support projects that included
the Gull Point and North Wickiup boating facilities. The Grant Projects Fund was inactivated June 30,2014.
Grant Projects (Fund 120)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 144,713 114,699 143,000 228,000 228,000 59.44%
Interest Revenue 989 954 700 7,200 7,200 928.57%
Other Non-Operational Revenue 35,997 29,444 40,000 26,667 26,667 (33.33%)
Interfund Transfers - 140,000 - - - -
Total Resources 181,699 285,097 183,700 261,867 261,867 42.55%
Materials & Services 67,000 150,000 383,700 261,867 261,867 (31.75%)
Total Requirements 67,000 150,000 383,700 261,867 261,867 (31.75%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 6,066 - - - - -
Interest Revenue 25 - - - - -
Total Resources 6,091 - - - - -
Materials & Services 6,091 - - - - -
Total Requirements 6,091 - - - - -
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Deschutes County, OREGON
Support Services—Administrative Services
Established in 1999, the Bethlehem Inn provides emergency food and shelter for Central Oregon's homeless
population. In cooperation with the City of Bend, Deschutes County purchased a facility for this organization. In
FY 2008, the City of Bend provided $230,000 of the $250,000 required as a down payment for the property with
Deschutes County covering the remaining $20,000. Deschutes County paid the remaining $2.25 million and
fund-raising proceeds were originally anticipated to reimburse the County. Currently, Bethlehem Inn was paying
the County $2,034 per month in lease payments. The balance and interest owed to the County through FY 2014
appears as a negative balance in Beginning Net Working Capital. The lease payments, loan balance and interest
owed are being accounted for in the General Fund beginning July 1, 2014. This fund was inactivated June 30,
2014.
Bethlehem Inn (Fund 128)
This fund was established in FY 2009 to facilitate a loan to the Brightside Animal Center, formerly the Humane
Society of Redmond. The loan allowed this organization to continue to operate and address growing financial
challenges. The initial loan was for approximately $1.2 million, with the option for Brightside to request
additional funding as needed. Through the sale of the Event Center, $141,000 was applied to the loan balance in
FY 2015.
Humane Society of Redmond (Fund 129)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital (2,700,381) - - - - -
Interest Revenue (13,616) - - - - -
Other Non-Operational Revenue 24,408 - - - - -
Interfund Transfers 2,689,590 - - - - -
Total Resources (0) - - - - -
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital - - - (481,878) (481,878) -
Other Non-Operational Revenue 141,004 - 530,000 535,000 535,000 0.94%
Total Resources 141,004 - 530,000 53,122 53,122 (89.98%)
Debt Service 141,004 - 530,000 - - (100.00%)
Transfers Out - - - 53,122 53,122 -
Total Requirements 141,004 - 530,000 53,122 53,122 (89.98%)
Page 237
Deschutes County, OREGON
Support Services—Administrative Services
Under Oregon Revised Statute 293.575, the State provides funds to the County to expend for range improvements
such as fences, reservoirs, wells, water development, and maintenance. Funds are generally used for the cost of
materials, with receipts providing a match for labor. The Board of Commissioners has designated the local Soil and
Water Conservation District as the Grazing Advisory Board to manage funding requests and recommend support
for specific range improvement projects.
Each biennium, Deschutes County receives allocations from the Oregon Department of Transportation for the
purpose of developing, improving, or maintaining transportation services that primarily serve seniors and people
with disabilities. These funds are distributed by the County to local transit service providers through competitive
grant programs. Current recipients include Cascades East Transit, the Opportunity Foundation of Central Oregon,
and Abilitree.
The amount allotted to the County is established by the Oregon Legislature and is dependent on resources that
include Federal Transit Administration grant awards, the state general fund, cigarette taxes, sales of photo
identification cards, and other miscellaneous revenue. As a result, the County’s annual allocation varies each year
and since FY 2010, has ranged from approximately $300,000 to $675,000. Preliminary projections indicate that
approximately $535,000 will be received in FY 2017. Up to an additional $558,000 may also be awarded to the
County on behalf of local service providers, depending upon the outcome of a separate competitive grant process of
which results are expected to be announced by June 30, 2016.
Special Transportation (Fund 150)
Taylor Grazing (Fund 155)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,181 1,598 64,000 50,000 50,000 (21.88%)
Federal Government Payments - - - 43,684 43,684 -
State Government Payments 314,633 693,002 490,000 1,000,000 1,000,000 104.08%
Interest Revenue 417 1,518 1,000 2,000 2,000 100.00%
Total Resources 316,231 696,118 555,000 1,095,684 1,095,684 97.42%
Materials & Services 314,633 632,136 522,000 1,095,684 1,095,684 109.90%
Contingency - - 33,000 - - (100.00%)
Total Requirements 314,633 632,136 555,000 1,095,684 1,095,684 97.42%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 22,780 26,143 31,420 34,630 34,630 10.22%
State Government Payments 3,228 3,968 5,000 5,000 5,000 0.00%
Interest Revenue 134 199 175 200 200 14.29%
Total Resources 26,143 30,309 36,595 39,830 39,830 8.84%
Materials & Services - - 36,595 39,830 39,830 8.84%
Total Requirements - - 36,595 39,830 39,830 8.84%
Page 238
Deschutes County, OREGON
The Human Resources Department provides leadership and support to
the organization for servicing comprehensive human resources activities.
The department is devoted to providing effective policies, procedures, and
people-friendly guidelines.
The department is structured in three primary program areas. Employee
services provides support for employee actions and services, human
resources information systems, training, consultation, performance
evaluations and employee recognition. Under employment, the programs supported are recruitment and
selection, classification and compensation, and volunteer placement. The benefits and leave administration area
focuses on overseeing all employee benefit programs, family medical leave, retirement programs and point of
contact for the DOC, DOC Rx, and Wellness.
The Human Resources Department continues to focus on a number of priority countywide initiatives that include
the Finance/HR system, re-evaluating the classification and compensation structure, and policy compliance and
administration of a variety of state and federal program dealing with employment. In addition, we expect to fill
over 200 positions in FY2017.
The department remains committed to improve operational efficiencies, to offer value-added strategic customer
service partnerships, and to enhance our services to the organization.
Department Overview
Danielle Fegley, Director
Human Resources
Mission Statement
Develop, manage, and support initiatives to attract, retain, and develop qualified employees to support the vision,
goals, and objectives of Deschutes County.
Support Services—Human Resources
Total Budget $1,334,165
Budget C hange +5.76%
Total Staff 6.90 FTE
Staff C hange No C hange
Human Resources Summary
Beginning
Capital
26%
Interest
Revenue
< 1%
Interfund
Charges
74%
Resources
Personnel
60%
Materials &
Services
25%
Contingency
15%
Requirements
Page 239
Deschutes County, OREGON
Support Services—Human Resources
Successes and Challenges
Successes in the Past Year
Completed the selection process and contract negotiations for designing and implementing a new Finance/HR
system.
Moved SAR volunteers to the online applicant tracking system improving response time and allowing greater
accessibility.
Enhanced recruitment outreach to include a diversity network and broader social media platforms. Began
implementation of a neogov integration with Deschutes County facebook page.
Partnered with the 911 Service District adding two testing stations in human resources allowing HR staff to
provide oversight and facilitate the initial screening process more effectively and efficiently.
Redesigned our internal web page that promotes a featured job section, highlights human resources services,
and provides updated information.
Completed the review and data collection to prepare and distribute mandated forms under ACA.
Completed the RFP process for a benefits consultant and a classification and compensation consultant.
Reintroduced human resources services to the organization initially through leadership meetings. This is
intended to be an ongoing initiative encompassing all levels of staff.
Significant Issues in the Year Ahead
In order to comply with the Affordable Care Act, employee status reviews are necessary within the organization
to identify variable hour employees, to discuss staffing needs, and to make any necessary employee status
changes.
Balancing increased volumes in recruitment due to turnover and growth.
Distributing work assignment to address growing demand in areas of regulatory compliance, organizational
development, onboarding, and training initiatives.
Reviewing, evaluating, and creating processes to improve greater automation along with completing audits and
cleansing data prior to a system conversion.
Fiscal Issues and Conditions
Human Resources (Fund 650) relies on internal service charges to support its operations. In support of our largest
asset, employees, we will need to ensure that our department is positioned to respond to recruiting, selecting,
training and retaining highly qualified employees. With the organizational initiative to implement a new ERP
system, it will require a strategic Finance/HR plan to support organizational management development as current
processes, data and logic are evaluated and reengineered.
Page 240
Deschutes County, OREGON
Organizational Chart
Budget Summary — Human Resources (Fund 650)
Staff Summary
Support Services—Human Resources
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 290,566 324,012 170,387 350,000 350,000 105.41%
Charges for Services 12,988 10,742 - - - -
Interest Revenue 1,969 2,438 - 3,000 3,000 -
Interfund Charges 828,053 854,701 1,091,136 981,070 981,165 (10.08%)
Total Resources 1,133,576 1,191,893 1,261,523 1,334,070 1,334,165 5.76%
Personnel Services 618,746 610,066 772,230 798,164 798,164 3.36%
Materials & Services 190,819 266,992 364,104 335,026 335,121 (7.96%)
Capital Outlay - - 100 - - (100.00%)
Contingency - - 125,089 200,880 200,880 60.59%
Total Requirements 809,564 877,059 1,261,523 1,334,070 1,334,165 5.76%
Management
Confidential Employee
Department Head
Human Resources
Director
1.00 FTE
Human Resources
Analyst
1.00 FTE
Human Resources
Analyst
1.00 FTE
Human Resources
Specialist
2.00 FTE
Human Resources
Assistant
1.00 FTE
Human Resources
Analyst
1.00 FTE
Human Resources
Specialist
1.00 FTE
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Human Resources FTE (Fund 650)6.10 6.10 5.85 5.80 6.90 6.90
Health Benefits FTE (Fund 675)1.40 1.90 1.90 1.20 1.10 1.10
TOTAL HUMAN RESOURCES FTE 7.50 8.00 7.75 7.00 8.00 8.00
Page 241
Deschutes County, OREGON
Support Services—Human Resources
Performance Management
County Goal – Quality Service Delivery: Provide internal support and external services that
are innovative and efficient.
Objective #3: Support employee wellness, development, productivity, and job satisfaction.
Measure #1: Re-engineer new hire process, including employee orientation.
The new hire process has improved over the last year resulting in streamlined processes,
opportunities for staff growth, and greater process awareness. New employee orientation is
running into time constraints which will require reconfiguring to ensure that there is adequate
time to cover required materials and to focus on making it more fun. This is an ongoing
initiative that is expected to grow.
Measure #2: Provide training to department supervisors and managers on related human
resource policies and procedures.
County Goal – Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective 2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Measure #3: With employees being the greatest County asset in service delivery, HR staff
will meet with department leadership twice each year to discuss service delivery and ensure
their human resource needs are being met.
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective 1: Use best management practices to sustain the quality of County assets and
infrastructure.
Measure #4: Evaluate and re-design the existing classification and compensation
structure.
Measure #5: Benchmark the County’s HR services against other comparative County
organizations as part of the department’s goal to complete its transition to a best of class,
comprehensive HR service team.
Objective #2: Upgrade information management systems to streamline business processes.
Measure #6: Continue the partnership with all stakeholders to ensure that the Finance/HR
project is progressing according to the project plan.
Page 242
Deschutes County maintains a self-funded system for the Deschutes County Employee Benefit Plan. The employee
health plan offers medical, prescription, dental, vision, and alternate care benefits with a third party administrator
processing claims for services. Central Oregon Intergovernmental Council (COIC) and retirees of the County and
COIC also participate in the program. The program is primarily managed by a full-time Benefits Coordinator.
The Health Benefits Fund is also comprised of several contract services including a health clinic (the Deschutes
Onsite Clinic or DOC), DOC pharmacy and a wellness program. As of November 2013, there is a full-time
contracted registered dietician onsite to offer no-cost consulting and to coordinate wellness events for County
employees. In FY 2016, employees and spouses were offered health premium savings for completing a health risk
assessment.
Ongoing federal mandates continue to be monitored as several regulations come into play this year. It is expected
that these mandates and rising health care costs will lead to increased expenses. To better understand the impact,
the County is in the process of retaining a benefits consultant to review the health plan costs. The interfund budget
charge for FY 2017 is increased by 4.1% over the FY 2016 amount. Employees contribute $90 per month toward the
monthly premium.
Health Benefits Fund (Fund 675)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 14,551,028 11,967,822 11,585,710 13,190,000 13,190,000 13.85%
Charges for Services 3,194,766 3,645,312 3,920,000 4,231,000 4,231,000 7.93%
Interest Revenue 70,959 67,057 72,000 112,000 112,000 55.56%
Interfund Charges 12,874,815 14,485,502 15,517,000 16,153,000 16,153,000 4.10%
Total Resources 30,691,567 30,165,692 31,094,710 33,686,000 33,686,000 8.33%
Personnel Services 197,101 129,509 144,917 117,753 117,327 (19.04%)
Materials & Services 18,526,645 17,575,102 19,406,410 19,907,388 19,906,638 2.58%
Contingency - - 11,543,383 13,660,859 13,662,035 18.35%
Total Requirements 18,723,746 17,704,610 31,094,710 33,686,000 33,686,000 8.33%
Support Services—Human Resources
Deschutes County, OREGON Page 243
Deschutes County, OREGON
Support Services—Human Resources
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Page 244
Deschutes County, OREGON
The Finance Department is responsible for a number of County financial functions including property tax
collection, accounting, budgeting, financial reporting and the treasury function. Department activities include
annual budget coordination, financial planning, internal and external financial reporting, general accounting,
accounts payable, payroll, maintaining capital asset records, property tax billing and collections, distribution of
property taxes to all taxing districts, cash management and investments , revenue collection, dog licensing and
administration, negotiating and
administering the County’s
long-term debt, and the collection
and administration of the
transient room tax.
Department Overview
Wayne Lowry, Director & County Treasurer
Finance
Mission Statement
Provide timely and comprehensive financial services of the highest quality in a cost-effective manner while
adhering to the highest ethical standards.
Support Services—Finance
Total Budget $1,993,478
Budget C hange -1.82%
Total Staff 9.80 FTE
Staff C hange No C hange
Finance Summary
Total Budget $812,314
Budget C hange -6.15%
Total Staff 4.50 FTE
Staff C hange No C hange
General Fund-Tax Summary
Beginning
Capital
9%
Interfund
Charges
87%
Other
4%
Finance Resources
Personnel
72%
Materials &
Services
20%
Contingency
8%
Finance Requirements
Other Taxes
5%
State Gov Pmts
20%
Charges for
Services
< 1%
General Fund
75%
Tax Resources
Personnel
52%
Materials &
Services
48%
Tax Requirements
Page 245
Deschutes County, OREGON
Support Services—Finance
Successes and Challenges
Successes in the Past Year
The County began the vendor selection process in April 2015 to implement new Financial and HR Software. The
selection process culminated in the signing of a contract with Tyler Technologies in March 2016. The two
phase project is expected to be completed in July 2018 with phase one completion scheduled for June 2017.
Deschutes County received the Government Finance Officers Association (GFOA) awards for both the
Certificate of Achievement for Excellence in Financial Reporting (FY 2015 CAFR) and the Distinguished
Budget Presentation Award (FY 2016 Budget).
In an effort to increase accessible financial information, the "Open Budget" feature was continued for FY 2016
on the County website graphically displaying the County's last two adopted budgets.
The employer costs of the Public Employees Retirement System (PERS) are expected to increase significantly
over the next three biennial rate setting periods beginning in FY 2018. The County has developed a multi-year
approach to draw down the County’s PERS reserve fund to lessen the impacts on operating departments over
the next six to eight years.
A number of room rental operators were audited in FY 2016 by an external auditor to ensure that the
appropriate Transient Room Taxes were reported and paid to the County. The audit cycle will continue with
another group of operators in FY 2017.
Significant Issues in the Year Ahead
The County will begin the Financial and HR Software project implementation in FY 2017. The financial phase
of the project is expected to be completed by June 2017 and the HR/Payroll phase of the project is expected to
be completed by July 2018. A number of Finance staff will be designated as team leads to accomplish this
project.
The County operates over 100 funds. The Finance Department will continue its effort to consolidate funds and
operations and eliminate funds that are found to be unnecessary.
The Finance Department plans to purchase hardware and software to facilitate the in-house processing of
property tax payments. This will save an estimated $15,000 per year in tax payment processing contract fees
and can be done with no increase in staff resources.
Fiscal Issues and Conditions
Finance Services (Fund 630) relies on internal investment fees and service charges to support its operations. The
Finance/Tax Department (Fund 001-1800) relies primarily on County general funds for resources to support its
operations. Additionally, this department receives revenue from state grants and tax-related fees.
Employer rates for the PERS system are expected to increase by 4 percent of payroll, effective July 1, 2017.
Similar increases are also expected in 2019 and 2021. The County strategy is to add to the County’s PERS
reserve in FY 2017 and then use the reserve over the next three rate setting cycles to lessen the impact on
operating departments. Increasing PERS rates over the next several years presents significant cost implications
for the continued operation and sustainability of County functions.
The County’s self-insured health benefits fund rates are expected to go up by 5% for FY 2017. A consultant has
been retained to assist the County to navigate the Affordable Care Act, to determine proper reserve levels, to
review benefit structures and to assist with future rate setting.
Page 246
Deschutes County, OREGON
Organizational Chart
Budget Summary — Finance (Fund 630)
Staff Summary
Support Services—Finance
Property Tax
Analyst
1.00 FTE
Finance Director/
County Treasurer
1.00 FTE
Revenue Accounting
Supervisor
1.00 FTE
Chief Deputy
Tax Collector
1.00 FTE
Accounting
Manager
1.00 FTE
Payroll Technician
1.00 FTE
Financial/ Budget
Analyst
1.00 FTE
Accounting
Clerk III
1.00 FTE
Accounting
Technician
1.00 FTE
Accounting
Clerk II
1.00 FTE
Staff
Accountant
1.00 FTE
Collection
Specialist
1.00 FTE
Customer Service
Clerk II
1.50 FTE
Management
Represented by AFSCME
Department Head
Confidential Employee
Software Project
Manager
0.8 FTE
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Finance (Fund 630)7.80 7.80 7.29 9.80 9.80 9.80
Taxes (Fund 001-18)5.30 5.30 4.80 4.50 4.50 4.50
Transient Room Tax (Fund 160)0.00 0.00 0.33 0.00 0.00 0.00
Transient Room Tax-1% (Fund 170)0.00 0.00 0.06 0.00 0.00 0.00
Dog Control (Fund 350)0.90 0.90 1.02 0.00 0.00 0.00
TOTAL FINANC E FTE 14.00 14.00 13.50 14.30 14.30 14.30
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 510,970 536,148 486,000 186,000 186,000 (61.73%)
Charges for Services 47,808 60,785 65,000 80,500 80,500 23.85%
Fines & Fees 30 - - - - -
Interest Revenue 2,938 3,536 6,800 2,500 2,500 (63.24%)
Interfund Charges 1,055,944 1,291,257 1,472,608 1,722,473 1,724,478 17.10%
Total Resources 1,617,689 1,891,725 2,030,408 1,991,473 1,993,478 (1.82%)
Personnel Services 858,164 1,144,206 1,344,689 1,446,759 1,446,759 7.59%
Materials & Services 223,377 311,308 342,576 409,156 391,161 14.18%
Transfers Out - - 183,000 - - (100.00%)
Contingency - - 160,143 135,558 155,558 (2.86%)
Total Requirements 1,081,542 1,455,514 2,030,408 1,991,473 1,993,478 (1.82%)
Page 247
Support Services—Finance
Deschutes County, OREGON
Performance Management
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets.
Objective #2: Upgrade information management systems to streamline business processes.
Measure #1: Complete phase I of the Financial/HR Software System upgrade by June 30, 2017.
Objective #3: Maintain strategies for major funds to ensure long-term financial stability.
Measure #2: Maintain a 5-year financial plan for the County General Fund and other major
funds.
Measure #3: Review and update financial policies to include sustainability strategies and re-
serve targets for the general fund and other major funds and activities.
County Goal - Quality Customer Service: Provide internal support and external services that
are innovative and efficient.
Objective #2: Provide internal support to County operations to ensure cost-effective and efficient
delivery of services to the public.
Measure #4: Receive the GFOA Certificate of Achievement Award for the 2016 Comprehensive
Annual Financial Report (CAFR) and receive the GFOA Distinguished Budget Presentation
Award for the FY 2017 budget document.
Measure #5: Meet with each department director twice each year to discuss service delivery
and ensure that finance support needs are met.
Objective #5: Pursue cooperative opportunities to enhance service delivery and the
cost-effectiveness of public services.
Budget Summary — Tax (Fund 001-18)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Other Taxes 61,522 51,609 43,700 43,030 43,030 (1.53%)
State Government Payments 174,395 166,841 148,479 161,500 161,500 8.77%
Charges for Services 360 725 200 200 200 0.00%
General Fund 559,955 558,900 673,134 625,244 607,584 (9.74%)
Total Resources 796,232 778,075 865,513 829,974 812,314 (6.15%)
Personnel Services 486,162 425,459 452,278 418,578 418,578 (7.45%)
Materials & Services 310,070 352,616 413,135 411,396 393,736 (4.70%)
Capital Outlay - - 100 - - (100.00%)
Total Requirements 796,232 778,075 865,513 829,974 812,314 (6.15%)
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Deschutes County, OREGON
Measure #6: Explore new technology to allow existing tax unit staff to process property tax
payments in-house realizing annual contracted service savings.
Support Services—Finance
This fund was established in FY 2002 to account for resources used to minimize future PERS rate increases to
departments. County departments have contributed resources since FY 2002 during years when PERS rates were
reduced to provide for future increases in the PERS rate. Reserve funds were used in FY 2012 and FY 2013 as
PERS rates went up significantly. The County will add additional funds to the PERS reserve in FY 2017 in
anticipation of several significant rate increases over the next four to six years beginning in FY 2018.
PERS Reserve (Fund 135)
In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts, property taxes,
interest and taxes on electric power cooperatives in this fund. These resources are distributed among the school
districts in Deschutes County in proportion to the resident average daily membership for each district for the
preceding fiscal year.
County School (Fund 145)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 9,807,057 10,170,287 10,238,000 10,290,000 10,290,000 0.51%
Interest Revenue 56,248 73,045 80,000 85,000 85,000 6.25%
Interfund Charges 307,832 - - 850,000 850,000 -
Interfund Transfers - - - - 2,000,000 -
Total Resources 10,171,137 10,243,332 10,318,000 11,225,000 13,225,000 28.17%
Personnel Services - - 10,281,085 - - (100.00%)
Materials & Services 850 1,850 36,915 5,000 5,000 (86.46%)
Reserve for Future Expenditures - - - 11,220,000 13,220,000 -
Total Requirements 850 1,850 10,318,000 11,225,000 13,225,000 28.17%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 110 - - - - -
Federal Government Payments 419,789 405,007 415,000 - - (100.00%)
State Government Payments 265,868 250,993 273,000 267,300 267,300 (2.09%)
Interest Revenue 149 218 100 110 110 10.00%
Total Resources 685,916 656,218 688,100 267,410 267,410 (61.14%)
Materials & Services 685,916 656,218 688,100 267,410 267,410 (61.14%)
Total Requirements 685,916 656,218 688,100 267,410 267,410 (61.14%)
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Support Services—Finance
Deschutes County, OREGON
Dog licensing, as required by Oregon statute, is facilitated through this fund. There are more than 26,000 dogs
licensed in Deschutes County. In order to receive a license, the dog must have a current rabies certification as
required by the Oregon Health Division. The license fee is split between Deschutes County, City of Bend, City of
Redmond, Humane Society of Central Oregon and the Brightside Humane Society of Redmond. Licensees are
provided the option to donate additional funds that are used for spay and neuter grants to local providers.
Licenses can be issued by Deschutes County and by both the Humane Society of Central Oregon and the
Brightside Humane Society in Redmond. Additionally, there are seven veterinarians who have contracted with the
County to issue dog licenses. Kennel licenses are also issued through the County and revenue is recorded in this
fund, subsequent to an inspection by the Animal Control Division of the Sheriff’s Office. There are currently 27
active kennels in Deschutes County. This fund is primarily funded through the fees for dog licenses, kennel
licenses and a transfer from the County General Fund.
Dog Control (Fund 350)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 236,956 201,268 156,074 190,000 190,000 21.74%
Licenses & Permits 275,950 272,077 307,700 308,000 308,000 0.10%
Charges for Services 375 448 300 350 350 16.67%
Fines & Fees 6,277 8,146 3,900 1,600 1,600 (58.97%)
Interest Revenue 1,478 1,843 800 2,500 2,500 212.50%
Other Non-Operational Revenue 3,206 3,631 3,000 3,500 3,500 16.67%
Interfund Transfers 111,959 152,223 118,059 73,718 73,718 (37.56%)
Total Resources 636,201 639,636 589,833 579,668 579,668 (1.72%)
Personnel Services 88,484 - - - - -
Materials & Services 346,449 443,249 531,275 526,424 526,481 (0.90%)
Contingency - - 58,558 53,244 53,187 (9.17%)
Total Requirements 434,932 443,249 589,833 579,668 579,668 (1.72%)
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Deschutes County, OREGON
Support Services—Finance
Resorts, hotels, motels and other lodging facilities located in the unincorporated areas of Deschutes County are
required to collect a 7% transient room tax on their room rental charges, for stays of 30 days or less. The existing
transient room taxes are allocated completely to this fund rather than being split between fund 160 and 170 in
the past. These resources are distributed to the Sheriff’s Office for rural law enforcement activities, Central
Oregon Visitors Association (COVA), the Fair and Expo Center, and the Sunriver Chamber of Commerce.
Transient Room Tax (Existing 7%) (Fund 160)
The Finance Reserve Fund was established in FY 2016 to track expenditures for two projects, a new financial and
human resources software package and a class and compensation study. Transfers from the General Fund will
fund the initial costs of these projects. The total cost of these projects estimated to be $1,800,000 will be recouped
through inter-fund charges to the departments over a seven year period.
Finance Reserve (Fund 631)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital - - - 500,000 981,000 -
Interest Revenue - - - 10,000 10,000 -
Interfund Charges - - 240,000 260,000 343,160 42.98%
Interfund Transfers - - 1,383,000 600,000 600,000 (56.62%)
Total Resources - - 1,623,000 1,370,000 1,934,160 19.17%
Materials & Services - - 1,283,000 237,226 437,226 (65.92%)
Capital Outlay - - 100,000 872,774 1,236,934 1136.93%
Transfers Out - - 240,000 260,000 260,000 8.33%
Total Requirements - - 1,623,000 1,370,000 1,934,160 19.17%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 2,161 31,969 2,842 - 235,000 8168.82%
Other Taxes 3,662,019 4,538,632 4,716,250 5,425,000 5,425,000 15.03%
Interest Revenue 4,319 2,159 - 3,000 3,000 -
Total Resources 3,668,500 4,572,760 4,719,092 5,428,000 5,663,000 20.00%
Personnel Services 46,814 - - - - -
Materials & Services 3,563,973 4,461,990 4,693,348 1,775,795 1,786,420 (61.94%)
Transfers Out 25,744 110,770 25,744 3,177,531 3,177,531 12242.80%
Contingency - - - - 699,049 -
Reserve for Future Expenditures - - - 474,674 - -
Total Requirements 3,636,531 4,572,760 4,719,092 5,428,000 5,663,000 20.00%
Page 251
Support Services—Finance
Deschutes County, OREGON
This fund is used to account for all debt service related to county facilities along with the related rental revenue
from those departments that pay rent. Revenue from past property sales have been recorded in this fund as well
as amounts spent to maintain county properties that will eventually be sold. Land sale proceeds from surplus
non-foreclosure properties are recorded in the fund as they occur. The purpose of this fund is to accumulate
proceeds from the sale of land for possible funding of future projects after related debt is paid off.
Project Development & Debt Reserve (Fund 140)
Voters approved an increase of 1% in the room tax for Deschutes County. Therefore, beginning July 1, 2014,
resorts, hotels, motels and other lodging facilities located in the unincorporated portion of Deschutes County are
required to collect an additional 1% transient room tax on their room rental charges for stays of 30 days or less.
The transient room taxes recorded in this fund will be allocated to two funds. The Fair and Expo Center will
receive 70% of the funds collected from this new tax and is to be used for promotion. The County General Fund
will receive the remaining 30% for general purposes.
Transient Room Tax (New 1%) (Fund 170)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 2,656 - 150,620 245,000 245,000 62.66%
Other Taxes 603,844 567,937 673,750 775,000 775,000 15.03%
Interest Revenue 879 1,437 - - - -
Total Resources 607,379 569,374 824,370 1,020,000 1,020,000 23.73%
Personnel Services 7,802 - - - - -
Materials & Services 362,421 9,119 12,551 795,297 795,297 6236.52%
Transfers Out 237,156 364,620 811,819 224,703 224,703 (72.32%)
Total Requirements 607,379 373,739 824,370 1,020,000 1,020,000 23.73%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 2,541,144 2,263,928 1,278,000 1,460,000 1,460,000 14.24%
Local Government Payments 19,910 - - - - -
Charges for Services - 5,000 - - - -
Fines & Fees 25 - - - - -
Interest Revenue 170,931 169,207 73,157 71,157 71,157 (2.73%)
Other Non-Operational Revenue 197,458 74,654 - 288,155 288,155 -
Interfund Charges - - 452,842 461,040 461,040 1.81%
Interfund Transfers 300,000 700,000 300,000 300,000 300,000 0.00%
Sale of Assets, Land or Equipment 27,201 53,101 - - - -
Total Resources 3,256,668 3,265,890 2,103,999 2,580,352 2,580,352 22.64%
Materials & Services 108,986 57,194 304,000 25,000 25,000 (91.78%)
Capital Outlay - 10,000 50,000 373,395 373,395 646.79%
Transfers Out 883,754 1,790,758 1,404,337 1,481,957 1,481,957 5.53%
Contingency - - 105,992 - - (100.00%)
Reserve for Future Expenditures - - 239,670 700,000 700,000 192.07%
Total Requirements 992,740 1,857,952 2,103,999 2,580,352 2,580,352 22.64%
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Deschutes County, OREGON
This fund is used to accumulate County resources for capital investments related to Board of County
Commissioner goals and objectives. Most resources would be provided by the General Fund in those years when
the General Fund’s revenues exceed the General Fund’s expenditures (one-time resources.) Such accumulation of
resources could be used to fully or partially fund future projects according to BOCC priorities.
General Capital Reserve (Fund 143)
Support Services—Finance
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 636,047 639,641 1,645,000 3,722,500 3,722,500 126.29%
Interest Revenue 3,594 6,587 5,000 30,000 30,000 500.00%
Interfund Transfers - - 2,055,043 5,011,264 3,011,264 46.53%
Sale of Assets, Land or Equipment - 1,000,000 - - - -
Total Resources 639,641 1,646,228 3,705,043 8,763,764 6,763,764 82.56%
Capital Outlay - - 650,000 1,000,000 1,000,000 53.85%
Reserve for Future Expenditures - - 3,055,043 7,763,764 5,763,764 88.66%
Total Requirements - - 3,705,043 8,763,764 6,763,764 82.56%
Page 253
Support Services—Information Technology
Deschutes County, OREGON
The Information Technology (IT) Department provides a wide range of
technology services, primarily to County departments. The core services
are categorized by these functional areas:
Administration – Department leadership, staff management, service,
project and policy development, budgeting, and technology
purchasing.
Application Services – Software acquisition, vendor management,
business process automation, data management, software
development and software solution delivery.
Data Center Operations – Electronic data storage, data recovery services, hardware maintenance, email
systems, internet systems, disaster recovery planning, data systems maintenance and data systems security.
Geographic Information Systems (GIS) – GIS program coordination, GIS data administration, GIS
applications development, GIS systems support, spatial analysis, map production, training, and regional GIS
data coordination.
Data Networks and Communications – Development and maintenance of the resources supporting
internal data network infrastructure, regional connectivity, new construction, internet connectivity, and
network security.
Phone, Access and Surveillance Systems – Maintenance of the software and hardware for phone, voice
mail, door access control and video surveillance systems.
Department Overview
Joe Sadony, Director
Information Technology
Mission Statement
Deliver reliable, sustainable, innovative, cost-effective, and proven information technology
solutions to the citizens, the business community, and County staff.
* Staff includes 2.30 FTE in GIS Dedicated
(Fund 305)
Beginning
Capital
12%
Interfund
Charges
84%
Other
4%
Resources
Personnel
74%Materials &
Services
18%
Contingency
8%
Requirements
Total Budget $2,976,364
Budget C hange +3.92%
Total Staff *18.00 FTE
Staff C hange No C hange
Information Technology
Summary
Page 254
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Software Replacement Projects – This will be the final mention of replacing the county’s legacy
applications as several applications necessitating in -house software development were recently completed.
Completed this year were software systems for Developmental Disabilities, Civil Processing (Sheriff), and Dog
Licensing. The one remaining application is a simple personnel scheduling application and its replacement is
being developed.
Email System Upgraded — The County’s email system was upgraded to a later version of Microsoft
Exchange. Along with several other features this version includes a feature called an “online archive.” This
feature replaces the “vault” allows for the archiving of email outside of the primary mailbox. An unexpected
side effect of the online archive is the inclusion of Outlook tasks, calendar entries and notes in the archiving
process. This resulted in complaints about accessibility to this Outlook data. IT is testing a work around
and, once approved, will deploy the fix.
Justice Courts Case Management System — The IT Department assisted the Justice Court with the
replacement of their case management systems software. Negotiations with the previous software vendor to
reduce an excessively high annual maintenance payment failed to produce significant results. The Justice
Court decided to replace their previous software with a software service used by several other Oregon Justice
Courts. The cost of implementing the replacement was less than one maintenance payment with the previous
software. The new annual fee for the service is sixty-six percent less.
Finance System Selection — The IT Department participated in all phases of the process used to select a
product to replace the current finance/HR/payroll software. The Department expects to continue its
involvement in the implementation phases of the project.
Significant Issues in the Year Ahead
Due to be upgraded is the current licensed version of Microsoft Office. The County has traditionally upgraded
these software licenses every five to six years. This budget includes an appropriation in the Technology Reserve
Fund 661 for this purchase. The department will determine the necessity to execute this upgrade during the
fiscal year 2017.
Fiscal Issues and Conditions
Internal service charges to departments for Fund 660 are up 6.0%. This increase is necessary cover a decrease in
Beginning Net Working Capital and an overall increase in Fund 660 of 3.9%.
Staffing level remains at eighteen FTE. A portion (0.30) of the Applications Division Manager position is moved
to the GIS Dedicated fund 305 to reverse a similar move made two years ago to assist in the balancing the fund.
The Applications Division Manager position is responsible for the management of the department’s GIS program.
For fiscal year 2017, Fund 305 is balanced with a very small surplus of Beginning Network Capital. The fund’s
primary revenue source from recording fees has recovered slightly and stabilized to a predictable level.
Support Services—Information Technology
Page 255
Support Services—Information Technology
Deschutes County, OREGON
Management
Represented by AFSCME
Department Functions
Department Head
Organizational Chart
Staff Summary
Information Technology
Director
1.00 FTE
Technology Division
Applications Division
Applications
Manager
1.00 FTE
Technology
Manager
1.00 FTE
Sr. Programmer/
Analyst
1.00 FTE
GIS Analyst
1.00FTE
Sr. Systems Analyst –
Web Solutions
1.00 FTE
Appl Analyst/
Programmer II
1.00 FTE
GIS Analyst/
Programmer
1.00 FTE
Systems Analyst I
2.00 FTE
PC Specialist I
4.00 FTE
System Analyst II
1.00 FTE
PC Specialist II
1.00 FTE
PC/Network
Administrator
2.00 FTE
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Information Technology FTE (Fund 660)17.00 16.70 16.70 16.30 16.00 15.70
GIS Dedicated FTE (Fund 305)4.10 4.00 3.05 2.25 2.00 2.30
TOTAL INFORMATION TECHNOLOGY FTE 21.10 20.70 19.75 18.55 18.00 18.00
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Deschutes County, OREGON
Support Services—Information Technology
Budget Summary — Information Technology (Fund 660)
Performance Management
County Goal: Quality Service Delivery – Provide internal and external services that are
innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Measure #1: Coordinate with the County Public Information Officer to improve the design
of the County’s public-facing website.
Measure #2: Update the DIAL website user interface to improve mobile device
compatibility and accessibility.
Objective #2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Measure #3: Survey the County’s requirements for technology services to improve the
alignment of Information Technology services with need.
Objective #3: Support employee wellness, development, productivity, and job satisfaction.
Measure #4: In concert with efforts by the Human Resources Department, update
Information Technology job descriptions to support organizational equity and create career
paths promoting professional growth and development.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 757,815 651,434 389,599 364,227 364,227 (6.51%)
Charges for Services 45,500 68,285 40,000 35,000 35,000 (12.50%)
Interest Revenue 4,277 4,239 3,000 3,000 3,000 0.00%
Interfund Charges 2,100,403 2,040,530 2,365,548 2,500,082 2,508,137 6.03%
Interfund Transfers 66,000 66,000 66,000 66,000 66,000 0.00%
Total Resources 2,973,995 2,830,488 2,864,147 2,968,309 2,976,364 3.92%
Personnel Services 1,971,069 1,956,222 2,138,295 2,202,663 2,208,796 3.30%
Materials & Services 351,493 452,725 504,088 538,309 538,863 6.90%
Capital Outlay - - 100 - - (100.00%)
Contingency - - 221,664 227,337 228,705 3.18%
Total Requirements 2,322,562 2,408,947 2,864,147 2,968,309 2,976,364 3.92%
Page 257
Support Services—Information Technology
Deschutes County, OREGON
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #1: Use best management practices to sustain the quality of County assets and
infrastructure.
Measure #5: Upgrade the network communication equipment in the County data center
improving the performance of related assets increasing the capacity for future services and
increasing the longevity of the current data center investment.
Objective #2: Upgrade information management systems to streamline business processes.
Measure #6: Apply design changes to the current email data system to increase user
satisfaction with system usability.
The Geographic Information System (GIS) Program is a system of computer software, hardware, data and
personnel that provides state-of-the-art mapping, GIS analysis, and data services to County departments,
citizens, local governments and businesses. The GIS program seeks to ensure that Deschutes County’s decision
makers and other users have access to geographic information that is complete, timely, accurate and reliable.
Leadership from the Road Department, Assessor’s Office, Surveyor’s Office, Information Technology
Department, Clerk’s Office, Community Development Department and 9-1-1 County Service District jointly
manage the program.
Revenue for the GIS Dedicated Fund comes from several sources. Much of it is directly or indirectly tied to real
property transactions and platting activities.
Geographic Information System Dedicated (Fund 305)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 113,224 20,887 35,765 116,889 116,889 226.83%
State Government Payments 39,123 13,625 14,000 11,400 11,400 (18.57%)
Charges for Services 254,221 278,783 245,000 240,500 240,500 (1.84%)
Interest Revenue 518 412 250 250 250 0.00%
Interfund Charges 8,000 8,000 8,000 8,000 8,000 0.00%
Total Resources 415,086 321,708 303,015 377,039 377,039 24.43%
Personnel Services 355,890 182,600 213,199 263,495 264,016 23.84%
Materials & Services 38,308 31,156 47,714 85,169 85,182 78.53%
Contingency - - 42,102 27,298 27,841 (33.87%)
Unappropriated Balance - - - 1,077 - -
Total Requirements 394,198 213,755 303,015 377,039 377,039 24.43%
Page 258
The Information Technology Reserve Fund accumulates resources for large system-wide expenditures, such as
technology improvements, major hardware and software upgrades, substantial outsourcing and professional
service engagements.
Information Technology Reserve (Fund 661)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 601,128 627,215 602,715 714,828 714,828 18.60%
Interest Revenue 3,734 5,163 - 4,500 4,500 -
Interfund Charges 234,000 234,000 234,000 234,000 234,000 0.00%
Total Resources 838,862 866,378 836,715 953,328 953,328 13.94%
Materials & Services 116,726 30,250 119,000 102,000 102,000 (14.29%)
Capital Outlay 94,921 99,713 100,000 407,000 407,000 307.00%
Reserve for Future Expenditures - - 617,715 444,328 444,328 (28.07%)
Total Requirements 211,647 129,963 836,715 953,328 953,328 13.94%
Support Services—Information Technology
Deschutes County, OREGON Page 259
The Deschutes County Office of Legal Counsel is the primary provider of
legal service to County elected and appointed officials (such as the Board of
County Commissioners, Planning Commission, Dog Board and Fair Board),
county departments, and special county service districts (Black Butte
Ranch, Sunriver Service District and 9-1-1). Legal Counsel provides advice
and assistance on a variety of issues, such as public procurement, public
records and meetings, civil court matters, labor and employment issues,
tax appeals, contracts, code enforcement and land use planning. Legal Counsel handles the defense of liability
claims filed against the County, its officials and employees (acting in the course and scope of their employment),
and proactively works with departments to minimize risk by offering topical trainings and upon request, assists in
policy development and implementation.
Department Overview
David Doyle, Legal Counsel
Legal Counsel
Mission Statement
To provide the full spectrum of legal services to the County’s elected officials,
appointed officials, and departments.
Total Budget $1,139,738
Budget C hange +0.75%
Total Staff 6.00 FTE
Staff C hange No C hange
Legal Counsel Summary
Support Services—Legal Counsel
Beginning
Capital
14%
Interest
Revenue
< 1%
Interfund
Charges
86%
Resources
Personnel
78%
Materials &
Services
13%
Contingency
9%
Requirements
Deschutes County, OREGON Page 260
Successes and Challenges
Successes in the Past Year
Provided quality legal representation and municipal law services.
Reorganized Legal Department; implemented cross-training for Assistant County Counsels.
Assisted in representing County in successful administrative proceedings.
Participated in training programs, including supervisor training, subpoena processes, HIPAA, ethics, civil
liability , and public contracting.
Assisted in contract renewal for the County’s employee health clinic and a pharmacy.
Defended challenges to property tax assessments.
Completed modifications to the civil commitment process.
Significant Issues in the Year Ahead
Present and argue several employee grievance challenges to retained Arbitrators.
Participate in contract labor negotiations with multiple strike-prohibited employee labor unions
Defend County departments in litigations proceedings in state and federal court.
Fiscal Issues and Conditions
Legal Counsel primarily derives its revenue from internal service charges. These charges increased by 1.0% in
FY 2016, while Legal Counsel’s overall budget increased by 0.75% over FY 2016.
Organizational Chart
County Legal Counsel
1.00 FTE
Paralegal
2.00 FTE
Assistant
Legal Counsel
3.00 FTE
Department Head
Confidential Employee
Support Services—Legal Counsel
Deschutes County, OREGON Page 261
Staff Summary
Budget Summary — Legal Counsel (Fund 640)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 144,286 90,120 134,714 155,000 155,000 15.06%
Charges for Services 284 375 - - - -
Interest Revenue 790 1,069 1,000 1,200 1,200 20.00%
Interfund Charges 828,226 976,809 995,554 979,167 983,538 (1.21%)
Total Resources 973,585 1,068,373 1,131,268 1,135,367 1,139,738 0.75%
Personnel Services 850,158 846,625 878,590 881,239 886,288 0.88%
Materials & Services 33,307 109,876 134,020 150,982 150,805 12.52%
Capital Outlay - - 100 - - (100.00%)
Contingency - - 118,558 103,146 102,645 (13.42%)
Total Requirements 883,465 956,501 1,131,268 1,135,367 1,139,738 0.75%
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 6.00 6.00 6.00 6.00 6.00 6.00
Performance Management
County Goal - Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #2: Provide internal support to County operations to ensure cost-effective and efficient
delivery of services to the public.
Measure #1: Legal will continue to maintain direct communications and working relationships
with all County departments to better understand existing and developing legal needs.
Measure #2: Upon filling the vacant attorney position Legal will expand its practice of
providing department trainings on select topics such as procurement rules, HIPAA compliance,
records retention, and best practices for recruitment interviews.
Objective #4: Support and promote Deschutes County Customer Service “Every Time” standards.
Measure #3: Our primary “customers” are elected officials and county departments. Legal
will continue to better understand the operations of all departments in order to be better
positioned to provide timely, efficient and accurate legal services.
Measure #4: At times, the members of the public are also our “customers.” Cognizant of the
public trust, Legal will strive to engage the public (i.e. folks with road district questions,
applicants in contested land use matters, contractors) in a manner that is professional,
responsive, timely and honest.
Support Services—Legal Counsel
Deschutes County, OREGON Page 262
Support Services—Property & Facilities
Deschutes County, OREGON
The Property and Facilities Department is comprised of two program
divisions: Building Maintenance and Property Management.
Building Maintenance – This division is responsible for maintenance,
repair, remodel, construction and custodial services for all County-
owned and/or operated facilities and grounds. This includes mail courier
service and furniture procurement and installation. The department
director personally manages all new construction and significant
remodel projects.
The following services are provided in-house or overseen by department staff:
Custodial services: daily and deep cleaning, hard surface floor maintenance, and carpet cleaning
HVAC: operation of the Direct Digital Control system for building ventilation, filter replacement, and
regular maintenance of equipment
Low-voltage: wiring for secure access control, HVAC control wiring, and electronic operation of vehicle gates
Electrical: repair and maintenance of existing electrical systems
Plumbing: repair and replacement of fixtures and plumbing hardware
Door hardware: repair, replacement and rekeying of locks; installation of electronic strikes for access
control
Department Overview
Susan Ross, Director
Property & Facilities
Mission Statement
Develop and manage County-owned real property, facilities and buildings to protect and
enhance the value of public assets, provide a safe and efficient workplace for County employees
and visitors, and support future opportunities for community improvement.
Total Budget $3,616,102
Budget C hange +2.90%
Total Staff 24.70 FTE
Staff C hange -0.50 FTE
Property & Facilities
Summary
Beginning
Capital
12%
Charges for
Services
12%
Interest
Revenue
< 1%
Interfund
Charges
76%
Building Maintenance Resources
Personnel
63%
Materials &
Services
28%Transfers
Out
1%
Contingency
8%
Building Maintenance Requirements
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Support Services—Property & Facilities
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Continued to implement projects as part of our strategic energy management efforts. For example, upgraded the
HVAC controls at the OSP/911 building at a cost of $32,500 but received a rebate from Energy Trust of Oregon
for $20,000 and estimated to save $10,000 per year in energy costs.
Received grant from Oregon Department of Environmental Quality to complete a pilot remediation project on the
former Demo Landfill property on the west side of Bend. The purpose of the pilot test is to evaluate the
feasibility, costs, and time for waste processing. Information developed during the pilot test will be used
specifically to evaluate: (1) whether landfill materials can be segregated in a cost-effective manner; (2) what
amount of waste reduction is possible as a result of segregation and recycling; (3) the time required to segregate
materials; and (4) processes necessary to prevent nuisance conditions (e.g., dust, odors, noise, etc.). This pilot
project should be complete by late spring 2016.
Interior finishes: painting for maintenance and remodel projects, drywall repair, carpet replacement,
window coverings, office signage, acoustical tile replacement and repair
Groundskeeping and hardscapes: landscape maintenance and irrigation, sidewalk replacement, parking
lot striping, snow removal, and parking lot signage
Other: roof repair and replacement, pest control, wall hangings, furniture moving, copy paper delivery,
archive pickup and deliver
Property Management – This division is responsible for management
and disposition of real property owned or leased by the County and for
the maintenance and disposition of property acquired through tax
foreclosure. This office negotiates and drafts leases for office space on
behalf of all County departments, whether the County is the lessor or
the lessee. The property management office also provides assistance in
right-of-way acquisition and other specialized services to County
departments.
Charges for
Services
26%
Interfund
Charges
5%
General Fund
69%
Property Management Resources
Personnel
82%Materials &
Services
18%
Property Management Requirements
Total Budget $303,213
Budget C hange +3.28%
Total Staff 1.90 FTE
Staff C hange +0.10 FTE
Property Management
Summary
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Support Services—Property & Facilities
Deschutes County, OREGON
Organizational Chart
Completed remodel of justice building and courthouse to free up space and to make space more efficient and
secure for State courts and District Attorney offices. Projects involved a new jury assembly room and
courtroom in the Justice Building basement for State Courts, completion of the breezeway connection between
the Justice Building and gray Courthouse so that now all visitors to either building must go through court
security station, and the remodel of the District Attorney’s office to re-orient reception to the breezeway
entrance and buildout of offices and conference space in the vacated former jury assembly space.
Completion of remodel of the South County Services Building in La Pine to better accommodate Health
Services space needs.
Completion of major demo and remodel of the Unger building (County’s north county services building in
Redmond). This space is occupied by Community Corrections Department (Parole & Probation and Juvenile).
Occupancy was late August 2015.
We are currently in construction on the Wall Street Services Building remodel. This will be completed in two
phases so that clinic services can continue to operate out of the facility. Staff was relocated to two separate
temporary spaces. The first phase will be occupied early May, and the second phase should be complete early
July 2016.
After offers of employment to three separate candidates, we finally filled our electrician position in early
October 2015. Nearly five months later, he is still catching up on the backlog of work. He is also enrolled in
the electrical supervisor’s license program, and upon passing the licensing test, he will be able to pull our
electrical permits, making him a valuable asset to the County.
Significant Issues in the Year Ahead
Design is complete for remodels of Road Department large meeting space/crew lunch room/locker room and
construction is expected to commence early May. Project duration should be about three to four months.
Community Development Department and Justice Court will occupy space in the new Redmond City Hall,
which is expected to turn over February or March 2017. Property & Facilities will be responsible for building
out our tenant space.
Continue marketing and negotiating sale of industrial property in Redmond.
Complete an exchange of land with Division of State Lands to acquire buffer property at the southern
boundary of the fairgrounds.
Even with new FTE, it is difficult to keep up in building maintenance because of the increase in square footage,
distance of locations of new spaces (expansions in Sisters, Redmond, and La Pine), and additional FTE
countywide that adds to the workload demands.
Fiscal Issues and Conditions
The Building Maintenance Division is funded primarily with internal service charges to other departments,
programs, and tenants based on square footage. The Property Management Division is funded by proceeds from
the sale of foreclosure properties and the General Fund.
Page 265
Support Services—Property & Facilities
Deschutes County, OREGON
Budget Summary — Building Maintenance (Fund 620)
Organizational Chart
Staff Summary
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 474,729 535,603 473,823 420,000 420,000 (11.36%)
Charges for Services 530,118 467,597 446,000 440,126 440,819 (1.16%)
Interest Revenue 2,729 4,002 3,800 3,500 3,500 (7.89%)
Interfund Charges 2,305,163 2,488,161 2,590,470 2,748,189 2,751,783 6.23%
Total Resources 3,312,740 3,495,363 3,514,093 3,611,815 3,616,102 2.90%
Personnel Services 1,926,190 1,949,812 2,193,026 2,288,498 2,288,801 4.37%
Materials & Services 810,686 1,009,275 1,003,605 1,003,801 1,008,087 0.45%
Capital Outlay - - 100 - - (100.00%)
Transfers Out 40,260 40,260 40,260 40,260 40,260 0.00%
Contingency - - 277,102 279,256 278,954 0.67%
Total Requirements 2,777,136 2,999,346 3,514,093 3,611,815 3,616,102 2.90%
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Building Maintenance FTE (Fund 620)22.95 23.45 23.80 23.80 25.20 24.70
Property Management FTE (Fund 001-25)2.05 2.05 1.70 1.70 1.80 1.90
TOTAL PROPERTY & FACILITIES FTE 25.00 25.50 25.50 25.50 27.00 26.60
Property & Facilities
Director
1.00 FTE
Administrative
Assistant
1.00 FTE
Property Manager
1.00 FTE
Building Maintenance
Specialist III - HVAC
2.00 FTE
Custodial
Supervisor
1.00 FTE
Custodial
(Night Crew)
10.00 FTE
Building Main Spec. I
– Landscape/Grounds
2.00 FTE
Building Maintenance
Specialist II – General
5.00 FTE
Building Maintenance
Supervisor
1.00 FTE
Operations
Services Analyst
1.00 FTE
Management
Represented by AFSCME
Department Head
Confidential Employee
Electrician
1.0 FTE
Property
Analyst
0.60 FTE
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Support Services—Property & Facilities
Deschutes County, OREGON
Budget Summary — Property Management (Fund 001-25)
Performance Management
County Goal - Healthy People: Enhance and protect the health and well-being of the
community through advocacy, education, and delivery of coordinated services.
Objective #5: Support the development of collaborative solutions related to transit options,
homelessness, affordable housing, and veterans’ needs.
Measure #1: Continue to identify asset or foreclosure properties that may be appropriate for
housing and/or social services and assist the developer in bringing projects to fruition.
County Goal – Resilient Economy: Promote policies and actions that sustain and stimulate
economic vitality.
Objective #2: Partner with organizations to stimulate economic vitality.
Measure #2: Continue working with various entities such as cities, EDCO, and State to
promote development on County-owned industrial properties.
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets.
Objective #4: Address long-term building and facility capital needs including major maintenance
and replacement strategies.
Measure #3: Complete countywide space planning study conducted by third-party contractor.
Measure #4: Work with Finance and Administrative Services to develop a method of funding
future major maintenance and replacement of buildings.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Charges for Services 900 66,113 60,000 79,500 79,500 32.50%
Interfund Charges 91,000 24,000 15,000 15,000 15,000 0.00%
General Fund 156,154 174,655 218,574 207,438 208,713 (4.51%)
Total Resources 248,054 264,768 293,574 301,938 303,213 3.28%
Personnel Services 196,756 209,277 233,952 247,048 248,213 6.10%
Materials & Services 47,637 51,832 55,862 54,890 55,000 (1.54%)
Capital Outlay - - 100 - - (100.00%)
Transfers Out 3,660 3,660 3,660 - - (100.00%)
Total Requirements 248,054 264,768 293,574 301,938 303,213 3.28%
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Support Services—Property & Facilities
Deschutes County, OREGON
Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of court
technology equipment installed at the Justice Building.
Court Technology Reserve (Fund 111)
Proceeds from the sale of County-owned industrial properties must be accounted for in a unique fund. There are
strict limitations on the use of these funds.
Industrial Lands Proceeds (Fund 125)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 73,933 98,515 110,000 161,000 161,000 46.36%
Interest Revenue 480 801 - 1,000 1,000 -
Interfund Transfers 32,000 32,000 32,000 32,000 32,000 0.00%
Total Resources 106,413 131,316 142,000 194,000 194,000 36.62%
Materials & Services 7,897 1,766 80,000 100,000 100,000 25.00%
Capital Outlay - - 20,000 94,000 94,000 370.00%
Reserve for Future Expenditures - - 42,000 - - (100.00%)
Total Requirements 7,897 1,766 142,000 194,000 194,000 36.62%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 242,433 248,926 50,000 46,000 46,000 (8.00%)
Charges for Services 2,938 - - - - -
Fines & Fees 471 186 - - - -
Interest Revenue 3,760 2,182 500 1,000 1,000 100.00%
Other Non-Operational Revenue 21,957 14,283 - - - -
Total Resources 271,560 265,577 50,500 47,000 47,000 (6.93%)
Materials & Services 22,634 218,777 6,150 26,150 26,150 325.20%
Capital Outlay - - - 20,850 20,850 -
Contingency - - 44,350 - - (100.00%)
Total Requirements 22,634 218,777 50,500 47,000 47,000 (6.93%)
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Support Services—Property & Facilities
Deschutes County, OREGON
Resources from this fund can be used only for County-designated parks or future park planning. Revenue in this
fund is primarily from RV park apportionment funds from the state. The majority of these funds are transferred to
the RV Park Fund (601).
Park Acquisition and Development (Fund 130)
In lieu of donating land for park development at the time subdivisions or land partitions are approved, developers
can pay a fee to Deschutes County. The development fees collected support this fund. These fund are used to pay
for various park improvement projects.
Park Development Fees (Fund 132)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 4,966 19,885 30,000 127,000 127,000 323.33%
State Government Payments 204,778 241,069 200,000 245,000 245,000 22.50%
Interest Revenue 141 357 200 800 800 300.00%
Total Resources 209,885 261,311 230,200 372,800 372,800 61.95%
Materials & Services 10,000 16,399 20,000 40,000 40,000 100.00%
Capital Outlay - - - 142,800 142,800 -
Transfers Out 180,000 180,000 190,000 190,000 190,000 0.00%
Contingency - - 20,200 - - (100.00%)
Total Requirements 190,000 196,399 230,200 372,800 372,800 61.95%
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 87,597 89,029 97,000 92,000 92,000 (5.15%)
Licenses & Permits 2,800 1,750 - 2,000 2,000 -
Charges for Services 5,995 - - - - -
Interest Revenue 550 663 1,000 800 800 (20.00%)
Sale of Assets, Land or Equipment 0 - - - - -
Total Resources 96,943 91,442 98,000 94,800 94,800 (3.27%)
Materials & Services 7,914 1,270 98,000 94,800 94,800 (3.27%)
Total Requirements 7,914 1,270 98,000 94,800 94,800 (3.27%)
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Deschutes County, OREGON
Support Services—Property & Facilities
Activities accounted for in this fund were those related to the management of properties owned by Deschutes
County, under the direction of the Property and Facilities Department. These properties included underdeveloped
rural lands, industrial sites and office buildings. This fund was inactivated June 30, 2014.
This fund was established to provide funds for higher-cost facilities maintenance items and for improvements and
remodeling of County buildings. Revenue for this fund is from approximately 3-cent portion of the County’s
property tax levy and occasional County General Fund contributions.
General County Projects (Fund 142)
Property Management Operations (Fund 200)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,978,653 1,782,574 1,460,000 1,280,000 1,280,000 (12.33%)
Property Tax 731,826 746,522 770,000 810,210 810,210 5.22%
Federal Government Payments - - - - - -
Interest Revenue 10,836 10,068 11,000 11,000 11,000 0.00%
Other Non-Operational Revenue 7,996 58,111 - - - -
Interfund Charges 460,551 507,158 - 500,000 500,000 -
Interfund Transfers 251,193 219,613 1,050,000 - - (100.00%)
Total Resources 3,441,055 3,324,046 3,291,000 2,601,210 2,601,210 (20.96%)
Materials & Services 235,944 458,689 645,936 1,155,011 1,154,975 78.81%
Capital Outlay 374,610 455,943 1,240,000 550,000 550,000 (55.65%)
Transfers Out 1,047,927 1,035,739 220,000 - - (100.00%)
Contingency - - 1,185,064 896,199 896,235 (24.37%)
Total Requirements 1,658,482 1,950,370 3,291,000 2,601,210 2,601,210 (20.96%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 3,670 - - - - -
Interest Revenue 18 - - - - -
Total Resources 3,688 - - - - -
Materials & Services 3,688 - - - - -
Total Requirements 3,688 - - - - -
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Support Services—Property & Facilities
Deschutes County, OREGON
The primary activities managed through this fund pertain to the maintenance of properties acquired as a result of
foreclosure due to an owner’s failure to pay property taxes.
Foreclosed Land Sales (Fund 205)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 112,728 111,083 85,000 60,000 60,000 (29.41%)
Interest Revenue 376 686 500 500 500 0.00%
Sale of Assets, Land or Equipment 84,150 - - - - -
Total Resources 197,254 111,769 85,500 60,500 60,500 (29.24%)
Materials & Services 86,171 30,392 62,631 53,309 53,308 (14.89%)
Contingency - - 22,869 7,191 7,192 (68.55%)
Total Requirements 86,171 30,392 85,500 60,500 60,500 (29.24%)
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Deschutes County, OREGON
Support Services
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Deschutes County, OREGON
Deschutes County 9-1-1 County Service District
Deschutes County 9-1-1 CSD (Fund 705)
Deschutes County 9-1-1 CSD Equipment Reserve (Fund 710)
Extension/4-H County Service District
Extension/4-H CSD (Fund 720)
Extension/4-H CSD Reserve (Fund 721)
Sunriver Service District
Sunriver Service District (Fund 715)
Sunriver Service District Reserve (Fund 716)
Black Butte Ranch Service District
Black Butte Ranch Service District (Fund 761)
County Service Districts
County Service Districts
Page 273
Deschutes County, OREGON
The Deschutes County 9-1-1 Service District operates the County’s
designated Public Safety Answering Point (PSAP). It is the only
consolidated communications center for all local public safety agencies in
Deschutes County, including police, fire and medical emergency response
personnel.
The District operated PSAP answers and dispatches all emergency and non
-emergency calls for 13 local public safety agencies and also dispatches
US Forest Service Law Enforcement personnel. In addition, 9-1-1
dispatchers are trained and certified to give lifesaving emergency medical instructions to callers until emergency
responders arrive.
District Overview
Steve Reinke, Communications Director
Deschutes County 9-1-1 CSD
Mission Statement
To provide prompt assistance in a caring, resourceful and professional manner to those served.
County Service Districts—Deschutes County 9-1-1 CSD
Successes and Challenges
Successes in the Past Year
The District focused on implementing the specific goals and objectives detailed in its strategic plan which
was developed with stakeholders in late 2014.
The District’s highest priority goal was achieved in May 2016 when a new permanent property tax levy
rate of 42.5 cents was passed. The new maximum rate will sustain the District’s day-to-day operations as
well as the maintenance and operation (and eventually the replacement of) the new countywide radio
system long term.
Beginning
Capital
47%
Property Tax
38%
State Gov
Pmts
8%
Other
7%
Resources
Personnel
33%
Materials &
Services
15%
Capital Outlay
22%
Contingency
30%
Requirements
Total Budget $19,971,481
Budget C hange +0.83%
Total Staff *58.00 FTE
Staff C hange +0.50 FTE
Deschutes County 9-1-1
Summary
Page 274
Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
To facilitate the transition to a new radio system, the District took responsibility for the operation and
maintenance of the law enforcement radio systems formerly operated by Deschutes County and the City of
Redmond. Aggregating the two systems improved coverage and inter-agency interoperability.
Using reserve funds deliberately accumulated for a new radio system, the District began construction of the
$6.5 million project. By partnering with the Oregon Department of Transportation (ODOT) state-wide radio
project instead of building an independent system, the original estimated cost of $13 million was cut in
half, as was the original forecasted timeline. The new radio system will be fully deployed by October 2016,
two years ahead of schedule.
The District also improved its level of supervision and support for line personnel and improved the capacity
and responsiveness of its technical services division.
Significant Issues in the Year Ahead
The implementation of the District’s strategic plan will continue, including:
Dedicated call receivers during busy times of the day so dispatchers working busy radio channels are only
rarely talking with 9-1-1 callers at the same time.
Two dedicated fire and Emergency Medical Services (EMS) dispatchers on duty 24 hours a day to improve
the service and responder safety levels for the fire service.
A dedicated law enforcement data channel staffed during the busiest hours of the day.
First line supervision 24 hours a day.
The achievement of agency accreditation from the Oregon Accreditation Alliance.
Full integration of the District’s Computer Aided Dispatch (CAD) system with the Records Management
System (RMS) in use by the District’s law enforcement agency customers.
The replacement of the District’s end of life 9-1-1 phone system.
The District will continue to work with the State 9-1-1 Program Office to plan for the fiscal and personnel
challenges related to the industry’s migration to new technology known as Next Generation 9 -1-1 (NG9-1-1).
The process is expected to take several more years, but when NG9-1-1 is eventually deployed, people will be
able to report emergences using text messaging. They will also eventually be able to send photos, videos and
other electronic media and data to 9-1-1.
Fiscal Issues and Conditions
The fiscal stability of the District has been assured with the passage of Measure 9-107 in May 2016. The new
42.5 cent maximum permanent levy rate will support the District’s long term operational and technical needs,
including the new responsibility of maintaining and operating the new radio system well into the future.
For this fiscal year and the next, the District’s Governing Board assured the public the tax rate levied by the
District would remain at the current combined rate of 36.18 cents, which is the total of the previous
permanent tax rate of 16.18 cents and the previous temporary local option five year tax levy of 20.00 cents.
The District’s remaining revenue comes mainly from state 9-1-1 telephone tax funds and user fees charged to
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Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
Organizational Chart
user agencies outside Deschutes County for 9-1-1 and dispatch services. Some additional revenue is also
received from user agencies for technical support where the aggregation of services under the District is more
efficient and saves money.
Staff Summary
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 41.50 43.50 46.50 52.50 57.50 58.00
Deschutes County 9-1-1
Director
1.00 FTE
Communications
Supervisor
6.00 FTE
Technical
Systems Manager
1.00 FTE
Systems
Specialists
6.00 FTE
GIS Analyst
1.00 FTE
Telecom I
12.00 FTE
Telecom III
16.00 FTE
Telecom II
9.00 FTE
Department Head
Management
Represented by Deschutes County 911 Employees Assn
Represented by AFSCME
Operations
Manager
1.00 FTE
Training
Coordinator
1.00 FTE
Administrative
Supervisor II
1.00 FTE
Administrative
Assistant
1.00 FTE
Customer Service
Clerk III
1.00 FTE
Radio Maintenance
Technician
1.00 FTE
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Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
Performance Management
County Goal - Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
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.
Measure #1: Calls to 9-1-1 answered within 5 seconds.
Measure #2: Calls to 9-1-1 answered within 10 seconds.
Measure #3: Calls referred to dispatch in 12 seconds or less.
Budget Summary — Deschutes County 9-1-1 (Fund 705/707)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 10,398,030 3,939,854 4,650,000 9,290,627 9,290,627 99.80%
Property Tax 6,461,923 6,857,234 7,040,000 7,570,701 7,570,701 7.54%
Federal Government Payments 46,514 - - - - -
State Government Payments 798,589 815,303 1,064,000 1,698,000 1,698,500 59.63%
Local Government Payments 73,701 72,490 389,089 86,000 86,000 (77.90%)
Charges for Services 402,809 374,524 897,441 882,653 882,653 (1.65%)
Interest Revenue 40,303 36,785 43,000 43,000 43,000 0.00%
Interfund Transfers - - 5,723,091 400,000 400,000 (93.01%)
Sale of Assets, Land or Equipment 1,622 6,358 - - - -
Total Resources 18,223,490 12,102,547 19,806,621 19,970,981 19,971,481 0.83%
Personnel Services 4,420,333 4,885,484 6,336,511 6,553,180 6,658,661 5.08%
Materials & Services 1,996,805 1,987,159 2,595,766 2,916,110 2,968,767 14.37%
Capital Outlay 66,498 234,798 5,971,091 4,450,000 4,450,000 (25.47%)
Transfers Out 7,800,000 - - - - -
Contingency - - 4,903,253 6,051,691 5,894,053 20.21%
Total Requirements 14,283,636 7,107,441 19,806,621 19,970,981 19,971,481 0.83%
Measure FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
To Date
FY 2017
Target
Measure #1 92.7% 94.1% 94.5% 94.5% 93.0% 93.5% 95.0%
Measure #2 99.7% 99.7% 99.7% 99.7% 99.7% 99.7% 99.0%
Measure #3 --- --- --- --- 11 Sec 7 Sec 12 Sec
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Deschutes County, OREGON
The reserve fund accumulates funds for financing future equipment and technology improvements. Should there
be an emergency or system failure, the reserve fund allows the District to purchase equipment quickly and
without the need to seek additional funding sources. It will also reduce future debt service costs because cash is
available for capital expenditures such as computers, software, databases, radio and telephone systems. The
District has identified short and long term needs and has planned for future drawdowns from the fund, making
annual contributions to assure the fund’s long term viability.
Measure #4: All vacant line positions will be staffed with fully trained Telecommunicators by
the end of calendar year 2016 and the training program success rate for new hires will be 75%
or higher.
Objective #4: Expand and enhance public safety communication systems in coordination with all
stakeholders.
Measure #5: In partnership with the Oregon State Radio Project, complete construction and
deploy a new county-wide radio and data communications system by October 2016.
County Goal – Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #5: Pursue cooperative opportunities to enhance service delivery and the
cost-effectiveness of public services.
Measure #6: Develop partnerships with other public users to use the new radio system to cost
effectively expand or replace their existing or planned systems.
9-1-1 Equipment Reserve (Fund 710)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 2,312,005 10,150,366 10,204,000 4,568,483 4,568,483 (55.23%)
State Government Payments - - 500,000 - - (100.00%)
Interest Revenue 38,361 72,908 70,000 30,000 30,000 (57.14%)
Interfund Transfers 7,800,000 - - - - -
Total Resources 10,150,366 10,223,274 10,774,000 4,598,483 4,598,483 (57.32%)
Materials & Services - - 1,000 100 100 (90.00%)
Capital Outlay - - 1,003,000 1,500,000 1,500,000 49.55%
Transfers Out - - 5,723,091 400,000 400,000 (93.01%)
Reserve for Future Expenditures - - 4,046,909 2,698,383 2,698,383 (33.32%)
Total Requirements - - 10,774,000 4,598,483 4,598,483 (57.32%)
County Service Districts—Deschutes County 9-1-1 CSD
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Deschutes County, OREGON
Extension leads the Oregon State University’s outreach mission by
engaging with Oregon’s people and communities to have positive impacts
on community livability, economic vitality, natural resources
sustainability, and the health and well-being of people. Based on these
positive impacts, the OSU Extension Service is recognized as one of
America’s top five Land-Grant University Extension systems.
OSU Extension Service was established in 1911 when the Oregon
Agricultural College’s Board of Regents organized Oregon Extension pro-
grams. Federal passage of the Smith-Lever Act in 1914 created the “Cooperative” Extension Service nationwide.
This act established the funding mechanism to provide federal, state and county funds to support extension pro-
grams in every county in the United States. In Deschutes County, the OSU Extension Service was established
in 1916. In 1982, county residents passed a permanent tax base to support local Extension programming.
The following OSU Extension programs are offered in the Central Oregon region:
4-H Youth Development
4-H helps young people learn and thrive through a process of positive youth development that has proven
outcomes of academic motivation and success, a reduction in risky behavior, healthier choices, social competence,
and connection and contribution to others. The 4-H program in Deschutes County has approximately 175
volunteer club leaders who work with nearly 1,000 youth ages 5 to 19. Areas of interest where volunteers and
youth connect include animal science, home economics, expressive arts, technology, communication, natural
resources, shooting sports, and leadership. An additional 500+ youth participate in short-term After School or
School Enrichment programs that are generally S.T.E.M. (Science, Technology, Engineering, and Math) and/or
Outdoor Science and Skill based.
Agricultural Sciences & Natural Resources
Horticulture: Home Garden and Landscape: The Horticulture program provides education to residents and
to the commercial green industry of Central Oregon. OSU staff and local OSU Master Gardeners are available to
answer gardening questions and assist people in identifying weed, disease and insect problems. OSU Extension
maintains a Demonstration Garden and greenhouse at the Extension office located within the Deschutes County
Fairgrounds and Expo site.
Dana Martin, Regional Administrator
Candi Bothum, County Leader
Extension/4-H County Service District
District Overview
Mission Statement
The Oregon State University Extension Service engages the people of Oregon with research-based
knowledge and education that focus on strengthening communities and economies, sustaining
natural resources, and promoting healthy families and individuals.
County Service Districts—Extension/4-H County Service District
Total Budget $626,245
Budget C hange -8.43%
Total Staff 0.00 FTE
Staff C hange No C hange
Extension/4-H Service District
Summary
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Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
4-H Youth Development
Nearly 1,000 youth and 175 adult volunteers are engaged in year-round club based positive youth development
activities which include: project(s) of interest, education, community service and involvement, relevant science,
technology, engineering, and math activities, as well as a variety of other life skill and work force preparation
skills like record keeping, public speaking, interviewing, responsibility, accountability, leadership, teamwork,
sportsmanship and character development. Additionally, more than 500 youth gain various parts of these
positive youth development benefits through short-term After School, School Enrichment, and Summer Day
Camp opportunities.
Small Farms: The Small Farms program in Central Oregon helps commercial and non-commercial small farm
entrepreneurs and small acreage landowners learn to be good stewards of their land while exploring
opportunities to successfully produce and create income from their farms.
Animal Science/Livestock: This program addresses animal health, humane livestock handling, animal
nutrition and grazing practices. Informational classes and clinics are held each year to cover topics of interest
expressed by livestock owners.
Forestry and Natural Resources
The Forestry and Natural Resources program serves small property owners, natural resource
professionals, logging operators, and the public. We offer research-based resources and education related to
tree establishment, forest health, fire and fuels reduction, wood products, biomass, and non-timber forest
products, wildlife habitat enhancement and other topics related to the stewardship of our private and public
lands.
Family & Community Health
This program provides education and information on many topics including nutrition, shopping and food
preparation, food preservation and safety, finances, parenting, planning for healthy retirement, and aging well.
From cradle to rocking chair, the OSU Extension Family and Community Health program is here to prepare you
for life in the 21st century.
County Service Districts—Extension/4-H County Service District
Beginning
Capital
24%
Property Tax
75%
Other
1%
Resources
Personnel
< 1%
Materials &
Services
72%
Transfers Out
12%
Contingency
16%
Requirements
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Deschutes County, OREGON
In addition to the opportunities above, Deschutes County 4-H facilitates a diverse variety of annual experiential
learning opportunities for youth and volunteers. These include project specific and life skill workshops, clinics,
and training, leadership and retreat conferences, and international exchange opportunities. Of course there are
other hands-on events as well; including competitive skills contests and the county and state fairs where youth
are judged against a standard of excellence in an effort to keep standards high and still provide recognition to all
youth who participate. Thanks to a County budget and private contributions, Deschutes County 4-H continues to
provide these many opportunities to all youth 5-19 regardless of their ability to pay. This means all youth can
experience all 4-H possibilities.
Agricultural Sciences & Natural Resources
Horticulture: Home Garden and Landscape: The OSU Master Gardener program in Central Oregon
trains and recertifies nearly 95 volunteers annually who help with the All-American Selections Display Garden,
Home and Garden Show, Hollinshead Community Garden, Northwest Crossing Community Garden, Spring
Gardening Seminar, High Desert Garden Tour and OSU Plant Clinics which are open daily in Redmond,
Prineville and Madras. OSU Master Gardener Volunteers also provide programs for local schools and after school
club and civic organizations. Over fifty community education classes were offered this past year on backyard
food production, greenhouse growing, plant health, pruning, plant selection and landscaping techniques. The
High Desert Green Industry Conference, an educational event for green industry professionals, provided
horticulture education specific to Central Oregon for professionals that manage, supply, maintain, and design
landscapes. A greenhouse was recently completed near the Extension office which will allow for important
education for those wanting to grow food in our challenging Central Oregon environment.
Small Farms: Living on a Few Acres is an annual conference featuring educational classes for small farmers
and rural land owners and attracts more than 200 participants each year. Speakers are well versed in their fields
often with many years of educated and practical experience. Vendors help round out the experience for attendees
by offering information on new products and showing how products can be beneficial to the attendees.
Evaluations showed that 91% of those who responded intend to implement three or more of the ideas they
learned at this conference to improve their farm and/or property.
This past year the Central Oregon Women Farmers network was established. The network group was created to
give women farmers a place where they can find support from like-minded people. Though this group was
formed for women, it is not exclusive to women. There are 68 people signed up as members at this time. The
network holds 8 meetings a year, 5 at the Deschutes County Extension Service office and 3 at member farm sites
or other related venues.
Animal Science/Livestock: The Animal Science/Livestock program reaches hundreds of livestock owners in
Deschutes, Crook and Jefferson Counties. Livestock extension faculty perform farm/ranch visits at the request of
livestock owners to help address a variety of farm and ranch issues that may arise. This program fosters the
growth of local livestock businesses in order to help feed local communities
Forestry and Natural Resources
This program reaches nearly 1500 landowners, forestry professionals and other clientele annually through
educational workshops and field tours. A new Forestry faculty started in August 2014, and taught a program
called Citizen Fire Academy in October and November, 2014. The Citizen Fire Academy was designed as a
collaborative education and service program to maintain and enhance fire-adapted communities by increasing
the outreach capacity of wildland fire agencies through volunteer engagement.
As a result of this program, participants reported increased knowledge in understanding wildfire terms, and
being more confident in preparing for fire season. Additionally, all participants stated that as a result of this
program they would reduce fuel load on their land, help plan a neighborhood fire awareness event, encourage
County Service Districts—Extension/4-H County Service District
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Deschutes County, OREGON
friends and neighbors to become Firewise, and volunteer to assess homes in their neighborhoods.
The Forestry Faculty offers considerable leadership to both the Deschutes Collaborative Forest Project and
Ochoco Collaborative group, important community multi-stakeholder groups working together to make
restoration recommendations to our public forest managers. These Collaborative recommendations reduce the
likelihood that forest management proposals come to litigation, and help increase the pace and scale of forest
restoration, which leads to increased forest health, wildlife habitat, local forestry and tourism jobs, and reduced
chance of catastrophic wildfire.
Family & Community Health
Through a SNAP-Ed grant, OSU Extension staff reached more than 6,000 youth and families in Deschutes
County schools. Students engaged in learning about healthy food and activity, and were important helpers with
shopping and preparing healthy foods at home. OSU Extension staff led adult classes at Housing Works sites,
Mosaic Medical Clinic, and with the help of 22 trained Nutrition Education Volunteers provided food preparation
demonstrations at food pantries, grocery stores, schools, and SNAP-benefit offices to help teach people about
healthy food and nutrition. The most popular lessons were on shopping behavior and reading nutrition facts
labels. The Master Food Preservers Program with educates new Master Food Preservers annually and together
with veteran Master Food Preservers they provide over 500 hours and provided 30 food preservation and food
safety public workshops. Master Food Preservers staffed displays at garden and small farm events and the
Deschutes County Fair; and tested nearly 100 dial gauges on pressure canners.
Significant Issues in the Year Ahead
OSU Extension is one of three programs included in the Statewides Public Service Programs of Oregon State
University, referred to as “The Statewides”. After years of cuts in state funding, OSU Extension received an
increase in the last biennial legislative session and has been able to fill positions. In Deschutes County, three
positions were targeted for hiring: 4-H Youth Development Assistant Professor (tenure-track), Small Farms/
Community Food Systems Professor of Practice and Open Campus/Juntos Coordinator.
While this allows OSU Extension to better meet the needs of Deschutes County, it has caused crowding and a
shortage of office space. An Extension/4-H Reserve Fund was created years ago for the purpose of adding to the
current Extension office building. Additional funding is needed in order to start the remodel project, however the
need is now.
Fiscal Issues and Conditions
The permanent tax rate for the Extension/4-H Service District is projected to raise approximately $462,495 in
FY 2017, which is used primarily to fund 2.0 administrative support positions and one 4-H Program Assistant.
County resources also support operations such as building and grounds maintenance, program delivery expenses
and office supplies. This year we are looking forward to a possible building expansion to meet the growing needs
of program delivery and continue to budget $50,000 annually to support this expansion.
A large part of funding for the OSU Extension Service in Deschutes County is from state higher education
resources, which support faculty salaries. Public and private grants, program fees and contributions support
specific program delivery. In addition, community volunteers and businesses contribute support for specific
programs offered by OSU Extension.
OSU program revenue and Extension activities continue to expand due to the success of events such as the High
Desert Green Industry Conference, Living on a Few Acres, Master Gardeners, and Garden Tour and Forestry
programs.
County Service Districts—Extension/4-H County Service District
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Deschutes County, OREGON
Extension / 4-H CSD Funded
OSU Funded
Departments
OSU Grant & Extension / 4-H CSD Funded
Effective FY 2016, the 2.0 FTE formerly funded by the County became state employees. There is an on call position funded by the County if
needed, and a .75 FTE administrative program assistant that operates in a state program capacity and appears as a materials and services
expense.
Organizational Chart
Staff Summary
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 2.00 3.00 3.00 2.00 0.00 0.00
Regional Administrator
1.00 FTE
4-H Youth
Development
Family Community
Health/Oregon
Nutrition Pgm
Office Support
Agriculture/
Horticulture/
Small Farms
Forestry and
Natural Resources
OSU Faculty
1.00 FTE
Administrative
Program Assistant
0.75 FTE
County Leader
0.20 FTE
OSU Faculty
1.0 FTE
4-H Program
Assistant
1.0 FTE
OSU Faculty
1.00 FTE
Instructor
0.8 FTE
OSU Faculty
1.00 FTE
Program
Assistants
4 PT Seasonal
Instructor
0.80 FTE
Office Support II
1.45 FTE
4-H Program
Assistant After
School 2-4 Part
Time Seasonal
4-H Program
Assistant
1.00 FTE
OSU Faculty
Shared Regional
Livestock 0.40 FTE
County Service Districts—Extension/4-H County Service District
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Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
Budget Summary - Extension/4-H CSD (Fund 720)
This fund was reactivated in FY 2010 to track a project to expand the current Extension/4-H facilities. The
expansion will provide much needed office space and eliminate current outside lease requirements. This plan
includes a conference room and a large kitchen for Oregon Family Nutrition programs. A transfer of $75,000 will
be made from the Extension/4-H (Fund 720) as seed money for what is expected to be a $1 million project. With
this transfer, total resource balance is approximately $538,000.
Extension/4-H CSD Reserve (Fund 721)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 234,310 178,990 150,000 150,000 150,000 0.00%
Property Tax 406,696 428,280 442,213 471,495 471,495 6.62%
State Government Payments 5,356 - - - - -
Charges for Services 71,314 80,093 86,200 2,200 2,200 (97.45%)
Interest Revenue 1,557 2,054 1,250 1,450 1,450 16.00%
Other Non-Operational Revenue 4,020 3,685 4,020 1,000 1,000 (75.12%)
Interfund Transfers - - 100 - - (100.00%)
Sale of Assets, Land or Equipment 102 397 100 100 100 0.00%
Total Resources 723,356 693,499 683,883 626,245 626,245 (8.43%)
Personnel Services 193,581 167,232 3,230 500 500 (84.52%)
Materials & Services 300,785 324,558 564,826 451,607 451,523 (20.06%)
Capital Outlay - - 100 - - (100.00%)
Transfers Out 50,000 50,000 50,000 75,000 75,000 50.00%
Contingency - - 65,727 99,138 99,222 50.96%
Total Requirements 544,366 541,790 683,883 626,245 626,245 (8.43%)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 304,103 355,916 408,100 460,000 460,000 12.72%
Interest Revenue 1,813 2,641 2,400 3,000 3,000 25.00%
Interfund Transfers 50,000 50,000 50,000 75,000 75,000 50.00%
Total Resources 355,916 408,557 460,500 538,000 538,000 16.83%
Materials & Services - - 100 - - (100.00%)
Capital Outlay - - 100 - - (100.00%)
Transfers Out - - 100 - - (100.00%)
Reserve for Future Expenditures - - 460,200 538,000 538,000 16.91%
Total Requirements - - 460,500 538,000 538,000 16.83%
County Service Districts—Extension/4-H County Service District
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Deschutes County, OREGON
The Sunriver Service District was established in 2002 to oversee the
Sunriver fire and police departments in this urban unincorporated
community in Deschutes County. The district works with the Sunriver
Owners Association to manage the community under the laws of the state
and a management agreement with Deschutes County.
A five-member board oversees budget and contracting issues for the
district and hires a Chief of Police and a Fire Chief who manage day-to-
day operations. The board is also responsible for negotiating labor
contracts for both departments.
The board members and chiefs meet monthly to discuss pending business to maintain excellent emergency
services for a high quality of life in Sunriver.
District Overview
Sunriver Service District
Mission Statement
Protecting life and property, fostering a sense of safety and security in the Sunriver community.
Art Hatch, Fire Chief
Marc Mills, Chief of Police
County Service Districts—Sunriver Service District
Total Budget $6,839,461
Budget C hange +4.91%
Total Staff 26.00 FTE
Staff C hange No C hange
Sunriver Service District
Summary
Beginning
Capital
31%
Property Tax
66%
Charges for
Services
3%
Other
< 1%
Resources
Personnel
49%
Materials &
Services
11%
Capital Outlay
< 1%
Transfers Out
4%
Contingency
36%
Requirements
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Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
The Sunriver Service District Managing Board obtained approval in November 2014 for a change in zoning for a
proposed training facility on leased land east of Sunriver. Agreement was subsequently reached with the owner of
the property to delay lease payments until construction of the facility was completed. Bids for construction have
yet to be requested.
Significant Issues in the Year Ahead
The Fire Department will obtain bids for construction of the training facility and continue to explore grant monies
to help fund the facility. The Fire Department continues to work on developing plans for the potential expansion
and remodel of the current Fire Station building. The Police Department is collaborating with the Fire Department
on the design of the building.
The contracts with the Police and Fire bargaining units expire in June 2016. The proposed budget for FY 2016-17
for Fund 715 does not include increases in personnel services other than step increases. The FY 2016-17 budget
will be revised once labor negotiations are completed.
Fiscal Issues and Conditions
The main source of revenue for the Sunriver Service District is property taxes. The tax rate will remain at the
current level for FY 2016-17. The remainder of the District's revenue is generated from fire and medical/ambulance
charges, court fines and fees, and interest earnings. Excluding capital expenditures of $75,000, the District's
expenses are budgeted to decrease 0.3% in FY 2016-17. As noted above, the budget does not reflect wage
settlements per the labor agreements. Major capital expenditures for FY 2016-17 include portable radio
replacements.
County Service Districts—Sunriver Service District
Budget Summary — Sunriver Service District (Fund 715)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 1,908,174 2,301,708 2,122,919 2,122,919 2,122,919 0.00%
Property Tax 4,137,807 4,250,893 4,170,445 4,489,568 4,489,568 7.65%
Federal Government Payments 4,845 10,264 - - - -
Charges for Services 234,694 222,191 205,974 205,974 205,974 0.00%
Fines & Fees 10,556 12,815 6,107 7,000 7,000 14.62%
Interest Revenue 14,068 18,964 14,000 14,000 14,000 0.00%
Total Resources 6,310,144 6,816,835 6,519,445 6,839,461 6,839,461 4.91%
Personnel Services 3,085,035 3,171,426 3,357,824 3,332,886 3,332,886 (0.74%)
Materials & Services 625,698 626,094 715,440 724,775 724,775 1.30%
Capital Outlay 47,703 (735) - 2,400 2,400 -
Transfers Out 250,000 270,000 291,600 300,000 300,000 2.88%
Contingency - - 2,154,581 2,479,400 2,479,400 15.08%
Total Requirements 4,008,436 4,066,785 6,519,445 6,839,461 6,839,461 4.91%
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Deschutes County, OREGON
County Service Districts—Sunriver Service District
Staff Summary
Organizational Chart
Management
Non-Management Employees
Governing Body
Departments
Reserve Employees
Board of County
Commissioners
Service District
Managing Board
Administrative
Assistant
(Contract Employee)
FIRE
DEPARTMENT
POLICE
DEPARTMENT
Chief of Police
1.00 FTE
Office Manager
1.00 FTE
Police Sergeant
1.00 FTE
Police Sergeant
1.00 FTE
Police Officer
4.00 FTE
Fire Chief
1.00 FTE
Office Manager
1.00 FTE
Training Officer
Captain
1.00 FTE
Captain (B Shift)
Code Enforcement
1.00 FTE
Captain (C Shift)
EMS
1.00 FTE
Assistant Fire
Chief (A Shift)
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Bike Patrol
1.00 FTE
Police Officer
4.00 FTE
Bike Patrol
1.00 FTE
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 26.50 26.50 26.50 26.00 26.00 26.00
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Deschutes County, OREGON
County Service Districts-Sunriver Service District
The reserve is used to maintain funds for capital asset purchases, such as vehicles and operating equipment. The
majority of FY 2016-17 resources are from a Sunriver Service District Fund (715) transfer of $300,900. Capital
expenditures of $75,000 are planned in FY 2016-17.
Sunriver Service District Reserve (Fund 716)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 690,618 874,814 1,141,095 820,316 820,316 (28.11%)
Interest Revenue 3,214 4,151 4,000 5,000 5,000 25.00%
Interfund Transfers 250,000 270,000 291,600 300,000 300,000 2.88%
Sale of Assets, Land or Equipment 5,285 6,800 6,000 6,000 6,000 0.00%
Total Resources 949,117 1,155,765 1,442,695 1,131,316 1,131,316 (21.58%)
Materials & Services 120 120 120 120 120 0.00%
Capital Outlay 74,183 8,635 581,588 75,000 75,000 (87.10%)
Reserve for Future Expenditures - - 860,987 1,056,196 1,056,196 22.67%
Total Requirements 74,303 8,755 1,442,695 1,131,316 1,131,316 (21.58%)
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Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
The Black Butte Ranch Service District is a voter authorized political
subdivision of Deschutes County. The Service District began operations
on July 1, 1990 with one operating department, the Police Department.
The Black Butte Ranch Corporation as well as the Black Butte Ranch
Association contract with the Service District for enforcement of Ranch
rules and regulations as well as other private services.
The Police Department is managed by the Black Butte Ranch Service
District Managing Board, comprised of seven Black Butte Ranch homeowners, who are appointed by the Deschutes
County Board of Commissioners. The Service District Managing Board has staffed the Police Department with six
full-time sworn members, which includes a Chief of Police, a Sergeant, and four Officers. A part-time Sergeant
assists with management and supervisory duties. An Administrative Assistant is provided for general office work
and accounting responsibilities. The Department provides the Ranch with 24-7 patrol and other law enforcement
services. The Department is also involved in crime prevention, disaster mitigation, and planning in cooperation
with the Ranch Management and residents to preserve the safety, security and tranquility of the Ranch. Sworn
department personnel are certified police officers and function as such within and outside of the District
boundaries. Additionally, in emergency situations, the BBR Police Department will provide support and assistance
to other emergency service agencies.
District Overview
Denney Kelley, Chief of Police
Black Butte Ranch Service District
Personnel
37%
Materials &
Services
12%
Capital Outlay
3%
Contingency
16%
Unappropriated
32%
Requirements
Beginning
Capital
51%
Property Tax
48%
Other
1%
Resources
Total Budget $2,024,771
Budget C hange +7.26%
Total Staff 7.75 FTE
Staff C hange +0.37 FTE
Black Butte Ranch CSD
Summary
Page 289
Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
Successes and Challenges
Successes in the Past Year
The following progress was made on goals identified in the Strategic Plan for 2013-2015:
Continue to advance a professional image by:
Maintaining a good working relationship with other law enforcement agencies
Maintaining a clean, orderly and professional appearance
Continuing involvement with local and regional law enforcement activities, meeting and civilian events
Conducting surveys to identify access issues
Improving knowledge and understanding of department policies
Enhancing service by adding community education classes and services
Provide valued programs and service to the community by:
Training for the BBR seasonal and full time employees
Updating the outreach program
Hosting the "Giving Tree" in collaboration with the Sisters Fire Department
Continuing document shredding program, vacation home check program and DEA prescription drug
disposal program
Assisting with crash report assistance program
Education and training program for homeowners, residents and visitors
Remaining focused on traditional police operations
Attain accreditation by:
Continuing the document gathering process for accreditation
Be more approachable and improve communication in the community by:
Delivering improved customer service
Utilizing the District's social media presence to provide updates and items of interest
Using handout materials and brochures for various programs and services available
Making District documents available on the BBRPD website
Participating in seasonal employee orientation
Expanding the bike patrol program
Regularly attending Black Butte Ranch sponsored events
Maintain fiscal responsibility, accountability and transparency by:
Annually reviewing insurance policies
Utilizing grant opportunities
Providing financial and budget reports, policy manuals, and the strategic plans on the BBRPD website
Utilizing tracking tools to monitor budget and actuals
Focusing on value as a primary consideration for expending resources
Ensuring board review and training by SDAO
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Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
Staff Summary
Organizational Chart
Significant Issues in the Year Ahead
Increases in healthcare continue to be projected at 10-13%, and legal challenges to the PERS changes could have
a significant impact on the District's PERS contributions and PERS unfunded liability.
The 9-1-1 Service District Levy, to be voted on in May 2016, could have a significant impact. If the levy rails it
could transfer some costs of the Radio Project to user agencies. How much users would have to absorb and how
those costs would be assessed are not known.
Fiscal Issues and Conditions
In May of 2015, the voters approved to continue a five-year local option tax levy at $.55. The $.55 tax levy
represents about one third of the District’s revenue.
To date, revenues have held pace with projections and actual expenditures are consistently at or below budget. A
contingency of $317,525 provides for uncertainties in the budget, principally in the cost of unexpected capital
purchases, healthcare insurance and emergency related expenses
Full Time Equivalent (FTE)FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
TOTAL FTE's 7.38 7.38 7.38 7.38 7.38 7.75
Board of County
Commissioners
(Governing Body)
Service District
Managing Board
Chief of Police
1.00 FTE
Management
Non-Management Employees
Governing Body
Black Butte Ranch
Association
Board of Directors
Police Sergeant
1.75 FTE
Administrative
Assistant
1.00 FTE
Patrol Officer
4.00 FTE
Managing Boards
Non-Represented
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Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
Black Butte Ranch Service District (Fund 761)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 % Chg
Actual Actual Budget Requested Proposed FY 2017
Beginning Net Working Capital 815,376 873,360 932,059 1,025,497 1,025,497 10.02%
Property Tax 903,704 921,314 936,693 971,574 971,574 3.72%
Charges for Services 26,139 38,212 14,400 23,200 23,200 61.11%
Interest Revenue 4,864 4,737 4,500 4,500 4,500 0.00%
Total Resources 1,750,083 1,837,623 1,887,652 2,024,771 2,024,771 7.26%
Personnel Services 642,393 624,612 730,156 745,905 745,905 2.16%
Materials & Services 196,479 183,287 219,500 242,000 242,000 10.25%
Capital Outlay 37,851 49,792 55,000 63,000 63,000 14.55%
Contingency - - 305,564 317,525 317,525 3.91%
Unappropriated Balance - - 577,432 656,341 656,341 13.67%
Total Requirements 876,723 857,691 1,887,652 2,024,771 2,024,771 7.26%
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Deschutes County, OREGON
Goals and Objectives
Part of the County’s responsibilities include ensuring that adequate assets are constructed and provided to carry out
quality services to citizens. The capital expenditures portion of the annual budget includes capital improvements to
real property and replacement or enhancement of equipment items used in the provision of services to citizens.
Capital improvements include road construction projects, solid waste projects related to the Knott Landfill and
transfer stations and projects at other County facilities. Capital outlay for equipment items include heavy equipment
for road maintenance and landfill operations, vehicles and equipment for several departments as well as hardware
and software technology projects. The 2017 proposed budget for all county funds includes a total of $13,666,128 in
capital expenditures. This is made up of $8,111,997 of capital improvements and $ 5,554,131 in capital equipment.
The following pages detail the capital expenditures included in the FY 2017 budget by type of capital and by
department. Also shown are expected capital improvements and selected equipment in future years. Capital
Expenditures for County Service Districts are shown on the final page.
Summary of Capital Expenditures in FY 2017
Capital Improvement Program
Capital Expenditures Program
Capital FY 2017
Funding
Capital Improvements
Road Improvement Projects 3,805,000
Solid Waste Landfill Projects 1,370,000
County General Facility Projects 2,936,997
Total Capital Improvement Projects 8,111,997
Equipment Replacements/Enhancements
Road Department 607,000
Solid Waste 493,000
Technology 2,427,782
Sheriff 1,505,842
Other County Departments 503,000
Total Equipment Replacement/Enhancements 5,536,624
Totals 13,648,621
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Deschutes County, OREGON
Construction Projects - Road
The Road department receives funding from various sources including Federal Forest receipts, vehicle registration
fees, state gas tax and federal payments in lieu of taxes. A portion of these resources are used to fund improvements
to county road systems each year. In addition, some projects are paid for directly by the Federal department of
transportation and require a match from the County. Even though some projects are not envisioned to be
constructed until future years, the Road Department appropriates all available capital funds each year. Any funds
not spent become a resource to fund future years projects. The project summary over the next five years is shown
below. Descriptions of each project are included on the following pages.
Tetherow Road
This project consists of guardrail installation, slope stabilization and curve correction on Tetherow Road west of
Redmond and adjacent to the new bridge. This improvement is intended to enhance traffic safety and prevent slides.
Funding: State revenues (CIP fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce future maintenance costs..
Estimated Useful Life: 20 years
Powell Butte/Neff/Alfalfa Intersection
Design, right-of-way acquisition and construction of intersection improvements at Powell Butte Highway/Neff-Alfalfa
Market Road. The intersection experiences the highest crash rate in the County system at approximately twice the
rate expected based on location and volume. An initial feasibility study determined that a roundabout was the
preferred solution. Preliminary and final design along with right of way acquisition was completed in FY 2015. The
bulk of construction was completed in FY 2016. The final construction is expected to be completed in FY 2017.
Funding: County funding will fund this entire project a portion of which will be funded with System Development
Charges. Road Department (CIP Fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce near term maintenance costs.
Estimated Useful Life: 20 Years
Capital Improvement Program
Tetherow Road 105,000 - - - -
Powell Butte/Neff/Alfalfa Intersection 265,000 - - - -
NE 17th & NE Negus - - - 1,500,000 -
Burgess/Day Road Turn Lane 500,000 500,000 - - -
Huntington/Deer Run Paving 2,400,000 - - - -
Old Bend/Redmond Corridor 300,000 1,500,000 1,500,000 - -
Rickard Paving - - 800,000 - -
Traffic Safety Improvements — Projects 100,000 50,000 50,000 50,000 50,000
Traffic Safety Improvements — Maint. 100,000
All Roads Transportation Safety ARTS 25,000
Right of Way 10,000 - - - -
Totals 3,805,000 2,050,000 2,350,000 1,550,000 50,000
Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
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Burgess/Day Road Intersection Improvements
This project involves the installation of turn lanes and realignment at the intersection of Burgess Road and Day
Road in La Pine.
Funding: County funding, including system development charge funds, will fund this entire project. Road
Department (CIP Fund 465) The total project is estimated to cost $1,000,000 with 50% of it budgeted in FY 2017 and
the balance in FY 2018.
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 20 Years
Huntington Road Paving
This project will pave the existing 2.4 mile unpaved portion of Huntington Road, a county collector, in the La Pine
area. The project will also pave a short section of Deer Run Road, connecting the Pinecrest subdivision. This project
provides system connectivity and will result in improved emergency response times and overall level of service in
southern Deschutes County.
Funding: County funding will fund this entire project through the Road Department (CIP Fund 465)
Impact on Future Operating Budgets: The addition of paved surfaces will increase future maintenance costs and
will be included in future pavement management calculations.
Estimated Useful Life: 20 Years
Traffic Safety Improvements
The County Road department budget includes $225,000 for various traffic Safety Improvements. $100,000 is
budgeted in the Road CIP fund 465 and will be used by the Engineering division for identified traffic safety
improvements through contracts or grant match. An additional $100,000 is budgeted in the Road Operations fund
325 to be used to address maintenance related traffic safety improvements. Most of these improvements will be
made by County Road Crews. $25,000 is included in the budget in Road CIP fund 465 to fund the County 8% match
to ODOT’s “All Roads Transportation Safety” projects.
Funding: Road Operations (fund 325) $100,000 and Road (CIP fund 465) $125,000.
Impact on Future Operating Budgets: The Road department will be responsible for maintaining and repairing
any additions to the road system.
Estimated Useful Life: 20 years
Capital Improvements—Solid Waste
The Solid Waste Department includes the operation of the Knott Landfill and the operation of several transfers
stations throughout the County. The Solid Waste function is considered an enterprise and is fully funded through its
own rate structure by charges to garbage haulers and citizens for dumping material at the transfer stations and the
landfill. The landfill operation is capital intensive and requires periodic large scale improvements. The FY 2017
budget includes the following projects related to the County’s solid waste operations.
With these improvements scheduled for FY 2017, given expected material volumes, an additional cell will be
required in FY 2019 at an estimated cost of $4,000,000.
Capital Improvement Program
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Negus Transfer Facility Improvements
Crushed cement and asphalt accepted as clean fill material will be used to establish an improved surface for the
collection and processing of yard debris at the Negus facility in Redmond. In addition, $12,000 has been budgeted to
fund an enclosure at the Negus site for electronic device recycling to comply with DEQ requirements.
Funding: Solid Waste tip fees (Fund 613) (Fund 610)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Area A Soil Improvement—Knott Landfill
The soil covering Area A has not supported sufficient vegetative cover as required by the Landfill’s DEQ permit.
This project will add compost material to the cover of Area A to improve the vegetative cover to meet the permit
requirements.
Funding: Landfill Closure (Fund 611)
Impact on Future Operating Budgets: Once vegetation is rooted, no increase in maintenance costs are expected.
Estimated Useful Life: 25-30 years
Compost Relocation—Knott Landfill
Ongoing excavation and development of the Knott Landfill site required the relocation of the existing compost area to
another section of the Landfill making room for the creation of additional cells in the future. The relocation work
was completed in FY 2016. This part of the project provides electrical power to the Compost area to facilitate
improved methods to control odor and product quality.
Funding: Solid Waste Capital Projects (Fund 613)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Capital Improvement Program
Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Water Rights 3,000 - - - -
Negus Transfer Station Improvements 87,000 - - - -
Area A Soil Improv.-Knott Landfill 100,000 - - - -
Compost Relocation—Knott Landfill 30,000 - - - -
Gas Flare/Extraction Well Knott Landfill 600,000 - - - -
Fencing Knott & Demo Site 75,000 - - - -
Gas Monitoring Probes—Demo Site 50,000
Rock Excavation Knott Landfill 425,000
Cell Construction - - 4,000,000 - -
Totals 1,370,000 - 4,000,000 - -
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Gas Flare/Extraction Well
Gas production at the Knott Landfill has grown and now exceeds the capacity of the existing gas flare system. An
addition to the system to handle the increasing demands is required to meet the requirements of the DEQ landfill
permit to control odor and gas emissions. In addition, gas extraction wells will be installed in filled areas to expand
the collection network to control gas migration and odor.
Funding: Solid Waste Capital Projects (Fund 613)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Disposal Site Fencing
Fencing is being addressed at two Solid Waste facility locations. $50,000 is estimated for fencing at the Knott
landfill to provide more aggressive litter control between the north area and the landfill. In addition, fencing is
included in the budget for the Demo landfill site. Waste was discovered beyond the property line at the south side of
the demo landfill resulting in a property line adjustment with neighboring properties to ensure that all waste is
contained on the County’s property.
Funding: Knott landfill fencing funded by Solid Waste tip fees (Fund 610) and the demo landfill fencing is
funded by the Landfill Closure fund (611)
Impact on Future Operating Budgets: Addition of fencing is not expected to impact future operating costs.
Estimated Useful Life: 25-30 years
Gas Monitoring Probes—Demo Landfill
The development of the OSU/Cascades campus requires the expansion of the Demo Landfill’s gas monitoring
network. This project will enhance the array of subsurface probes for monitoring gas migration.
Funding: Solid Waste Closure (Fund 611)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Rock Excavation
Rock resulting from the construction of additional cells will be excavated and processed for use in the landfill
operation and in the construction of future cells.
Funding: Solid Waste Capital Projects (Fund 613)
Impact on Future Operating Budgets: Crushing and processing existing rock on-site lowers other Landfill costs
in the long run.
Estimated Useful Life: 5 years
Capital Improvement Program
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Capital Improvement Program
Capital Improvements - General Facilities
The County uses several funds to account for general capital projects and has a variety of revenue sources that
provide resources to fund general capital project activities including property taxes, the sale of County properties and
the receipt of lease payments and bond proceeds. The general capital project activities included in the FY 2017
budget are as follows:
Wall Street Building Remodel
This project will complete the remodel of an existing building on Wall Street adjacent to the Deschutes County
Service Center to further consolidate behavioral health and physical health for young adults in the downtown Bend
area.
Funding: General County Capital Reserve (fund142)
Impact on Future Operating Budgets: Renovation of the Wall Street Building will result in a consolidation of
services to serve similar populations and is expected to lower operating costs.
Estimated Useful Life: 30 years
Road Operations Building Remodel
The Road operations meeting area and locker room were built in the late 1970’s. This project entails the relocation of
the locker room to expand the meeting room for safety meetings, road crew technology needs, and other work unit
purposes.
Funding: $150,000 from the Road Reserve (Fund 330) and $100,000 from the General County Projects fund (Fund
142).
Impact on Future Operating Budgets: As a tenant improvement, this should have minimal impact on future
operating budgets.
Estimated Useful Life: 30 years
General Project Reserves
In addition to the specific projects mentioned above, the County maintains general capital reserve funds to replace or
Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Wall Street Building Remodel 200,000 - - - -
Road Operations Building Remodel 200,000 - - - -
General Capital Reserves 1,587,000 - - - -
Clerks Entrance Remodel 50,000 - - - -
Fair and Expo Center 345,000 - - - -
Courtney Lobby Improvement 200,000 - - - -
Sheriff Facility Improvements 344,952 - - - -
Parole and Probation Building Remodel 10,000 - - - -
Totals 2,936,997 - - - -
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Capital Improvement Program
remodel County facilities as needs arise. No particular projects are envisioned at this time but some appropriations
are included in the budget to allow for preliminary work on potential projects that may come up during the year.
Funding: Property taxes, sales of County property, general fund contributions.
Impact on Future Operating Budgets: The Property and Facilities Department will be responsible for
maintaining and repairing any additions, upgrades or remodels of County facilities.
Estimated Useful Life: Unknown
Clerks Office Remodel
Due to the confidential nature of the elections function, this project is intended to enhance the security of the Clerk’s
front office by limiting access by the Public with the installation of secure doors for staff entry. This improvement
will also enhance the flow of citizens through the office during high traffic elections events.
Funding: General Fund and Clerks Fees
Impact on Future Operating Budgets: No impact on the operating budget is anticipated from this expenditure.
Estimated Useful Life: 30 years
Fair and Expo Center
A number of projects are envisioned at the Fair and Expo Center to enhance its marketability to potential events.
These include divider walls and lighting improvements for the South and Middle Sister Buildings, new flooring for
the South Sisters building and power and water improvements to the Sagebrush Arena. These improvements are
estimated to cost $255,000 and will be funded with Transient Room Tax dollars dedicated to the marketing and
promotion of the Fairgrounds. None of these improvements will be made until the completion of an analysis of the
Fair Ground facilities is completed showing that these improvements are warranted. In addition, $90,000 is
included here to fund other maintenance related improvements to Fairground facilities funded through the reserve
fund.
Funding: Fund 170 Transient Room Tax and fund 617, Fairgrounds Reserve.
Impact on Future Operating Budgets: These improvements are expected to lower future maintenance related
operating budgets.
Estimated Useful Life: 20 years
Courtney Building Lobby Remodel
Health Services occupies the Courtney Building on the east side near the hospital. This improvement is intended to
improve customer service by enabling greater utilization of front office staff.
Funding: Health Services (fund 274)
Impact on Future Operating Budgets: The hope is that once completed, the new improvements to the Lobby area
will require less staff in the intake process.
Estimated Useful Life: 20 years
Sheriff Facility Improvements
Sheriff’s capital improvements include a number of smaller projects, the largest of which is the construction of a
storage building on the Jail campus to house maintenance equipment storage and emergency preparedness supplies.
Other improvements include parking lots, improvements to the auto shop facility, various smaller storage units and
minor building remodels.
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Capital Improvement Program
Funding: Costs are funded by the Sheriff’s office from property tax revenues.
Impact on Future Operating Budgets: These are considered minor projects and should have minimal additional
impact on future operating budgets.
Estimated Useful Life: 20-30 years
Equipment Replacement/Enhancement - Road
Each year, the Road Department replaces or purchases new equipment to perform road maintenance and
construction functions. The equipment items listed for FY 2017 are included in the budget and in the explanations.
Those shown in future years represent the current projected needs of the department through FY 2021. Only
equipment greater than $100,000 listed for future years.
The Road Department’s equipment is purchased in the Road Equipment reserve fund and is funded through annual
contributions from the road fund to the reserve. This equipment will require regular maintenance and repair
however, it is expected that replacing older equipment at the appropriate time will lessen the maintenance and
repair experience in the Road operation over the long term.
Service Vehicles
Replacement of two 1 ton pickups for road supervisors use and one fleet pickup for routine road maintenance opera-
tions. Trucks being replaced are 15-20 years old.
Equipment FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Service Vehicles Repl 90,000 120,000 122,000 124,000 -
Wheel Loader Repl - 210,000 - 220,000 -
Large Compact Track Loader Repl 94,000 - - - -
47” Cold Planer Attachment New 26,500 - - - -
Belly Dump Tractor Repl - - - 140,000 140,000
Asphalt Spray Patcher Repl 70,000 - - - -
Pan Tilt 5 ton Trailer New 6,500 - - - -
Single Drum Roller Repl 127,000 - - - -
Shop Service Truck Repl - 120,000 - - -
Snow Plows Repl 23,000 - - - -
Medium Truck Chassis Repl 85,000 - - - -
Medium Single Drum Roller Repl - - 120,000 - -
Gator Vehicles New 16,000
Mower/Broom Attachments New 14,500
Grader Attachments New 54,500 - - - -
Small Asphalt Patch Machine Repl - - - - 185,000
Total Road Equipment 607,000 450,000 242,000 484,000 325,000
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Deschutes County, OREGON
Large Compact Track Loader
A new Track Loader will be used for road side and vegetation maintenance and will have less damage to road
shoulders and is more stable on uneven ground than wheeled equipment. This machine will also be capable of
handling a number of high flow hydraulic attachments used in road maintenance programs.
47” Cold Planer attachment
This equipment will be used in conjunction with the Track Loader and is needed for asphalt grinding in the removal
of sections of asphalt for road patching and repair.
Asphalt Spray Patcher
This equipment is towable to the job site and is self powered. It uses heated asphalt oil and rock to patch road
surfaces. It is effective on large road cracks and areas where thin patching is required.
Pan Tilt 5 Ton Trailer
This trailer will be used to haul smaller equipment to the job site including the small roller.
Single Drum Roller
This will replace a 25 year old roller. This is a self propelled single drum vibratory compactor roller with an enclosed
cab for use in all season road maintenance operations.
Snow Plows
This is a replacement of two snow plows to be used on Road maintenance vehicles. One is a 12’ one-way plow and the
other is a 12’ two-way plow. These are replacing plows that are over 30 yeas old and have become unserviceable due
to wear and tear over the years.
Medium Truck Chassis
This truck replaces a 26 year old truck. The chassis will be set up with a flatbed for hauling crack sealing material
in the summer season and magnesium chloride spray in the winter season.
Gator Vehicles
Two vehicles are included, one six wheel gator for use during chip seal operations and one four wheel gator for use in
temporary traffic marking installation. These vehicle provide capacity for hauling materials and provide enhanced
safety for road crew members in the right of way.
Mower/Broom Attachments
One brush cutter/mower attachment for use with the track loader to allow the efficient cutting of vegetation in
locations that could not be reached with other equipment. A pickup broom attachment is also included for picking up
loose material and aggregate from work zones.
Grader Attachments
For use in gravel road maintenance, one attachment is a tiller capable of breaking up gravel road surfaces and
brining up good material from the road bed saving the need to apply more rock to the road surface in most
applications. A compactor attachment is also included that rolls and compacts road material during the grading
process. This provides a more finished surface in certain situations without the need of an separate roller and
operator.
Capital Improvement Program
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Equipment Replacement/Enhancement—Solid Waste
The Solid Waste Enterprise not only requires substantial periodic improvements to carry out its function, it also
requires periodic replacement and additions of heavy equipment. The following indicates the replacement schedule
for equipment through FY 2021 for the Solid Waste Department.
Solid Waste Vehicle
This is a replacement vehicle for staff use between the landfill and rural transfer station sites.
Trailer
A trailer is needed for hauling smaller equipment with a pickup truck.
Welder
Electro Fusion Welder for fabricating HDPE piping for gas management system at the landfill. This replaces an old-
er unit that is no longer serviceable.
Compactor GPS system
The addition of a GPS grading control system on our at the landfill will improve the quality and accuracy of our
grading work resulting in less use of soil and cover materials increasing the usable space in the landfill
Snowplow Attachment
A snow plow attachment for a pickup truck for snow removal in less accessible areas of the Landfill site
Excavator
A new small excavator is needed for use in the Landfill transfer station to distribute and compact waste prior to
transport to the landfill.
GPS Survey Equipment
Base station and receiver for surveying offsite.
.
Capital Improvement Program
Equipment FY 2017 FY 2018 FY2019 FY 2020 FY 2021
Vehicle Repl 25,000 - 26,000 - 27,000
Trailer Repl 12,000 - - - -
Welder Repl 5,000 - - - -
Compactor GPS Grade Control New 50,000 - - - -
Snowplow Attachment New 6,000 - - - -
Excavator 75,000
Survey Equipment 20,000
Compactor—Rebuild Repl 300,000 - 250,000 - -
Total Equipment 493,000 - 276,000 - 27,000
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Capital Improvement Program
Compactor Rebuild
The landfill operates with a primary and a backup compactor. The rebuild of the backup compactor including a new
engine, new hydraulic pump and rebuilt drivetrain is expected to significantly extend its useful life allowing it to
become the primary compactor. Rebuilding this compactor is considered significantly less expensive that purchasing
a new one.
Equipment Replacement/Enhancement—Sheriff’s Office
The Sheriff’s office includes a number of operating departments that require capital equipment to provide their
services. The following table indicates the categories of equipment included in the FY 2017 Sheriff’s Office budget in
the total amount of $1,505,842. Comments below the table provide explanations for each category of appropriation.
Vehicles
The Sheriff’s Office uses about 80 vehicles to carry out various law enforcement responsibilities. Patrol vehicles have
an average life of about 3 years due to the fact that they are used around the clock, 7 days a week. Other vehicles
such as trucks and SUV’s have a useful life of 5 to 10 years depending on how they are used. Each year, a number of
vehicles are replaced. The FY 2017 budget includes the replacement of 16 vehicles. These include 3 trucks for
$99,500, 5 patrol vehicles for $142,000 and 8 SUV’s for $274,000. In addition, the Sheriff’s office corrections program
is budgeting for a jail transport vehicle at an estimated cost of $98,000.
Radio Replacement
In anticipation of the 911 Radio System Project, the Sheriff’s office is budgeting for the replacement of handheld and
vehicle mounted radios throughout the department. Funds for this have been set aside over the years in the Sheriff’s
communications system reserve fund.
Corrections Equipment
The recently expanded Jail facility requires a number of pieces of capital equipment to operate. The FY 2017 budget
includes kitchen equipment replacement for $40,000, and a snowplow blade attachment for use in the jail complex
for clearing snow.
ATV’s/Trailer
One of the functions of the Sheriff’s office is the Search and Rescue operation. Although this function relies upon a
number of trained volunteers, equipment, leadership and materials are provided by the Sheriff’s office. This budget
includes the replacement of 2 ATV’s used in the search and rescue operation and the replacement of a trailer for
transporting ATV’s and snowmobiles.
Sheriff’s Office Equipment FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Vehicles Repl 613,500 450,000 450,000 450,000 450,000
Radio Replacement Repl 818,342 - - - -
Corrections Equipment Repl 47,000 - - - -
ATV’s/Trailer Repl 27,000 - - - -
Total Sheriff’s Office 1,505,842 450,000 450,000 450,000 450,000
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Capital Improvement Program
Technology
Various departments use technology to varying degrees to provide their services. Some highly technology dependent
departments set aside funds each year in technology related reserve funds to replace or enhance technology on a periodic
basis. The FY 2017 budget includes $2,427,782 in technology purchases as shown in the table below. Future years columns
indicate the amount of funds typically moved into reserves each year for technology purposes.
Finance/Human Resources
The Finance department and the department of Human Resources are partnering on a project to replace the software for
the County’s finance and human resources systems including payroll, personnel management, general ledger and all other
related systems. The project is expected to be completed by January 2018. The RFP was issued in April 2015 and the
County signed a contract with Tyler Technologies in March 2016. The project estimated at $1,800,000, is financed by the
general fund with charges to departments spread over a seven year period to recover the cost of the project. The bulk of the
project costs will be for services and software licenses.
Clerk Office
The Clerk budget includes the replacement of the ballot tabulation system at an estimated cost of $201,000. Newer
machines provide for online ballot adjudication and provide for more recent technology in the transfer of tabulation data.
The replacement project is expected to take place in early 2017 in time for the May 2017 election. The budget also includes
the replacement of a microfilm to digital image reader.
A&T Reserve
The general fund contributes to this reserve each year to provide funding for eventual replacement or upgrade of the Coun-
ty property tax assessment and collection software. $16,000 is being budgeted in this fund to purchase two check and stub
scanning machines in the Finance departments Tax Collection unit. These machines will allow the County to receive and
process tax payments at the County location with existing staff and avoid the cost of a third party lock box service to
process tax payments.
Assessor’s Office
The Assessors office is replacing their large map copier. The current copier used for large maps is 11 years old and is
expected to exceed its useful life in FY 2017.
Technology FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Finance/Human Resources Project 1,236,934 500,000 - - -
Clerk 216,000
A&T Reserve 16,000
Assessor 14,008
District Attorney 10,000 - - - -
Court Technology Reserve 94,000 32,000 32,000 32,000 32,000
Sheriff’s Office 245,840 100,000 100,000 100,000 100,000
Information Technology 407,000 234,000 234,000 234,000 234,000
Road 163,000 - - - -
Solid Waste 25,000 - - - -
Total Technology 2,427,782 866,000 366,000 366,000 366,000
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Capital Improvement Program
District Attorney
The District Attorney’s office is asking for budget appropriation for computer hardware replacements of $5,000, and the
replacement of office machines and equipment for an additional $5,000.
Court Technology Reserve
The general fund contributes $32,000 per year to the Court Technology Reserve Fund. This fund is used to upgrade and
maintain Court Video, Administrative and Security related Technology. $94,000 has been budgeted in FY 2017 to fund
any potential necessary upgrades. The balance of the resources in this fund are in reserve for future years.
Sheriff’s Office
The budget for the Sheriff’s office includes $87,310 for a video monitoring system for the jail, $26,000 for computer
hardware, $38,530 for network switch upgrades, $57,000 for mobile data terminals for new vehicles, $17,000 for a pole
mounted security camera and a copier and $20,000 for a key management system.
Information Technology
The technology department is an internal service fund and charges user departments for its costs related to building,
maintaining and enhancing the county's technology infrastructure. The department maintains a reserve fund for larger
scale technology upgrades and replacements and charges departments across the County $234,000 per year to fund the
reserve. Expenditures for FY 2017 include $407,000 for various system wide technology improvements.
Road
The Road department intends to replace a number of radios compatible with the new 911 radio system. In addition, new
software will be purchased for use in the road maintenance and construction programs along with Survery GPS units.
Solid Waste
The Solid Waste department expects to add security cameras at several outlying transfer site locations to protect against
vandalism and to enhance safety.
Equipment Replacement/Enhancement—
Other Departments
Several other departments have also included capital in their budgets as shown below.
Fleet Vehicles
The County Road Department manages the County’s general vehicle fleet including maintenance and repair of vehicles,
their initial purchase and replacement purchases. Departments pay an amount per vehicle each year to cover the
expected routine maintenance of each vehicle and eventual replacement. The Fleet division has included $400,000 in its
budget for FY 2017 for the replacement of fleet vehicles. Actual vehicles replaced will be determined during the year.
Equipment FY 2017 FY 2018 FY 2019 FY2020 FY 2021
Fleet Vehicles 400,000 400,000 400,000 400,000 400,000
Fair & Expo Center Equipment 103,000 - - - -
Total Equipment 503,000 400,000 400,000 400,000 400,000
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Fair and Expo Center Equipment
The Fair and Expo Center operation depends on various pieces of equipment in its daily operation. The budget in the Fair
and Expo Centers Capital Reserve fund includes $15,000 for a replacement riding lawnmower, $40,000 for a replacement
water truck, $37,000 for a replacement commercial oven for the food service operation and $11,000 for a club car cart for
food deliveries within the Fair complex.
County Service Districts
In addition to County Funds, the County budget also includes 12 County Service District funds, some of which budget for
capital expenditures. Some of these County Service Districts function distinct and apart from the County including the
Sunriver Service District and Black Butte Ranch Service District. The other County Service Districts function more
closely with the County and the details for their capital budgets are explained in the narratives following the table.
Deschutes County 9-1-1
The 9-1-1 Center has budgeted $50,000 to complete the landscape requirements in the new parking lot. $1,000,000 has
been included for replacement of the existing 9-1-1 phone system. An estimated $600,000 related to this project will be
reimbursed by the state 9-1-1 program office.
Deschutes County 9-1-1 Reserve
The 9-1-1 Center is using equipment reserve funds to fund facility improvements in the amount of $200,000 to facilite the
radio communications project. $3,200,000 is budgeted to replace the current outdated emergency radio communication
system. This project is funded with reserves from 9-1-1 property taxes. An additional $1,500,000 is included in the budget
for the replacement of the current computer aided dispatch system.
Sunriver Service District
The Sunriver Service District operates a police department and a fire department and is planning to replace vehicles and
equipment for $75,000 and purchase software in the amount of $2,400.
Black Butte Ranch Service District
Black Butte Ranch operates a police department and plans to replace vehicles in the amount of $40,000 and operating
equipment in the amount of $23,000.
County Service Districts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Deschutes County 9-1-1 1,050,000 - - - -
Deschutes County 9-1-1 Reserve 4,900,000 - - - -
Sunriver Service District Reserve 77,400 - - - -
Extension 4H - - - - -
Black Butte Ranch 63,000 - - - -
Total County Service Districts 6,090,400 - - - -
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Goals and Objectives Debt Management
Debt Overview
Debt is often used as a means of financing capital improvements or projects by many organizations.
Prudent management of debt issuances is imperative to ensure a jurisdiction's credit rating is
maintained at an optimal level. Deschutes County is rated by Moody’s Investors Services . Moody's
affirmed the County’s General Obligation debt rating of Aa2 and the Full Faith & Credit borrowing
of Aa3 in June 2013.
There are several types of securities available to the County for financing projects. Deschutes
County uses general obligation bonds, pension bonds and full, faith and credit obligation bonds.
Occasionally other revenue sources are used when the project may not meet the requirements of
other types of debt. Components of a security include its purpose, length of financing, interest rates
and the source of the funds for repayment.
General Obligation (GO) bonds are bonds payable from taxes that may be levied without limitation
in compliance with the Oregon Constitution. GO bonds may be issued after approval of the electors
in the County and are to finance capital construction or improvements. They are secured by a
commitment to levy ad valorem property taxes.
Oregon Revised Statutes (ORS 287A.100) set legal limitations on the level of limited tax, pension,
and general obligation bonds. The general obligation bond limit per ORS is 2% of the real market
value (RMV) of the jurisdiction. The 2015-2016 RMV for Deschutes County is $28,841,301,826,
making the legal limit for general obligations $576,826,037, well above the actual GO debt level of
$2,595,000.
This graph illustrates Deschutes County's debt limit capacity compared to the actual General
Obligation Bond debt outstanding:
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding General Obligation Bonds Legal Debt Limit-2% RMV
Page 307
Deschutes County, OREGON
Debt Management
Limited tax bonds are bonds or other obligations based upon the full faith and credit of the County,
and may be paid from any taxes the issuer levies within the limitations of the Oregon Constitution
(ORS 287.105A). A full faith and credit obligation is an unconditional promise to pay. It is a pledge
of the full financial resources and taxing power of the issuer, but is not necessarily backed by
ad valorem taxes. These bonds differ from general obligation bonds (unlimited tax bonds) on which
ad valorem taxes may be levied to pay the debt. The legal debt limit in the Oregon Revised
Statutes for limited tax bonds is 1% of real market value. Deschutes County's legal limit for limited
tax bonds is $288,413,018 and the outstanding debt is $52,182,000.
Pension obligation bonds were issued in FY 2002 and 2004 to cover the County's estimated
unfunded actuarial liability (UAL) to the Public Employees Retirement System (PERS). The
County, as part of a group of local governments, issued a total of $ 12.6 million of limited tax
pension obligations for this purpose. The issuance of these bonds provided savings on projected
increases in PERS rates that would otherwise have been necessary to make up the UAL over time.
Debt service payments are covered by department charges based on current payroll. The rate
charged to departments is 1.86% of PERS eligible wages.
The legal debt limit, based on ORS 238.694, for limited tax pension bonds is 5% of real market
value of the taxable property within the districts' boundaries. Deschutes County's legal limit for
limited tax pension bonds is $1,442,065,091 and the outstanding debt is $10,235,315.
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding Limited Tax Bonds Legal Debt Limit 1%
Page 308
Deschutes County, OREGON
Debt Management
Average
Interest
Rate Issue Date Maturity Date Amount Issued
Principal
Outstanding
7/1/2016
Principal
Outstanding
6/30/2017
2016-17
Principal
2016-17
Interest
Series 2012-Refunding
(1996 Fairgrounds)2.38% 12/19/2012 12/01/2016 9,640,000 2,595,000 - 2,595,000 38,925
9,640,000 2,595,000 - 2,595,000 38,925
Limited Tax Pension
Obligation Bond, 2002 7.02% 03/28/2002 06/01/2028 5,429,586 4,035,315 3,949,413 85,902 422,206
Limited Tax Pension
Obligation Bond, 2004 6.19% 05/27/2004 06/01/2028 7,090,000 6,200,000 5,950,000 250,000 375,107
12,519,586 10,235,315 9,899,413 335,902 797,313
Series 2005-Refunding
HHS/BJCC Buildings 3.57% 08/11/2005 06/01/2018 5,915,000 1,075,000 545,000 530,000 41,675
Series 2008 A-OSP and
9-1-1 Building 4.29% 12/30/2008 06/01/2028 9,635,000 7,030,000 6,565,000 465,000 302,149
Series 2009 A-Jamison 4.12% 04/09/2009 06/01/2028 3,215,000 2,285,000 2,130,000 155,000 94,684
Series 2010-Secure
Treatment Facility 3.70% 05/27/2010 12/01/2029 1,320,000 1,050,000 990,000 60,000 35,809
Series 2012-Refunding
2003 Buildings, Facilties &
Radio System 2.86% 03/29/2012 12/01/2032 26,345,000 22,950,000 21,830,000 1,120,000 662,414
Series 2013-Jail Project
Funding 4.17% 08/08/2013 06/01/2038 8,405,000 7,740,000 7,505,000 235,000 311,181
Series 2015 Refunding-
2005 Land, Jail, ADA, Fair &
Expo Projects 2.09% 12/01/2015 12/01/2026 3,775,000 3,775,000 3,390,600 384,400 71,298
Series 2016 Refunding-
2007 Solid Waste, Fair &
Expo, RV Park 1.68 05/25/2016 06/01/2027 6,277,000 6,277,000 5,756,000 521,000 106,935
64,887,000 52,182,000 48,711,600 3,470,400 1,626,144
87,046,586 65,012,315 58,611,013 6,401,302 2,462,382 TOTAL COUNTY OBLIGATIONS
FY 2017 Scheduled Principal and Interest Payments Summary
TOTAL FULL FAITH AND CREDIT OBLIGATIONS
General Obligation Bonds
TOTAL GENERAL OBLIGATION BONDS
Limited Tax Pension Bonds
TOTAL LIMITED TAX PENSION BONDS
Full Faith and Credit Obligations
Deschutes County
Page 309
Deschutes County, OREGON
Debt Management
Deschutes County
FY Principal Interest Total Final Maturity of Debt
2017 6,401,302 2,462,382 8,863,684 Series 2012, General Obligation Refunding (Fairgrounds)
2018 3,945,160 2,333,210 6,278,369 Series 2005, Full Faith & Credit Refunding
2019 3,529,839 2,232,693 5,762,532
2020 3,698,215 2,121,844 5,820,059
2021 4,089,600 1,792,339 5,881,939
2022 4,291,600 1,657,392 5,948,992
2023 4,521,600 1,494,423 6,016,023
2024 4,630,200 1,319,203 5,949,403
2025 4,266,900 1,138,165 5,405,065
2026 4,722,700 987,195 5,709,895
2027 4,995,200 785,533 5,780,733
Series 2007, Full Faith & Credit
Series 2015, Full Faith & Credit Refunding
Series 2016, Full Faith & Credit Refunding
2028 3,660,000 568,866 4,228,866
Series 2002 & 2004, Ltd Tax Pension Obligation Bonds
Series 2008A, Full Faith & Credit
Series 2009A. Full Fatih & Credit
2029 1,895,000 409,401 2,304,401
2030 1,965,000 347,201 2,312,201 Series 2010, Full Faith & Credit
2031 1,935,000 283,929 2,218,929
2032 2,005,000 219,381 2,224,381
2033 2,070,000 151,275 2,221,275 Series 2012, Full Faith & Credit Refunding
2034 435,000 107,550 542,550
2035 455,000 87,975 542,975
2036 480,000 67,500 547,500
2037 500,000 45,900 545,900
2038 520,000 23,400 543,400 Series 2013, Full Faith & Credit
Total 65,012,315 $ 20,636,756 $ 85,649,071$
Scheduled Principal and Interest Payments Through Retirement
Page 310
Deschutes County, OREGON
Debt Management
Date:December 19, 2012
Interest:Semiannual each June and December, commencing June 1, 2013.
Interest accrues at rates ranging from 2.00% to 3.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to refund 1996 General Obligation/2002 Refunding
that financed the construction, equipping, furnishing and relocation of the fairgrounds.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2013 50,000.00$ 98,437.50$ 148,437.50$ 9,590,000.00$
2014 2,155,000.00 196,400.00 2,351,400.00 7,435,000.00
2015 2,305,000.00 151,600.00 2,456,600.00 5,130,000.00
2016 2,535,000.00 103,200.00 2,638,200.00 2,595,000.00
2017 2,595,000.00 38,925.00 2,633,925.00 -
9,640,000.00$ 588,562.50$ 10,228,562.50$
Source:
Deschutes County
$9,640,000
Series 2012, General Obligation Bond Refunding (1996/2002 Fairgrounds)
Property taxes fund the debt service in the Fairgrounds 2012 General Obligation Bond
Refunding Fund (590). Utilizing the estimated assessed value for 2017 and the FY 2017 total
debt service payment, the cost per $1,000 of assessed value is estimated at $0.1208.
Page 311
Deschutes County, OREGON
Debt Management
Date:March 28, 2002
Interest:Semiannual each December and June, commencing June 1, 2002.
Interest accrues at rates ranging from 2.00% to 7.36%.
Rating:Moody's:A3
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2002 19,930.20$ 62,002.94$ 81,933.14$ 5,409,656.05$
2003 - 293,367.50 293,367.50 5,409,656.05
2004 13,677.15 294,690.35 308,367.50 5,395,978.90
2005 25,582.80 297,784.70 323,367.50 5,370,396.10
2006 35,965.80 302,401.70 338,367.50 5,334,430.30
2007 44,520.00 308,847.50 353,367.50 5,289,910.30
2008 51,349.50 317,018.00 368,367.50 5,238,560.80
2009 57,311.10 326,056.40 383,367.50 5,181,249.70
2010 64,538.10 338,829.40 403,367.50 5,116,711.60
2011 680,574.40 332,663.10 1,013,237.50 4,436,137.20
2012 72,853.80 325,253.70 398,107.50 4,363,283.40
2013 76,896.60 361,340.70 438,237.30 4,286,386.80
2014 82,214.90 360,892.60 443,107.50 4,204,171.90
2015 83,223.00 379,884.50 463,107.50 4,120,948.90
2016 85,634.00 402,473.50 488,107.50 4,035,314.90
2017 85,901.85 422,205.65 508,107.50 3,949,413.05
2018 87,659.60 445,447.90 533,107.50 3,861,753.45
2019 88,138.90 469,968.60 558,107.50 3,773,614.55
2020 118,614.55 469,492.95 588,107.50 3,655,000.00
2021 365,000.00 250,367.50 615,367.50 3,290,000.00
2022 420,000.00 225,365.00 645,365.00 2,870,000.00
2023 480,000.00 196,595.00 676,595.00 2,390,000.00
2024 540,000.00 163,715.00 703,715.00 1,850,000.00
2025 - 126,725.00 126,725.00 1,850,000.00
2026 685,000.00 126,725.00 811,725.00 1,165,000.00
2027 770,000.00 79,802.50 849,802.50 395,000.00
2028 395,000.00 27,057.50 422,057.50 -
5,429,586.25$ 7,706,974.19$ 13,136,560.44$
Source:
Deschutes County
$5,429,586.25
Series 2002, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 312
Deschutes County, OREGON
Debt Management
Date:May 27, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at rates ranging from 4.596% to 6.095%.
Rating:Moody's:A1
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 -$ 428,652.67$ 428,652.67$ 7,090,000.00$
2006 - 423,942.20 423,942.20 7,090,000.00
2007 - 423,942.20 423,942.20 7,090,000.00
2008 - 423,942.20 423,942.20 7,090,000.00
2009 25,000.00 423,942.20 448,942.20 7,065,000.00
2010 45,000.00 422,793.20 467,793.20 7,020,000.00
2011 70,000.00 420,583.70 490,583.70 6,950,000.00
2012 90,000.00 416,945.80 506,945.80 6,860,000.00
2013 120,000.00 412,220.80 532,220.80 6,740,000.00
2014 145,000.00 405,800.80 550,800.80 6,595,000.00
2015 180,000.00 397,722.86 577,722.86 6,415,000.00
2016 215,000.00 387,515.06 602,515.06 6,200,000.00
2017 250,000.00 375,107.40 625,107.40 5,950,000.00
2018 290,000.00 360,429.90 650,429.90 5,660,000.00
2019 335,000.00 343,201.00 678,201.00 5,325,000.00
2020 385,000.00 323,050.76 708,050.76 4,940,000.00
2021 440,000.00 299,893.00 739,893.00 4,500,000.00
2022 500,000.00 273,427.00 773,427.00 4,000,000.00
2023 560,000.00 243,352.00 803,352.00 3,440,000.00
2024 630,000.00 209,668.00 839,668.00 2,810,000.00
2025 700,000.00 171,269.50 871,269.50 2,110,000.00
2026 780,000.00 128,604.50 908,604.50 1,330,000.00
2027 870,000.00 81,063.50 951,063.50 460,000.00
2028 460,000.00 28,037.00 488,037.00 -
7,090,000.00$ 7,825,107.25$ 14,915,107.25$
Source:
Deschutes County
$7,090,000.00
Series 2004, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 313
Deschutes County, OREGON
Debt Management
Date:August 11, 2005
Interest:Semiannual each December and June, commencing December 1, 2005.
Interest accrues at rates ranging from 3.00% to 4.00%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to refund 1998 Certificates of Participation that
financed the purchase of the Becky Johnson Community Campus Facility, the
Health & Human Services Facility, and an Adult Care Activity Center Facility.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2006 410,000.00$ 159,866.53$ 569,866.53$ 5,505,000.00$
2007 385,000.00 186,155.00 571,155.00 5,120,000.00
2008 395,000.00 174,605.00 569,605.00 4,725,000.00
2009 410,000.00 162,755.00 572,755.00 4,315,000.00
2010 420,000.00 150,455.00 570,455.00 3,895,000.00
2011 430,000.00 137,855.00 567,855.00 3,465,000.00
2012 445,000.00 124,417.50 569,417.50 3,020,000.00
2013 460,000.00 109,955.00 569,955.00 2,560,000.00
2014 480,000.00 94,430.00 574,430.00 2,080,000.00
2015 495,000.00 77,870.00 572,870.00 1,585,000.00
2016 510,000.00 60,545.00 570,545.00 1,075,000.00
2017 530,000.00 41,675.00 571,675.00 545,000.00
2018 545,000.00 21,800.00 566,800.00 -
5,915,000.00$ 1,502,384.03$ 7,417,384.03$
Source:
Deschutes County
$5,915,000
Series 2005, Full Faith and Credit Refunding
Transfers from the Project Development & Debt Reserve Fund (140) service the debt
payments out of the Full Faith & Credit Refunding Series 2005 Fund (540).
Page 314
Deschutes County, OREGON
Debt Management
Date:December 30, 2008
Interest:Semiannual each December and June, commencing June 1, 2009.
Interest accrues at rates ranging from 3.500% to 4.625%.
Rating:Moody's: Aa2
Purpose:The proceeds of the bonds were used to finance the construction of a building to house the
regional office of the Oregon State Police and provide a new office/dispatch space for the
Deschutes County 9-1-1 Emergency Dispatch Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2009 50,000.00$ 167,672.39$ 217,672.39$ 9,585,000.00$
2010 120,000.00 397,998.76 517,998.76 9,465,000.00
2011 375,000.00 393,798.76 768,798.76 9,090,000.00
2012 380,000.00 380,673.76 760,673.76 8,710,000.00
2013 395,000.00 367,373.76 762,373.76 8,315,000.00
2014 410,000.00 353,548.76 763,548.76 7,905,000.00
2015 425,000.00 337,148.76 762,148.76 7,480,000.00
2016 450,000.00 320,148.76 770,148.76 7,030,000.00
2017 465,000.00 302,148.76 767,148.76 6,565,000.00
2018 485,000.00 283,548.76 768,548.76 6,080,000.00
2019 500,000.00 264,148.76 764,148.76 5,580,000.00
2020 525,000.00 244,148.76 769,148.76 5,055,000.00
2021 545,000.00 223,148.76 768,148.76 4,510,000.00
2022 565,000.00 200,531.26 765,531.26 3,945,000.00
2023 590,000.00 176,518.76 766,518.76 3,355,000.00
2024 615,000.00 151,148.76 766,148.76 2,740,000.00
2025 640,000.00 124,242.50 764,242.50 2,100,000.00
2026 670,000.00 95,762.50 765,762.50 1,430,000.00
2027 700,000.00 65,612.50 765,612.50 730,000.00
2028 730,000.00 33,762.50 763,762.50 -
9,635,000.00$ 4,883,086.29$ 14,518,086.29$
Source:
Deschutes County
$9,635,000
Series 2008A, Full Faith and Credit
The majority of FY 2017 resources for the debt service payment in the Full Faith & Credit,
Series 2008 A Fund (538) are from a long term lease with the State of Oregon in the amount
of $492,776 and an intergovernmental payment from the Deschutes County 9-1-1 County
Service District fund in the amount of $254,866. Net resources (Beginning Net Working
Capital) from the previous years will cover the remaining portion of the payment.
Page 315
Deschutes County, OREGON
Debt Management
Date:April 9, 2009
Interest:Semiannual each December and June, commencing December 1, 2009.
Interest accrues at rates ranging from 3.00% to 4.45%.
Rating:Moody's: Aa2
Purpose:The proceeds of the bonds were used to finance the purchase and remodel of an office
building to house the Adult Parole and Probation Department.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2010 105,000.00$ 142,171.47$ 247,171.47$ 3,110,000.00$
2011 125,000.00 121,077.50 246,077.50 2,985,000.00
2012 130,000.00 117,327.51 247,327.51 2,855,000.00
2013 135,000.00 113,427.50 248,427.50 2,720,000.00
2014 140,000.00 109,377.50 249,377.50 2,580,000.00
2015 145,000.00 104,827.50 249,827.50 2,435,000.00
2016 150,000.00 99,933.76 249,933.76 2,285,000.00
2017 155,000.00 94,683.76 249,683.76 2,130,000.00
2018 160,000.00 89,181.26 249,181.26 1,970,000.00
2019 165,000.00 83,501.26 248,501.26 1,805,000.00
2020 170,000.00 76,901.26 246,901.26 1,635,000.00
2021 175,000.00 70,101.26 245,101.26 1,460,000.00
2022 185,000.00 63,101.26 248,101.26 1,275,000.00
2023 190,000.00 55,470.00 245,470.00 1,085,000.00
2024 200,000.00 47,632.50 247,632.50 885,000.00
2025 210,000.00 39,382.50 249,382.50 675,000.00
2026 215,000.00 30,037.50 245,037.50 460,000.00
2027 225,000.00 20,470.00 245,470.00 235,000.00
2028 235,000.00 10,457.50 245,457.50 -
3,215,000.00$ 1,489,062.80$ 4,704,062.80$
Source:
Deschutes County
$3,215,000
Series 2009A, Full Faith and Credit
A transfer from the General Fund (001 to the Full Faith & Credit, Series 2009 A Fund (539)
will provide the resources for the debt service payments.
Page 316
Deschutes County, OREGON
Debt Management
Date:May 27, 2010
Interest:Semiannual each December and June, commencing December 1, 2010.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to finance the construction of a secure residential
treatment facility.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2011 -$ 42,387.05$ 42,387.05$ 1,320,000.00$
2012 50,000.00 41,421.26 91,421.26 1,270,000.00
2013 55,000.00 40,371.26 95,371.26 1,215,000.00
2014 55,000.00 39,271.26 94,271.26 1,160,000.00
2015 55,000.00 38,171.26 93,171.26 1,105,000.00
2016 55,000.00 37,071.26 92,071.26 1,050,000.00
2017 60,000.00 35,808.76 95,808.76 990,000.00
2018 60,000.00 34,308.76 94,308.76 930,000.00
2019 65,000.00 32,627.51 97,627.51 865,000.00
2020 65,000.00 30,799.38 95,799.38 800,000.00
2021 65,000.00 28,857.50 93,857.50 735,000.00
2022 70,000.00 26,712.50 96,712.50 665,000.00
2023 70,000.00 24,393.75 94,393.75 595,000.00
2024 75,000.00 21,806.25 96,806.25 520,000.00
2025 80,000.00 18,900.00 98,900.00 440,000.00
2026 80,000.00 15,900.00 95,900.00 360,000.00
2027 85,000.00 12,700.00 97,700.00 275,000.00
2028 90,000.00 9,200.00 99,200.00 185,000.00
2029 90,000.00 5,600.00 95,600.00 95,000.00
2030 95,000.00 1,900.00 96,900.00 -
1,320,000.00$ 538,207.76$ 1,858,207.76$
Source:
Deschutes County
$1,320,000
Series 2010, Full Faith and Credit
The FY 2017 resources for the debt service payment in the Full Faith & Credit, Series 2010
Fund (541) are from a lease with a mental health service provider in the amount of
$123,951.
Page 317
Deschutes County, OREGON
Debt Management
Date:March 29, 2012
Interest:Semiannual each December and June, commencing June 1, 2012.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to refund the 2003 Full Faith & Credit Bonds that
financed a Courthouse remodel project, purchase of property, preliminary costs for a jail
remodel, and American Disabilities Act compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2012 -$ 132,346.53$ 132,346.53$ 26,345,000.00$
2013 240,000.00 766,063.76 1,006,063.76 26,105,000.00
2014 1,020,000.00 753,463.76 1,773,463.76 25,085,000.00
2015 1,050,000.00 727,513.76 1,777,513.76 24,035,000.00
2016 1,085,000.00 695,488.76 1,780,488.76 22,950,000.00
2017 1,120,000.00 662,413.76 1,782,413.76 21,830,000.00
2018 1,155,000.00 634,063.76 1,789,063.76 20,675,000.00
2019 1,185,000.00 598,813.76 1,783,813.76 19,490,000.00
2020 1,225,000.00 562,863.76 1,787,863.76 18,265,000.00
2021 1,260,000.00 531,713.76 1,791,713.76 17,005,000.00
2022 1,295,000.00 499,054.38 1,794,054.38 15,710,000.00
2023 1,340,000.00 458,495.00 1,798,495.00 14,370,000.00
2024 1,250,000.00 416,070.00 1,666,070.00 13,120,000.00
2025 1,285,000.00 381,170.00 1,666,170.00 11,835,000.00
2026 1,330,000.00 341,945.00 1,671,945.00 10,505,000.00
2027 1,365,000.00 301,520.00 1,666,520.00 9,140,000.00
2028 1,405,000.00 259,970.00 1,664,970.00 7,735,000.00
2029 1,445,000.00 217,220.00 1,662,220.00 6,290,000.00
2030 1,495,000.00 173,120.00 1,668,120.00 4,795,000.00
2031 1,545,000.00 126,747.50 1,671,747.50 3,250,000.00
2032 1,600,000.00 77,800.00 1,677,800.00 1,650,000.00
2033 1,650,000.00 26,400.00 1,676,400.00 -
26,345,000.00$ 9,344,257.25$ 35,689,257.25$
Source:
Deschutes County
$26,345,000
Series 2012, Full Faith and Credit Refunding
Lease payments of $610,803 from state agencies, and transfers from the Project Development
& Debt Reserve Fund (140) of $674,594 and the Newberry Neighborhood Fund (297) of
$54,888, and payments from the Deschutes County 9-1-1 County Service District for the
communication system of $143,967 provide a portion of the resources for debt service on this
borrowing. The balance of the payments are made directly from the Solid Waste Fund (610)
in the amount of $329,492 and the Fair & Expo Center Fund (618) in the amount of $5,571.
Page 318
Deschutes County, OREGON
Debt Management
Date:August 8, 2013
Interest:Semiannual each December and June, commencing December 1, 2013.
Interest accrues at rates ranging from 3.00% to 4.50%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to finance an expansion of the County Jail Facility
and remodel the Medical Facility within the Jail.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2014 220,000.00$ 269,504.05$ 489,504.05$ 8,185,000.00$
2015 220,000.00 324,531.26 544,531.26 7,965,000.00
2016 225,000.00 317,931.26 542,931.26 7,740,000.00
2017 235,000.00 311,181.26 546,181.26 7,505,000.00
2018 240,000.00 304,131.26 544,131.26 7,265,000.00
2019 250,000.00 296,931.26 546,931.26 7,015,000.00
2020 255,000.00 288,181.26 543,181.26 6,760,000.00
2021 265,000.00 279,256.26 544,256.26 6,495,000.00
2022 275,000.00 269,981.26 544,981.26 6,220,000.00
2023 285,000.00 260,356.26 545,356.26 5,935,000.00
2024 295,000.00 250,381.26 545,381.26 5,640,000.00
2025 305,000.00 238,581.26 543,581.26 5,335,000.00
2026 320,000.00 226,381.26 546,381.26 5,015,000.00
2027 330,000.00 213,581.26 543,581.26 4,685,000.00
2028 345,000.00 200,381.26 545,381.26 4,340,000.00
2029 360,000.00 186,581.26 546,581.26 3,980,000.00
2030 375,000.00 172,181.26 547,181.26 3,605,000.00
2031 390,000.00 157,181.26 547,181.26 3,215,000.00
2032 405,000.00 141,581.26 546,581.26 2,810,000.00
2033 420,000.00 124,875.00 544,875.00 2,390,000.00
2034 435,000.00 107,550.00 542,550.00 1,955,000.00
2035 455,000.00 87,975.00 542,975.00 1,500,000.00
2036 480,000.00 67,500.00 547,500.00 1,020,000.00
2037 500,000.00 45,900.00 545,900.00 520,000.00
2038 520,000.00 23,400.00 543,400.00 -
8,405,000.00$ 5,166,016.73$ 13,571,016.73$
Source:
Deschutes County
$8,405,000
Series 2013, Full Faith and Credit
Transfers from the General Fund (001) in the amount of $273,291 and the Sheriff's Office
Fund (255) in the amount of $273,291 provide the resources for the debt service in the Full
Faith & Credit Series 2013 Fund (556).
Page 319
Deschutes County, OREGON
Debt Management
Date:December 1, 2015
Interest:Semiannual each December and June, commencing June 1, 2016.
Interest accrues at rates ranging from 1.99% to 2.49%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to refund the debt issued to remodel the Courthouse,
purchase property, preliminary costs for jail remodel, and American Disabilities Act
compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 -$ 36,100.54$ 36,100.54$ 3,775,000.00$
2017 384,400.00 71,297.72 455,697.72$ 3,390,600.00
2018 389,500.00 63,597.42 453,097.42$ 3,001,100.00
2019 398,700.00 55,754.84 454,454.84$ 2,602,400.00
2020 402,600.00 47,781.91 450,381.91$ 2,199,800.00
2021 414,600.00 39,650.77 454,250.77$ 1,785,200.00
2022 413,600.00 39,277.36 452,877.36$ 1,371,600.00
2023 426,600.00 28,841.67 455,441.67$ 945,000.00
2024 434,200.00 18,124.71 452,324.71$ 510,800.00
2025 445,900.00 7,167.47 453,067.47$ 64,900.00
2026 32,700.00 1,208.90 33,908.90$ 32,200.00
2027 32,200.00 400.89 32,600.89$
3,775,000.00$ 409,204.20$ 4,184,204.20$
Source:
Deschutes County
$3,775,000
Series 2015, Full Faith and Credit Refunding
A portion of the required funding is transferred from two funds to the Full Faith & Credit,
Series 2015 Fund (536). For FY 2017, the Project Development & Debt Reserve Fund (140) is
contributing $235,188. The remaining funding will be paid directly from the RV Park Fund
(601) in the amount of $167,010, and from the Fair & Expo Center Fund (618) in the amount
of $53,500.
Page 320
Deschutes County, OREGON
Debt Management
Date:May 25, 2016
Interest:Semiannual each December and June, commencing December 1, 2016.
Interest accrues at 1.68%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to refund the debt issued to finance the construction of
new wast and recyclables receiving facilities (Knott Landfill North Area Development) and
the construction of a recreational vehicle (RV) park at the Fair & Expo Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 -$ -$ -$ 6,277,000.00$
2017 521,000.00 106,935.27 627,935.27 5,756,000.00
2018 533,000.00 96,700.80 629,700.80 5,223,000.00
2019 543,000.00 87,746.40 630,746.40 4,680,000.00
2020 552,000.00 78,624.00 630,624.00 4,128,000.00
2021 560,000.00 69,350.40 629,350.40 3,568,000.00
2022 568,000.00 59,942.40 627,942.40 3,000,000.00
2023 580,000.00 50,400.00 630,400.00 2,420,000.00
2024 591,000.00 40,656.00 631,656.00 1,829,000.00
2025 601,000.00 30,727.20 631,727.20 1,228,000.00
2026 610,000.00 20,630.40 630,630.40 618,000.00
2027 618,000.00 10,382.40 628,382.40 -
6,277,000.00$ 652,095.27$ 6,929,095.27$
Source:
Deschutes County
$6,277,000
Series 2016, Full Faith and Credit Refunding
The FY 2017 debt service payments will be made directly from the RV Park Fund (601) in
the amount of $50,893, the Solid Waste Fund (610) in the amount of $483,138, and the Fair
& Expo Center Fund (618) in the amount of $39,696.
Page 321
Deschutes County, OREGON
Debt Management
This page intentionally left blank.
Page 322
Deschutes County, OREGON
Goals and Objectives
FTE and Salary Summaries
FY 2017 FTE by Function
₁Total FTE includes County funds and County Service Districts.
₁Total FTE includes County funds and County Service Districts.
894.00
921.98
904.86 893.41 891.43
903.83
919.03 920.48
934.38
974.53 981.80
840
860
880
900
920
940
960
980
1,000
FTE
Count
Fiscal Year
Full Time Equivalent (FTE) Budgeted 1
General Government
203.05
20.68%
Public Safety
424.50
43.24%
Public Works
77.50
7.89%
Health & Welfare
264.75
26.97%
Recreation & Culture
12.00
1.22%
Page 323
Deschutes County, OREGON
FTE and Salary Summaries
FTE Changes by Fund and Position
Adopted Adjs Revised Removed New Reclass/
Reallocated
To/From
Fund
FTE
Change Total
County Funds
General Fund
Assessor (001-02)
1701 Chief Property Appraiser 1.00 (1.00)-
1703 Property Appraiser III 2.00 (1.00)1.00
1705 Property Appraiser II 8.00 (1.00) 7.00 -
1706 Property Appraiser I 1.00 2.00 3.00
1707 Senior Property Appraiser - 1.00 1.00 -
1721 Assessment Technician III 2.00 1.00 3.00
1722 Assessment Technician II 7.00 1.00 8.00 -
1723 Assessment Technician I 2.00 (2.00) - -
District Attorney (001-11)
1257 Deputy District Attorney
1807 Management Analyst
1836 Trial Assistant II 15.50 (0.50) 15.00 -
1882 Customer Service Clerk I - 0.50 0.50
Veterans' Services (001-23)
1849 Asst Veterans' Svcs Officer 1.00 1.00 2.00
Property Management Admin (001-25)
1888 Admin Assistant 0.10 0.10 0.10
Victims' Assistance Program (212)
1838 Victims' Advocate 4.00 1.00 5.00 - -
Law Library
1857 Law Librarian - (0.50) (0.50) (0.50)
Juvenile (230)
1024 Comm Justice Deputy Director - 1.00 1.00
1242 Comm Justice Program Mgr 2.00 (2.00) -
1245 Community Justice Specialist III 3.00 (1.00) 2.00
1246 Community Justice Specialist II 4.00 (2.00) 2.00
1247 Community Justice Specialist I 13.60 (1.00) 12.60 (0.60) 355 (0.60)
1249 Community Service Specialist - 2.00 2.00
1271 Community Justice Officer 12.00 2.00 14.00
1275 Juventile Detention Manager - 1.00 1.00
1807 Management Analyst 1.00 (1.00) -
1845 Senior Administrative Manager - 1.00 1.00 (0.30) 355 (0.30) (0.90)
Sheriff's Office (255)
1205 Deputy Sheriff 3.00 (0.50) 2.50 (0.50) 255/21 (0.50)
1207 Corrections Deputy 2.00 1.00 3.00
1208 Corrections Technicial 7.00 1.00 8.00
1209 Office Assistant 1.00 (1.00) - -
1217 Civil Technician 5.00 1.00 6.00
1234 Special Command Officer 0.50 0.50
1296 Corrections Programs Specialist 1.00 (1.00) -
1318 PC/Network Specialist II 0.50 707 0.50
1606 Psychiatric Nurse Practitioner 0.50 255/37 0.50
1660 Behavioral Health Spec III 1.00 (0.50) 0.50
1665 Behavioral Health Spec II 1.00 1.00 2.00 -
1809 Personnel Specialist - 1.00 1.00
1818 Personnel Assistant 1.00 (1.00) - 1.00
Health Services (274)
1120 Environmental Health Spec II 0.50 0.50
1265 Program Development Assistant - 1.00 1.00
1605 Health Svcs Program Supervisor 4.00 (1.00) 3.00 -
1606 Psychiatric Nurse Practitioner 2.50 0.30 2.80 (0.80) (0.80)
1607 Public Health Nurse III 0.50 0.50
Position
Number Position Description
FY 2016 Position Changes FY 2017 Position Changes
Page 324
Deschutes County, OREGON
FTE and Salary Summaries
FTE Changes by Fund and Position
Adopted Adjs Revised Removed New Reclass/
Reallocated
To/From
Fund
FTE
Change Total
1610 Public Health Nurse II 10.80 (0.90) 9.90 (1.10) (1.10)
1614 Medical Assistant 1.50 (0.50) 1.00 -
1619 Nutritionist 1.70 (0.20) 1.50
1621 Health Educator II 9.05 1.20 10.25 (0.70) 1.00 0.30
1622 Health Educator I 1.35 2.00 3.35 (1.00) (1.00)
1628 Community Health Supervisor - 1.00 1.00
1657 Psychiatrist 1.50 1.50
1660 Behavioral Health Spec III 10.00 2.00 12.00
1665 Behavioral Health Spec II 74.30 (2.00) 72.30 (1.10) (1.10)
1666 Quality Improvement Specialist 2.00 (1.00) 1.00
1668 Epidemiologist - 1.00 1.00
1670 Behavioral Health Spec I 20.50 (0.50) 20.00
1675 Behavioral Health Technician 1.00 1.00 2.00
1680 Dev Disabilities Spec III 1.00 1.00 2.00
1681 Dev Disabilities Spec II 1.00 1.00 2.00
1682 Dev Disabilities Spec I 10.00 5.00 15.00
1817 Administrative Analyst 1.00 1.00
1821 Contract/Grant Specialist - 1.00 1.00
1822 Administrative Supervisor I 5.00 1.00 6.00 (1.00) (1.00)
1867 Administrative Supervisor II 1.00 1.00
1885 Administrative Secretary - (1.00) (1.00)
1886 Senior Secretary 11.00 (9.00) 2.00
1887 Secretary 0.60 2.75 3.35 -
1896 Medical Records Technician 3.00 (1.00) 2.00
1897 Health Svcs Admin Spec II 4.00 3.00 7.00
1898 Health Svcs Admin Spec I 7.60 5.70 13.30 - (0.20)
Community Development (295)
1103 Building Safety Inspector I - 1.00 1.00 -
1106 Associate Planner - - 1.00 1.00
1110 Assistant Planner - 2.00 2.00
1112 Environmental Hlth Spec III 1.00 (1.00) - -
1114 Code Enforcement Tech 1.00 1.00
1115 Senior Planner 4.00 (1.00) 3.00 -
1122 Environmental Hlth Supervisor - 1.00 1.00 -
1124 Building Safety Inspector III 2.00 2.00
1125 Building Safety Inspector II 1.00 (1.00) -
1807 Management Analyst 1.00 1.00
1885 Administrative Secretary 1.00 1.00
1888 Administrative Assistant - (1.00) (1.00) 5.00
GIS Dedicated (305)
1422 Applications Division Mgr 0.30 660 0.30 0.30
Road (325)
1501 Lead Equipment Operator 2.00 (1.00) 1.00 -
1506 PW Equipment Operator 21.00 2.00 23.00 (1.00) 2.00 1.00
1879 PW Customer Service Clerk - (0.50) (0.50)
1893 Accounting Clerk II - - 0.50
Adult Parole & Probation (355)
1227 Parole & Probation Specialist 2.75 1.00 3.75 -
1228 Parole & Probation Officer 22.00 1.00 23.00 -
1249 Community Service Specialist - 0.60 230 0.60
1817 Administrative Analyst 1.00 1.00 0.30 230 0.30 0.90
Position
Number Position Description
FY 2016 Position Changes FY 2017 Position Changes
Page 325
Deschutes County, OREGON
FTE and Salary Summaries
FTE Changes by Fund and Position
Adopted Adjs Revised Removed New Reclass/
Reallocated
To/From
Fund
FTE
Change Total
Solid Waste (610)
1506 PW Equipment Operator 7.00 2.00 9.00
1509 SW Operations Assistant 2.00 (2.00) -
1513 Operations Supervisor 1.00 1.00 2.00
1822 Admin Supervisor I 1.00 (1.00) -
Fair & Expo (618)
1886 Sales/Marketing Assistant - 1.00 1.00 1.00
Property & Facilities (620)
1521 Building Maintenance Worker 11.50 (1.00) 10.50 (0.50) (0.50)
1523 Electrician - 1.00 1.00
1526 Building Maintenance Spec II 4.00 1.00 5.00 -
1530 Building Maint Spec III 3.00 (1.00) 2.00 - (0.50)
Information Technology (660)
1422 Applications Division Mgr - (0.30) 305 (0.30) (0.30)
Totals - County Funds 20.85 (3.20) 9.60 - 6.40 6.40
County Service Districts
Deschutes County 9-1-1 (705)
1212 Telecommunicator III 18.00 (2.00) 16.00 -
1216 Telecommunicator II 10.00 (1.00) 9.00 -
1220 Public Safety System Specialist 4.00 (1.00) 3.00 -
1221 Telecommunicator I 9.00 3.00 12.00 -
1230 Public Safety System Manager 1.00 1.00 1.00
DC 9-1-1 Communications (707)
1220 Public Safety System Specialist 2.00 1.00 3.00 (1.00) (1.00)
1318 P/C Network Specialist II 1.00 (0.50) 0.50 (0.50)
Extension/4-H Service District (720)
1819 Volunteer Program Coordinator 1.00 (1.00) -
1886 Senior Secretary 1.00 (1.00) - -
Black Butte Ranch (761)
1283 Police Sergeant 0.25 0.25
1885 Administrative Assistant 0.12 0.12 0.37
Totals - County Service Districts (2.00)(1.00) 2.37 (0.50) 0.87 0.87
Grand Totals 18.85 (4.20) 11.97 (0.50)7.27 7.27
Position
Number Position Description
FY 2016 Position Changes FY 2017 Position Changes
Page 326
Deschutes County, OREGON
FTE and Salary Summaries
New FTE Requested for FY 2017
Department Project or Position Title
Requested
FTE Cost
Department
Total Source
County Funds
Sheriff's Office (255-29)PC/Network Specialist II (from Fund 707) 0.50 60,080 Property taxes
Sheriff's Office (255-17)Special Command Officer -ltd dur 6 mos 0.50 104,552 Property taxes
Sheriff's Office Total 1.00 164,632
Health Services (274)Environmental Health Spec II 0.50 45,045 License Facility Fees
Health Services Total 0.50 45,045
Community Development (295-3621, 3622) Building Safety Inspector III 2.00 203,568 Permits and Fees Revenue
Community Development (295-3603)Code Enforcement Tech 1.00 76,851 Permits and Fees Revenue
Community Development (295-3661)Associate Planner 1.00 93,397 Permits and Fees Revenue
Community Development (295-3601)Administrative Secretary 1.00 66,031 Permits and Fees Revenue
Community Development Total 5.00 439,847
Road (325)PW Equipment Operators 2.00 121,500 State Highway Fund
Road Total 2.00 121,500
Fair and Expo (618)Sales/Marketing Assistant 1.00 60,679 TRT Funds
Fair and Expo Total 1.00 60,679
Total County New FTE 9.50 831,703
County Service District Funds
Deschutes County 9-1-1 (705)Public Safety Systems Specialist 1.00 132,000 Property Taxes
Deschutes County 9-1-1 (707)Radio Maintenance Technician 1.00 97,500 User Charges (50%)
Deschutes County 9-1-1 Total 1.00 229,500
Total CSD Special Requests 2.00 229,500
Total County and CSD Special Requests 11.50 1,061,203
Page 327
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Fund
FY 2014 FY 2015 FY 2016 FY 2017
Assessor 31.00 31.00 33.00 33.00 -
Clerk/Elections 7.98 7.98 7.98 7.98 -
Board of Property Tax Appeals 0.52 0.52 0.52 0.52 -
District Attorney 41.95 42.95 42.95 42.95 -
Finance/Tax 4.80 4.80 4.50 4.50 -
Veterans' Services 3.00 3.00 4.00 4.00 -
Property Management Admin 1.70 1.70 1.80 1.90 0.10
Grant Projects 1.00 - - - -
General Fund Total 91.95 91.95 94.75 94.85 0.10
Justice Court 5.00 4.60 4.60 4.60 -
Video Lottery 0.10 0.10 - - -
Victims' Assistance 4.00 4.00 6.00 6.00 -
Law Library 0.50 0.50 0.50 - (0.50)
Community Justice-Juvenile 48.20 47.80 47.80 46.90 (0.90)
Deschutes County Comm. System 0.50 0.50 - - -
Sheriff's Office 216.50 220.50 226.50 227.50 1.00
Health Services 242.90 245.00 260.95 260.75 (0.20)
Community Development 30.00 34.00 36.00 41.00 5.00
GIS Dedicated 3.05 2.25 2.00 2.30 0.30
Road 52.75 52.75 53.50 54.00 0.50
Natural Resource Protection 1.00 1.00 1.00 1.00 -
Adult Parole & Probation 33.55 33.55 38.55 39.45 0.90
Solid Waste 21.50 21.50 22.50 22.50 -
Fair & Expo Center 9.00 10.00 10.00 11.00 1.00
Deschutes County Fair 1.00 1.00 1.00 1.00 -
Property and Facilities 23.80 23.80 25.20 24.70 (0.50)
Administrative Services 6.40 6.75 6.75 6.75 -
Board of County Commissioners 3.00 3.00 3.00 3.00 -
Finance 8.70 9.50 9.80 9.80 -
Legal Counsel 6.00 6.00 6.00 6.00 -
Personnel 5.85 5.80 6.90 6.90 -
Information Technology 16.70 16.30 16.00 15.70 (0.30)
Insurance-Risk Management 3.25 3.25 3.25 3.25 -
Health Benefits Fund 1.90 1.20 1.10 1.10 -
Total County Funds 837.10 846.60 883.65 890.05 6.40
County Service Districts
Deschutes County 9-1-1 CSD 46.50 52.50 57.50 58.00 0.50
Sunriver Service District 26.50 26.00 26.00 26.00 -
Extension/4-H County Svc District 3.00 2.00 - - -
Black Butte Ranch Service District 7.38 7.38 7.38 7.75 0.37
Total County Service Districts 83.38 87.88 90.88 91.75 0.87
Total 920.48 934.48 974.53 981.80 7.27
Fund/Department
General Fund
County Funds
Authorized Positions FY 2017
Changes
Page 328
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
General County Administrator 99 80.4902 80.4902 1.00 1.00 1.00 1.00 -
Government Deputy County Administrator S 52.4945 70.5166 0.75 0.75 0.75 0.75 -
-Executive Internal Auditor N 37.6044 50.5147 1.00 1.00 1.00 1.00 -
Management Analyst K 29.8815 40.1398 1.65 2.00 2.00 2.00 -
Executive Secretary J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
Administrative Assistant F 19.9612 26.8144 1.00 1.00 1.00 1.00 -
6.40 6.75 6.75 6.75 -
Public Safety Community Justice Director Q-R 49.6167 66.6509 0.50 0.50 0.50 0.50 -
-Corrections Community Justice Deputy Director P 44.5918 59.9011 1.00 1.00 1.00 1.00 -
Parole & Probation Supervisor L 31.2602 41.9926 3.00 3.00 3.00 3.00 -
Senior Administrative Manager L 31.2602 41.9926 - - - 0.30 0.30
Administrative Manager K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Administrative Analyst J 28.5018 38.2874 - - 1.00 1.00 -
Parole & Probation Officer 22F 24.8896 34.0710 21.00 21.00 23.00 23.00 -
Community Service Specialist 18A 21.2483 29.0830 - - - 0.60 0.60
Parole & Probation Specialist 18A 21.2483 29.0830 2.75 2.75 3.75 3.75 -
Accounting Technician 17A 20.3609 27.8650 0.30 0.30 0.30 0.30 -
Parole & Probation Records Technician 13A 17.2030 23.5789 4.00 4.00 5.00 5.00 -
33.55 33.55 38.55 39.45 0.90
General County Assessor 99 49.2436 49.2436 1.00 1.00 1.00 1.00 -
Government Assessment Manager M 33.5039 45.0061 1.00 1.00 1.00 1.00 -
-Other Chief Property Appraiser M 33.5039 45.0061 1.00 1.00 - - -
Chief Cartographer L 31.2602 41.9926 1.00 1.00 1.00 1.00 -
Senior Property Appraiser J 28.5018 38.2874 - - 1.00 1.00 -
Property Appraiser III 21A 24.1656 33.0680 2.00 2.00 1.00 1.00 -
Sales Analyst 21A 24.1656 33.0680 1.00 1.00 1.00 1.00 -
Personal Property Analyst 19A 22.1656 30.3461 2.00 2.00 2.00 2.00 -
Property Appraiser II 19A 22.1656 30.3461 7.00 7.00 7.00 7.00 -
GIS Analyst 18A 21.2483 29.0830 4.00 3.00 3.00 3.00 -
Property Appraiser I 16A 19.5189 26.7067 - 1.00 3.00 3.00 -
Assessment Technician III 14A 17.9099 24.5416 1.00 2.00 3.00 3.00 -
Assessment Technician II 12A 16.5266 22.6166 8.00 7.00 8.00 8.00 -
Customer Service Clerk II 10A 15.2331 20.8422 1.00 1.00 1.00 1.00 -
Assessment Technician I 09A 14.6317 20.0153 1.00 1.00 - - -
31.00 31.00 33.00 33.00 -
General County Commissioner 99 40.6608 40.6608 3.00 3.00 3.00 3.00 -
Government
-Executive
3.00 3.00 3.00 3.00 -
General Community Development Director Q 47.8098 64.2240 1.00 1.00 1.00 1.00 -
Government Building Safety Director O 40.4551 54.3434 1.00 1.00 1.00 1.00 -
-Other Planning Manager N 37.6044 50.5147 - 1.00 1.00 1.00 -
and Principal Planner M 33.5309 45.0061 2.00 - - - -
Public Safety Management Analyst K 29.8815 40.1398 - - - 1.00 1.00
-Protective Environmental Health Supervisor K 29.8815 40.1398 - 1.00 1.00 1.00 -
Inspection Administrative Manager K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Assistant Building Official K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Authorized Positions FY 2017
Changes
ADMINISTRATIVE SERVICES
ADULT PAROLE AND PROBATION
ASSESSOR
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Salary
GradePosition TitleMajor
Function
BOARD OF COUNTY COMMISSIONERS
TOTAL DEPARTMENT
COMMUNITY DEVELOPMENT
Page 329
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
Senior Planner 26A 30.1053 41.1884 3.00 4.00 3.00 3.00 -
Associate Planner 24A 27.5641 37.6996 2.00 3.00 3.00 4.00 1.00
Environmental Health Specialist III 24A 27.5641 37.6996 1.00 - - - -
GIS Analyst/Programmer 23A 26.3760 36.0905 1.00 1.00 1.00 1.00 -
Building Safety Inspector III 23A 26.3760 36.0905 6.00 7.00 8.00 10.00 2.00
Environmental Health Specialist II 22A 25.2334 34.5416 - 1.00 1.00 1.00 -
Assistant Planner 21A 24.1656 33.0680 - - 2.00 2.00 -
Building Safety Inspector II 21A 24.1656 33.0680 1.00 - - - -
Building Safety Inspector I 19A 22.1656 30.3461 - 1.00 1.00 1.00 -
Code Enforcement Technician 18A 21.2483 29.0830 2.00 2.00 2.00 3.00 1.00
Adminstrative Assistant F 19.9612 26.8144 1.00 1.00 1.00 - (1.00)
Permit Technician 14A 17.9099 24.5416 6.00 7.00 7.00 7.00 -
Administrative Secretary 13A/13N 17.2030 23.5789 1.00 1.00 1.00 2.00 1.00
30.00 34.00 36.00 41.00 5.00
Public Safety Community Justice Director Q-R 49.6167 66.6509 0.50 0.50 0.50 0.50 -
-Corrections Community Justice Deputy Director P 44.5918 59.9011 - - 1.00 1.00 -
Community Justice Program Manager N 37.6044 50.5147 2.00 2.00 - - -
Juvenile Detention Manager L 31.2602 41.9926 - - 1.00 1.00 -
Senior Administrative Manager L 31.2602 41.9926 - - 1.00 0.70 (0.30)
Community Justice Officer Supervisor K 29.8815 40.1398 2.00 3.00 3.00 3.00 -
Behavioral Health Specialist III K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Community Justice Specialist III K 29.8815 40.1398 4.00 3.00 2.00 2.00 -
Management Analyst K 29.8815 40.1398 1.50 1.00 - - -
Public Health Nurse II 23A 26.3760 36.0905 0.75 - - - -
Administrative Supervisor II I 25.2838 33.9646 1.00 1.00 1.00 1.00 -
Behavioral Health Specialist II 22A 25.2334 34.5416 4.00 4.00 4.00 4.00 -
Community Justice Specialist II 20A 23.1281 31.6696 4.00 3.00 2.00 2.00 -
Community Justice Officer 20A 23.1281 31.6696 11.75 12.00 14.00 14.00 -
Community Service Specialist 18A 21.2483 29.0830 - 1.00 2.00 1.40 (0.60)
Community Justice Specialist I 18A 21.2483 29.0830 13.00 13.60 12.60 12.60 -
Accounting Technician 17A 20.3609 27.8650 0.70 0.70 0.70 0.70 -
Community Justice Front Office Tech 13A 17.2030 23.5789 2.00 2.00 2.00 2.00 -
48.20 47.80 47.80 46.90 (0.90)
General County Clerk 99 45.7874 45.7874 1.00 1.00 1.00 1.00 -
Government Elections/Recording Supervisor J 28.5018 38.2874 2.00 2.00 2.00 2.00 -
& Financial Customer Service Clerk III 12A 16.5266 22.6166 1.00 1.00 1.00 1.00 -
Administration Customer Service Clerk II 10A 15.2331 20.8422 4.50 4.50 4.50 4.50 -
8.50 8.50 8.50 8.50 -
General County District Attorney *99 68.5795 68.5795 0.20 0.20 0.20 0.20 -
Government Chief Deputy District Attorney P 44.5918 59.9011 2.00 2.00 2.00 2.00 -
-Judicial Deputy District Attorney O 40.4551 54.3434 16.00 17.00 17.00 17.00 -
Management Analyst K 29.8815 40.1398 0.25 0.25 0.25 0.25 -
Investigator J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
Systems Analyst I 23A 26.3760 36.0905 2.00 2.00 2.00 2.00 -
Administrative Supervisor II I 25.2838 33.9646 1.00 1.00 1.00 1.00 -
DA Executive Assistant I 25.2838 33.9646 1.00 1.00 1.00 1.00 -
Legal Assistant H 22.7468 30.5561 1.00 1.00 1.00 1.00 -
Trial Assistant II 14A 19.5189 26.7067 15.50 15.00 15.00 15.00 -
Trial Assistant I 12A 16.5266 22.6166 1.00 1.00 1.00 1.00 -
Major
Function Position Title Salary
Grade
COMMUNITY DEVELOPMENT (Continued)
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
COMMUNITY JUSTICE JUVENILE
Authorized Positions
COUNTY CLERK'S OFFICE / BOPTA
DISTRICT ATTORNEY
FY 2017
Changes
Page 330
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
Customer Service Clerk II 10A 15.2331 20.8422 1.00 1.00 1.00 1.00 -
Customer Service Clerk I 07A 13.5490 18.5264 - 0.50 0.50 0.50 -
41.95 42.95 42.95 42.95 -
Recreation and Fair & Expo Director Q 47.8098 64.2240 1.00 1.00 1.00 1.00 -
Culture Fair & Expo Operations Manager L 31.2602 41.9926 1.00 1.00 1.00 1.00 -
-Fairgrounds/ Fair & Expo Food & Beverage Manager K 29.8815 40.1398 - 1.00 1.00 1.00 -
Expo Center Administrative Manager K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Fair & Expo Marketing Coordinator J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
Fair Marketing Coordinator I 25.2838 33.9646 1.00 1.00 1.00 1.00 -
Building Maintenance Specialist I 14A 17.9099 24.5416 2.00 2.00 2.00 2.00 -
Fair & Marketing Assistant 10A 15.2331 20.8422 - - - 1.00 1.00
Building Maintenance Worker 08A 14.0756 19.2483 3.00 3.00 3.00 3.00 -
10.00 11.00 11.00 12.00 1.00
General Finance Director/Treasurer Q 47.8098 64.2240 1.00 1.00 1.00 1.00 -
Government Accounting Manager O 40.4551 54.3434 1.00 1.00 1.00 1.00 -
-Financial Chief Deputy Tax Collector M 33.5039 45.0061 1.00 1.00 1.00 1.00 -
Administration Financial/Budget Analyst M 33.5039 45.0061 1.00 1.80 1.80 1.80 -
Revenue Accounting Supervisor L 31.2602 41.9926 1.00 1.00 1.00 1.00 -
Staff Accountant K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Payroll Technician H 22.7468 30.5561 1.00 1.00 1.00 1.00 -
Property Tax Analyst H 22.7468 30.5561 1.00 1.00 1.00 1.00 -
Accounting Technician 17N 20.3609 27.8650 1.00 1.00 1.00 1.00 -
Accounting Clerk III 14A 17.9099 24.5416 1.00 1.00 1.00 1.00 -
Collection Specialist 13A 17.2030 23.5789 1.00 1.00 1.00 1.00 -
Accounting Clerk II 12N 16.5266 22.6166 1.00 1.00 1.00 1.00 -
Customer Service Clerk II 10A 15.2331 20.8422 1.50 1.50 1.50 1.50 -
13.50 14.30 14.30 14.30 -
General GIS Program Developer & Coordinator N 37.6044 50.5147 0.80 - - 0.30 0.30
Government GIS Programmer 26A 30.1053 41.1844 0.75 0.75 - - -
-Other GIS Analyst/Programmer 23A 26.3760 36.0905 0.75 0.75 1.00 1.00 -
GIS Analyst 18A 21.2483 29.0830 0.75 0.75 1.00 1.00 -
3.05 2.25 2.00 2.30 0.30
Econ Development Management Analyst K 29.8815 40.1398 1.00 - - - -
1.00 - - - -
General Human Resources Director O 40.4551 54.3434 0.05 0.10 0.10 0.10 -
Government Benefits Coordinator K 29.8815 40.1398 1.00 1.00 0.80 0.80 -
-Financial Human Resources Analyst K 29.8815 40.1398 0.05 0.05 - - -
Administration Management Analyst K 29.8815 40.1398 0.25 - - - -
Health Educator II 21A 24.1656 33.0680 0.50 - - - -
Personnel Specialist H 22.7468 30.5561 0.05 0.05 0.20 0.20 -
1.90 1.20 1.10 1.10 -
Health & Welfare Psychiatrist Y 78.7801 105.5729 - 1.00 1.00 2.50 1.50
HEALTH BENEFITS TRUST
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
HEALTH SERVICES
Major
Function Position Title Salary
Grade
Authorized Positions
TOTAL DEPARTMENT
GEOGRAPHIC INFORMATION SYSTEM (GIS)
GRANT PROJECTS
TOTAL DEPARTMENT
FAIR AND EXPO CENTER/COUNTY FAIR
FINANCE / TAX
FY 2017
Changes
DISTRICT ATTORNEY (Continued)
TOTAL DEPARTMENT
Page 331
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
Health Services Director 99 47.8098 64.2240 1.00 1.00 1.00 1.00 -
Behavioral Health Deputy Director P 44.5918 59.9011 1.00 1.00 1.00 1.00 -
Public Health Deputy Director P 44.5918 59.9011 - - - 1.00 1.00
Psychiatric Nurse Practitioner 32A 39.2032 53.6522 3.20 2.50 2.80 2.00 (0.80)
Public Health Nurse Program Manager N 37.6044 50.5147 1.90 1.90 2.00 2.00 -
Behavioral Health Program Manager N 37.6044 50.5147 4.00 5.00 5.00 5.00 -
Business/Operations Manager N 37.6044 50.5147 0.80 1.00 1.00 1.00 -
Health Services Operations Manager N 37.6044 50.5147 1.00 1.00 1.00 1.00 -
Regional Early Learning Manager N 37.6044 50.5147 1.00 1.00 1.00 - (1.00)
Nurse Practitioner 30A 35.8995 49.1306 3.45 1.80 1.80 1.80 -
Health Services Program Supervisor L 31.2602 41.9926 5.75 5.50 4.00 4.00 -
Environmental Health Supervisor K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
WIC Supervisor/Coordinator K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Community Health Supervisor K 29.8815 40.1398 - 1.00 1.00 1.00 -
Behavioral Health Specialist III K 29.8815 40.1398 11.00 10.00 12.00 12.00 -
Developmental Disabilities Specialist III K 29.8815 40.1398 1.10 1.10 2.00 2.00 -
Public Health Nurse III 25A 28.8046 39.3959 1.00 1.00 1.00 1.50 0.50
Epidemiologist J 28.5018 38.2874 - - 1.00 1.00 -
Administrative Analyst J 28.5018 38.2874 3.80 2.65 3.00 4.00 1.00
Quality Improvement Specialist J 28.5018 38.2874 3.00 4.00 3.00 3.00 -
Utilization Review Specialist J 28.5018 38.2874 1.00 - - - -
Clinical Information Systems Analyst J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
Environmental Health Specialist III 24A 27.5641 37.6996 2.00 2.00 2.00 2.00 -
Public Health Nurse II 23A 26.3760 36.0905 12.00 15.30 14.40 13.30 (1.10)
Administrative Supervisor II I 25.2838 33.9646 - - - 1.00 1.00
Environmental Health Specialist II 22A 25.2334 34.5416 3.00 3.00 3.00 3.50 0.50
Program Development Specialist 22A 25.2334 34.5416 1.80 2.80 2.00 2.00 -
Behavioral Health Specialist II 22A 25.2334 34.5416 75.60 75.60 75.30 74.20 (1.10)
Developmental Disabilities Specialist II 22A 25.2334 34.5416 1.00 1.00 2.00 2.00 -
Nutritionist 21A 24.1656 33.0680 1.70 1.70 1.50 1.50 -
Health Educator II 21A 24.1656 33.0680 9.30 9.20 10.25 10.55 0.30
Administrative Supervisor I H 22.7468 30.5561 4.00 5.00 6.00 5.00 (1.00)
Program Development Technician 18A 21.2483 29.0830 0.50 - - - -
Health Educator I 18A 21.2483 29.0830 1.40 1.35 3.35 2.35 (1.00)
Senior Accounting Technician G 21.3543 28.6854 1.00 1.00 1.00 1.00 -
Contract/Grant Specialist 18A 22.1656 30.3461 1.00 1.00 1.00 2.00 1.00
Behavioral Health Specialist I 18A 21.2483 29.0830 21.20 21.00 20.00 20.00 -
Developmental Disabilities Specialist I 18A 21.2483 29.0830 9.00 10.00 15.00 15.00 -
Public Health Nurse I 18A 21.2483 29.0830 2.50 - - - -
Accounting Technician 17A 20.3609 27.8650 2.00 2.00 2.00 2.00 -
BR Peer Counseling Coordinator 16A 19.5189 26.7067 0.20 0.20 0.20 0.20 -
Behavioral Health Technician 15A 18.7070 25.6243 1.00 1.00 2.00 2.00 -
Registered Health Information Technician 14A 17.9099 24.5416 1.00 2.00 1.00 1.00 -
Patient Accounts Specialist II 14A 17.9099 24.5416 2.00 3.00 3.00 3.00 -
Program Development Assistant 14A 17.9099 24.5416 - - 1.00 1.00 -
Administrative Secretary 13A 17.2030 23.5789 3.00 3.00 3.00 2.00 (1.00)
WIC Certifier 12A 16.5266 22.6166 4.30 4.00 4.00 4.00 -
Patient Accounts Specialist I 12A 16.5266 22.6166 2.20 2.20 2.20 2.20 -
Accounting Clerk II 12A 16.5266 22.6166 2.00 1.00 1.00 1.00 -
Health Services Administrative Specialist II 12A 16.5266 22.6166 4.00 4.00 7.00 7.00 -
Medical Assistant 11A 15.8496 21.6692 1.80 1.50 1.00 1.00 -
Senior Secretary 10A 15.2331 20.8422 6.50 10.00 2.00 2.00 -
Health Services Administrative Specialist I 09A 15.2331 20.8422 8.30 7.10 13.30 13.30 -
Medical Records Technician 10A 15.2331 20.8422 3.00 2.00 2.00 2.00 -
Secretary 08A 14.0756 19.2483 3.10 0.60 3.35 3.35 -
Major
Function Position Title Salary
Grade
Authorized Positions FY 2017
Changes
HEALTH SERVICES (Continued)
Page 332
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
Peer Support Specialist 04A 12.0301 16.4514 4.50 6.00 8.50 8.50 -
242.90 245.00 260.95 260.75 (0.20)
General Human Resources Director O 40.4551 54.3434 0.95 0.90 0.90 0.90 -
Government Benefits Coordinator K 29.8815 40.1398 - - 0.20 0.20 -
-Financial Human Resources Analyst K 29.8815 40.1398 0.95 0.95 2.00 2.00 -
Administration Personnel Specialist H 22.7468 30.5561 2.95 2.95 2.80 2.80 -
Personnel Assistant F 19.9612 26.8144 1.00 1.00 1.00 1.00 -
5.85 5.80 6.90 6.90 -
General Information Technology Director P-Q 47.8098 64.2240 1.00 1.00 1.00 1.00 -
Government GIS Program Developer & Coordinator N 37.6044 50.5147 0.20 1.00 1.00 0.70 (0.30)
-Other Technology Division Manager N 37.6044 50.5147 1.00 1.00 1.00 1.00 -
PC/Network Specialist III 27A 31.4587 43.0530 2.00 2.00 2.00 2.00 -
Senior Systems Analyst/Programmer 27A 31.4587 43.0530 2.00 1.80 1.00 1.00 -
GIS Programmer 26A 30.1053 41.1884 0.25 0.25 - - -
Senior Systems Analyst Web Solutions 26A 30.1053 41.1884 1.00 1.00 1.00 1.00 -
PC/Network Specialist II 24A 27.5641 37.6996 1.00 1.00 1.00 1.00 -
Systems Analyst II 24A 27.5641 37.3700 1.00 1.00 1.00 1.00 -
Applications Analyst/Programmer II 23A 26.3760 36.0905 1.00 1.00 1.00 1.00 -
GIS Analyst/Programmer 23A 26.3760 36.0905 0.25 0.25 - - -
PC/Network Specialist I 23A 26.3760 36.0905 3.00 3.00 4.00 4.00 -
Systems Analyst I 23A 26.3760 36.0905 2.00 2.00 2.00 2.00 -
IT Administrative Assistant 19A 22.1656 30.3461 1.00 - - - -
16.70 16.30 16.00 15.70 (0.30)
General Deputy County Administrator S 52.4945 70.5166 0.25 0.25 0.25 0.25 -
Government Loss Prevention Specialist J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
-Financial Claims Coordinator G 21.3543 28.6854 1.00 1.00 1.00 1.00 -
Administration Senior Secretary 10N 15.2331 20.8422 1.00 1.00 1.00 1.00 -
3.25 3.25 3.25 3.25 -
General Justice of the Peace 99 44.4887 44.4887 1.00 0.60 0.60 0.60 -
Government Justice Court Coordinator J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
-Judicial Court Services Assistant 12A 16.5266 22.6166 3.00 3.00 3.00 3.00 -
5.00 4.60 4.60 4.60 -
Gen Govt-Judicial Law Librarian 22N 25.0684 34.3437 0.50 0.50 0.50 - (0.50)
0.50 0.50 0.50 - (0.50)
General Legal Counsel 99 81.5632 81.5632 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel O 40.4551 54.3434 3.00 3.00 3.00 3.00 -
-Financial Admin Paralegal H 22.7468 30.5561 1.00 1.00 1.00 2.00 1.00
County Counsel Legal Assistant 15N 18.8070 25.7757 1.00 1.00 1.00 - (1.00)
6.00 6.00 6.00 6.00 -
HEALTH SERVICES (Continued)
Major
Function Position Title Salary
Grade
Authorized Positions FY 2017
Changes
INFORMATION TECHNOLOGY
LAW LIBRARY
TOTAL DEPARTMENT
INSURANCE-RISK MANAGEMENT
TOTAL DEPARTMENT
JUSTICE COURT
LEGAL COUNSEL
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
HUMAN RESOURCES
TOTAL DEPARTMENT
Page 333
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
PW-Sanitation Forester K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 -
General Property & Facilities Director Q 47.8098 64.2240 0.70 0.70 0.70 0.70 -
Government Building Maintenance Supervisor K 29.8815 40.1398 2.00 2.00 2.00 2.00 -
-Other Building Maintenance Specialist III 23A 26.3760 36.0905 2.00 2.00 2.00 2.00 -
Electrician 23A 26.3760 36.0904 - - 1.00 1.00 -
Custodial Supervisor H 22.7468 30.5561 1.00 1.00 1.00 1.00 -
Administrative Assistant F 19.9612 26.8144 0.60 1.10 1.00 1.00 -
Building Maintenance Specialist II 16A 19.5189 26.7067 4.50 4.00 5.00 5.00 -
Building Maintenance Specialist I 14A 17.9099 24.5416 2.00 2.00 2.00 2.00 -
Building Maintenance Worker 08A 14.0756 19.2483 11.00 11.00 10.50 10.00 (0.50)
23.80 23.80 25.20 24.70 (0.50)
General Property & Facilities Director Q 47.8098 64.2240 0.30 0.30 0.30 0.30 -
Government Property Management Specialist K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
-Other Administrative Assistant F 19.9612 26.8144 0.40 0.40 0.50 0.60 0.10
1.70 1.70 1.80 1.90 0.10
Public Works Public Works Director R 49.6167 66.6509 1.00 1.00 1.00 1.00 -
-Highways and County Engineer P 44.5918 59.9011 1.00 1.00 1.00 1.00 -
Streets PW Operations Manager O 40.4551 54.3434 1.00 1.00 1.00 1.00 -
County Surveyor M 33.5039 45.0061 1.00 1.00 1.00 1.00 -
Fleet & Equipment Manager M 33.5039 45.0610 1.00 1.00 1.00 1.00 -
Administrative Analyst J 28.5018 38.2874 - - 1.00 1.00 -
Senior Engineering Associate 23P 28.7736 36.7262 1.00 1.00 1.00 1.00 -
Vegetation Management Supervisor J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
Road Maintenance Supervisor J 28.5018 38.2874 2.00 2.00 2.00 2.00 -
PW Applications Analyst/Programmer 24P 27.0322 36.9881 1.00 1.00 1.00 1.00 -
PW GIS Analyst/Programmer 24P 27.3220 36.9881 1.00 1.00 1.00 1.00 -
Engineering Associate 19P 26.1539 33.3821 1.00 1.00 1.00 1.00 -
Adminstrative Supervisor II I 25.2838 33.9646 1.00 1.00 1.00 1.00 -
Engineering Assistant III 12P 22.3472 28.5273 3.00 3.00 3.00 3.00 -
Records/Contract Specialist 13P 21.7840 28.1659 1.00 1.00 1.00 1.00 -
Traffic Device Specialist 2PT 20.6981 26.4312 1.00 1.00 1.00 1.00 -
Equipment Mechanic 14P 20.5750 26.5702 7.00 7.00 7.00 7.00 -
Accounting Technician 17N 20.3609 27.8650 2.00 2.00 - - -
Lead Equipment Operator 26P 20.0258 26.8365 3.00 1.00 1.00 1.00 -
Senior Store Clerk 10P 19.6841 25.1287 1.00 1.00 1.00 1.00 -
Accounting Clerk II 12A 16.5266 22.6166 - 1.00 1.00 1.00 -
PW Equipment Operator 16P 15.8435 24.3968 20.00 22.00 23.00 24.00 1.00
PW Customer Service Clerk 08P 14.9955 20.5133 1.75 0.75 1.50 1.00 (0.50)
52.75 52.75 53.50 54.00 0.50
Public Safety County Sheriff 99 66.6913 66.6913 1.00 1.00 1.00 1.00 -
-Sheriff Captain P 44.5918 59.9011 4.00 3.00 3.00 3.00 -
and Lieutenant NS 41.8075 56.1610 11.00 12.00 12.00 12.00 -
Public Safety Special Command Officer NS 41.8075 56.1610 - - - 0.50 0.50
-Corrections Assistant Legal Counsel O 40.4551 54.3434 1.00 - - - -
Sheriffs Legal Counsel O 40.4551 54.3434 - 1.00 1.00 1.00 -
Major
Function Position Title Salary
Grade
Authorized Positions FY 2017
Changes
TOTAL DEPARTMENT
TOTAL DEPARTMENT
SHERIFF'S OFFICE / DESCHUTES COUNTY COMMUNICATIONS SYSTEM
TOTAL DEPARTMENT
PROPERTY & FACILITIES
ROAD
TOTAL DEPARTMENT
NATURAL RESOURCE PROTECTION
PROPERTY MANAGEMENT ADMINISTRATION
Page 334
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
Psychiatric Nurse Practitioner 32N 39.2032 53.6522 - - - 0.50 0.50
Business/Operations Manager N 37.6044 50.5147 1.00 1.00 1.00 1.00 -
Information Systems Manager N 37.6044 50.5147 1.00 1.00 1.00 1.00 -
Sergeant LS 34.7648 46.6999 25.00 25.00 25.00 25.00 -
Behavioral Health Specialist III K 29.8815 40.1398 1.00 1.00 0.50 0.50 -
Building Maintenance Supervisor K 29.8815 40.1398 1.00 1.00 1.00 1.00 -
Nurse/Corrections 21S 29.0716 35.2876 5.00 5.00 8.00 8.00 -
Administrative Analyst J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
Detective 20S 28.1103 35.8695 9.00 9.00 9.00 9.00 -
PC/Network Specialist II 24A 27.5641 37.6996 3.00 3.00 2.50 3.00 0.50
Corrections Deputy 19S 26.6935 34.0616 61.00 63.00 65.00 65.00 -
Deputy Sheriff 19S 26.6935 34.0616 43.00 43.00 43.50 43.00 (0.50)
Automotive Supervisor I 25.2838 33.9646 1.00 1.00 1.00 1.00 -
Sheriff Executive Assistant I 25.2838 33.9646 1.00 1.00 1.00 1.00 -
Administrative Supervisor II I 25.2838 33.9646 2.00 1.00 1.00 1.00 -
Behavioral Health Specialist II 22A 25.2334 34.5416 - 1.00 2.00 2.00 -
Personnel Specialist H 22.7468 30.5561 - - 1.00 1.00 -
Mechanic 15S 21.6275 26.2931 2.00 2.00 2.00 2.00 -
Project Coordinator 181 21.3235 29.1707 1.00 1.00 1.00 1.00 -
Field Law Enforcement Technician 14S 21.0741 25.6199 6.00 6.00 6.00 6.00 -
Behavioral Health Specialist I 18A 21.2483 29.0830 1.00 - - - -
Corrections Classification Specialist 13S 20.2880 25.8823 1.00 2.00 2.00 2.00 -
Corrections Programs Specialist 13S 20.2880 25.8823 1.00 1.00 - - -
Corrections Technician 13S 20.2880 25.8823 6.00 7.00 8.00 8.00 -
Evidence Technician 13S 20.2880 25.8823 2.00 2.00 2.00 2.00 -
Administrative Assistant F 19.9612 26.8144 - 2.00 2.00 2.00 -
Personnel Assistant FS 19.9612 26.8144 1.00 1.00 - - -
Civil Technician 12S 19.7398 25.1830 5.00 5.00 6.00 6.00 -
Building Maintenance Specialist II 16A 19.5189 26.7067 4.00 4.00 4.00 4.00 -
Legal Assistant 151 18.8700 25.7757 1.00 - - - -
Office Assistant 10S 18.3505 23.4139 14.00 14.00 13.00 13.00 -
217.00 221.00 226.50 227.50 1.00
Public Works Director of Solid Waste O 40.4551 54.3434 1.00 1.00 1.00 1.00 -
-Sanitation Operations Supervisor L 31.2602 41.9926 1.00 1.00 2.00 2.00 -
Administrative Analyst J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
Administrative Supervisor I H 22.7468 30.5561 1.00 1.00 - -
Landfill Engineer Technician 1PT 21.9951 28.0722 1.00 1.00 1.00 1.00 -
Solid Waste Operations Assistant 18P 20.9361 28.0564 2.00 2.00 - - -
PW Equipment Operator 16P 15.8435 24.3968 6.00 6.00 9.00 9.00 -
Landfill Site Attendant 06P 14.8487 18.9510 8.50 8.50 8.50 8.50 -
21.50 21.50 22.50 22.50 -
Health & Welfare Veterans' Services Officer H 22.7468 30.5561 1.00 1.00 1.00 1.00 -
-Welfare Assistant Veterans' Services Officer 13A 17.2030 23.5789 1.00 1.00 2.00 2.00 -
Customer Service Clerk II 10A 15.2331 20.8422 - 1.00 1.00 1.00 -
Secretary 08A 14.0756 19.2483 1.00 - - - -
3.00 3.00 4.00 4.00 -
Genl Government Victims' Asst Program Coordinator J 28.5018 38.2874 1.00 1.00 1.00 1.00 -
-Judicial Victims' Advocate 15A 18.7070 25.6243 3.00 3.00 5.00 5.00 -
4.00 4.00 6.00 6.00 -
VICTIMS' ASSISTANCE
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
SHERIFF'S OFFICE / DESCHUTES COUNTY COMMUNICATIONS SYSTEM (Continued)
SOLID WASTE
VETERANS' SERVICES
Major
Function Position Title Salary
Grade
Authorized Positions FY 2017
Changes
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Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
Econ Development Management Analyst K 29.8815 40.1398 0.10 0.10 - - -
0.10 0.10 - - -
COUNTY FUNDS TOTAL 837.10 846.50 883.65 890.05 6.40
Public Safety Communications Director O9 41.5351 55.7946 1.00 1.00 1.00 1.00 -
-Other Protection Operations Manager 9-1-1 N9 38.5952 51.8452 1.00 1.00 1.00 1.00 -
Public Safety System Manager M9 34.3985 46.2078 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor K9 30.6792 41.2116 4.00 5.00 6.00 6.00 -
Communications Training Coordinator K9 30.6792 41.2116 1.00 1.00 1.00 1.00 -
Public Safety System Specialist 26A 30.1053 41.1884 1.00 4.00 6.00 6.00 -
PC/Network Specialist II 24A 27.5641 37.6996 - - 0.50 1.00 0.50
Adminstrative Supervisor II I 25.2838 33.9646 - - 1.00 1.00 -
Telecommunicator III 11T 23.1544 31.0194 18.00 16.00 16.00 16.00 -
Telecommunicator II 10T 22.0519 29.5423 8.00 9.00 9.00 9.00 -
GIS Analyst 18A 21.2483 29.0830 1.00 1.00 1.00 1.00 -
Administrative Assistant F9 19.9612 26.8144 1.00 1.00 1.00 1.00 -
Telecommunicator I 09T 19.1756 25.6890 9.00 12.00 12.00 12.00 -
Customer Service Clerk III 12A 16.5266 22.6166 - - 1.00 1.00 -
Customer Service Clerk II 10A 15.2331 20.8422 0.50 0.50 - - -
46.50 52.50 57.50 58.00 0.50
Public Safety Police Chief 49.9000 49.9000 1.00 1.00 1.00 1.00 -
-Other Protection Fire Chief 49.1100 49.1100 1.00 1.00 1.00 1.00 -
Police Sergeant 30.7900 37.4300 2.00 2.00 2.00 2.00 -
Police Patrol Officer 24.9000 30.2700 8.00 8.00 8.00 8.00 -
Assistant Fire Chief 23.2900 28.3200 1.00 1.00 1.00 1.00 -
Fire Captain 23.2900 28.3200 2.00 2.00 2.00 2.00 -
Training Officer 23.2900 28.3200 1.00 1.00 1.00 1.00 -
Fire Engineer 20.5600 24.9800 3.00 3.00 3.00 3.00 -
Administrative Manager 18.5900 25.4500 1.00 1.00 1.00 1.00 -
Administrative Asst - Police/Office Manager 18.5900 25.4500 0.50 - - - -
Administrative Secretary 18.4600 25.4500 1.00 1.00 1.00 1.00 -
Firefighter/PM 17.9100 21.7700 3.00 3.00 3.00 3.00 -
Bike Patrol Office 13.0000 15.0000 2.00 2.00 2.00 2.00 -
26.50 26.00 26.00 26.00 -
Other Administrative Assistant F 19.6662 26.4181 1.00 - - - -
-Conservation Volunteer Program Coordinator F 19.6662 26.4181 1.00 1.00 - - -
Senior Secretary 10A 14.9344 20.4335 1.00 1.00 - - -
3.00 2.00 - - -
Public Safety Police Chief 40.8463 43.0398 1.00 1.00 1.00 1.00 -
-Other Protection Police Sergeant 31.7800 35.1000 1.50 1.50 1.50 1.75 0.25
Police Patrol Officer PO 22.5300 25.4900 4.00 4.00 4.00 4.00 -
Administrative Assistant 20.2100 25.8000 0.88 0.88 0.88 1.00 0.12
7.38 7.38 7.38 7.75 0.37
COUNTY SERVICE DISTRICTS TOTAL 83.38 87.88 90.88 91.75 0.87
Major
Function Position Title Salary
Grade
Authorized Positions FY 2017
Changes
VIDEO LOTTERY
TOTAL DEPARTMENT
BLACK BUTTE RANCH
TOTAL DEPARTMENT
DESCHUTES COUNTY 9-1-1
EXTENSION / 4-H
SUNRIVER SERVICE DISTRICT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
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Deschutes County, OREGON
FTE by Department and Position
FTE and Salary Summaries
Minimum Maximum
Hourly Rate Hourly Rate FY 2014 FY 2015 FY 2016 FY 2017
GRAND TOTAL 920.48 934.38 974.53 981.80 7.27
Salary range codes represent employee groups. Groups can be identified by the following codes:
Beginning with letters F - R or LS, NS, PQ, QR, 099, 151, 181 = Non-Represented
The letter A following two digits = American Federation of State, County and Municipal Employees (AFSCME)
The letter N following two digits = Non-Represented
The letter P following two digits and letters PT or PW following one digit = Public Works (International Union of Operating Engineers or IUOE)
The letter S following two digits = Deschutes County Sheriff Employees Association (DCSEA)
The letter T following two digits = Deschutes 9-1-1 Employees Association
Salary range code 22F = Federation of Oregon Parole & Probation Officers (FOPPO)
Salary range code PO = Black Butte Ranch CSD Police Officers
² Deschutes County pays $28,529 annually, or approximately 20% of the District Attorney's annual salary; State of Oregon pays approximately 80%
of the annual salary.
Major
Function Position Title Salary
Grade
Authorized Positions FY 2017
Changes
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FTE and Salary Summaries
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Glossary
ACA– American Correctional Association.
Accrual basis of accounting – Method of accounting recognizing revenues when earned and expenses
when incurred without regard to cash flow timing.
Adopted budget – Financial plan itemizing all resources and the use thereof adopted by the governing
body.
Ad valorem tax – Tax based on the assessed valuation of property. Property taxes are an ad valorem tax.
AFSCME – American Federation of State, County and Municipal Employees.
AOC– Association of Oregon Counties.
APP - Adult Parole and Probation.
Appropriation – Authorization to spend a specific amount of money for a specific purpose during a budget
period. It is based on the adopted budget, including supplemental budgets, if any. It is presented in a
resolution or ordinance adopted by the governing body.
Approved budget – The budget approved by the budget committee. The data from the approved budget is
published in the Financial Summary before the budget hearing.
Assessed valuation – A valuation upon real estate or other property by the county assessor or the state as
a basis for levying taxes. This amount is multiplied by the tax rate to determine the total amount of
property taxes to be imposed. It is the lesser of the property’s maximum assessed value or real market
value.
Assessment date – The date on which the real market value of property is set – January 1.
Asset – A probable future economic benefit obtained or controlled by a particular entity as a result of past
transactions or events.
A & T – Assessment and Taxation.
Audit – The annual review and appraisal of an entity’s accounts and fiscal affairs conducted by an
accountant under contract, or the Secretary of State, in accordance with Oregon budget law. (ORS 297.425).
Audit report – A report in a form prescribed by the Secretary of State made by an auditor expressing an
opinion about the propriety of a local government’s financial statements, and compliance with
requirements, orders, and regulations.
Balanced budget – A term used to describe a budget in which total resources equal total requirements.
Basis of accounting – A term used to refer to when revenues, expenditures, expenses, and transfers –
and the related assets and liabilities – are recognized in the accounts and reported in the financial
statements.
Glossary
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Deschutes County, OREGON
Glossary
Beginning net working capital – Resources less expenditures carried over to the following fiscal year
and available for appropriation.
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified
date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA– Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include a
balanced statement of actual resource and expenditures during each of the last two years, or budget period,
and estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee – Fiscal advisory board of a local government, consisting of the governing body plus an
equal number of registered voters appointed from within the boundaries of the local government.
Budget message – A written explanation of the budget and the local government’s financial priorities. It
is prepared and presented by the budget officer.
Budget officer – Person appointed by the governing body to assemble budget material and information
and to prepare or supervise the preparation of the proposed budget.
Budget transfers – Resources moved from one fund to finance activities in another fund. They are shown
as “transfers out” in the originating fund and “transfers in” in the receiving fund.
C & F – Child and Family.
CAD – Computer Aided Dispatch.
Capital outlay – An expenditure category encompassing all material and property expenditures of $5,000
or greater, with an expected useful life exceeding one year. This includes, but is not limited to,
expenditures for the purchase of land; the purchase, improvement, or repair of county facilities; or the
acquisition or replacement of county equipment.
Capital improvement program (CIP) – An annual, updated plan of capital expenditures covering one or
more budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs,
sources of funding and timing of work.
Capital project – Those activities resulting in the acquisition or improvement of major capital items such
as land, buildings, and county facilities. (Various capital projects are included in a Capital Improvement
Program.)
Capital reserve fund – A fund established to account for dedicated funds for a specific future capital
expenditures.
Cash basis – System of accounting under which revenues are accounted for when received in cash and
expenses are accounted for when paid.
CDC – Center for Disease Control.
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Deschutes County, OREGON
Glossary
CDD – Community Development Department.
CFC – Children and Families Commission.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
Contingency – An appropriation category for those resources reserved to fulfill unforeseen demands and
expenditures.
Contractual services –A formal agreement or contract entered into with another party for services.
Services obtained in this category usually include repairs, professional fees or services.
COPs – Certificates of Participation (similar to bonds).
DA – District Attorney.
DCSEA -– Deschutes County Sheriff Employees Association.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
Debt – An obligation resulting from the borrowing of money. Debts of governments include bonds, time
warrants and notes.
Debt service – Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund – A fund established to account for the accumulation of resources for, and the payment
of, debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS – Domestic Violence Deferred Sentencing.
EBAC-Employee Benefits Advisory Committee.
Employee benefits – Social security, medicare, pension, group health and dental, life and disability
insurance, workers’ compensation, and unemployment.
Enterprise funds – Funds established to account for activities financed and operated in a manner similar
to private business enterprises, where the intent of the governing body is that the costs of providing goods
or services to the general public on a continuing basis are financed or recovered primarily through user
charges.
Expenditure – A liability incurred for personnel, materials & services, debt service, capital outlay, or
other requirements during a budgetary period.
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Deschutes County, OREGON
Glossary
Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from
delivering or producing goods, rendering services or carrying out other activities that constitute the entity’s
ongoing, major or central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a
government determines its financial position and the results of its operation. The Deschutes County fiscal
year is July 1st through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week
on average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working
20 hours per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and changes
therein, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt
service, capital projects, permanent funds, enterprise, internal service, pension trust, investment trust,
private purpose trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Principles.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities
of the governmental entity except those required to be accounted for in other funds by special regulation,
restrictions, or limitations.
General obligation bonds –A bond backed by the full faith, and credit, and taxing power of the
government.
Generally accepted accounting principles (GAAP) – Uniform minimum standards and guidelines for
financial accounting and reporting. They govern the form and content of the financial statements of an
entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting
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Deschutes County, OREGON
Glossary
practice at a particular time. They include not only broad guidelines or general application, but also
detailed practices and procedures.
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds – Funds in which most governmental activities are recorded. Fund types included
in this category are general, special revenue, capital projects, and debt service funds.
Governing body – A group of people who formulate policy and direct an institution along with its
management. Examples of governing bodies are county court, board of commissioners, city council, school
board, board of trustees, board of directors, or other managing board of a local government unit.
Grants – Contributions or gifts of cash or other assets.
HB – House Bill.
HIDTA – High Intensity Drug Traffic Area.
ICMA – International City Managers Association.
Interfund services – Cost of a service provided by one fund to another. The allocated costs of internal
service funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure – Facilities on which the continuance and growth of a community depend, such as roads,
bridges, and drainage system.
Internal service funds – Funds which account for services, materials, and administrative support
provided to other county departments. The majority of financial support for internal service funds is
acquired through charges to county departments.
IT – Information Technology.
IUOE - International Union of Operating Engineers.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental
activities.
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a
particular entity to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public
improvements to benefit their properties. Typical improvements include streets, sewers, storm drains,
streetlights, etc., where costs of such improvements are assessed among the benefiting properties.
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Deschutes County, OREGON
Glossary
Local option tax – Taxing authority (voter-approved by a double majority, except in even numbered
years) that is in addition to taxes generated by the permanent tax rate. Local option taxes can be for
general operations, a specific purpose or capital projects. They are limited to five years unless designated
for a capital project, in which case they are limited to the useful life of the project or 10 years, whichever is
less.
Major funds – These funds account for significant activities of the government entity. The totals of
revenues or expenditures, excluding other financing sources and uses, are at least 10% of revenues or
expenditures of the corresponding total for all governmental funds (for each governmental fund) or all
enterprise funds (for each enterprise fund), and at least 5% of the aggregate amount of all governmental
and enterprise funds.
Materials and services – An appropriation category encompassing non-capital, non-personnel
expenditures. These include expenses for travel and training, operations, property, equipment, and
contracted services.
Maximum assessed value (MAV) – The maximum taxable value limitation placed on real or personal
property by the constitution. It can increase a maximum of three percent per year on existing property.
The three percent limit may be exceeded if there are qualifying improvements made to the property, such
as a major addition or new construction.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they
are both measurable and available and expenditures are recognized at a time when liability is incurred
pursuant to appropriation authority.
NAMI – National Alliance on Mental Illness.
NACO – National Association of Counties.
Nonmajor funds – Funds that do not qualify as a Major Fund and are generally reported in the
aggregate separately from Major Funds. However, any fund may be reported as a major fund if the
government's officials feel it is warranted to do so.
OACTFO – Oregon Association of County Treasurers and Finance Officers.
OCCF – Oregon Commission on Children and Families.
OHP – Oregon Health Plan.
OMFOA – Oregon Municipal Finance Officers Association.
Operating budget – That portion of an annual budget that applies to non-capital projects, non-capital
outlays, transfers, contingency, unappropriated ending fund balance and reserve for future expenditures.
The combined categories of personnel services and materials and services can be combined to provide the
operating budget.
OPSRP – Oregon Public Service Retirement Plan.
Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher
form of law, such as a state statute or constitutional provision, it has the full force and effect of law within
the boundaries of the jurisdiction.
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Deschutes County, OREGON
Glossary
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State
legislature.
OSP – Oregon State Police.
Outcome – A result; the mathematical expression of the effect on customers, clients, the environment, or
infrastructure that reflect the purpose of a program.
PAC – Professional Advisory Council.
PERS – Public Employees Retirement System.
Performance measures – Indicators that objectively measure the degree of success a program has had in
achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can
impose, exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be
used for any purpose. No action of the local government or its voters can increase or decrease a permanent
rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees.
This includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of
accomplishing a function for which the governmental entity is responsible (sub-unit or categories or
functional areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities
rather than to specific items of cost. Services are broken down into identifiable service programs or
performance units. A unit can be a department, a division, or a workgroup. Each program has an
identifiable service or output and objectives.
Proprietary funds - Funds used to account for a government's ongoing organizations and activities
similar to those often found in the private sector. Fund types included in this category are enterprise and
internal service funds.
PSAP – Public Safety Answering Point.
Publication – Public notice given by publication in a newspaper of general circulation within the
boundaries of the local government.
Real market value (RMV) – The amount in cash which could reasonably be expected by an informed
seller from an informed buyer in an arm’s-length transaction as of the assessment date. In most cases, the
value used to test the constitutional limits.
Requirements – Total of appropriations, including personnel services, materials and services, capital
outlay, debt service, transfers, contingency, combined with unappropriated ending fund balance and
reserve for future expenditures.
Reserve – A portion of a fund balance which has been legally segregated for a specific use.
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Deschutes County, OREGON
Glossary
Reserve for future expenditure – A budgeted requirement category in a reserve fund not intended to be
expended during the fiscal year. This requirement represents the amount a governmental entity plans to
hold for future financing of a service, project, property or equipment.
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and
beginning net working capital.
Revenue – Receipts for the fiscal year including transfers and excluding beginning net working capital.
The major categories of revenue include taxes, intergovernmental revenues, charges for services, interest
and rents, fines and forfeitures, other revenues and transfers in.
Revised budget – A budget which includes all changes made to the original adopted budget as a result of
budget adjustments and the supplemental budget process.
RMS – Records Management System.
SAR – Search and Rescue.
SB– Senate Bill.
SBHC– School Based Health Clinic.
SDC– System Development Charge.
SDFS– Safety and Drug Free Schools.
Special revenue funds – Funds used to account for receipts from revenue sources that are legally
restricted or otherwise designated for special projects.
STD– Sexually Transmitted Disease.
Supplemental budget – A financial plan prepared to meet unexpected needs or to spend resources not
anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge – A fee paid at the time a permit is issued which is restricted to projects
which will mitigate the impact on a specific service.
TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by
the assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county fund to another county
fund.
UA – Unitary Assessment.
Unappropriated ending fund balance – A classification for those resource amounts not appropriated
for any purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or
equipment or may be generally reserved funds for no specific purpose.
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Deschutes County, OREGON
Glossary
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
WIC – Women, Infants and Children.
Working Capital – See Beginning net working capital.
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Glossary
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Goals and Objectives
Deschutes County Financial Policies
STATEMENT OF POLICY
Deschutes County has an important responsibility to its citizens to carefully account for public funds, manage
municipal finances wisely, manage growth, and plan adequate funding of services desired by the public, including the
provision and maintenance of public facilities. Deschutes County insures that it is capable of adequately funding and
providing County services needed by the community on a sustainable basis.
The following Financial Policies are designed to establish guidelines for the fiscal stability of the County. The
scope of these policies generally spans, among other issues, accounting, auditing, financial reporting, internal
controls, operating and capital budgeting, revenue management, expenditure control, asset management, cash
and investment management, and planning concepts, in order to:
Demonstrate to the citizens of Deschutes County, the investment community, and the bond rating agencies
that the County is committed to strong fiscal operations and to the preservation of its ability to provide the
financial stability to navigate through economic downturns and respond to the changing needs of the
community;
Provide an adequate financial base to sustain a sufficient level of County services to the community delivered
in a cost effective and efficient manner;
Present fairly and with full disclosure the financial position and results of financial operations of the County in
conformity to Generally Accepted Accounting Principles (GAAP); and
Determine and demonstrate compliance with finance-related legal and contractual issues in accordance with
provisions of the Oregon Revised Statutes and other pertinent legal documents and mandates.
APPLICABILITY
This policy applies to all financial operations of Deschutes County and all other entities governed by the Deschutes
County Board of County Commissioners.
POLICY AND PROCEDURES
1. Financial Planning Policies
a) Budget Process
The County budget process will conform to existing state and local regulations including local budget law. The
process will be coordinated so that major policy issues and Board goals and objectives are identified and
incorporated into the budget.
b) Balanced Budget
Deschutes County’s accounting and budgeting systems are organized and operated on a fund basis. The budget
for each fund is balanced, meaning total resources, consisting of beginning net working capital, current year
revenues and transfers-in, are equal to total requirements and transfers out, contingencies, unappropriated
ending fund balances, and reserves for future expenditures.
c) Budget Adjustments
All requests for budget changes after adoption will be submitted to the Finance Director for analysis. The
Finance Director will determine the need for the adjustment and the process to be followed to seek approval
for the requested change. All resolutions proposing adjustments to the adopted budget will be prepared by the
Finance Department and will be placed on the Board’s agenda by Finance for Board approval to ensure
compliance with budget laws.
d) GFOA Awards Program
The County participates in the GFOA Award for Distinguished Budget Presentation program and will
continue to submit its annual budget to the program.
Appendix A
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Deschutes County, OREGON
Appendix A
e) Financial Reporting Policy
The County’s accounting systems and financial reports will be in conformance with all state and federal laws,
generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards
Board (GASB) and the Government Finance Officers Association (GFOA). An annual audit will be performed
by an independent public accounting firm, licensed as a municipal auditor, with an audit opinion to be
included with the County’s published Comprehensive Annual Financial Report (CAFR). The County’s CAFR
will be submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting Program.
The financial report should be in conformity with GAAP, demonstrate compliance with finance related legal
and contractual provisions, thoroughly disclose sufficient detail and minimize ambiguities and potentials for
misleading inference. The County’s CAFR will also be provided to the Municipal Securities Rulemaking Board
via electronic submission to the Electronic Municipal Rulemaking Board (EMMA), a continuing disclosure
requirement, to enable investors to make informed decisions. Financial systems will maintain internal controls
to monitor revenues, expenditures, and program performance on an ongoing basis.
Budgeting for Operating Working Capital and Contingencies
f) Operating Funds
In order to maintain a prudent level of financial resources to protect against the need to reduce service levels
or raise taxes (i.e. Voter-approved local option levy) and fees due to temporary revenue shortfalls or
unforeseeable one-time expenditures, the County will establish and maintain certain working capital balances.
The County will strive to maintain a working capital level in each operating fund, other than the General
Fund, of 8.3% (1/12th) of that fund’s operating budget. The County will establish operations working capital
within the General Fund of approximately four months of estimated annual property tax collections. Other
funds that rely on heavily on property taxes, which are not received until the month of November each year,
should have an operating working capital level at or near the level of the General Fund, and include the
Sheriff’s Funds, 9-1-1, Extension/4-H, and the Sunriver and Black Butte Ranch county service districts. The
Finance Director shall have the authority to allow exceptions to this policy for those funds with significant
reserves and those that can demonstrate sufficient cash flow to avoid inter-fund borrowing prior to the receipt
of tax revenues.
g) Reserve and Insurance Funds
The following funds, due to their specific purposes, require reserve working capital balances above 8.3%:
PERS Reserve Fund
Insurance (general liability, worker’s compensation, unemployment, and property damage)
Health Benefits (medical, pharmacy, dental and vision)
Various Community Development Reserve Funds, when applicable
GIS Dedicated Fund
Road Building and Equipment Reserve Fund
Vehicle Maintenance and Replacement Fund
Public Health Department Reserve Fund
Sheriff’s Capital Reserve Funds
General Capital Reserve Fund
Project Development Fund
County Clerk Records Fund
Solid Waste Reserve Funds
Fair/Expo Center Capital Reserve Funds
County Service Districts Reserve Funds
Working capital balances for these funds will be determined each year by the Finance Director and the
Department Head given the unique needs of each fund and the anticipated use of such funds in future years.
h) Long Range Planning
Each year, the County will update resource and requirement forecasts for major operating funds for the next
five years and annually develop a five-year Capital Improvement Program (CIP) for major projects related to
the acquisition, expansion or rehabilitation of the County’s buildings, equipment, parks, streets and other
public infrastructure. These estimates will be presented to the Budget Committee in a format which is
intended to facilitate budget decisions and strategic planning, based on a multi-year perspective.
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Deschutes County, OREGON
Appendix A
i) Capital Assets
Deschutes County will perform an inventory of its capital assets and controlled capital-type items on an
ongoing annual basis. This information will be used to plan for the ongoing financial commitments required to
maximize the public’s benefit including security of assets, insurance levels, capitalization of capital costs for
reporting purposes and asset replacement and obsolescence.
2. Revenue Policies
a) Revenue Diversification
Revenues estimates will be established each year in a realistic and prudent manner using objective and
analytical approaches. Revenue forecasts will assess the full spectrum of resources that can be allocated for
public services. To the greater extent possible, the County’s revenue system will be diversified as protection
from short-fun fluctuations in any one revenue source.
b) Fees and Charges
User fess and charges will be established for services that benefit specific individuals or organizations. The
County will annually review all fees, licenses, permits, fines and other miscellaneous charges in conjunction
with the budget process. User charges and fees will be established based at a level related to the full cost of
indirect costs, including operations and maintenance, overhead, and charges for the use of capital facilities.
Other factors for fee or charge adjustments may also include the impact of inflation, other cost increases and
current competitive rates.
c) Use of One-Time Revenues
One-time revenues or resources shall not be used to fund ongoing operations, unless in the context of a multi-
year financial plan to balance expenditures and reserves. One-time revenues should not support ongoing
personnel and operating costs. Use of one-time revenues is appropriate for non-recurring capital outlay, debt
retirement, contribution to capital reserves, and other non-recurring expenses.
d) Use of unpredictable Revenues
Revenues of a limited or undefined term will generally be used for capital projects or one-time operating
expenditures to ensure that no ongoing service programs are lost when such revenues are reduced or
discontinued.
e) Grants
Grants are generally contributions from one government to another, usually for a specific purpose. Grants can
be recorded in any type of fund and should be recorded in an existing fund whenever possible. Grants
sometimes come with matching fund requirements. It is important that matching requirements be well
understood before grants are accepted by the County to ensure that services being provided through grant
funding are sustainable. It is also essential any staff hired to carry out grant funded services are hired subject
to the amount and continuation of the grant funding.
f) Revenue Management
The County will not respond to long term revenue shortfalls with deficit funding or borrowing to support
ongoing operations. Once working capital balances have reached policy levels, expenses will be reduced to
conform to long term revenue forecasts and/or revenue increases will be considered.
3. Expenditure Policies
a) Debt Capacity, Issuance and Management
The Finance Director is responsible to structure all debt issuances and oversees the on-going management
of all County debt including general obligations, lease purchase agreements, revenue bonds, full faith and
credit bonds, promissory notes, equipment financing agreements and any other contractual arrangements
that obligate the County to make future principal and interest payments.
No debt will be issued for which the County is not confident that a sufficient specifically identified revenue
source is available for repayment. The Finance Director shall prepare an analysis of the source of
repayment prior to issuance of any debt.
When issuing long term debt, the County will ensure that debt is only incurred when necessary for capital
Page 351
Deschutes County, OREGON
Appendix A
improvements too large to be financed from current resources, the useful life of a financed improvement
will exceed the life of the related debt, the benefits of financing exceed the cost of borrowing, and ensure
that operating costs related to capital improvements are adequately considered before debt is issued.
The County will manage an administer its long-term debt in compliance with the restrictions and
limitations of State law with regard to bonded indebtedness for counties as outlined in the Oregon Revised
Statutes. These statutory restrictions establish legal limitations on the level of limited tax and general
obligation bonded debt which can be issued by the County (1% and 2% of the real market value of all
taxable property, respectively). The statutes outline the processes for public hearings, public notice and
bond elections, as well as provision for the issuance and sale of bonds and restrictions on the use of those
bond proceeds.
The County will not use long-term debt to fund current operations, to balance the budget, or to fund
projects that can be funded from current resources. The County may use short-term debt or inter-fund
loans as permitted by law to cover temporary cash flow needs resulting from a delay in grant proceeds or
other revenues and delay in the issuance of long term debt. All bond issuances and promissory notes will
be authorized by resolution of the Board of County Commissioners.
The County will, through prudent financial management and budgeting practices, strive to maintain or
enhance its Moody’s credit ratings which are currently Aa3 for full faith and credit debt and Aa2 for
general obligation debt.
The County will ensure that adequate procedures are in place to meet the post issuance obligations of
borrowers to report periodic financial information and to disclose certain events of interest to bond holders
in a timely manner.
b) Operating/Capital Expenditure Accountability
The County will maintain an accounting system which provides internal budgetary controls. The County’s
budget documents shall be presented in a format that provides for logical comparison with prior fiscal periods
whenever possible. Reports comparing actual revenues and expenditures to budget for the County’s major
operating funds shall be prepared monthly which will be distributed to the Board of County Commissioners,
County Administrator, Department Heads/Directors and any interested parties. The County will strive to fund
minor capital improvements on a pay-as-you-go basis to enhance its financial condition and bond rating. The
County shall annually contribute to certain capital reserve funds to the extent possible given cash flow
limitations and projected capital improvements.
c) Internal Service Funds
Internal service funds are used to account for services provided by one department to other departments on a
cost-reimbursement basis. The goal of an internal service fund is to measure the full cost of providing services
for the purpose of fully recovering that cost through fees or charges to user departments. Deschutes County
internal service funds are as follows: Building Services, Administrative Services, Board of County
Commissioners, Finance, Legal Counsel, Personnel, Information Technology, Information Technology Reserve,
Insurance Reserve and Health Benefits Trust.
4. Cash Management Policies
a) Investments
County funds will be invested in a prudent and diligent manner with emphasis on safety, liquidity and yield,
in that order. The County will conform to all state and local statutes governing the investment of public funds
and to the County’s investment policy. The County’s investment policy shall be approved by the State of
Oregon Short-Term Fund Board and adopted by the Board of County Commissioners at least annually.
Additionally, the County will have an Investment Advisory Committee to review the County’s investment
policy, its investments, and its investment strategy and philosophy. The Investment Advisory Committee will
consist of financial experts who are citizens of Deschutes County, and will meet twice each year.
b) Banking Services
The County will seek competitive bids for its banking services. Requests for proposals will be comprehensive;
covering all aspects of the County’s banking requirements. The award to the successful bidder will be for a five
Page 352
Deschutes County, OREGON
Appendix A
year period with two one year extensions.
c) Annual Validation of County Bank Accounts
Each year a letter is to be mailed to all banking institutions operating within Deschutes County to
validate that the only Deschutes County accounts, listing Deschutes County or a Deschutes County
department as the owner of the account and utilizing the County’s federal identification number, are
those accounts that have been approved by the Board of Commissioners and request that each bank
notify the County of any accounts in operation within their financial institutions that are not on the
approved list.
The Finance Director/Treasurer is authorized to establish all bank accounts, determine and authorize
signatories to those bank accounts, and to manage all banking and investment related services for the
County.
d) Credit Cards
The Finance Director/Treasurer, in consultation with the County Administrator, is authorized to set
up credit cards for County staff as requested.
e) Internal Controls and Performance Auditing Policies
Employees in the public sector are responsible to the taxpayers for how public resources are used and
must perform their duties in compliance with law, policy, and established procedures. The following
County activities are essential and are consistent with providing citizens with an objective and
independent appraisal of County government.
Maintain an independent internal audit program to evaluate and report on the financial
condition, the accuracy of financial record keeping, compliance with applicable laws, policies,
guidelines and procedures, and efficiency and effectiveness of operations.
Maintain a County Audit Committee comprised mostly of public citizens to oversee audit
services, both external and internal.
In coordination with the Audit Committee, the County Internal Auditor and the County’s
external auditors shall periodically review internal controls in County departments and
report findings to the Audit Committee regarding these reviews.
At the direction of the Audit Committee, the County Internal Auditor shall conduct
performance audits to ensure departments and agencies funded by the County are operating
in an efficient and cost-effective manner.
5. Purchasing
All purchases of goods and services must comply with the County’s purchasing policies, purchasing rules
and procedures in accordance with state laws and regulations. Before the County purchases any major
asset or undertakes any operating any operating or capital arrangements that create fixed costs or
ongoing operational expenses, the implications of such purchases will be fully determined for the current
and future years.
Approved by the Deschutes County Board of Commissioners on December 15, 2014.
Page 353
Deschutes County, OREGON
Appendix B
Property Taxes and Values
Property Tax Limitations
In 1997 voters approved a constitutional amendment known as Ballot Measure 50. Ballot Measure 50
established permanent” tax rates for all local governments. FY 2017 estimated assessed values, maximum
tax rates, tax rates and estimated taxes included in the budget, for Deschutes County and County Service
Districts under the governance of the Board of Commissioners, are as follows:
Property Values
The Oregon Constitution limits the rate of growth of property value subject to taxation. The limit is based
on a property’s maximum assessed value (MAV). In 1997-98 the MAV was established for all property in
existence by constitutional amendment, Measure 50.
MAV is allowed to increase each year by no more than 3 percent with a few exceptions. The addition of a
new structure, major improvement of an existing structure, and subdivision or partition of the property are
examples that would increase MAV by more than 3 percent. On January 1st of each year the MAV and Real
Market Value (RMV) for each property are figured. The property is taxed on the lesser of these two values,
which is called the taxable assessed value.
The chart below compares the Real Market Values to the Taxable Assessed Values and illustrates the
change in Deschutes County property values from FY 2000 to FY 2016.
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
Real Market Value
of All Property 10,031 11,175 13,715 14,286 15,878 17,617 20,926 28,379 36,916 37,666 33,147 23,496 21,551 20,968 22,132 25,322 28,841
Assessed Value
of Taxable Property 8,091 8,824 9,606 10,358 11,159 12,213 13,349 14,625 15,824 16,875 17,613 17,741 17,626 17,821 18,637 19,686 20,933
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Pr
o
p
e
r
t
y
V
a
l
u
e
s
(
i
n
b
i
l
l
i
o
n
s
)
% Change Permanent Proposed Proposed
Estimated from Maximum Budget Budget
Taxing District Assessed Value FY 2015-16 Tax Rate Tax Rate Taxes
Deschutes County 21,795,666,102 5.50% 1.2783 1.2783 24,840,700
Sheriff Countywide 21,795,666,102 5.50% 1.2500 1.0200 19,688,313
Sheriff Rural 6,983,081,255 4.70% 1.5500 1.4000 8,783,959
9-1-1 22,084,620,589 5.50% 0.4250 0.3618 * 7,430,701
Extension/4-H 21,795,666,102 5.50% 0.0224 0.0224 433,813
Sunriver Service District 1,406,403,481 3.70% 3.4500 3.3100 4,080,445
Black Butte Ranch 630,048,966 3.40% 1.0499 1.0499 601,560
Black Butte Ranch (Local Option)630,048,966 3.40% 0.5500 0.5500 **315,133
* On May 17, 2016, voters approved a ballot measure to dissolve the existing district and approve a new district with a permanent
rate of $0.4250. The District's Governing Board approved keeping the levy at 0.3618 for FY 2017 and 2018.
** Voters approved to continue a local option rate of $0.55 on May 19, 2015 and the final year of levy is FY 2019-20.
Page 354
Deschutes County, OREGON
Appendix C
Source: Deschutes County Assessor’s Department
Total taxable assessed value for 2015-16 is $20,933,289,658.
Taxpayer Rank
Percentage of
Total County
Taxable
Assessed
Value
TDS Baja Broadband LLC 218,359,000$ 1 1.04%
Pacificorp (PP&L)85,994,000 2 0.41%
Gas Transmission Northwest Corporation 68,929,100 3 0.33%
Cascade Natural Gas Corporation 54,078,000 4 0.26%
Bend Research Inc 46,999,420 5 0.22%
Touchmark at Mt Bachelor Village LLC 44,466,290 6 0.21%
Suterra LLC 47,416,970 7 0.23%
CVSC LLC 38,467,390 8 0.18%
Deschutes Brewery Inc 38,414,200 9 0.18%
CenturyLink Property Tax 38,262,000 10 0.18%
Total 681,386,370$ 3.26%
Principal Property Taxpayers
2016
Taxable
Assessed Value
Page 355
Deschutes County, OREGON
Appendix D
₁Estimates from Portland State University-Population Research Center are as of July 1st in each fiscal year.
₂General obligation debt figures are as of June 30th each fiscal year and include both County and County
Service Districts .
Fiscal Year Population ₁
General
Obligation
Bonds
Outstanding ₂
Percentage of
Real Market
Value of Property Per Capita
2007 143,316 38,929 0.19%271.63
2008 150,113 35,264 0.12%234.92
2009 154,920 31,345 0.08%202.33
2010 157,733 27,141 0.07%172.07
2011 157,905 22,618 0.07%143.24
2012 158,875 17,765 0.08%111.82
2013 160,140 12,260 0.06%76.56
2014 162,525 7,610 0.04%46.82
2015 166,400 5,220 0.02%31.37
2016 170,740 2,595 0.01%15.20
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
Page 356
Deschutes County, OREGON
Appendix E
Source: Oregon State Treasury, Debt Management Division
Note: Overlapping governments are those that coincide, at least in part, with the geographic boundaries of
the County. This schedule estimates the portion of the outstanding debt of those overlapping governments
that is borne by the residents and businesses of Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt burden borne by the
residents and businesses should be taken into account. However, this does not imply that every taxpayer is a
resident, and therefore responsible for repaying the debt of each overlapping government.
₁Net property tax backed debt was used as the Debt Outstanding which is derived from the gross property tax
backed debt less self-supporting unlimited tax general obligations and less self-supporting full faith and credit
debt.
Governmental Unit
Debt
Outstanding ₁
Estimated
Percentage
Applicable
Estimated
Share of
Overlapping
Debt
Debt repaid with property taxes
Bend Juniper Ridge Urban Renewal Agency 3,005$ 100.0000% 3,005$
Bend Metro Park and Recreation District 31,881 100.0000% 31,881
Central Oregon Community College 58,554 96.3447% 56,414
City of Bend 49,326 100.0000% 49,326
City of La Pine 435 100.0000%435
City of Redmond 9,460 100.0000% 9,460
Cloverdale RFPD 2,620 100.0000% 2,620
Crook County School District 51,964 1.1566%601
Crooked River Ranch RFPD 2,480 9.1494%227
Crooked River Ranch Special Road District 115 8.9635%10
Deschutes County RFPD 2 (Bend)1,265 100.0000% 1,265
Deschutes County School Dist. 1 (Bend-La Pine )262,125 100.0000% 262,125
Deschutes County School Dist. 2 (Redmond)154,168 94.1171% 145,098
Deschutes County School District 6 (Sisters)17,652 99.9734% 17,647
High Desert ESD 3,904 91.3865% 3,568
La Pine Parks and Recreation District 430 100.0000%430
Redmond Area Park and Recreation District 922 100.0000%922
Redmond Fire & Rescue 939 99.9388%938
Sisters RFPD (Camp Sherman)1,905 85.7932% 1,634
Sunriver Library County Service District 90 100.0000%90
Terrebonne Water District 540 100.0000%540
Subtotal, overlapping debt 588,236
Deschutes County direct debt 20,475
Total direct and overlapping debt 608,711$
As of March 31, 2016
Direct and Overlapping Debt
(dollars in thousands)
Page 357
Deschutes County, OREGON
Appendix F
Sources: Deschutes County (Sheriff’s Office, Solid Waste, and Road Department); Deschutes County 9-1-1
County Service District
N/A - Not Available
2011 2012 2013 2014 2015
Function/Program
General Government
Building permits issued for new homes 104 127 218 327 355
Total building permits issued 613 643 811 988 1,142
Police
Physical arrests 1,375 1,334 1,421 1,451 1,545
Traffic Violations
Citations issued 2,504 2,517 2,261 2,462 2,189
Warnings 4,727 4,317 1,906 1,570 1,883
Calls for service 32,661 33,409 33,331 34,187 35,664
Traffic stops 10,202 10,507 14,125 14,840 14,698
Solid Waste
Solid waste collected (tons)192,657 177,113 185,692 185,788 193,779
Average annual per capita waste generation
(pounds)2,257 2,243 2,338 1,419 2,385
Recyclables collected (tons)75,365 62,083 72,941 72,178 74,097
Road
Street resurfacing (miles)6.26 16.10 2.50 8.20 7.60
9-1-1 Emergency Services
Emergency calls 54,395 59,697 58,673 59,886 60,460
Police officer initiated calls 241,785 249,032 246,458 249,217 250,369
Fire department initiated calls 19,597 21,048 21,541 22,398 23,655
Operating Indicators by Function/Program
Last Five Fiscal Years
Fiscal Year
Page 358
Deschutes County, OREGON
Appendix G
Sources: Portland State University, Population Research Center; Deschutes County Assessor’s Department
₁Assessed values include real and personal property, and are adjusted for veterans exemptions.
Year Population
Change Over
Prior Year
Total Taxable
Assessed Value ₁
Change Over
Prior Year
2006-07 143,316 5.7%14,625,393,045 9.6%
2007-08 150,113 4.7%15,823,948,426 8.2%
2008-09 154,920 3.2%16,874,559,236 6.6%
2009-10 157,733 1.8%17,612,789,038 4.4%
2010-11 157,905 0.1%17,740,724,079 0.7%
2011-12 158,875 0.6%17,626,168,430 -0.7%
2012-13 160,140 0.8%17,820,526,479 1.1%
2013-14 162,525 1.5%18,637,321,902 4.6%
2014-15 166,400 2.4%19,686,342,823 5.6%
2015-16 170,740 2.6%20,933,289,658 6.3%
Population and Assessed Value Statistics
Last Ten Fiscal Years
Page 359
Deschutes County, OREGON
Appendix H
₁ Population figures are midyear estimates and are shown in this schedule with the FTE of the fiscal year for which the
positions were originally adopted. As an example, population for Year 2015 reflects the population estimate as of
July 1, 2015, and is shown with the FTE count that was originally adopted and adjusted during fiscal year 2015-16.
Year Population ₁
Deschutes
County
Total FTE
FTE Per
Thousand
Population
2007 143,316 821.00 5.73
2008 150,113 848.18 5.65
2009 154,920 827.98 5.34
2010 157,733 817.53 5.18
2011 157,905 815.55 5.16
2012 158,875 826.45 5.20
2013 160,140 838.65 5.24
2014 162,525 837.10 5.15
2015 166,400 846.5 5.09
2016 170,740 863.65 5.06
FTE Per Thousand Population
Last Ten Fiscal Years
Page 360
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Combined Funds
Resources
Beginning Net Working Capital 79,441,948 89,768,522 87,610,773 98,556,520
Taxes, Property 26,652,222 27,254,722 27,922,900 29,515,526
Taxes, Business 4,265,862 5,106,569 5,390,000 6,200,000
Taxes, Other 68,514 58,915 47,750 47,130
Licenses & Permits 1,285,225 1,395,229 1,369,970 1,347,839
Federal Grants 1,446,769 985,598 2,251,508 1,805,603
Federal Payments 2,112,399 1,995,037 2,072,485 760,585
Other Federal Payments 1,753,135 1,971,540 1,970,000 1,962,332
State Grants 14,470,568 14,237,494 14,747,145 14,713,970
State Payments/Shared Revenue 29,701,784 30,036,675 29,209,263 30,628,367
Other State Payments 3,028,672 3,025,316 3,650,168 5,820,642
Local Government Payments 35,270,094 37,164,519 45,142,244 41,061,395
Charges for Services 22,044,406 25,069,232 24,792,317 27,835,692
Fines, Forfeitures and/or Assessments 1,152,222 1,190,639 1,174,274 1,764,104
Interest and Rents 2,726,233 2,975,986 2,712,080 3,018,432
Non-Operational Revenue 155,284 689,107 269,180 285,295
Contract Payments 1,595,558 2,313,757 570,000 849,822
Interfund Payments 37,235,215 41,876,406 33,743,406 37,265,806
Transfers In 21,820,618 28,023,870 25,946,382 37,614,477
Proceeds from Sale of Assets 433,779 1,463,154 309,500 367,600
Bond and Loan Proceeds 8,773,092 - 3,775,000 -
Total Resources 295,433,598 316,602,287 314,676,345 341,421,137
Requirements/Expenditures
Personnel Services 84,081,071 88,289,071 107,037,822 99,782,320
Materials & Services 76,349,126 83,726,100 85,803,959 85,951,781
Debt Service - Principal 8,555,952 8,460,468 10,529,123 6,340,303
Debt Service - Interest 3,130,810 3,008,042 2,870,362 2,609,676
Total Debt Service 11,686,762 11,468,510 13,399,485 8,949,979
Capital Outlay 11,727,499 9,356,083 16,042,695 13,648,621
Transfers Out 21,820,618 28,023,870 25,967,118 37,614,477
Contingency - - 56,409,666 68,596,606
Unapprop Ending Fund Bal - - 575,890 555,835
Reserve for Future Expenditures - - 9,439,710 26,321,518
Total Requirements/Expenditures 205,665,076 220,863,634 314,676,345 341,421,137
Page 361
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
General Fund (001)
Resources
Beginning Net Working Capital 10,371,843 8,381,199 8,630,800 10,411,770
Taxes, Property 22,610,373 23,836,373 24,590,700 26,245,691
Taxes, Other 68,514 58,915 47,750 47,130
Licenses & Permits 33,125 31,975 33,800 32,525
Other Federal Payments 500,941 500,000 500,000 500,000
State Grants 1,100,286 1,134,580 986,768 1,070,600
State Payments/Shared Revenue 1,696,137 1,693,575 1,663,350 1,697,149
Charges for Services 1,325,309 1,735,434 1,621,435 1,901,792
Fines, Forfeitures and/or Assessments 30 60 --
Interest and Rents 88,275 109,548 120,000 119,000
Interfund Payments 101,195 67,059 30,385 30,970
Transfers In - 167,929 438,360 537,825
Proceeds from Sale of Assets 7,995 29,750 --
Total Resources 37,904,022 37,746,397 38,663,348 42,594,452
Requirements/Expenditures
Personnel Services 8,954,566 9,078,628 10,109,189 10,420,134
Materials & Services 4,226,033 3,916,980 4,525,201 4,811,212
Capital Outlay - - 52,200 275,008
Transfers Out 16,342,224 14,961,844 15,552,048 17,916,408
Contingency - - 8,104,710 9,171,690
Total Requirements/Expenditures 29,522,823 27,957,452 38,343,348 42,594,452
Business Loan (105)
Resources
Beginning Net Working Capital 144,713 114,699 143,000 228,000
Interest and Rents 989 954 700 7,200
Contract Payments 35,997 29,444 40,000 26,667
Transfers In - 140,000 --
Total Resources 181,699 285,097 183,700 261,867
Requirements/Expenditures
Materials & Services 67,000 150,000 383,700 261,867
Total Requirements/Expenditures 67,000 150,000 383,700 261,867
Court Technology Reserve (111)
Resources
Beginning Net Working Capital 73,933 98,515 110,000 161,000
Interest and Rents 480 801 -1,000
Transfers In 32,000 32,000 32,000 32,000
Total Resources 106,413 131,316 142,000 194,000
Requirements/Expenditures
Materials & Services 7,897 1,766 80,000 100,000
Capital Outlay - - 20,000 94,000
Reserve for Future Expenditures - - 42,000 -
Total Requirements/Expenditures 7,897 1,766 142,000 194,000
Page 362
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
A & T Reserve (114)
Resources
Beginning Net Working Capital 448,394 450,928 645,000 751,000
Interest and Rents 2,534 4,184 5,500 7,500
Transfers In - 190,360 100,000 100,000
Total Resources 450,928 645,472 750,500 858,500
Requirements/Expenditures
Materials & Services - - -9,000
Capital Outlay - - -16,000
Reserve for Future Expenditures - - 750,500 833,500
Total Requirements/Expenditures - - 750,500 858,500
Grant Projects (120)
Resources
Beginning Net Working Capital 6,066 - --
Interest and Rents 25 - --
Total Resources 6,091 - --
Requirements/Expenditures
Materials & Services 6,091 - --
Total Requirements/Expenditures 6,091 - --
Justice Court (123)
Resources
Beginning Net Working Capital 153,818 130,317 60,000 145,608
Fines, Forfeitures and/or Assessments 425,632 459,548 450,000 520,000
Interest and Rents 653 456 527 -
Transfers In 140,819 74,398 145,747 25,000
Total Resources 720,922 664,719 656,274 690,608
Requirements/Expenditures
Personnel Services 407,456 423,791 436,236 457,921
Materials & Services 183,148 162,205 173,942 175,007
Contingency - - 46,096 57,680
Total Requirements/Expenditures 590,605 585,996 656,274 690,608
Page 363
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
La Pine Industrial (125)
Resources
Beginning Net Working Capital 242,433 248,926 50,000 46,000
Charges for Services 2,938 - --
Fines, Forfeitures and/or Assessments 471 186 --
Interest and Rents 10,744 8,908 500 1,000
Contract Payments 14,973 7,557 --
Total Resources 271,560 265,577 50,500 47,000
Requirements/Expenditures
Materials & Services 22,634 218,777 6,150 26,150
Capital Outlay - - -20,850
Contingency - - 44,350 -
Total Requirements/Expenditures 22,634 218,777 50,500 47,000
Bethlehem Inn (128)
Resources
Beginning Net Working Capital (2,700,381) - --
Interest and Rents 10,792 - --
Transfers In 2,689,590 - --
Total Resources - - --
Requirements/Expenditures
Total Requirements/Expenditures - - --
Humane Society of Redmond (129)
Resources
Beginning Net Working Capital - - -(481,878)
Contract Payments 141,004 - 530,000 535,000
Total Resources 141,004 - 530,000 53,122
Requirements/Expenditures
Debt Service - Principal 141,004 - 530,000 -
Total Debt Service 141,004 - 530,000 -
Transfers Out - - -53,122
Total Requirements/Expenditures 141,004 - 530,000 53,122
Park Acquisition and Development (130)
Resources
Beginning Net Working Capital 4,966 19,885 30,000 127,000
State Payments/Shared Revenue 204,778 241,069 200,000 245,000
Interest and Rents 141 357 200 800
Total Resources 209,885 261,311 230,200 372,800
Requirements/Expenditures
Materials & Services 10,000 16,399 20,000 40,000
Capital Outlay - - -142,800
Transfers Out 180,000 180,000 190,000 190,000
Contingency - - 20,200 -
Total Requirements/Expenditures 190,000 196,399 230,200 372,800
Page 364
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Park Development Fees (132)
Resources
Beginning Net Working Capital 87,597 89,029 97,000 92,000
Licenses & Permits 2,800 1,750 -2,000
Charges for Services 5,995 - --
Interest and Rents 550 663 1,000 800
Proceeds from Sale of Assets 0 - --
Total Resources 96,943 91,442 98,000 94,800
Requirements/Expenditures
Materials & Services 7,914 1,270 98,000 94,800
Total Requirements/Expenditures 7,914 1,270 98,000 94,800
PERS Reserve (135)
Resources
Beginning Net Working Capital 9,807,057 10,170,287 10,238,000 10,290,000
Interest and Rents 56,248 73,045 80,000 85,000
Interfund Payments 307,832 - -850,000
Transfers In - - - 2,000,000
Total Resources 10,171,137 10,243,332 10,318,000 13,225,000
Requirements/Expenditures
Personnel Services - - 10,281,085 -
Materials & Services 850 1,850 36,915 5,000
Reserve for Future Expenditures - - - 13,220,000
Total Requirements/Expenditures 850 1,850 10,318,000 13,225,000
Project Dev & Debt Reserve (140)
Resources
Beginning Net Working Capital 2,541,144 2,263,928 1,278,000 1,460,000
Local Government Payments 19,910 - --
Charges for Services - 5,000 --
Fines, Forfeitures and/or Assessments 25 - --
Interest and Rents 170,931 169,207 73,157 71,157
Contract Payments 197,458 74,654 -288,155
Interfund Payments - - 452,842 461,040
Transfers In 300,000 700,000 300,000 300,000
Proceeds from Sale of Assets 27,201 53,101 --
Total Resources 3,256,668 3,265,890 2,103,999 2,580,352
Requirements/Expenditures
Materials & Services 108,986 57,194 304,000 25,000
Capital Outlay - 10,000 50,000 373,395
Transfers Out 883,754 1,790,758 1,404,337 1,481,957
Contingency - - 105,992 -
Reserve for Future Expenditures - - 239,670 700,000
Total Requirements/Expenditures 992,740 1,857,952 2,103,999 2,580,352
Page 365
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
General County Projects (142)
Resources
Beginning Net Working Capital 1,978,653 1,782,574 1,460,000 1,280,000
Taxes, Property 731,826 746,522 770,000 810,210
Interest and Rents 10,836 10,068 11,000 11,000
Non-Operational Revenue 7,996 58,111 --
Interfund Payments 460,551 507,158 -500,000
Transfers In 251,193 219,613 1,050,000 -
Total Resources 3,441,055 3,324,046 3,291,000 2,601,210
Requirements/Expenditures
Materials & Services 235,944 458,689 645,936 1,154,975
Capital Outlay 374,610 455,943 1,240,000 550,000
Transfers Out 1,047,927 1,035,739 220,000 -
Contingency - - 1,185,064 896,235
Total Requirements/Expenditures 1,658,482 1,950,370 3,291,000 2,601,210
General Capital Reserve (143)
Resources
Beginning Net Working Capital 636,047 639,641 1,645,000 3,722,500
Interest and Rents 3,594 6,587 5,000 30,000
Transfers In - - 2,055,043 3,011,264
Proceeds from Sale of Assets - 1,000,000 --
Total Resources 639,641 1,646,228 3,705,043 6,763,764
Requirements/Expenditures
Capital Outlay - - 650,000 1,000,000
Reserve for Future Expenditures - - 3,055,043 5,763,764
Total Requirements/Expenditures - - 3,705,043 6,763,764
County School (145)
Resources
Beginning Net Working Capital 110 - --
Federal Payments 419,789 405,007 415,000 -
State Payments/Shared Revenue 265,868 250,993 273,000 267,300
Interest and Rents 149 218 100 110
Total Resources 685,916 656,218 688,100 267,410
Requirements/Expenditures
Materials & Services 685,916 656,218 688,100 267,410
Total Requirements/Expenditures 685,916 656,218 688,100 267,410
Page 366
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Special Transportation (150)
Resources
Beginning Net Working Capital 1,181 1,598 64,000 50,000
Federal Grants - - -43,684
State Grants 314,633 693,002 490,000 1,000,000
Interest and Rents 417 1,518 1,000 2,000
Total Resources 316,231 696,118 555,000 1,095,684
Requirements/Expenditures
Materials & Services 314,633 632,136 522,000 1,095,684
Contingency - - 33,000 -
Total Requirements/Expenditures 314,633 632,136 555,000 1,095,684
Taylor Grazing (155)
Resources
Beginning Net Working Capital 22,780 26,143 31,420 34,630
State Payments/Shared Revenue 3,228 3,968 5,000 5,000
Interest and Rents 134 199 175 200
Total Resources 26,143 30,309 36,595 39,830
Requirements/Expenditures
Materials & Services - - 36,595 39,830
Total Requirements/Expenditures - - 36,595 39,830
Transient Room Tax (160)
Resources
Beginning Net Working Capital 2,161 31,969 2,842 235,000
Taxes, Business 3,662,019 4,538,632 4,716,250 5,425,000
Interest and Rents 4,319 2,159 -3,000
Total Resources 3,668,500 4,572,760 4,719,092 5,663,000
Requirements/Expenditures
Personnel Services 46,814 - --
Materials & Services 3,563,973 4,461,990 4,693,348 1,786,420
Transfers Out 25,744 110,770 25,744 3,177,531
Contingency - - -699,049
Total Requirements/Expenditures 3,636,531 4,572,760 4,719,092 5,663,000
Video Lottery (165)
Resources
Beginning Net Working Capital 116,799 11,476 -100,000
State Payments/Shared Revenue 576,502 576,887 600,000 682,000
Interest and Rents 898 596 500 1,000
Transfers In - 7,500 --
Total Resources 694,199 596,459 600,500 783,000
Requirements/Expenditures
Personnel Services 947 - --
Materials & Services 681,776 595,633 600,500 783,000
Total Requirements/Expenditures 682,723 595,633 600,500 783,000
Page 367
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Welcome Center (170)
Resources
Beginning Net Working Capital 2,656 - 150,620 245,000
Taxes, Business 603,844 567,937 673,750 775,000
Interest and Rents 879 1,437 --
Total Resources 607,379 569,374 824,370 1,020,000
Requirements/Expenditures
Personnel Services 7,802 - --
Materials & Services 362,421 9,119 12,551 795,297
Transfers Out 237,156 364,620 811,819 224,703
Total Requirements/Expenditures 607,379 373,739 824,370 1,020,000
Property Management Ops (200)
Resources
Beginning Net Working Capital 3,670 - --
Interest and Rents 18 - --
Total Resources 3,688 - --
Requirements/Expenditures
Materials & Services 3,688 - --
Total Requirements/Expenditures 3,688 - --
Foreclosed Land Sales (205)
Resources
Beginning Net Working Capital 112,728 111,083 85,000 60,000
Interest and Rents 376 686 500 500
Proceeds from Sale of Assets 84,150 - --
Total Resources 197,254 111,769 85,500 60,500
Requirements/Expenditures
Materials & Services 86,171 30,392 62,631 53,308
Contingency - - 22,869 7,192
Total Requirements/Expenditures 86,171 30,392 85,500 60,500
Page 368
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Victims' Assistance (212)
Resources
Beginning Net Working Capital 32,883 51,995 34,708 60,000
Federal Grants 48,043 41,742 189,892 189,892
State Payments/Shared Revenue 98,569 98,569 101,980 101,980
Charges for Services 31,885 31,605 32,100 32,000
Fines, Forfeitures and/or Assessments 175 7,665 500 -
Interest and Rents 281 490 300 -
Non-Operational Revenue 27 2,500 100 -
Transfers In 209,687 150,000 295,648 295,648
Total Resources 421,550 384,566 655,228 679,520
Requirements/Expenditures
Personnel Services 339,093 329,414 491,055 539,029
Materials & Services 30,463 26,434 104,073 45,604
Capital Outlay - - 100 -
Contingency - - 60,000 94,887
Total Requirements/Expenditures 369,556 355,849 655,228 679,520
Law Library (215)
Resources
Beginning Net Working Capital 410,378 416,169 430,000 432,000
State Payments/Shared Revenue 181,336 179,504 180,000 152,671
Charges for Services 88 100 100 -
Interest and Rents 2,418 3,198 2,400 4,320
Non-Operational Revenue - 60 --
Total Resources 594,220 599,032 612,500 588,991
Requirements/Expenditures
Personnel Services 55,640 60,987 62,638 2,190
Materials & Services 122,411 74,588 549,762 264,087
Capital Outlay - - 100 -
Contingency - - -322,714
Total Requirements/Expenditures 178,051 135,575 612,500 588,991
County Clerk Records (218)
Resources
Beginning Net Working Capital 363,062 369,453 340,491 325,650
Charges for Services 98,996 106,282 100,000 114,000
Interest and Rents 1,951 2,376 2,200 2,580
Total Resources 464,009 478,111 442,691 442,230
Requirements/Expenditures
Materials & Services 94,556 138,444 211,975 111,270
Capital Outlay - - 100 15,000
Contingency - - 230,616 315,960
Total Requirements/Expenditures 94,556 138,444 442,691 442,230
Page 369
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Juvenile Community Justice (230)
Resources
Beginning Net Working Capital 1,177,566 1,244,605 1,271,324 1,200,000
Federal Grants 9,434 1,205 --
State Grants 53,647 170,582 144,947 145,037
State Payments/Shared Revenue 348,432 382,547 406,817 406,725
Charges for Services 55,332 99,347 61,100 62,100
Fines, Forfeitures and/or Assessments 100 8,242 6,050 6,050
Interest and Rents 12,811 17,446 14,200 56,840
Non-Operational Revenue 442 919 800 800
Interfund Payments 145,429 20,000 20,000 20,000
Transfers In 5,368,346 5,368,346 5,464,591 5,464,591
Total Resources 7,171,538 7,313,239 7,389,829 7,362,143
Requirements/Expenditures
Personnel Services 4,887,572 4,994,826 5,319,157 5,186,945
Materials & Services 1,035,701 1,007,504 1,153,324 1,273,154
Capital Outlay - - 100 -
Transfers Out 3,660 3,660 3,660 44,000
Contingency - - 913,588 858,044
Total Requirements/Expenditures 5,926,933 6,005,990 7,389,829 7,362,143
Court Facilities (240)
Resources
Beginning Net Working Capital - - 20,000 -
Fines, Forfeitures and/or Assessments 68,745 78,655 80,000 165,235
Interest and Rents 98 67 75 300
Total Resources 68,843 78,722 100,075 165,535
Requirements/Expenditures
Materials & Services 68,843 60,707 100,075 165,535
Total Requirements/Expenditures 68,843 60,707 100,075 165,535
Page 370
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Des Co Communication System (245)
Resources
Beginning Net Working Capital 263,384 294,026 329,089 -
Charges for Services 165,758 174,154 --
Interest and Rents 7,603 3,669 --
Interfund Payments 348,947 352,886 --
Total Resources 785,692 824,735 329,089 -
Requirements/Expenditures
Personnel Services 77,020 83,615 --
Materials & Services 270,689 259,454 329,089 -
Capital Outlay - 22,055 --
Transfers Out 143,957 143,954 --
Total Requirements/Expenditures 491,666 509,077 329,089 -
Sheriff's Office (255)
Resources
Federal Grants - - -38,695
Federal Payments - - -103,500
State Grants - - -279,698
State Payments/Shared Revenue - - -146,189
Other State Payments - - - 2,170,474
Local Government Payments 33,096,040 35,382,528 43,358,911 39,301,486
Charges for Services - - -167,800
Fines, Forfeitures and/or Assessments - - -501,000
Non-Operational Revenue - - -60,000
Interfund Payments - - -354,318
Transfers In - - - 3,151,787
Proceeds from Sale of Assets - - -37,000
Total Resources 33,096,040 35,382,528 43,358,911 46,311,947
Requirements/Expenditures
Personnel Services 26,779,955 27,982,132 29,228,817 30,547,984
Materials & Services 5,706,633 6,331,777 6,705,637 6,852,234
Capital Outlay 364,700 613,587 1,059,944 1,278,292
Transfers Out 244,752 455,031 271,616 273,291
Contingency - - 6,092,897 7,360,146
Total Requirements/Expenditures 33,096,040 35,382,528 43,358,911 46,311,947
Page 371
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Communications System Reserve (256)
Resources
Beginning Net Working Capital 200,700 402,348 605,234 812,342
Local Government Payments 200,000 200,000 200,000 -
Interest and Rents 1,648 3,798 2,886 6,000
Total Resources 402,348 606,146 808,120 818,342
Requirements/Expenditures
Capital Outlay - - -818,342
Reserve for Future Expenditures - - 808,120 -
Total Requirements/Expenditures - - 808,120 818,342
Healthy Start Prenatal (260)
Resources
Beginning Net Working Capital 279,344 225,325 --
State Grants 20,154 18,667 --
Charges for Services 24 25 --
Interest and Rents 1,419 1,414 --
Non-Operational Revenue 4 - --
Total Resources 300,945 245,431 --
Requirements/Expenditures
Personnel Services 61,892 62,261 --
Materials & Services 13,727 183,170 --
Total Requirements/Expenditures 75,620 245,431 --
Public Health Reserve (261)
Resources
Beginning Net Working Capital 366,797 335,787 337,983 340,669
Interest and Rents 1,990 2,412 2,200 2,700
Total Resources 368,787 338,199 340,183 343,369
Requirements/Expenditures
Materials & Services - - 100 100
Capital Outlay - - 100 -
Transfers Out 33,000 - 58,723 -
Reserve for Future Expenditures - - 281,260 343,269
Total Requirements/Expenditures 33,000 - 340,183 343,369
Page 372
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
OHP Mental Health Services (270)
Resources
Beginning Net Working Capital 4,737,151 8,385,763 6,277,205 4,200,988
State Payments/Shared Revenue 10,500,244 10,536,912 --
Interest and Rents 36,825 44,773 45,000 50,000
Total Resources 15,274,219 18,967,448 6,322,205 4,250,988
Requirements/Expenditures
Materials & Services 6,838,456 11,921,825 2,308,900 1,493,130
Transfers Out 50,000 394,021 525,000 -
Contingency - - 3,488,305 2,757,858
Total Requirements/Expenditures 6,888,456 12,315,847 6,322,205 4,250,988
Health Services (274)
Resources
Beginning Net Working Capital 4,493,642 4,812,182 5,956,923 5,827,329
Licenses & Permits 136,413 134,872 147,200 139,789
Federal Grants 786,956 561,491 668,124 601,332
Federal Payments 88,862 66,674 82,085 82,085
State Grants 11,288,447 11,538,487 11,453,890 10,554,166
State Payments/Shared Revenue 2,332,899 2,345,373 13,645,599 13,663,866
Local Government Payments 164,505 302,368 --
Charges for Services 1,588,251 1,484,503 1,339,318 1,487,575
Fines, Forfeitures and/or Assessments 78,028 77,176 77,086 79,014
Interest and Rents 49,135 66,576 65,100 73,800
Non-Operational Revenue 72,881 513,513 189,805 160,495
Interfund Payments 8,814,677 11,499,073 2,196,307 1,768,068
Transfers In 4,838,559 4,673,109 4,635,814 4,684,193
Proceeds from Sale of Assets 450 - --
Total Resources 34,733,707 38,075,397 40,457,251 39,121,712
Requirements/Expenditures
Personnel Services 19,374,829 21,171,613 24,567,138 24,255,329
Materials & Services 10,184,476 10,136,966 11,253,750 10,755,659
Capital Outlay - 231,677 210,740 -
Transfers Out 362,220 369,540 445,740 445,740
Contingency - - 3,979,883 3,664,984
Total Requirements/Expenditures 29,921,525 31,909,796 40,457,251 39,121,712
Page 373
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Acute Care Services (276)
Resources
Beginning Net Working Capital 961,233 1,102,160 968,601 970,108
State Grants 951,897 445,621 445,621 445,621
Charges for Services 24,610 - --
Interest and Rents 6,490 7,637 7,500 8,000
Total Resources 1,944,230 1,555,418 1,421,722 1,423,729
Requirements/Expenditures
Materials & Services 548,478 374,139 314,888 541,265
Transfers Out 293,593 211,040 168,864 -
Contingency - - 937,970 882,464
Total Requirements/Expenditures 842,071 585,179 1,421,722 1,423,729
OHP Alcohol & Drug Services (280)
Resources
Beginning Net Working Capital 2,436,947 2,351,184 2,946,149 2,746,150
State Payments/Shared Revenue 1,509,423 1,496,272 -101,926
Interest and Rents 11,796 20,529 20,000 24,000
Total Resources 3,958,166 3,867,985 2,966,149 2,872,076
Requirements/Expenditures
Materials & Services 1,606,982 840,152 390,018 1,051,668
Transfers Out - - 525,000 -
Contingency - - 2,051,131 1,820,408
Total Requirements/Expenditures 1,606,982 840,152 2,966,149 2,872,076
Code Abatement (290)
Resources
Beginning Net Working Capital 96,723 97,269 97,700 82,705
Interest and Rents 546 699 600 400
Total Resources 97,269 97,968 98,300 83,105
Requirements/Expenditures
Materials & Services - - 98,300 83,105
Total Requirements/Expenditures - - 98,300 83,105
Page 374
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Community Development (295)
Resources
Beginning Net Working Capital 1,578,705 2,037,201 1,600,000 1,578,206
Federal Grants 41,430 143,119 197,492 50,000
State Grants 13,000 - 13,000 16,500
Local Government Payments 264,039 363,815 281,500 514,076
Charges for Services 4,074,182 4,975,677 4,871,107 6,105,075
Fines, Forfeitures and/or Assessments 2,575 1,014 1,738 1,200
Interest and Rents 13,928 24,104 24,000 30,000
Interfund Payments 122,487 121,648 123,807 125,300
Transfers In 495,360 166,770 99,039 -
Proceeds from Sale of Assets - - 2,000 -
Total Resources 6,605,706 7,833,348 7,213,683 8,420,357
Requirements/Expenditures
Personnel Services 3,129,754 3,386,029 3,923,080 4,553,084
Materials & Services 1,053,170 1,274,502 1,405,455 1,315,365
Capital Outlay 177,266 - 100 -
Transfers Out 208,315 1,021,043 1,424,897 1,643,120
Contingency - - 460,151 908,788
Total Requirements/Expenditures 4,568,505 5,681,575 7,213,683 8,420,357
CDD Groundwater Partnership (296)
Resources
Beginning Net Working Capital 87,266 53,686 70,958 9,000
Interest and Rents 316 268 400 50
Transfers In 60,000 - --
Total Resources 147,582 53,954 71,358 9,050
Requirements/Expenditures
Materials & Services 71,250 41,250 37,500 9,050
Debt Service - Principal 22,501 - --
Debt Service - Interest 145 - --
Total Debt Service 22,646 - --
Contingency - - 33,858 -
Total Requirements/Expenditures 93,896 41,250 71,358 9,050
Page 375
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Community Development Reserve (300)
Resources
Beginning Net Working Capital - - 686,470 1,334,813
Interest and Rents - 1,623 -5,182
Transfers In - 686,470 643,161 700,000
Total Resources - 688,093 1,329,631 2,039,995
Requirements/Expenditures
Reserve for Future Expenditures - - 1,329,631 2,039,995
Total Requirements/Expenditures - - 1,329,631 2,039,995
CDD Building Pgm Reserve (301)
Resources
Beginning Net Working Capital - - 1,000 345,632
Interest and Rents - 2 -141
Transfers In - 1,000 344,491 650,000
Total Resources - 1,002 345,491 995,773
Requirements/Expenditures
Reserve for Future Expenditures - - 345,491 995,773
Total Requirements/Expenditures - - 345,491 995,773
CDD Bldg Improvement Reserve (303)
Resources
Beginning Net Working Capital - - -50,019
Interest and Rents - - -22
Transfers In - - 50,000 25,000
Total Resources - - 50,000 75,041
Requirements/Expenditures
Reserve for Future Expenditures - - 50,000 75,041
Total Requirements/Expenditures - - 50,000 75,041
Page 376
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
GIS Dedicated (305)
Resources
Beginning Net Working Capital 113,224 20,887 35,765 116,889
State Grants 38,123 13,625 14,000 11,400
State Payments/Shared Revenue 1,000 - --
Charges for Services 254,221 278,783 245,000 240,500
Interest and Rents 518 412 250 250
Interfund Payments 8,000 8,000 8,000 8,000
Total Resources 415,086 321,708 303,015 377,039
Requirements/Expenditures
Personnel Services 355,890 182,600 213,199 264,016
Materials & Services 38,308 31,156 47,714 85,182
Contingency - - 42,102 27,841
Total Requirements/Expenditures 394,198 213,755 303,015 377,039
Page 377
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Road (325)
Resources
Beginning Net Working Capital 6,846,576 10,022,703 9,298,470 12,549,601
Federal Payments 1,465,464 1,389,942 1,450,000 575,000
Other Federal Payments 1,064,365 1,250,809 1,250,000 1,250,000
State Payments/Shared Revenue 11,895,861 12,129,166 12,043,572 13,064,616
Local Government Payments 1,097,444 664,062 902,000 847,000
Charges for Services 101,937 53,908 36,500 41,200
Fines, Forfeitures and/or Assessments 11,020 116,946 120,000 80,000
Interest and Rents 53,599 121,495 80,000 60,870
Non-Operational Revenue 15,132 - --
Interfund Payments 850,395 923,461 947,925 1,340,453
Transfers In 282,148 1,310,544 1,326,539 -
Proceeds from Sale of Assets 275,086 300,151 278,500 315,600
Total Resources 23,959,028 28,283,185 27,733,506 30,124,340
Requirements/Expenditures
Personnel Services 5,313,126 5,539,866 5,764,308 6,106,592
Materials & Services 8,051,744 8,565,242 10,846,101 12,582,412
Debt Service - Principal - 105,948 --
Debt Service - Interest - 606 --
Total Debt Service - 106,554 --
Capital Outlay 121,455 1,764,850 8,503,257 273,000
Transfers Out 450,000 600,000 600,000 9,067,643
Contingency - - 2,019,840 2,094,693
Total Requirements/Expenditures 13,936,325 16,576,513 27,733,506 30,124,340
Natural Resource Protection (326)
Resources
Beginning Net Working Capital 117,374 256,634 479,867 527,407
Federal Grants 187,838 151,109 1,196,000 882,000
Other Federal Payments 187,829 220,731 220,000 212,332
State Grants 11,449 5,085 8,000 -
Charges for Services 14,246 - --
Interest and Rents 1,121 3,048 1,000 4,000
Interfund Payments 52,530 62,400 150,000 1,500
Transfers In 22,416 28,395 35,000 35,000
Total Resources 594,803 727,403 2,089,867 1,662,239
Requirements/Expenditures
Personnel Services 136,329 139,384 155,413 163,843
Materials & Services 201,840 134,558 1,229,784 923,617
Contingency - - 704,670 574,779
Total Requirements/Expenditures 338,169 273,943 2,089,867 1,662,239
Page 378
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Federal Forest Title III (327)
Resources
Beginning Net Working Capital 202,687 253,041 128,178 314,938
Federal Payments 138,283 133,414 125,400 -
Interest and Rents 1,273 1,802 -1,600
Total Resources 342,243 388,257 253,578 316,538
Requirements/Expenditures
Materials & Services 89,202 120,319 150,000 120,000
Contingency - - 103,578 196,538
Total Requirements/Expenditures 89,202 120,319 253,578 316,538
Surveyor (328)
Resources
Beginning Net Working Capital 42,607 92,726 157,562 160,325
Licenses & Permits 24,665 112,625 131,270 115,525
Charges for Services 58,979 30,611 48,150 44,292
Interest and Rents 475 1,163 1,000 1,548
Total Resources 126,726 237,125 337,982 321,690
Requirements/Expenditures
Materials & Services 34,000 76,800 179,270 160,574
Contingency - - 158,712 161,116
Total Requirements/Expenditures 34,000 76,800 337,982 321,690
Public Land Corner Preservation (329)
Resources
Beginning Net Working Capital 554,405 533,875 489,654 573,104
Charges for Services 383,933 414,704 399,000 477,214
Interest and Rents 4,313 5,274 3,700 4,564
Total Resources 942,651 953,852 892,354 1,054,882
Requirements/Expenditures
Materials & Services 408,777 445,779 380,730 413,501
Contingency - - 511,624 641,381
Total Requirements/Expenditures 408,777 445,779 892,354 1,054,882
Road Building & Equipment (330)
Resources
Beginning Net Working Capital 915,590 693,152 880,703 1,307,135
Interest and Rents 3,926 5,775 4,000 6,300
Transfers In 450,000 600,000 700,000 1,000,000
Total Resources 1,369,516 1,298,927 1,584,703 2,313,435
Requirements/Expenditures
Materials & Services 17,315 16,283 23,055 134,709
Capital Outlay 659,048 407,937 854,000 707,000
Contingency - - 707,648 1,471,726
Total Requirements/Expenditures 676,363 424,220 1,584,703 2,313,435
Page 379
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Road Improvement Reserve (335)
Resources
Beginning Net Working Capital 12,256 12,325 --
Interest and Rents 69 63 --
Total Resources 12,325 12,388 --
Requirements/Expenditures
Transfers Out - 12,388 --
Total Requirements/Expenditures - 12,388 --
Countywide Transport. SDC Imprv (336)
Resources
Beginning Net Working Capital 981,292 1,801,600 1,588,600 1,419,759
Licenses & Permits 812,272 841,930 750,000 750,000
Interest and Rents 8,036 15,562 8,000 10,667
Total Resources 1,801,600 2,659,092 2,346,600 2,180,426
Requirements/Expenditures
Transfers Out - 1,000,000 1,000,000 986,000
Contingency - - 1,346,600 1,194,426
Total Requirements/Expenditures - 1,000,000 2,346,600 2,180,426
Vehicle Maint & Replacement (340)
Resources
Beginning Net Working Capital 1,042,773 977,615 1,014,869 817,126
Interest and Rents 5,854 7,877 5,000 6,000
Transfers In 157,380 378,406 449,056 532,100
Proceeds from Sale of Assets 4,735 16,855 --
Total Resources 1,210,741 1,380,753 1,468,925 1,355,226
Requirements/Expenditures
Materials & Services 66,128 89,484 95,000 110,000
Capital Outlay 166,998 243,331 400,000 400,000
Transfers Out - - 95,000 -
Reserve for Future Expenditures - - 878,925 845,226
Total Requirements/Expenditures 233,126 332,815 1,468,925 1,355,226
Page 380
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Dog Control (350)
Resources
Beginning Net Working Capital 236,956 201,268 156,074 190,000
Licenses & Permits 275,950 272,077 307,700 308,000
Charges for Services 375 448 300 350
Fines, Forfeitures and/or Assessments 6,277 8,146 3,900 1,600
Interest and Rents 1,478 1,843 800 2,500
Non-Operational Revenue 3,206 3,631 3,000 3,500
Transfers In 111,959 152,223 118,059 73,718
Total Resources 636,201 639,636 589,833 579,668
Requirements/Expenditures
Personnel Services 88,484 - --
Materials & Services 346,449 443,249 531,275 526,481
Contingency - - 58,558 53,187
Total Requirements/Expenditures 434,932 443,249 589,833 579,668
Adult Parole & Probation (355)
Resources
Beginning Net Working Capital 747,520 1,131,982 662,516 1,162,000
State Grants 678,931 217,845 1,190,919 1,190,948
State Payments/Shared Revenue 36,544 50,876 39,945 39,945
Other State Payments 3,028,672 3,025,316 3,650,168 3,650,168
Charges for Services 16,805 19,122 6,500 6,500
Fines, Forfeitures and/or Assessments 444,104 432,975 435,000 410,000
Interest and Rents 9,130 11,150 8,500 7,000
Interfund Payments 170,242 152,612 146,736 146,736
Transfers In 451,189 451,189 451,189 451,189
Total Resources 5,583,137 5,493,069 6,591,473 7,064,486
Requirements/Expenditures
Personnel Services 3,343,789 3,581,700 4,013,941 4,407,793
Materials & Services 1,107,365 1,047,720 1,551,315 1,721,927
Capital Outlay - - 68,100 10,000
Transfers Out - - 41,472 22,000
Contingency - - 916,645 902,766
Total Requirements/Expenditures 4,451,154 4,629,420 6,591,473 7,064,486
Page 381
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Local Improvement District (430)
Resources
Beginning Net Working Capital 165,112 136,298 --
Interest and Rents 898 24 --
Total Resources 166,010 136,322 --
Requirements/Expenditures
Materials & Services 9,712 - --
Debt Service - Principal - 136,322 --
Total Debt Service - 136,322 --
Transfers Out 20,000 - --
Total Requirements/Expenditures 29,712 136,322 --
Jail Remodel (456)
Resources
Beginning Net Working Capital 2,039,400 1,252,820 --
Interest and Rents 34,745 2,238 --
Non-Operational Revenue - 23,034 --
Transfers In 1,065,121 2,524,368 --
Bond and Loan Proceeds 8,623,092 - --
Total Resources 11,762,357 3,802,460 --
Requirements/Expenditures
Materials & Services 973,636 140,666 --
Debt Service - Principal 1,065,121 2,202,102 --
Total Debt Service 1,065,121 2,202,102 --
Capital Outlay 8,470,780 1,459,692 --
Total Requirements/Expenditures 10,509,537 3,802,460 --
North County Services Building (462)
Resources
Beginning Net Working Capital 548,103 43,408 581,000 -
Interest and Rents 3,058 224 1,000 -
Transfers In - 906,736 --
Bond and Loan Proceeds 150,000 - --
Total Resources 701,160 950,367 582,000 -
Requirements/Expenditures
Materials & Services 56,703 135,889 82,000 -
Debt Service - Principal - 149,339 --
Debt Service - Interest - 2,242 --
Total Debt Service - 151,581 --
Capital Outlay 601,050 456,123 500,000 -
Total Requirements/Expenditures 657,753 743,593 582,000 -
Page 382
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Campus Improvement Fund (463)
Resources
Beginning Net Working Capital 481 70,179 100,000 -
Charges for Services 17,657 - --
Interest and Rents 1,186 2,160 500 -
Transfers In 350,000 350,000 120,000 -
Total Resources 369,324 422,339 220,500 -
Requirements/Expenditures
Materials & Services 299,145 235,106 51,383 -
Capital Outlay - - 289,117 -
Total Requirements/Expenditures 299,145 235,106 340,500 -
Sisters Health Clinic (464)
Resources
Beginning Net Working Capital 45,719 356,340 --
Federal Grants 373,069 86,931 --
Interest and Rents 555 90 --
Non-Operational Revenue - 23,261 --
Transfers In 205,000 24,409 --
Total Resources 624,343 491,031 --
Requirements/Expenditures
Materials & Services 11,684 12,415 --
Capital Outlay 256,318 478,616 --
Total Requirements/Expenditures 268,003 491,031 --
Road CIP (465)
Resources
Interest and Rents - - -31,500
Transfers In - - - 9,053,643
Total Resources - - - 9,085,143
Requirements/Expenditures
Materials & Services - - -27,261
Capital Outlay - - - 3,695,000
Contingency - - - 5,362,882
Total Requirements/Expenditures - - - 9,085,143
Page 383
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
LID 2007 (BOTC) (524)
Resources
Beginning Net Working Capital 17,776 - --
Fines, Forfeitures and/or Assessments 85,409 - --
Interest and Rents 22,197 - --
Total Resources 125,383 - --
Requirements/Expenditures
Debt Service - Principal 115,711 - --
Debt Service - Interest 9,671 - --
Total Debt Service 125,383 - --
Total Requirements/Expenditures 125,383 - --
LID 2009 (BOTC) (525)
Resources
Beginning Net Working Capital 6,760 - --
Fines, Forfeitures and/or Assessments 29,570 - --
Interest and Rents 13,636 - --
Transfers In 20,000 - --
Total Resources 69,966 - --
Requirements/Expenditures
Debt Service - Principal 61,019 - --
Debt Service - Interest 8,947 - --
Total Debt Service 69,966 - --
Total Requirements/Expenditures 69,966 - --
CDD Bldg FF&C Refund Series 04 (530)
Resources
Beginning Net Working Capital 14,847 14,455 14,000 -
Interest and Rents 109 126 --
Transfers In 179,035 173,673 164,225 -
Total Resources 193,990 188,255 178,225 -
Requirements/Expenditures
Materials & Services 500 500 250 -
Debt Service - Principal 165,000 165,000 175,000 -
Debt Service - Interest 14,035 8,673 2,975 -
Total Debt Service 179,035 173,673 177,975 -
Total Requirements/Expenditures 179,535 174,173 178,225 -
Page 384
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
FF&C, 2003/Ref 2012 Multiple Bldgs (535)
Resources
Beginning Net Working Capital 29,795 22,091 30,000 22,500
Local Government Payments - - 143,967 143,967
Interest and Rents 633,222 650,618 658,152 611,803
Transfers In 799,704 804,414 644,102 729,482
Total Resources 1,462,721 1,477,123 1,476,221 1,507,752
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 833,857 858,290 886,837 915,402
Debt Service - Interest 606,373 585,160 558,984 531,950
Total Debt Service 1,440,230 1,443,451 1,445,821 1,447,352
Unapprop Ending Fund Bal - - 30,000 60,000
Total Requirements/Expenditures 1,440,630 1,443,851 1,476,221 1,507,752
Full Faith & Credit, Refunding 2015 (536)
Resources
Beginning Net Working Capital 4,211 3,857 3,300 -
Interest and Rents 146 67 --
Transfers In 251,092 251,156 250,864 235,188
Bond and Loan Proceeds - - 1,925,295 -
Total Resources 255,449 255,079 2,179,459 235,188
Requirements/Expenditures
Materials & Services 500 500 13,760 -
Debt Service - Principal 161,715 167,291 2,077,196 198,853
Debt Service - Interest 89,377 83,865 85,703 36,335
Total Debt Service 251,092 251,156 2,162,899 235,188
Unapprop Ending Fund Bal - - 2,800 -
Total Requirements/Expenditures 251,592 251,656 2,179,459 235,188
FF&C, 2008 OSP/9-1-1 Building (538)
Resources
Beginning Net Working Capital 229,442 190,233 155,000 156,000
Local Government Payments 251,866 251,466 255,866 254,866
Interest and Rents 472,874 476,308 481,224 494,776
Total Resources 954,182 918,008 892,090 905,642
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 410,000 425,000 450,000 465,000
Debt Service - Interest 353,549 337,149 320,149 302,149
Total Debt Service 763,549 762,149 770,149 767,149
Unapprop Ending Fund Bal - - 121,541 138,093
Total Requirements/Expenditures 763,949 762,549 892,090 905,642
Page 385
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
FF&C, 2009A Jamison Property (539)
Resources
Beginning Net Working Capital 2,342 632 334 -
Interest and Rents 68 69 --
Transfers In 248,000 250,000 250,000 250,084
Total Resources 250,410 250,701 250,334 250,084
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 140,000 145,000 150,000 155,000
Debt Service - Interest 109,378 104,828 99,934 94,684
Total Debt Service 249,378 249,828 249,934 249,684
Total Requirements/Expenditures 249,778 250,228 250,334 250,084
FF&C, HHS/BJCC (540)
Resources
Beginning Net Working Capital 8,593 8,277 7,800 -
Interest and Rents 185 186 50 -
Transfers In 574,430 572,870 564,195 572,175
Total Resources 583,207 581,334 572,045 572,175
Requirements/Expenditures
Materials & Services 500 500 500 500
Debt Service - Principal 480,000 495,000 510,000 530,000
Debt Service - Interest 94,430 77,870 60,545 41,675
Total Debt Service 574,430 572,870 570,545 571,675
Unapprop Ending Fund Bal - - 1,000 -
Total Requirements/Expenditures 574,930 573,370 572,045 572,175
FF&C, 2010-STF (541)
Resources
Beginning Net Working Capital 192,268 216,951 242,000 279,000
Interest and Rents 119,355 120,887 121,021 124,951
Total Resources 311,623 337,838 363,021 403,951
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 55,000 55,000 55,000 60,000
Debt Service - Interest 39,271 38,171 37,072 35,809
Total Debt Service 94,271 93,171 92,072 95,809
Unapprop Ending Fund Bal - - 270,549 307,742
Total Requirements/Expenditures 94,671 93,571 363,021 403,951
Page 386
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Jail Construction Debt Service (556)
Resources
Beginning Net Working Capital - 111 200 -
Interest and Rents 111 137 --
Transfers In 489,504 545,531 543,232 546,582
Total Resources 489,615 545,779 543,432 546,582
Requirements/Expenditures
Materials & Services - 421 500 400
Debt Service - Principal 220,000 220,000 225,000 235,000
Debt Service - Interest 269,504 324,531 317,932 311,182
Total Debt Service 489,504 544,531 542,932 546,182
Total Requirements/Expenditures 489,504 544,952 543,432 546,582
Public Safety 1998/2002 G.O. (560)
Resources
Beginning Net Working Capital 328,577 - --
Taxes, Property 1,257,197 - --
Interest and Rents 5,176 - --
Total Resources 1,590,950 - --
Requirements/Expenditures
Debt Service - Principal 1,560,000 - --
Debt Service - Interest 30,950 - --
Total Debt Service 1,590,950 - --
Total Requirements/Expenditures 1,590,950 - --
PERS D/S Series 2002/2004 (575)
Resources
Beginning Net Working Capital 73,993 23,727 -20,000
Charges for Services 942,478 1,038,266 1,140,623 1,162,216
Interest and Rents 1,165 1,469 -1,000
Total Resources 1,017,635 1,063,463 1,140,623 1,183,216
Requirements/Expenditures
Debt Service - Principal 227,215 263,223 300,634 335,902
Debt Service - Interest 766,693 777,607 789,989 797,314
Total Debt Service 993,908 1,040,830 1,090,623 1,133,216
Unapprop Ending Fund Bal - - 50,000 50,000
Total Requirements/Expenditures 993,908 1,040,830 1,140,623 1,183,216
Page 387
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Fairgrounds Debt Service (590)
Resources
Beginning Net Working Capital 328,260 31,598 175,000 173,000
Taxes, Property 2,052,826 2,671,828 2,562,200 2,459,625
Interest and Rents 1,095 1,409 1,000 1,300
Proceeds from Sale of Assets 818 2,436 --
Total Resources 2,382,998 2,707,272 2,738,200 2,633,925
Requirements/Expenditures
Debt Service - Principal 2,155,000 2,305,000 2,535,000 2,595,000
Debt Service - Interest 196,400 151,600 103,200 38,925
Total Debt Service 2,351,400 2,456,600 2,638,200 2,633,925
Unapprop Ending Fund Bal - - 100,000 -
Total Requirements/Expenditures 2,351,400 2,456,600 2,738,200 2,633,925
RV Park (601)
Resources
Beginning Net Working Capital 17,932 36,781 50,000 182,620
Charges for Services 4,139 5,652 3,034 3,500
Interest and Rents 213,039 340,006 283,800 401,200
Interfund Payments - - -40,000
Transfers In 180,000 181,787 226,259 160,000
Proceeds from Sale of Assets - 2,075 --
Bond and Loan Proceeds - - 1,367,174 -
Total Resources 415,111 566,301 1,930,267 787,320
Requirements/Expenditures
Materials & Services 136,565 258,491 281,950 302,357
Debt Service - Principal 151,205 156,495 1,514,515 182,013
Debt Service - Interest 90,560 85,192 84,988 48,354
Total Debt Service 241,765 241,687 1,599,503 230,367
Contingency - - 48,814 254,596
Total Requirements/Expenditures 378,330 500,178 1,930,267 787,320
Page 388
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Solid Waste (610)
Resources
Beginning Net Working Capital 1,224,767 1,679,169 646,922 600,000
Charges for Services 7,174,467 7,986,562 8,112,500 8,890,096
Interest and Rents 21,829 27,965 20,801 28,801
Proceeds from Sale of Assets 33,345 58,786 29,000 15,000
Total Resources 8,454,408 9,752,482 8,809,223 9,533,897
Requirements/Expenditures
Personnel Services 1,777,663 1,856,302 2,084,433 2,088,116
Materials & Services 3,214,375 3,112,683 3,501,756 4,395,018
Debt Service - Principal 528,312 546,417 569,606 588,565
Debt Service - Interest 401,845 383,376 363,310 342,379
Total Debt Service 930,157 929,793 932,916 930,944
Capital Outlay 25,895 166,655 116,450 158,000
Transfers Out 827,148 2,523,156 1,726,539 1,375,000
Contingency - - 250,000 586,819
Total Requirements/Expenditures 6,775,239 8,588,590 8,612,094 9,533,897
Landfill Closure (611)
Resources
Beginning Net Working Capital 929,348 2,147,759 1,826,477 2,781,534
Interest and Rents 9,905 14,371 18,265 20,000
Contract Payments 1,206,125 2,202,102 --
Transfers In 30,000 - 600,000 600,000
Total Resources 2,175,378 4,364,231 2,444,742 3,401,534
Requirements/Expenditures
Materials & Services 27,619 33,845 68,700 88,500
Capital Outlay - - 225,000 175,000
Transfers Out - 2,500,000 --
Contingency - - 2,151,042 3,138,034
Total Requirements/Expenditures 27,619 2,533,845 2,444,742 3,401,534
Landfill Postclosure (612)
Resources
Beginning Net Working Capital 515,486 518,398 521,698 776,622
Interest and Rents 2,913 3,724 5,217 5,000
Transfers In - - 250,000 -
Total Resources 518,398 522,122 776,915 781,622
Requirements/Expenditures
Materials & Services - - 1,000 1,000
Reserve for Future Expenditures - - 775,915 780,622
Total Requirements/Expenditures - - 776,915 781,622
Page 389
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Solid Waste Capital Project (613)
Resources
Beginning Net Working Capital 526,852 658,512 1,767,021 2,532,113
Interest and Rents 3,596 15,952 13,670 18,000
Transfers In 315,000 4,300,000 350,000 525,000
Total Resources 845,448 4,974,463 2,130,691 3,075,113
Requirements/Expenditures
Materials & Services 139,334 237,127 82,199 21,228
Capital Outlay 47,602 2,876,904 650,000 1,130,000
Contingency - - 1,173,134 1,923,885
Total Requirements/Expenditures 186,936 3,114,031 1,905,333 3,075,113
Solid Waste Equipment Reserve (614)
Resources
Beginning Net Working Capital 150,572 158,216 156,008 231,320
Interest and Rents 1,300 2,368 1,560 1,500
Transfers In 200,000 425,000 200,000 250,000
Total Resources 351,872 585,583 357,568 482,820
Requirements/Expenditures
Materials & Services 3,092 5,521 5,202 7,244
Capital Outlay 190,565 - 752,487 425,000
Contingency - - 22,366 50,576
Total Requirements/Expenditures 193,657 5,521 780,055 482,820
Fair & Expo Ctr Capital Reserve (617)
Resources
Beginning Net Working Capital 507,794 410,413 400,000 415,000
Interest and Rents 2,619 2,823 2,700 3,000
Transfers In - - 62,740 55,000
Total Resources 510,413 413,236 465,440 473,000
Requirements/Expenditures
Capital Outlay - 16,526 200,000 193,000
Transfers Out 100,000 - --
Reserve for Future Expenditures - - 265,440 280,000
Total Requirements/Expenditures 100,000 16,526 465,440 473,000
Page 390
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Fair & Expo Center (618)
Resources
Beginning Net Working Capital (6,673) (345) 100,000 39,277
Local Government Payments 176,289 280 --
Charges for Services 462,394 849,810 848,500 925,500
Fines, Forfeitures and/or Assessments 30 25 --
Interest and Rents 280,836 208,623 235,300 244,800
Interfund Payments 2,400 87,511 86,822 700,708
Transfers In 942,086 865,439 1,033,220 608,558
Bond and Loan Proceeds - - 482,531 -
Total Resources 1,857,362 2,011,343 2,786,373 2,518,843
Requirements/Expenditures
Personnel Services 895,582 996,727 1,064,706 1,116,802
Materials & Services 672,862 791,207 1,020,608 947,112
Debt Service - Principal 63,293 65,042 550,335 79,568
Debt Service - Interest 49,681 47,172 45,581 28,920
Total Debt Service 112,974 112,213 595,916 108,488
Capital Outlay 176,289 52,473 -255,000
Transfers Out - - 62,740 55,000
Contingency - - 42,403 36,441
Total Requirements/Expenditures 1,857,707 1,952,620 2,786,373 2,518,843
Deschutes County Fair (619)
Resources
Beginning Net Working Capital 67,951 76,358 --
State Payments/Shared Revenue 50,964 50,964 50,000 54,000
Charges for Services 789,216 860,234 1,096,500 1,096,000
Interest and Rents 174,244 194,868 113,250 134,100
Non-Operational Revenue 55,595 64,077 75,475 60,500
Interfund Payments - - -61,000
Transfers In 5,000 54,235 164,559 -
Total Resources 1,142,970 1,300,736 1,499,784 1,405,600
Requirements/Expenditures
Personnel Services 132,343 135,224 141,365 143,640
Materials & Services 729,268 844,044 1,063,584 959,146
Transfers Out 205,000 244,000 294,835 302,814
Total Requirements/Expenditures 1,066,611 1,223,268 1,499,784 1,405,600
Page 391
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Building Services (620)
Resources
Beginning Net Working Capital 474,729 535,603 473,823 420,000
Charges for Services 530,118 467,597 446,000 440,819
Interest and Rents 2,729 4,002 3,800 3,500
Interfund Payments 2,305,163 2,488,161 2,590,470 2,751,783
Total Resources 3,312,740 3,495,363 3,514,093 3,616,102
Requirements/Expenditures
Personnel Services 1,926,190 1,949,812 2,193,026 2,288,801
Materials & Services 810,686 1,009,275 1,003,605 1,008,087
Capital Outlay - - 100 -
Transfers Out 40,260 40,260 40,260 40,260
Contingency - - 277,102 278,954
Total Requirements/Expenditures 2,777,136 2,999,346 3,514,093 3,616,102
Administrative Services (625)
Resources
Beginning Net Working Capital 278,767 282,861 250,000 180,000
Charges for Services 88 125 70 70
Interest and Rents 1,806 1,791 2,000 1,600
Interfund Payments 932,782 1,006,468 1,166,944 1,244,695
Transfers In 40,000 40,000 40,000 80,000
Total Resources 1,253,443 1,331,245 1,459,014 1,506,365
Requirements/Expenditures
Personnel Services 873,531 972,657 1,011,151 1,043,714
Materials & Services 97,050 231,698 227,279 283,447
Capital Outlay - - 100 -
Contingency - - 220,484 179,204
Total Requirements/Expenditures 970,582 1,204,355 1,459,014 1,506,365
Board of Commissioners (628)
Resources
Beginning Net Working Capital 27,004 30,738 30,000 50,000
Charges for Services 16 2 --
Interest and Rents 275 326 500 300
Interfund Payments 478,040 343,222 380,698 408,392
Transfers In - 190,000 205,249 213,450
Total Resources 505,335 564,288 616,447 672,142
Requirements/Expenditures
Personnel Services 363,153 373,569 386,743 394,775
Materials & Services 111,444 167,871 182,306 216,925
Capital Outlay - - 100 -
Contingency - - 47,298 60,442
Total Requirements/Expenditures 474,597 541,441 616,447 672,142
Page 392
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Finance (630)
Resources
Beginning Net Working Capital 510,970 536,148 486,000 186,000
Charges for Services 47,808 60,785 65,000 80,500
Fines, Forfeitures and/or Assessments 30 - --
Interest and Rents 2,938 3,536 6,800 2,500
Interfund Payments 1,055,944 1,291,257 1,472,608 1,724,478
Total Resources 1,617,689 1,891,725 2,030,408 1,993,478
Requirements/Expenditures
Personnel Services 858,164 1,144,206 1,344,689 1,446,759
Materials & Services 223,377 311,308 342,576 391,161
Transfers Out - - 183,000 -
Contingency - - 160,143 155,558
Total Requirements/Expenditures 1,081,542 1,455,514 2,030,408 1,993,478
Finance Reserve (631)
Resources
Beginning Net Working Capital - - -981,000
Interest and Rents - - -10,000
Interfund Payments - - 240,000 343,160
Transfer In - - 1,383,000 600,000
Total Resources - - 1,623,000 1,934,160
Requirements/Expenditures
Materials & Services - - 1,283,000 437,226
Capital Outlay - 100,000 1,236,934
Transfers Out - - 240,000 260,000
Total Requirements/Expenditures - - 1,623,000 1,934,160
Legal Counsel (640)
Resources
Beginning Net Working Capital 144,286 90,120 134,714 155,000
Charges for Services 284 375 --
Interest and Rents 790 1,069 1,000 1,200
Interfund Payments 828,226 976,809 995,554 983,538
Total Resources 973,585 1,068,373 1,131,268 1,139,738
Requirements/Expenditures
Personnel Services 850,158 846,625 878,590 886,288
Materials & Services 33,307 109,876 134,020 150,805
Capital Outlay - - 100 -
Contingency - - 118,558 102,645
Total Requirements/Expenditures 883,465 956,501 1,131,268 1,139,738
Page 393
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Personnel Services (650)
Resources
Beginning Net Working Capital 290,566 324,012 170,387 350,000
Charges for Services 12,988 10,742 --
Interest and Rents 1,969 2,438 -3,000
Interfund Payments 828,053 854,701 1,091,136 981,165
Total Resources 1,133,576 1,191,893 1,261,523 1,334,165
Requirements/Expenditures
Personnel Services 618,746 610,066 772,230 798,164
Materials & Services 190,819 266,992 364,104 335,121
Capital Outlay - - 100 -
Contingency - - 125,089 200,880
Total Requirements/Expenditures 809,564 877,059 1,261,523 1,334,165
Information Technology (660)
Resources
Beginning Net Working Capital 757,815 651,434 389,599 364,227
Charges for Services 45,500 68,285 40,000 35,000
Interest and Rents 4,277 4,239 3,000 3,000
Interfund Payments 2,100,403 2,040,530 2,365,548 2,508,137
Transfers In 66,000 66,000 66,000 66,000
Total Resources 2,973,995 2,830,488 2,864,147 2,976,364
Requirements/Expenditures
Personnel Services 1,971,069 1,956,222 2,138,295 2,208,796
Materials & Services 351,493 452,725 504,088 538,863
Capital Outlay - - 100 -
Contingency - - 221,664 228,705
Total Requirements/Expenditures 2,322,562 2,408,947 2,864,147 2,976,364
IT Reserve Fund (661)
Resources
Beginning Net Working Capital 601,128 627,215 602,715 714,828
Interest and Rents 3,734 5,163 -4,500
Interfund Payments 234,000 234,000 234,000 234,000
Total Resources 838,862 866,378 836,715 953,328
Requirements/Expenditures
Materials & Services 116,726 30,250 119,000 102,000
Capital Outlay 94,921 99,713 100,000 407,000
Reserve for Future Expenditures - - 617,715 444,328
Total Requirements/Expenditures 211,647 129,963 836,715 953,328
Page 394
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Insurance (670)
Resources
Beginning Net Working Capital 2,631,057 3,110,676 3,200,000 4,000,000
Charges for Services 168,077 79,776 48,480 53,900
Fines, Forfeitures and/or Assessments - - -5
Interest and Rents 15,567 24,331 25,000 40,000
Interfund Payments 2,602,417 2,838,312 2,890,624 3,008,365
Transfers In - - 95,000 -
Total Resources 5,417,119 6,053,095 6,259,104 7,102,270
Requirements/Expenditures
Personnel Services 324,005 309,175 339,585 337,106
Materials & Services 1,975,118 1,866,881 2,659,736 2,356,799
Capital Outlay - - 100 -
Transfers Out 7,320 7,320 1,000 1,000
Contingency - - 3,258,683 4,407,365
Total Requirements/Expenditures 2,306,443 2,183,376 6,259,104 7,102,270
Health Benefits Trust (675)
Resources
Beginning Net Working Capital 11,967,822 12,461,082 13,190,000 14,327,000
Charges for Services 3,645,312 4,231,317 4,231,000 4,467,693
Interest and Rents 67,057 92,213 112,000 115,000
Interfund Payments 14,485,502 16,001,138 16,153,000 16,670,000
Total Resources 30,165,692 32,785,750 33,686,000 35,579,693
Requirements/Expenditures
Personnel Services 129,509 121,638 117,753 124,499
Materials & Services 17,575,102 18,456,589 19,906,594 21,116,392
Contingency - - 13,661,653 14,338,802
Total Requirements/Expenditures 17,704,610 18,578,227 33,686,000 35,579,693
Page 395
Deschutes County, OREGON
Appendix
This page intentionally left blank.
Page 396
Deschutes County, OREGON
Goals and Objectives
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 28,332,779 4,816,720 5,078,217 --
Property Tax - Current Year 43,537,017 21,033,596 9,258,083 --
Property Tax - Prior Year 843,000 400,000 185,000 --
Revenue (excl. prop. taxes)3,013,577 ----
Transfers In 775,000 ----
Total Revenues 48,168,594 21,433,596 9,443,083 --
Total Resources 76,501,373 26,250,316 14,521,300 --
REQUIREMENTS
Salaries 7,228,736 ----
Life & Long Term Disability 39,795 ----
Health & Dental Insurance 1,721,495 ----
FICA/Medicare 388,639 ----
PERS 1,198,269 ----
Unemployment Insurance 29,465 ----
Workers' Compensation 131,553 ----
Personnel Services 10,737,952 ----
Materials & Services 43,064,841 25,625,198 13,052,358 --
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 6,090,400 ----
Transfers Out 775,000 ----
Total Exp. & Transfers 60,668,193 25,625,198 13,052,358 --
Contingency 10,884,260 625,118 1,468,942 --
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 4,948,920 ----
Total Requirements 76,501,373 26,250,316 14,521,300 --
FTE Change 0.87 ----
FTE - FY 2017 91.75 ----
FTE - FY 2016 90.88 ----
FY 2016 Budget As Revised 87,760,897 27,754,824 16,004,087 733,118 1,593,942
Inc (Dec) from FY 2016 (11,259,524) (1,504,508) (1,482,787)(733,118) (1,593,942)
TOTAL
Law
Enforcement
District -
Countywide
(701)
Law
Enforcement
District -
Rural
(702)
Law
Enforcement
District -
Countywide Rsv
(703)
Law
Enforcement
District -
Rural Rsv
(704)
Page 397
Deschutes County, OREGON
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2017 Proposed Budget
``
RESOURCES
Beginning Net Working Capital 9,290,627 4,568,483 2,122,919 820,316 150,000
Property Tax - Current Year 7,430,701 - 4,399,568 - 462,495
Property Tax - Prior Year 140,000 -90,000 - 9,000
Revenue (excl. prop. taxes) 2,710,153 30,000 226,974 11,000 4,750
Transfers In 400,000 -- 300,000 -
Total Revenues 10,680,854 30,000 4,716,542 311,000 476,245
Total Resources 19,971,481 4,598,483 6,839,461 1,131,316 626,245
REQUIREMENTS
Salaries 4,373,139 - 2,325,897 -500
Life & Long Term Disability 19,702 -20,093 --
Health & Dental Insurance 1,131,383 -467,112 --
FICA/Medicare 319,961 -61,003 --
PERS 763,041 -359,728 --
Unemployment Insurance 16,435 -12,500 --
Workers' Compensation 35,000 -86,553 --
Personnel Services 6,658,661 - 3,332,886 -500
Materials & Services 2,968,767 100 724,775 120 451,523
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 4,450,000 1,500,000 2,400 75,000 -
Transfers Out -400,000 300,000 - 75,000
Total Exp. & Transfers 14,077,428 1,900,100 4,360,061 75,120 527,023
Contingency 5,894,053 - 2,479,400 - 99,222
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 2,698,383 - 1,056,196 -
Total Requirements 19,971,481 4,598,483 6,839,461 1,131,316 626,245
FTE Change 0.50 ----
FTE - FY 2017 58.00 -26.00 --
FTE - FY 2016 57.50 -26.00 --
FY 2016 Budget As Revised 19,806,621 10,774,000 6,519,445 1,442,695 683,883
Inc (Dec) from FY 2016 164,860 (6,175,517)320,016 (311,379) (57,638)
9-1-1 CSD
Eqp
Reserve
(710)
Sunriver
Service
District
(715)
Sunriver
Service
District
Reserve
(716)
Extension/
4-H CSD
(720)
Deschutes
County 9-1-1
CSD
(705)
Page 398
Deschutes County, OREGON
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2017 Proposed Budget
RESOURCES
Beginning Net Working Capital 460,000 - 1,025,497
Property Tax - Current Year -- 952,574
Property Tax - Prior Year --19,000
Revenue (excl. prop. taxes) 3,000 - 27,700
Transfers In 75,000 --
Total Revenues 78,000 - 999,274
Total Resources 538,000 - 2,024,771
REQUIREMENTS
Salaries -- 529,200
Life & Long Term Disability ---
Health & Dental Insurance -- 123,000
FICA/Medicare --7,675
PERS --75,500
Unemployment Insurance --530
Workers' Compensation --10,000
Personnel Services -- 745,905
Materials & Services -- 242,000
Debt Principal ---
Debt Interest ---
Total Debt Service ---
Capital Outlay --63,000
Transfers Out ---
Total Exp. & Transfers -- 1,050,905
Contingency -- 317,525
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 538,000 - 656,341
Total Requirements 538,000 - 2,024,771
FTE Change --0.37
FTE - FY 2017 --7.75
FTE - FY 2016 --7.38
FY 2016 Budget As Revised 460,500 100,130 1,887,652
Inc (Dec) from FY 2016 77,500 (100,130) 137,119
Sunriver
Library
Debt Svc
(751)
Black
Butte
Ranch
(761)
Extension/
4-H
Reserve
(721)
Page 399
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Combined County Service Districts
Resources
Beginning Net Working Capital 28,035,240.92 29,791,955.42 28,883,990 28,332,779
Taxes, Property 38,252,630.25 39,331,341.36 41,820,153 44,380,017
Federal Grants 118,863.01 74,833.44 20,000 -
Federal Payments 179,288.78 90,044.88 103,500 -
State Grants 371,579.40 590,880.42 1,139,400 278,500
State Payments/Shared Revenue 959,165.89 927,685.49 916,000 1,420,000
Other State Payments 1,966,581.56 1,924,204.30 1,958,117 -
Local Government Payments 4,060,063.03 3,957,485.43 4,383,841 86,000
Charges for Services 1,000,340.90 914,420.98 1,394,287 1,114,027
Fines, Forfeitures and/or Assessments 548,119.31 652,426.12 558,607 7,000
Interest and Rents 191,382.58 252,916.20 217,053 101,950
Non-Operational Revenue 50,390.56 60,446.55 66,058 -
Transfers In 8,300,000.00 520,000.00 6,264,791 775,000
Proceeds from Sale of Assets 30,552.77 63,126.29 35,100 6,100
Total Resources 84,064,198.96 79,151,766.88 87,760,897 76,501,373
Requirements/Expenditures
Personnel Services 8,341,342.31 8,848,754.18 10,427,721 10,737,952
Materials & Services 36,440,596.04 38,703,745.44 49,987,723 43,064,841
Debt Service - Principal 935,000.00 85,000.00 90,000 -
Debt Service - Interest 29,070.00 9,975.00 5,130 -
Total Debt Service 964,070.00 94,975.00 95,130 -
Capital Outlay 226,235.19 292,490.33 7,610,879 6,090,400
Transfers Out 8,300,000.00 520,000.00 6,264,791 775,000
Contingency -- 7,429,125 10,884,260
Unapprop Ending Fund Bal --577,432 656,341
Reserve for Future Expenditures -- 5,368,096 4,292,579
Total Requirements/Expenditures 54,272,243.54 48,459,964.95 87,760,897 76,501,373
Page 400
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Law Enforce Dist #1 - Countywide (701)
Resources
Beginning Net Working Capital 6,507,109.70 6,133,909.29 4,616,439 4,816,720
Taxes, Property 17,225,922.18 18,128,931.58 20,139,313 21,433,596
Federal Grants 20,897.00 10,072.00 --
State Grants 229,898.47 452,874.06 229,400 -
Other State Payments 1,966,581.56 1,924,204.30 1,958,117 -
Local Government Payments 475,815.21 98,466.45 118,225 -
Charges for Services 242,030.79 188,848.85 180,272 -
Fines, Forfeitures and/or Assessments 365,596.77 485,242.73 401,000 -
Interest and Rents 50,562.95 60,387.80 40,000 -
Non-Operational Revenue 38,360.56 43,416.55 66,058 -
Proceeds from Sale of Assets 8,416.97 19,658.48 6,000 -
Total Resources 27,131,192.16 27,546,012.09 27,754,824 26,250,316
Requirements/Expenditures
Materials & Services 20,897,282.87 22,710,193.73 27,654,824 25,625,198
Transfers Out 100,000.00 100,000.00 100,000 -
Contingency ---625,118
Total Requirements/Expenditures 20,997,282.87 22,810,193.73 27,754,824 26,250,316
Law Enforce Dist #2 - Rural (702)
Resources
Beginning Net Working Capital 3,046,683.21 3,074,297.49 2,536,601 5,078,217
Taxes, Property 8,248,815.13 8,646,785.34 8,999,959 9,443,083
Federal Grants 46,607.41 54,497.44 20,000 -
Federal Payments 179,288.78 90,044.88 103,500 -
State Grants 141,680.93 138,006.36 132,000 -
State Payments/Shared Revenue 155,221.03 112,382.58 130,000 -
Local Government Payments 3,510,546.63 3,786,529.48 3,876,527 -
Charges for Services 23,354.15 10,552.71 10,000 -
Fines, Forfeitures and/or Assessments 171,966.54 154,368.39 151,500 -
Interest and Rents 21,715.19 31,697.38 21,000 -
Non-Operational Revenue 12,030.00 17,030.00 --
Proceeds from Sale of Assets 15,104.82 29,821.03 23,000 -
Total Resources 15,573,013.82 16,146,013.08 16,004,087 14,521,300
Requirements/Expenditures
Materials & Services 12,398,716.33 12,872,334.13 15,904,087 13,052,358
Transfers Out 100,000.00 100,000.00 100,000 -
Contingency --- 1,468,942
Total Requirements/Expenditures 12,498,716.33 12,972,334.13 16,004,087 14,521,300
Page 401
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Law Enforce Dist #1 - Capital Res (703)
Resources
Beginning Net Working Capital 423,060.24 525,707.67 629,413 -
Interest and Rents 2,647.43 4,196.40 3,705 -
Transfers In 100,000.00 100,000.00 100,000 -
Total Resources 525,707.67 629,904.07 733,118 -
Requirements/Expenditures
Materials & Services --733,118 -
Total Requirements/Expenditures --733,118 -
Law Enforce Dist #2 - Capital Res (704)
Resources
Beginning Net Working Capital 1,268,362.52 1,375,786.19 1,484,864 -
Interest and Rents 7,423.67 10,302.38 9,078 -
Transfers In 100,000.00 100,000.00 100,000 -
Total Resources 1,375,786.19 1,486,088.57 1,593,942 -
Requirements/Expenditures
Materials & Services -- 1,593,942 -
Total Requirements/Expenditures -- 1,593,942 -
Deschutes County 911 (705)
Resources
Beginning Net Working Capital 10,398,030.27 3,939,853.91 4,650,000 9,290,627
Taxes, Property 6,461,922.57 6,857,234.07 7,040,000 7,570,701
Federal Grants 46,513.60 ---
State Grants --278,000 278,500
State Payments/Shared Revenue 798,588.54 815,302.91 786,000 1,420,000
Local Government Payments 73,701.19 72,489.50 389,089 86,000
Charges for Services 402,809.28 374,523.80 897,441 882,653
Interest and Rents 40,302.89 36,784.54 43,000 43,000
Transfers In -- 5,723,091 400,000
Proceeds from Sale of Assets 1,621.55 6,358.42 --
Total Resources 18,223,489.89 12,102,547.15 19,806,621 19,971,481
Requirements/Expenditures
Personnel Services 4,420,332.86 4,885,484.07 6,336,511 6,658,661
Materials & Services 1,996,804.93 1,987,158.69 2,595,766 2,968,767
Capital Outlay 66,498.19 234,798.33 5,971,091 4,450,000
Transfers Out 7,800,000.00 ---
Contingency -- 4,903,253 5,894,053
Total Requirements/Expenditures 14,283,635.98 7,107,441.09 19,806,621 19,971,481
Page 402
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
911 CSD - Equipment Reserve (710)
Resources
Beginning Net Working Capital 2,312,005.32 10,150,366.09 10,204,000 4,568,483
State Grants --500,000 -
Interest and Rents 38,360.77 72,908.31 70,000 30,000
Transfers In 7,800,000.00 ---
Total Resources 10,150,366.09 10,223,274.40 10,774,000 4,598,483
Requirements/Expenditures
Materials & Services --1,000 100
Capital Outlay -- 1,003,000 1,500,000
Transfers Out -- 5,723,091 400,000
Reserve for Future Expenditures -- 4,046,909 2,698,383
Total Requirements/Expenditures -- 10,774,000 4,598,483
Sunriver Service District (715)
Resources
Beginning Net Working Capital 1,908,174.00 2,301,708.00 2,122,919 2,122,919
Taxes, Property 4,137,807.00 4,250,893.00 4,170,445 4,489,568
Federal Grants 4,845.00 10,264.00 --
Charges for Services 234,694.00 222,191.00 205,974 205,974
Fines, Forfeitures and/or Assessments 10,556.00 12,815.00 6,107 7,000
Interest and Rents 14,068.00 18,964.00 14,000 14,000
Total Resources 6,310,144.00 6,816,835.00 6,519,445 6,839,461
Requirements/Expenditures
Personnel Services 3,085,035.00 3,171,426.00 3,357,824 3,332,886
Materials & Services 625,698.00 626,094.00 715,440 724,775
Capital Outlay 47,703.00 (735.00)-2,400
Transfers Out 250,000.00 270,000.00 291,600 300,000
Contingency -- 2,154,581 2,479,400
Total Requirements/Expenditures 4,008,436.00 4,066,785.00 6,519,445 6,839,461
Sunriver Service District Reserve (716)
Resources
Beginning Net Working Capital 690,618.00 874,814.00 1,141,095 820,316
Interest and Rents 3,214.00 4,151.00 4,000 5,000
Transfers In 250,000.00 270,000.00 291,600 300,000
Proceeds from Sale of Assets 5,285.00 6,800.00 6,000 6,000
Total Resources 949,117.00 1,155,765.00 1,442,695 1,131,316
Requirements/Expenditures
Materials & Services 120.00 120.00 120 120
Capital Outlay 74,183.00 8,635.00 581,588 75,000
Reserve for Future Expenditures --860,987 1,056,196
Total Requirements/Expenditures 74,303.00 8,755.00 1,442,695 1,131,316
Page 403
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Extension/4-H (720)
Resources
Beginning Net Working Capital 234,309.87 178,989.68 150,000 150,000
Taxes, Property 406,696.40 428,279.75 442,213 471,495
State Payments/Shared Revenue 5,356.32 ---
Charges for Services 71,313.68 80,092.62 86,200 2,200
Interest and Rents 5,577.30 5,739.21 5,270 2,450
Transfers In --100 -
Proceeds from Sale of Assets 102.28 397.49 100 100
Total Resources 723,355.85 693,498.75 683,883 626,245
Requirements/Expenditures
Personnel Services 193,581.45 167,232.11 3,230 500
Materials & Services 300,784.72 324,557.89 564,826 451,523
Capital Outlay --100 -
Transfers Out 50,000.00 50,000.00 50,000 75,000
Contingency --65,727 99,222
Total Requirements/Expenditures 544,366.17 541,790.00 683,883 626,245
Extension/4-H Construction Fund (721)
Resources
Beginning Net Working Capital 304,103.12 355,915.86 408,100 460,000
Interest and Rents 1,812.74 2,640.67 2,400 3,000
Transfers In 50,000.00 50,000.00 50,000 75,000
Total Resources 355,915.86 408,556.53 460,500 538,000
Requirements/Expenditures
Materials & Services --100 -
Capital Outlay --100 -
Transfers Out --100 -
Reserve for Future Expenditures --460,200 538,000
Total Requirements/Expenditures --460,500 538,000
Sunriver Library CSD Debt Service (751)
Resources
Beginning Net Working Capital 13,111.95 7,247.24 8,500 -
Taxes, Property 88,342.88 97,903.62 91,530 -
Interest and Rents 305.26 407.51 100 -
Proceeds from Sale of Assets 22.15 90.87 --
Total Resources 101,782.24 105,649.24 100,130 -
Requirements/Expenditures
Materials & Services --5,000 -
Debt Service - Principal 80,000.00 85,000.00 90,000 -
Debt Service - Interest 14,535.00 9,975.00 5,130 -
Total Debt Service 94,535.00 94,975.00 95,130 -
Total Requirements/Expenditures 94,535.00 94,975.00 100,130 -
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Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2014
Actual
FY 2015
Actual
FY 2016
Revised
FY 2017
Proposed
Sunriver Library CSD Debt Service (751)
Resources
Beginning Net Working Capital 13,111.95 7,247.24 8,500 -
Taxes, Property 88,342.88 97,903.62 91,530 -
Interest and Rents 305.26 407.51 100 -
Proceeds from Sale of Assets 22.15 90.87 --
Total Resources 101,782.24 105,649.24 100,130 -
Requirements/Expenditures
Materials & Services --5,000 -
Debt Service - Principal 80,000.00 85,000.00 90,000 -
Debt Service - Interest 14,535.00 9,975.00 5,130 -
Total Debt Service 94,535.00 94,975.00 95,130 -
Total Requirements/Expenditures 94,535.00 94,975.00 100,130 -
Black Butte Ranch (761)
Resources
Beginning Net Working Capital 815,376.00 873,360.00 932,059 1,025,497
Taxes, Property 903,704.00 921,314.00 936,693 971,574
Charges for Services 26,139.00 38,212.00 14,400 23,200
Interest and Rents 4,864.00 4,737.00 4,500 4,500
Total Resources 1,750,083.00 1,837,623.00 1,887,652 2,024,771
Requirements/Expenditures
Personnel Services 642,393.00 624,612.00 730,156 745,905
Materials & Services 196,479.00 183,287.00 219,500 242,000
Capital Outlay 37,851.00 49,792.00 55,000 63,000
Contingency --305,564 317,525
Unapprop Ending Fund Bal --577,432 656,341
Total Requirements/Expenditures 876,723.00 857,691.00 1,887,652 2,024,771
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Deschutes County, OREGON
CSD Summaries
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Page 406
Special Requests Recap .............................................................................................................................. 408
County Funds
General Fund
District Attorney’s Office (001-11) & Victim’s Assistance Program (212)
Vicarious Trauma Program .................................................................................................................... 409
Electronic Discovery................................................................................................................................ 410
Medical Examiner On-Call Stipend ....................................................................................................... 412
Victims’ Assistance On Call/Cell Phone Allowance .............................................................................. 415
Sheriff’s Office (255)
PC/Network Specialist II (.50 FTE) ....................................................................................................... 417
Special Command Officer (.50 FTE) ...................................................................................................... 418
Health Services (274)
Additional General Fund Funding ......................................................................................................... 419
WSSB/Courtney Building Remodel ........................................................................................................ 420
Environmental Health Specialist II (.50 FTE) ...................................................................................... 421
Community Development (295)
Building Inspector III (2.0 FTE) ............................................................................................................ 422
Code Enforcement Technician (1.0 FTE) ............................................................................................... 424
Associate Planner (1.0 FTE) .................................................................................................................. 425
Administrative Secretary (1.0 FTE) ...................................................................................................... 426
Road Department (325)
PW Equipment Operators (2.0 FTE) ..................................................................................................... 427
Fair and Expo (618)
Sales/Marketing Assistant (1.0 FTE) ..................................................................................................... 428
Consultant .............................................................................................................................................. 429
Administrative Services (625)
Hatfield Fellow........................................................................................................................................ 430
Board of County Commissioners (628)
Agenda/Packet Management Software .................................................................................................. 431
County Service District Funds
Deschutes County 9-1-1 (705/707)
Public Safety Systems Specialist/CAD Admin (1.0 FTE) ...................................................................... 432
Radio Maintenance Technician (1.0 FTE).............................................................................................. 433
Table of Contents-Special Request Forms
Deschutes County FY 2017 Proposed Budget
Deschutes County, OREGON Page 407
Department
Page
Number Project or Position Title
Requested
FTE Net Cost
Department
Total Source
District Attorney's Office (001-11)409 Vicarious Trauma Program 15,000 General Fund
District Attorney's Office (001-11)410 Electronic Discovery 20,000 General Fund
District Attorney's Office (001-11)412 Medical Examiner On Call Stipend 12,000 General Fund
District Attorney's Office Total (001-11)- 47,000
Victim's Assistance Program (212)415 On Call / Cell Phone 23,460 VOCA Grant
Victim's Assistance Program Total (212)23,460
Sheriff's Office (255-29)417 PC/Network Specialist II (from Fund 707)0.50 60,080 Property taxes
Sheriff's Office (255-17)418 Special Command Officer -ltd dur 6 mos 0.50 104,552 Property taxes
Sheriff's Office Total 1.00 164,632
Health Services (274)419 Additional General Fund Funding 175,966 Additional General Fund
Health Services (274)420 WSSB/Courtney Bldg Remodel 100,000 Additional General Fund
Health Services (274)421 Environmental Health Spec II 0.50 45,045 License Facility Fees
Health Services Total 0.50 321,011
Community Development (295-3621, 3622)422 Building Safety Inspector III 2.00 203,568 Permits and Fees Revenue
Community Development (295-3603)424 Code Enforcement Tech 1.00 76,851 Permits and Fees Revenue
Community Development (295-3661)425 Associate Planner 1.00 93,397 Permits and Fees Revenue
Community Development (295-3601)426 Administrative Secretary 1.00 66,031 Permits and Fees Revenue
Community Development Total 5.00 439,847
Road (325)427 PW Equipment Operators 2.00 121,500 State Highway Fund
Road Total 2.00 121,500
Fair and Expo (618)428 Sales/Marketing Assistant 1.00 60,679 TRT Funds
Fair and Expo (618)429 Consultant 95,000 TRT Funds
Fair and Expo Total 1.00 155,679
Administrative Services (628)430 Hatfield Fellow 40,000 General Fund
Administrative Services Total - 40,000
Board of County Commissioners (628)431 Agenda/Packet Mgmt Software 13,000 Internal Service Charges
Board of County Commissioners Total - 13,000
Total County Special Requests 9.50 1,326,129
County Service District Funds
Deschutes County 9-1-1 (705)432 Public Safety Systems Specialist 1.00 132,000 Property Taxes
Deschutes County 9-1-1 (707)433 Radio Maintenance Technician 1.00 97,500 User Charges (50%)
Deschutes County 9-1-1 Total 2.00 229,500
Total CSD Special Requests 2.00 229,500
Total County and CSD Special Requests 11.50 1,555,629
Special Budget Requests for FY 2017
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