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2014-357-Minutes for Meeting June 23,2014 Recorded 7/7/2014 DESCHUTES COUNTY OFFICIAL RECORDS CJ 7014451 NANCY BLANKENSHIP, COUNTY CLERK �+�+ COMMISSIONERS' JOURNAL 07/07/2014 11:20:59 AM gjjjjiiiiiiiiiiiiiI II I I III e euir Z 0∎ Deschutes County Board of Commissioners 1300 NW Wall St., Bend, OR 97701-1960 \ `\N \„ \\\, (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org MINUTES OF WORK SESSION DESCHUTES COUNTY BOARD OF COMMISSIONERS MONDAY, JUNE 23, 2014 Present were Commissioners Tammy Baney, Anthony DeBone and Alan Unger. Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; and,for a portion of the meeting, Judith Ure, Administration; Wayne Lowry, Finance; Jane Smilie, Health Services; Anna Johnson, Communications; and Dave Doyle and Laurie Craghead, County Counsel. No representatives of the media were present. Chair Baney opened the meeting at 1:30 p.m. 1. Approval of Grant Application Request—Health Services. Jane Smilie gave an explanation of the request, which relates to integrating public health and primary care, epidemiology and communications. This work would be in conjunction with the Oregon Health Authority. Chair Baney stated that health services are in flux at this time; they should have more clarity by October from the legislature, at which time the County will know what is expected and what other services should be pursued. Not every County can afford or needs an epidemiologist, and she asked if those services could be regional. Ms. Smilie said they are looking at these kinds of things regionally. Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 1 of 8 Pages Chair Baney stated that she is not in favor of a communications person. She feels it is better if driven from the top. They have not had good luck in the past getting into these situations on other issues. Ms. Smilie feels there are many ways to communicate, and those can be in person or electronically. She would like to test these and find out what is working and what isn't. She does not want to miss this opportunity. Chair Baney is hesitant about bringing on new staff. She supports the epidemiologist but not the communications person. Judith Ure said during the planning process, if the grant is received, is when you clarify the need. Ms. Smilie feels this is a position to take technical information and make it useable, and less on outside communications. She would like some of this evaluation be around the behavioral health side. Chair Baney wants this to be a community conversation and not alienate any of the partners. Mr. Anderson asked that some issues be clarified and the application brought back within a couple of weeks for further review. 2. Discretionary Grant Requests. • MountainStar Relief Nursery Fundraiser ($620) The Board agreed to share the cost evenly. ▪ Saving Grace Fundraiser ($1,500) Ms. Ure said this event already took place, but the funds are still needed. Chair Baney said the match to this grant is $20,000. The Commissioners were supportive. Commissioner Unger noted that the Boys & Girls Club is dividing into two groups; one in Bend and one in Redmond/Terrebonne. He wondered how allotments should be handled. Ms. Ure said this group did not get a community grant and is not a service partner. It is unclear if they will have separate nonprofit filing numbers. They will have to apply in the usual manner. 3. Finance/Tax Update. In regard to the investment report, Wayne Lowry said they are at $140 million or higher, more than this time last year. Most has performed better than usual. Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 2 of 8 Pages Some investments can be called back (about $28 million), so there is a strategy involved in how these are handled. The current yield went up by a couple of basis points, so interest earnings are up. Chair Baney asked where the interest earnings go. Mr. Lowry said they go back to funds based on the percentages. Mr. Anderson said that per statute, he has to resign as Treasurer so they can appoint Mr. Lowry. Mr. Lowry said that there are 57 unfilled County positions, with the majority in Health, Behavioral Health and the Sheriff's Office. The ending balance for General Fund is up based on property tax revenue. Clerk fees are finally up again. The Sheriff's Office fund variance continues to climb positively. Public Health revenue is up $240,000. Community Development is doing well. The Road fund is doing well, and the last gas tax payment was higher than anticipated. Also, the PILT payment has been received and will be distributed in July, and was more than expected. How this is allocated needs to be discussed in July. Commissioner Unger stated the High Desert Museum has asked for help with a project in lands adjacent to their facility. Chair Baney stated that perhaps they could partner with COCC in the same way they handled the County's lands in Fremont Canyon in the past. Commissioner Unger would like to see them work on reserves for the Road Department. Chair Baney said that if there are extenuating circumstances, small projects can have a shortened environmental process, per the Governor's Office. Mr. Anderson suggested a variety of projects or funds might be involved, and he will follow up with the Commissioners individually. Health Benefits Trust fund expenses seem to be under control, per Mr. Lowry. Justice Court has increased its projection above budget for revenue. The jail project is winding down with some costs in next year's budget. Work is going well on the Sisters Health Clinic. Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 3 of 8 Pages There is a new folder in the bill bag for capital expenses, for the Board and Mr. Anderson to review. Mr. Anderson said that any high expense maintenance expenses should also be included, such as the new boiler at the Road Department. Chair Baney asked if the Board's travel report could be handled differently, perhaps quarterly or less often. 4. Discussion of Adoption of Ordinance No. 2014-018, Re-adoption of the Sign Code. Laurie Craghead explained this is housekeeping, to make sure this is clear. She wants to be sure the Board adopted what was thought to be the appropriate document in 2003. One will adopt the 2003 version, and the current version that clarifies what is already in place. If the Board wants changes, there has to be a complete public process at that time. Mr. Anderson asked about the second sign for drive-up establishments. Ms. Craghead said this is based on the 2009 ordinance. She asked for an emergency clause since there are no active issues, and it should be clarified as soon as possible. Commissioner DeBone does not feel it merits emergency status. Chair Baney indicated it appears it should be drafted not as an emergency. 5. Discussion of Adoption of Ordinance No. 2014-015, Amending Code regarding Events, Parades, Funeral Processions and Outdoor Mass Gatherings. Ms. Craghead stated that the Board asked for changes. This has been reviewed by various County departments. The chart shows a gap in current Code for certain sizes of events. One big change is the 240-hour timeframe for outdoor mass gatherings, put into place basically for the Family Motor Coach Association conference. She feels that if there is a challenge, the County would lose. It will not affect events that do not take place on a single property. Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 4 of 8 Pages She suggested going back to the 120 hours. At that point, it would be a land use decision. Chair Baney wants to be sure the FMCA would not have a problem with this. Mr. Anderson stated that he does not think anyone else is interested in this specific issue. Ms. Craghead said they have expanded this into four different types of events. Some are stationary while others are not. There was confusion in the past regarding event permits and how often they can be held. This needs to comply with Statute. A trigger is commercial activity. Mr. Kropp said that the County would put this in the event permit documents and coordinate more with Community Development. The main change is separating out the bike events from those events that are held on a single property. Chair Baney asked how other counties do this. Ms. Craghead stated that most have nothing in place and depend on Statute. Statute does not break out events from mass gatherings. Deschutes County made the choice to split these out. The idea is to avoid land use type decisions and greatly increased costs. Chair Baney asked about timing and the fact this is not up for discussion, since it is to clean up the Code. Ms. Craighead said that this just changes it to fall in line with statute. Page 7 of 16, Mr. Kropp said that this has to do with someone wanting to hold another event but has been in trouble with previous events. Also, vehicles that are not properly parked are an issue. On page 4, Ms. Craghead stated that if under statutory regulations, the statute limits insurance to $1 million. Code does not clarify if it is for the entire event. Risk Management does this based on Oregon tort claim limits, but this number changes annually. Each needs to be reviewed on an individual basis. Ms. Craghead that the Sheriff reviews the public safety plans but do not want to review traffic issues. That would be done by Community Development. In addition, the decibel requirements have been eliminated since the Sheriff s Office feels these are cumbersome. The Oregon Department of Environmental Quality regulations are more restrictive. This would have the noise cut-off time be 10 p.m. The only limitation in the noise ordinance has to do with construction. Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 5 of 8 Pages Chair Baney feels this is a lot of change to mirror Statute. The Board asked that this be clarified further and discussed at a later date. 6. Discussion of Local Workforce Investment Area Boundaries. Commissioner Unger said the Governor has asked for this to be clarified. There are seven workforce boards in the State. The consortium was developed to cover the rest of the State. The last legislature felt the Oregon Workforce Board would have jurisdiction and funding, so they are looking at how to structure these Boards into being more localized. They are looking at four areas. The County Commissioners are to engage and make positive change. Funds are allocated by population, which is why the areas have to be big. The other, smaller counties could not function on their own. They would take the central area and create a workforce board, with smaller groups advising them on the smaller, local issues. This requires a resolution. It needs to be done before the next meeting on July 10. Some counties do not know which group they want to join. The Community Colleges are also involved. Commissioner Unger does not see a down side. The groups are privately funded but the counties bring information and. coordination. If not spent properly, federal funds might have to be repaid, but this has not happened except once in ten years. The nine counties' representatives have met and want to move forward. The Commissioners are supportive. 7. Other Items. Mr. Kropp said there is a reception on Thursday morning for the 9-1-1 candidates. A few have dropped off Commissioner Unger will not be available for meetings the afternoon of July 7. Mr. Anderson said that the morning meeting will include the La Pine Urban Renewal proposal as well as the Newland decision. Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 6 of 8 Pages Commissioner DeBone said there are a few people opposing the urban renewal district proposal, but he feels that most people would be supportive if they have all the facts. Mr. Anderson said the only part the County is involved in is the rodeo grounds. The rest is within the City. Dave Doyle said that he does not think that there is a requirement for public input. Chair Baney wants to be sure the residents understand that the County's role is only the rodeo grounds property. Mr. Anderson stated that citizens and businesses within the City are generally supportive, and the fire district representatives think that this is going to take away their funds. Commissioner Unger stated that this will help with infrastructure, hydrants and other improvements, that will help the Fire District do its job. Commissioners Baney and DeBone prefer that the City approve its portion of the urban renewal district, conditioned upon the County's approval of its part. Regarding Cascades Academy, Chair Baney said that the Latham Mine owners are purportedly mining the headwall. Mr. Anderson stated there has been a complaint to Community Development and it is being handled. Chair Baney would like to see a work session in advance of the Thornburgh deliberations. Dave Doyle said if the Commissioners receive citizen requests for information or answers, they are encouraged to have Counsel or the department handle it. Regarding the joint Redmond City Council meeting on July 8, Mr. Anderson asked if the Board had agenda items. He and Mr. Kropp will be out of the office. The Commissioners felt that if there are no pressing issues, there is no reason to meet. Nothing has been submitted yet for the Sisters joint meeting of July 3, so it will likely be canceled as well. The Board will be at the State of the City Chamber of Commerce event on July 1 and would be happy to speak informally with any Councilors in attendance. Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 7 of 8 Pages Regarding the employee lunch at the Annual Fair, attendance has been lower each year. Mr. Anderson asked if the County should pursue this further. They are discussing other options to recognize employees. One idea is to make this free and not charge the employees for the Fair, lunch and concert, to see if this shows improvement. The cost would be $18 per person. Chair Baney is concerned about the overall costs, and how the media might view this expense. Mr. Anderson said this is to thank employees. Commissioner Unger feels they should pay for hard costs. Being no further items discussed, the meeting adjourned at 4:20 p.m. DATED this '3t Day of 2014 for the Deschutes County Board of Commissioners. ._—.. v-Q Tammy Baney, Chair Anthony DeBone, Vice Chair ATTEST: J-/d4A- Uktij‘‘— Alan Unger, Commissioner Recording Secretary Minutes of Board of Commissioners' Work Session Monday, June 23, 2014 Page 8 of 8 Pages f $!_\{ Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 -www.deschutes.org WORK SESSION AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 1:30 P.M., MONDAY, JUNE 23, 2014 1 . Approval of Grant Application Request —Health Services —Jane Smilie 2. Discretionary Grant Requests —Judith Ure • MountainStar Relief Nursery Fundraiser ($620) • Saving Grace Fundraiser ($1,500) 3. Finance/Tax Update— Wayne Lowry 4. Discussion of Adoption of Ordinance No. 2014-018, Re-adoption of the Sign Code —Laurie Craghead 5. Discussion of Adoption of Ordinance No. 2014-015, Amending Code regarding Events, Parades, Funeral Processions and Outdoor Mass Gatherings —Laurie Craghead, County Counsel 6. Discussion of Local Workforce Investment Area Boundaries — Commissioner Unger 7. Other Items PLEASE NOTE:At any time during this meeting,an executive session could be called to address issues relating to ORS 192.660(2)(e),real property negotiations;ORS 192.660(2)(h),litigation;ORS 192.660(2)(d),labor negotiations;or ORS 192.660(2)(b),personnel issues;or other issues under ORS 192.660(2),executive session. Meeting dates,times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners'meeting rooms at 1300 NW Wall St.,Bend,unless otherwise indicated. Ifyou have questions regarding a meeting,please call 388-6572. Deschutes County encourages persons with disabilities to participate in all programs and activities. This event/location is accessible to people with disabilities. If you need accommodations to make participation possible,please call(541)388-6571,or send an e-mail to bonnie.baker(dWeschutes.org. RWJF Public Health Services and Systems Research Initiative $350,000 total for two years Grant application due date is July 23, 2014 Deschutes County Health Services (DCHS) requests permission to submit a grant proposal in response to a Robert Wood Johnson Foundation Request for Proposals to conduct health systems research. This grant funding would allow DCHS to advance health-related county goals and objectives, as well as those outlined in the Central Oregon Health Improvement Plan 2012-2015 and the Deschutes County Health Services Strategic Plan 2012-2015. In addition, it would allow DCHS to address a deficiency identified by the Public Health Accreditation Board Site Visit Team. The team wrote, "It would be beneficial to dedicate more resources to research, data analysis and evaluation. Without that, it is hard to defend your programs and to know you are making a difference." The purpose of the project entitled, "Epidemiology for Action: Integrating Primary Care and Public Health" is to test methods of providing epidemiologic data and effective communications to healthcare providers in the tri-county region to support disease control and prevention efforts. Epidemiology, the basic science of public health, is the study of the distribution and determinants of disease. The healthcare system relies on public health agencies to monitor conditions of public health importance and provide timely, accurate and reliable data, as well as recommendations for prevention and control efforts. In addition, providers need support in effective communication methods and materials for use with patients. Content areas for data support and health communications will include communicable disease, chronic disease and behavioral health. An epidemiologist and a health communications specialist would be hired to implement the project. Two researchers with Oregon Public Health Division will provide in-kind research design and evaluation services. This grant will afford Deschutes County Health Services the opportunity to: • improve our use of data to guide disease control and prevention measures, • better communicate, including with the use of data, with primary care providers, • more effectively integrate the critical work of public health and primary care, and • and, evaluate our efforts in these three areas. HEALTH SERVICES 2577 NE Courtney Drive, Bend, Oregon 97701 Public Health (541) 322-7400, FAX (541) 322-7465 Behavioral Health (541) 322-7500, FAX (541) 322-7565 ttpt www.deschutes.org \ ,tt f\`` Request to apply for grant funding Supervisor/Program Jane Smilie Manager Applicable Program Public Health Grant Name RWJF Public Health Services and Systems Research Initiative "Epidemiology for Action: Integrating Primary Care and Public Health" Grantor Robert Wood Johnson Foundation Duration of Grant Two Years, initiating February 2015 Funding Amount $350,000 Required Match No County General None Fund Requirement Additional FTE 2.0 State Grant in Aid No Due Date July 23, 2014 Subject focus Epidemiology and Health Communications Benefit to See attached description Deschutes County Alignment w/County Yes- Healthy People: Enhance and protect the health and well-being Goals of the community through advocacy, education and services. County Administrator Date http://insidedc/health/Forms/BOCC Request to Apply for Grant Template.doc Enhancing the lives of citizens by delivering quality services in a cost effective manner. Monthly Meeting with Board of Commissioners Finance Director/Treasurer AGENDA June 23, 2014 (1) Monthly Investment Report (2) May 2014 Financials u7 In CO N ao . co N a _C a E O u7 in m N o o 0 0 0 0 0 zr e 0 o c%, ~ � Inti 0/ u) co CV p U g 0 CC). CM . . . L r C N 0 O d —69 40 W � . . . 2 03 — a■ Q u) u) O U t E r3 N H . N o f i N LL ' ' N C C co co -- v ° � r � 0 I- co F- C A cD o.- oo aow ao V2 ss O t13 } r tl1 c 1n n �D C co C v" rD '� 69 6*! C C . . . N J M D D U) cn CL rn co E q� C chi cc•) E ` V M M . 1— d w 7 69 a 69 E • z m C o in , C ' E c 0 0 0 0 0 0 0 0 0 0 _ m c o a a in in a in in a in a 0 m o o o v N- N in N N i- N 0 (� E r- a CO N co aj in yj u) .+ o a) F_C � -a) (,) � Q . u) it," a ca Q V 'C TI:, G >- >- C TS a a@ g -o - n U I- s- 0 o Q c H 11 -6' a) •C e- -o -oo 0 O J J U m M O H © D J o:,,,;,' / o e o o -e o rr o c o o , c o O ', � °0oaoi` in o N r, , � � COCO . . R;'""1 N C) ri N tD p :13:m O O O O O IC) )n d �"�j 000000 0 .0 ∎,' 0, � (9 0 r- C) CD czn! CD C4 oOa0 M mme r- y U a)N CO Alio 0 g' °-,-o 4 Arl 1 w .O C❑fV o c E co E CI ci) n m a) m - O c ai o O H cp m= o E • a U' 0 v., Deschutes County Investments : I , I Portfolio Management • Portfolio Details-Investments May 31,2014 , I rPurchase Maturity Days To 1 Ratings Coupon, I Par Market Book Call CUSIP I Security I Broker I Date Date Maturity Moodys I S&P Rate YTM 365 Value Value Value Date 938429ZE0 I Washington County SO Municipal PJ 5/6/2013 6/1/2014 0/A- 1,A,11,2 5.000 -0 300 600,000 600,000, 600,000 - - I 1 i- 972002570 1Umpqua Bank 6/7/2012 6/7/2014 6 0.400, 0.406, 240,000 240,0001. 240,000 - - • 7 , PWB9393001582 1PremierWest Bank CD 7/6/2012 7/6/2014 35 0.600 0.608 240,000 240,0001 240,000 - - 1 I , SYS10321 1Home Federal Bank CD 9/19/2013, 9/19/2014, 110 0.130 0.132, 100000 100,000 100,000 - - •i• 1 1 4001174329 Columbia State Bank CD 12/5/2013 12/5/2014, 187 . 0.210 0.213, 140,000 140,000, 140,000 - - 1 8941748454 Sterling Savings Bank CD 7/1/2013 1/1/2015 214 0.200 0.203_[ 2,000,000 2,000,000,1 2,000,000 - - HFBCD Home Federal Bank CD 2/1/2013 1/31/2015 244 0.200 0.203, 140000 140,000, 140,000 - - 91159HGU8 US Bancorp CASTLE 1/22/2014 3/4/2015 276 A+ Al 3.1501 0.4011 500,000 510 895 1 510 387 - - , , ,_. 4001154309 JrColumbia State Bank CD 4/1/2013 3/30/2015 302 , 0.150 0.1521 100,000 100,0001 100,000 - - 273-150017-5 'South Valley Bank CD , 5/20/2013 5/20/2015 353 0.748 0.758 200,000 200,00Q 200,000 - - 36962G4L5 General Electric-Corporate N CASTLE 11/15/2013 6/29/2015 393 AA+ Al 3.500 0.656 750,000 775,103 772,827 - - 36962G4L5 1General Electric-Corporate N CASTLE 11/25/2013/25/2013 6/29/2015 393 AA+ Al 3.500 0.550 1,275,000 1,317,674 1,315,300 - - 1 1 3692G5F7 General Electric-Corporate N CASTLE 9/17/2013 6/30/2015 394 AA+ Al 2.375 0.865 1,400,000 1,429,736 1,422,614 - - I 36962G5F7 _General Electric-Corporate N CASTLE 1/10/2014 6/30/2015, 394 AA+ Al 2.375 0.501 545,000 556,576 555,984 - - , 1 SYS10316 Umpqua Bank 7/9/2013 7/9/2015 403 0.500 0.507 2,000,000 2,000,000' 2,000,000: - - I 1 1 t- 94985H5F7 Wells Fargo Corporate Note CASTLE 1 9/30/2013 7/20/2015 414 A,A- AA3 0.750 0.541 1,000,000, 1,004,970 1 002 360 - - 1 „ , 91159HGX2 US Bancorp CASTLE 1 4/2/20141 7/27/2015' 421 A+ Al 2.450 0.501 1,180,000 1,206,998 1 206 4561 - - f 1 1 . 91159HGX2 'U S Bank-Corp Note CASTLE : 3/26/20141 7/27/2015. 421 A+ Al 2.450 0.500 1,573,000 1,608,990' 1,608,276 - - -h 1 315GOPR8 Federal National Mtg Assn CASTLE 10/9/2013! 10/9/2015 495 AA+ Aaa 0.480 0.450 1,000,000 1,000,990, 1,000,407' 10/9/2014 1 064159BA3 iBank of Nova Scotia CASTLE 3/25/2014 10/9/2015 495 A+ Aa2 0 750 0.510 2,000,000 2,008,640' 2,006,466 - - , • 1 064159BA3 liBank of Nova Scotia CASTLE 4/3/2014, 10/9/2015 495 A+ 1Aa2 0.750 0.621 540,000 542,3331 540,941 - - , 3134G4HZ4 Federal Home Loan Mtg Corp CASTLE 10/28/2013 10/28/2015 514 AA+ Aaa 0.500 0.500, 2,000,000 2,002,5001 2,000,000 10/28/2014 1 742718DS5 Procter&Gamble CASTLE 12/6/2013 11/15/2015 532 AA- AA3 1.800 0.4301 1,000,000 1,020210+1 1,019,836 - - ! SYS10368 ,Royal Bank of Canada VINISP 3/27/2014 12/15/2015 562 AA- Aa3 2.625 0.600' 1,500,000 1,549,515, 1,546,427 - - , 1 . 1 1 532457AN8 'Eli Lilly&Co. CASTLE 3/24/2014 1/1/2016 579 AA- A2 6.570 0.500 1,408,000 1,539,380 1,542,533 - - _ 084670BG2 Berkshire Hathaway Inc 1CASTLE 3/3/2014 2/11/2016 620 AA Aa2 0.800 0.5001 3,000,000 3,020,760: 3,015,154 - -• 17275RAC6 Cisco Systems Inc 1 ,CASTLE 2/27/2014 2/22/20161 631 AA- Al 5.500 0.550 1,874,000 2„036 382 „2 032 922 - 06406HCG20 Bank of New York Mellon Corp CASTLE 4/4/2014 3/4/2016 642 A+ Al 0.700 0.681 1,000,000 1,003,010' 2/3/2016 3133734F6 Federal Home Loan Bank CASTLE 5/2/2014 4/15/2016 684 AA+ Aaa 0.772 0.600 650,000 650,527 652,081 - - 478160AY0 Johnson&Johnson CASTLE 1/7/2014 5/15/2016 714 AAA Aaa 2.150 0.620 1,529,000 1,579,9921 1,574,340 - - 949746QU8 Wells Fargo Corporate Note .iVINISP 2/20/2014 6/15/2016 745 A+ A2 3.676 0.750 1,000,000 1,058,060 1,059,028 - - 686053CF4 Oregon School Boards Assoc 'CASTLE 3/7/2014 6/30/2016 760 A+ Aa2 0.000 0.999 3,000,000 2,928,360' 2,938,499 - - 912828RF9 U.S.Treasury .;CASTLE 12/27/2013 8/31/2016 822 AN+ Aaa 1.000 0.646 1,000,000 1,011,950 1,007,880 - - 31359YLS4 Federal National Mtg Assn 'PJ 3/5/2014 9/15/20161 837 AA+ Aaa 0.778 0.812 672,000 661,826' 659,839 - - 3133EAZ76 Federal Farm Credit Bank CASTLE 5/23/2014 9/26/2016 848 AA+ Aaa 0.690 0.686 3,000,000 3,000,090 3,000,297 - - 3134G4HK7 Federal Home Loan Mtg Corp 1CASTLE 3/27/2014 10/24/2016 876 A+ Aaa 0.500 1.119 3,015,000 3,017,171 3,017,083 10/24/2014 912828RM4 'U.S.Treasuly ICASTLE 12/27/2013 10/31/2016 883 AA+ Aaa 1.000 0.727 1,000,000 1,010,940 1,006,507 - - 3134G4K98 I Federal Home Loan Mtg Corp CASTLE 1 2/20/2014 11/7/2016 890 A + Aaa 0.800 0-800 2,000,000 2,001,460 2,000,000 8/7/2014 06050TLR1 Bank of America-Corporate CASTLE 5/13/2014 11/14/2016 897 A A2 1.125 1.050 1,900,000 1,903,059 1,903,426 - - 3133ECVVV2 1Federal Farm Credit Bank CASTLE 12/17/2013, 12/7/2016 920 AA+ Aaa 0.875; 0.722 2,100,000 2,111,109 2,108,339 - - 3136G1XP9 Federal National Mtg Assn PJ ' 3/6/2014 12/19/2016 1 932 AA+ Aaa 0.8001 0.788 2,000,000' 1,997,440 2,000,622,11/19/2014 , 912828RXO U.S.Treasury CASTLE ,12/20/2013 12/31/2016 944 AA+ ,Aaa 0.875 0.724 1,000,000 1,006,640 1,003,864 - - 1- 06406HCA5 Bank of New York Mellon Corp CASTLE 4/23/2014 1/17/2017 961 A+ Al 1 2.400, 1.067 2,000 000 2 074 220' 2 068 835,12/18/2016 , „ _, „ , 101HX9 Federal Home Loan Bank .MBS 4/23/2014 1/23/2017 967 AA+ Aaa 1.000 0.985. 2,000,000 2,002,220 2,000,769 7/23/2014 912828SC5 U.S.Treasury 1CASTLE 1/16/2014 1/31/2017 975 AA+ Aaa 0.875 0.844 2,000,000 2,011,720 2,001,645 - - 3130A0SM3 Federal Home Loan Bank VINISP 2/21/2014 2/21/2017 996,AA+ Aaa 1.000 0.939 2,000,000 2,003,200 2,003,249 8/21/2014 064159DZ6 Bank of Nova Scotia CASTLE 5/1/2014 3/17/2017 1,020 A+ Aa2 0.800 0.906 1,000,000 1,000,230 997,087 3/17/2016 912828SSO U.S.Treasury WF 1/17/2014 4/30/2017 1,064 AAA Aaa 0.875 0.950 2,000,000 2,006,560 1,995,701 - - 3136FPYB7 1Federal National Mtg Assn VINISP 2/7/2014 5/23/2017 1,087 AA+ Aaa 2.050 0.885 1,460,000 1,508,881 1,509,791' - - 31359MEL3 'Federal National Mtg Assn CASTLE 112/23/2013 6/1/2017 1,096 AA+ Aaa 1.061 1.115 1,000,000 969,740 967,687, - - 31359MEL37 Federal National Mtg Assn CASTLE ' 1/24/2014: 6/1/2017 1,096'AA- Aaa 1.081 1.136 1,050,000: 1,018,227 1,015,438, - - . , 29270CYZ2 Bonneville Power Administratio CASTLE 4/24/2014 7/1/2017 1,126 A4- Aal 1.197 1.171 670,000' 671,313, 670,5381 - - I 313383JB8 k B L H d F eeral Home Loan Bank VINISP 12/26/2013! 9/27/2017 1,214 AA+ ,Aaa 1.0001 1.250 1,000,000 998,660 991$09 - - I 3136G0074 Federal National Mtg Assn VINISP 2/3/2014 9/27/2017 1,214 AA+ Aaa 1.000, 0.943 1,050,000 1,044,4671 1,051,9501 9/27/2015 3130A1ZK7 Federal Home Loan Bank MBS 5/28/2014 11/28/2017 1,276 AA+ Aaa 0.750 0.750 1,000,000 998,890 1,000,000 8/28/2014 3130A1G36 ,Federal Home Loan Bank MBS 4/17/2014 1/17/2018 1,326 1.500 1.508 575,000 575,983, 574,833 7/17/2014 31300N71 Federal Home Loan Bank ,VINISP 4/2/2014 1/30/2018 1,339 AA+ Aaa 2.000 1.710 1,500,000 1,512,705: 1,515,363 1/30/2015 1 h 3136G1AU3 1Federal National Mtg Assn VINISP 12/23/2013 1/30/2018 1,339 LAA+ 0.700 1.420 1,000,000 982,550 988,078 7/30/2014 313500VU4 Federal National Mtg Assn IVINISP 1/24/2014 4/3/2018 1,402 LAA+ Aaa 1.125 1.540 1,000,000 988,400 984,614 4/3/2015 , 3136G16B0 .Federal National Mtg Assn VINISP 1/21/2014.12/27/2018 1,670LAA+ Aaa 0.750 1.820 1,000,000 979,330 972,919 6/27/2014•SYS10078 Local Govt Investment Pool , 1 0.540 0.540 61,252,811 61,252,811 61,252,811 SYS10084 Bank of the Cascades 1 0.540 0.540 5,640,595 5,640,595 5,640,595 143,369,405 144,073,987: 143,994,834 ; 1 Memorandum Date: June 10, 2014 To: Board of County Commissioners Tom Anderson, County Administrator From: Wayne Lowry, Finance Director RE: Monthly Financial Reports Attached please find May 2014 financial reports for the following funds: General (001), Community Justice— Juvenile (230), Sheriffs (255, 701, 702), Public Health (259), Behavioral Health (275), Community Development(295), Road (325), Community Justice Adult (355), Commission on Children & Families (370-399), Solid Waste (610), Insurance Fund (670), 9-1-1 (705), Health Benefits Trust (675), Fair & Expo Center (618), and Justice Court (123). The projected information has been reviewed and updated, where appropriate, by the respective departments. Cc: All Department Heads GENERAL FUND Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 %of Actual Actual Budget Revised Budget Projection I $Variance Revenues PropertyTaxes-Current 20,734,019 21,815,493 104% a) 21,031,062 21,865,493 834,431 Property Taxes-Prior 1,108,377 657,941 91% 720,000 682,941 (37,059) Other General Revenues 2,683,531 1,850,433 95% b) 1,955,900 2,081,400 125,500 Assessor 866,121 811,693 100% c) 812,421 889,421 77,000 County Clerk 1,710,900 1,166,233 82% 1,415,487 1,193,487 (222,000) BOPTA 16,419 16,097 106% c) 15,200 16,097 897 District Attorney 174,794 184,621 100% 184,194 184,194 - Tax Office 252,869 233,235 112% c) 208,750 233,235 24,485 Veterans 74,348 53,934 76% 70,920 70,920 - Property Management 100,249 84,317 93% 91,000 91,000 - Grant Projects 2,000 1,833 92% 2,000 2,000 - Total Revenues 27,723,627 26,875,830 101% 26,506,934 27,310,188 803,254 Expenditures Assessor 3,439,127 3,258,639 88% 3,687,131 3,617,131 70,000 County Clerk 1,299,189 1,200,752 80% 1,500,045 1,385,045 115,000 BOPTA 58,401 55,640 72% 76,901 63,051 13,850 District Attorney 5,034,333 4,911,697 87% 5,638,777 5,388,777 250,000 Tax Office 779,725 728,427 86% 846,733 810,000 36,733 Veterans 250,880 263,029 88% 299,163 299,163 - Property Management 275,329 226,996 88% 258,807 252,807 6,000 Grant Projects 122,139 119,595 92% 129,951 129,951 - Non-Departmental 1,221,749 1,305,019 90% 1,447,643 1,447,643 - Total Expenditures 12,480,872 12,069,794 87% 13,885,151 13,393,568 491,583 Transfers Out 13,930,307 12,583,372 77% d) 16,340,578 16,340,578 - Total Exp&Transfers 26,411,179 24,653,166 82% 30,225,729 29,734,146 491,583 Change in Fund Balance 1,312,448 2,222,664 (3,718,795) (2,423,958) 1,294,837 Beginning Fund Balance 9,059,394 10,371,843 109% 9,500,000 10,371,843 871,843 Ending Fund Balance $ 10,371,843 $12,594,507 $ 5,781,205 $ 7,947,885 $2,166,680 I Beginning Net Working Capital -Approved Budget $ 7,692,433 1 a) Current year taxes due November, February and May. Projection is YID plus$50,000 estimated for June b) PILT received in July-$500,941 c) A&T grant exceeded budget by$38,300 d) Projection includes a transfer to close out the Bethlehem Inn Fund. Page 1 COMM JUSTICE-JUVENILE Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 %of 1 Actual Actual Budget Budget Projection l $ Variance Revenues Federal Grants - 9,434 222% a) 4,254 11,715 7,461 SB#1065-Court Assess. 8,606 15,281 255% b) 6,000 15,316 9,316 Jail Funding HB#2712 101,659 36,311 99% 36,568 36,568 - Discovery Fee 8,703 2,620 32% c) 8,300 2,858 (5,442) Food Subsidy 24,650 20,718 86% 24,000 24,000 - OVA Basic&Diversion 354,583 222,363 61% d) 364,268 359,149 (5,119) Inmate/Prisoner Housing 113,760 28,200 23% e) 125,000 54,000 (71,000) Contract Payments 90,765 6,398 5% f) 120,000 6,979 (113,021) Interest on Investments 6,343 6,836 114% 6,000 7,457 1,457 Leases 1,200 1,423 119% 1,200 1,423 223 Grants-Private 1,729 404 32% c) 1,250 440 (810) CFC Interfund Grant 120,595 96,030 n/a g) - 128,041 128,041 Interfund Grant-Gen Fund 20,000 15,000 75% 20,000 20,000 - Miscellaneous 790 420 65% c) 650 450 (200) Total Revenues 853,383 461,437 64% 717,490 668,396 (49,094) Expenditures Personnel Services 4,878,315 4,473,659 88% h) 5,109,496 4,880,532 228,964 Materials and Services 1,086,677 933,793 86% f) 1,085,433 1,035,000 50,433 Capital Outlay - - 0% 100 - 100 Transfers Out 50,400 2,745 75% 3,660 3,660 - Total Expenditures 6,015,391 5,410,197 87% 6,198,689 5,919,192 279,497 Revenues less Expenditures (5,162,008) (4,948,760) (5,481,199) (5,250,796) 230,403 Transfers In-General Fund 5,344,523 4,920,982 92% 5,368,346 5,368,346 - Change in Fund Balance 182,515 (27,778) (112,853) 117,550 230,403 Beginning Fund Balance 995,051 1,177,566 105% 1,125,000 1,177,566 52,566 Ending Fund Balance $ 1,177,566 $ 1,149,788 $1,012,147 $1,295,116 $ 282,969 I Beginning Net Working Capital -Approved Budget $1,250,000 I a) Includes$7,090 payment on a FY 2013 grant b) Increased utilization c) Revenue trending lower than anticipated d)State informed County of the FY 2014 amount subsequent to preparation of FY 2014 budget e) Housing trending lower than anticipated -$23,850 billing outstanding f) BRS/Maplestar program discontinued. Projected revenues and expenditures reduced accordingly g) Support to JCP program expenditures was not included in the original budget. CFC interfund grants were awarded during FY 2014 h) Unfilled positions Page 2 SHERIFF-Consolidated Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 Actual Actual I Budget Budget I Projection I $Variance Revenues (Funds 701 &702) Law Enf Dist Countywide 19,512,075 20,312,161 106% 19,116,763 20,414,183 1,297,420 Law Enf Dist Rural 12,228,468 11,456,845 94% 12,125,008 12,295,113 170,105 Total Revenues 31,740,543 31,769,006 102% 31,241,771 32,709,296 1,467,525 Expenditures (Fund 255) Sheriff's Services 2,263,061 2,114,463 89% a) 2,386,512 2,320,954 65,558 Civil/Special Units 723,704 1,043,050 86% b) 1,215,101 1,140,075 75,026 Automotive/Communications 1,837,849 1,472,091 91% 1,613,040 1,672,113 (59,073) Investigations/Evidence 1,425,223 1,305,534 89% a) 1,462,370 1,416,982 45,388 Patrol 8,174,690 7,521,819 88% a) 8,515,898 8,209,252 306,646 Records 685,178 702,495 87% 810,086 777,655 32,431 Adult Jail 12,850,417 12,959,566 89% c) 14,534,459 14,266,156 268,303 Court Security 298,060 267,381 90% b) 295,852 292,752 3,100 Emergency Services 185,439 182,589 103% 177,330 203,173 (25,843) Special Services 1,236,781 1,197,962 78% d) 1,528,933 1,411,955 116,978 Training 481,717 453,262 81% 558,596 516,561 42,035 Other Law Enforcement Svcs 667,913 739,115 92% b) 804,314 806,079 (1,765) Non-Departmental 85,253 74,893 92% 81,701 81,701 - Total Expenditures 30,915,283 30,034,218 88% _ 33,984,192 33,115,408 868,784 Revenues less Expenditures 825,260 1,734,787 (2,742,421) (406,112) 2,336,309 DC Comm Syst Reserve 200,000 200,000 200,000 200,000 - Transfer to Reserve Funds 200,000 200,000 200,000 200,000 - Change in Fund Balance 425,260 1,334,787 (3,142,421) (806,112) 2,336,309 Beginning Fund Balance 9,128,533 9,553,793 8,161,912 9,553,793 1,391,881 Ending Fund Balance $9,553,793 $10,888,580 $5,019,491 $8,747,681 $3,728,190 Beginning Net Working Capital -Approved Budget $7,658,937 a) Projected savings in Personnel from open unfilled positions b) Personnel expenses will exceed plan due to higher overtime and extra help c) Projected savings in Personnel and Bond Debt expense will be used to offset the cost of renting additional jail beds from Jefferson County and other Jail unexpected expansion expenses d) Postponed purchase of a SAR vehicle and the mapping plotter was purchased for less than $5,000 Page 3-A SHERIFF- Fund 255 Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to Date FY 2013 (92% of Year) FY 2014 Actual Actual 1Budget Budget I Projection I $Variance Revenues(Fund 255) Law Enf Dist Countywide 18,708,928 18,879,023 77% 24,478,462 20,783,018 (3,695,444) Law Enf Dist Rural 12,206,355 11,155,196 77% 14,525,221 12,332,390 (2,192,831) Total Revenues 30,915,283 30,034,218 77% 39,003,683 33,115,408 (5,888,275) Expenditures(Fund 255) Sheriff's Services 2,263,061 2,114,463 89% a) 2,386,512 2,320,954 65,558 Civil/Special Units 723,704 1,043,050 86% b) 1,215,101 1,140,075 75,026 Automotive/Communications 1,837,849 1,472,091 91% 1,613,040 1,672,113 (59,073) Investigations/Evidence 1,425,223 1,305,534 89% a) 1,462,370 1,416,982 45,388 Patrol 8,174,690 7,521,819 88% a) 8,515,898 8,209,252 306,646 Records 685,178 702,495 87% 810,086 777,655 32,431 Adult Jail 12,850,417 12,959,566 89% c) 14,534,459 14,266,156 268,303 Court Security 298,060 267,381 90% b) 295,852 292,752 3,100 Emergency Services 185,439 182,589 103% 177,330 203,173 (25,843) Special Services 1,236,781 1,197,962 78% d) 1,528,933 1,411,955 116,978 Training 481,717 453,262 81% 558,596 516,561 42,035 Other Law Enforcement Svcs 667,913 739,115 92% b) 804,314 806,079 (1,765) Non-Departmental 85,253 74,893 92% 81,701 81,701 - Total Expenditures 30,915,283 30,034,218 88% 33,984,192 33,115,408 868,784 Revenues less Expenditures $ - - * $5,019,491 $ - $(5,019,491) a) Projected savings in Personnel from open unfilled positions b)Personnel expenses will exceed plan due to higher overtime and extra help c)Projected savings in Personnel and Bond Debt expense will be used to offset the cost of renting additional jail beds from Jefferson County and other Jail unexpected expansion expenses d) Postponed purchase of a SAR vehicle and the mapping plotter was purchased for less than$5,000 Page 3-B SHERIFF-Expenditure Detail Statement of Financial Operating Data Through May 31,2014 FY 2014-Year to FY 2013 Date(92%of Year) FY 2014 Actual Actual I Budget Budget I Projection 1 $Variance Expenditures Sheriffs Services Personnel 1,311,042 1,226,224 88% 1,396,494 1,353,820 42,674 Materials&Services 952,019 888,238 90% 989,918 967,134 22,784 Capital Outlay - 0% 100 - 100 Total Sheriffs Services 2,263,061 2,114,463 89% 2,386,512 2,320,954 65,558 Civil/Special Units Personnel 637,830 941,025 86% 1,099,232 1,029,306 69,926 Materials&Services 85,874 102,025 92% 110,769 110,769 - Capital Outlay - 0% 5,100 - 5,100 Total Civil/Special Units 723,704 1,043,050 86% 1,215,101 1,140,075 75,026 Automotive/Communications Personnel 413,153 368,115 99% 373,535 399,967 (26,432) Materials&Services 1,406,033 1,068,227 89% 1,202,505 1,236,396 (33,891) Capital Outlay 18,663 35,750 97% 37,000 35,750 1,250 Total Automotive/Communications 1,837,849 1,472,091 91% 1,613,040 1,672,113 (59,073) Investications/Evidence Personnel 1,283,221 1,174,524 89% 1,323,285 1,274,449 48,836 Materials&Services 142,001 131,010 94% 138,985 142,533 (3,548) Capital Outlay - 0% 100 - 100 Total Investigations/Evidence 1,425,223 1,305,534 89% 1,462,370 1,416,982 45,388 Patrol Personnel 7,325,801 6,785,423 88% 7,694,405 7,425,339 269,066 Materials&Services 613,033 487,123 86% 563,921 534,639 29,282 Capital Outlay 235,856 249,274 97% 257,572 249,274 8,298 Total Patrol 8,174,690 7,521,819 88% 8,515,898 8,209,252 306,646 Records Personnel 583,461 604,216 86% 700,961 668,630 32,331 Materials&Services 101,717 98,278 90% 109,025 109,025 - Capital Outlay - 0% 100 - 100 Total Records 685,178 702,495 87% 810,086 777,655 32,431 Adult Jail Personnel 10,934,201 10,903,597 90% 12,060,079 11,910,079 150,000 Materials&Services 1,879,643 1,754,698 84% 2,097,790 2,047,790 50,000 Capital Outlay 36,573 56,519 74% 76,590 63,317 13,273 Transfer Out-Jail Debt Service 244,752 82% 300,000 244,970 55,030 Total Adult Jail 12,850,417 12,959,566 89% 14,534,459 14,266,156 268,303 Court Security Personnel 285,997 258,612 90% 285,966 282,966 3,000 Materials&Services 12,063 8,770 90% 9,786 9,786 - Capital Outlay - 0% 100 - 100 Total Court Security 298,060 267,381 90% 295,852 292,752 3,100 Emergency Services Personnel 175,729 158,632 105% 150,882 176,825 (25,943) Materials&Services 9,710 23,957 91% 26,348 26,348 Capital Outlay - 0% 100 - 100 Total Emergency Services 185,439 182,589 103% 177,330 203,173 (25,843) Special Services Personnel 1,024,967 1,036,177 81% 1,281,831 1,193,853 87,978 Materials&Services 175,717 161,785 76% 211,502 201,502 10,000 Capital Outlay 36,096 - 0% 35,600 16,600 19,000 Total Special Services 1,236,781 1,197,962 78% 1,528,933 1,411,955 116,978 Training Personnel 345,417 341,330 82% 415,342 379,716 35,626 Materials&Services 136,300 111,931 78% 143,154 136,845 6,309 Capital Outlay - 0% 100 - 100 Total Training 481,717 453,262 81% 558,596 516,561 42,035 9ther Law Enforcement Services Personnel 607,877 673,533 92% 730,083 735,392 (5,309) Materials&Services 60,035 65,582 88% 74,131 70,687 3,444 Capital Outlay - 0% 100 - 100 Total Other Law Enforcement Svcs 667,913 739,115 92% 804,314 806,079 (1,765) Non-Departmental Materials&Services 85,253 74,893 92% 81,701 81,701 - Total Non-Departmental 85,253 74,893 92% 81,701 81,701 - Total Expenditures $ 30,915,283 $30,034,218 88% $33,984,192 $33115,408 $ 868,7 e 4 LED#1 -Countywide Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to Date FY 2013 (92% of Year) FY 2014 Actual Actual I Budget Budget I Projection I $Variance Revenues Tax Revenues-Current 15,812,544 16,632,128 103% a) 16,103,377 16,632,128 528,751 Tax Revenues-Prior 817,322 495,497 98% 507,902 501,263 (6,639) Federal Grants 24,510 20,897 82% b) 25,500 20,897 (4,603) State Grant 158,199 63,332 55% 115,524 115,524 - Jail Funding HB 2712 101,659 36,311 79% 46,143 36,143 (10,000) Jail Funding HB 3194 - 107,806 n/a c) - 107,806 107,806 Transp. of State Wards 3,289 4,226 85% 5,000 5,000 - SB 1145 1,479,991 1,630,823 103% d) 1,584,991 1,630,823 45,832 Prisoner Housing 284,189 218,232 273% e) 80,000 218,232 138,232 Des. Cty Gen Fund Grant - 380,465 7990% f) 4,762 380,465 375,703 Des. Cty Video Lottery Grant 5,000 5,000 100% 5,000 5,000 - Grants 20,640 - n/a - - - Des Cty Court Security 116,646 49,533 50% g) 99,318 49,533 (49,785) Des Cty Juvenile Contract 12,051 12,594 126% 10,000 16,792 6,792 Title III Reimbursement 39,916 - n/a - - - Inmate Commissary Fees 29,756 28,429 190% 15,000 30,000 15,000 Work Center Work Crews 53,237 56,934 114% 50,000 60,000 10,000 Concealed Handgun Classes 8,050 3,100 89% 3,500 3,500 - Inmate Telephone Fee 97,403 71,162 89% 80,000 80,000 - Soc Sec Incentive-Fed 14,600 10,400 208% 5,000 10,400 5,400 Medical Services Reimb 20,461 17,836 137% 13,000 18,000 5,000 Sheriff Fees 314,668 335,477 134% h) 250,000 350,000 100,000 Interest 44,629 46,148 144% 32,000 50,000 18,000 Donations-"Shop with a Cop" 31,717 63,828 123% 51,897 63,828 11,931 Miscellaneous 21,599 22,002 76% 28,849 28,849 - Total Operating Revenues 19,512,075 20,312,161 106% 19,116,763 20,414,183 1,297,420 EXPENDITURES&TRANSFERS DC Sheriff's Office 18,708,928 18,879,023 77% * 24,478,462 20,783,018 3,695,444 DC Comm Systems Reserve 80,000 80,000 100% 80,000 80,000 - Transfer to Reserve Fund 100,000 100,000 100% 100,000 100,000 - Total Expenditures 18,888,928 19,059,023 77% 24,658,462 20,963,018 3,695,444 Change in Fund Balance 623,147 1,253,139 (5,541,699) (548,835) 4,992,864 Beginning Fund Balance 5,883,963 6,507,110 5,541,699 6,507,110 965,411 Ending Fund Balance $ 6,507,110 $ 7,760,248 $ - $5,958,274 $5,958,274 I Beginning Net Working Capital -Approved Budget $5,242,177 I *Payment to Sheriff's Fund adjusted monthly to equal actual expenditures attributable to countywide services a) Current year taxes due November, February, and May b) Bureau of Justice SCAPP funding will be less than planned due to qualifying inmate population c) Unanticipated HB 3194 funding for the Adult Jail d) 1145 inmate reimbursement will exceed budget amount for the year e) Based on YTD actual, DOC reimbursement for SB395(repeat DUI') inmates will exceed plan for the year f)General Fund grant budgeted for LED#2 will be made instead to LED#1 g)State OJD distributions will be less than planned for the year Page 5 h) Civil fees for property sales and concealed handgun licenses will be above plan for the year LED#2 - Rural 702 ' Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to Date FY 2013 (92%of Year) FY 2014 f Actual Actual Budget Budget Projection f $Variance Revenues Tax Revenues -Current 7,698,340 7,957,044 101% a) 7,839,932 7,957,044 117,112 Tax Revenues -Prior 404,894 244,032 92% 263,858 246,565 (17,293) Federal Grants 53,818 37,217 257% b) 14,500 40,591 26,091 Federal Grants-BLM 20,881 16,213 65% c) 25,000 16,213 (8,787) US Forest Service 78,750 78,750 103% 76,500 78,750 2,250 Bureau of Reclamation 40,580 17,007 65% c) 26,000 26,000 - State Grant 274,465 89,914 53% 169,000 169,000 - SB#1065 Court Assessment 8,606 15,381 28% d) 55,000 15,381 (39,619) Marine Board License Fee 143,724 94,171 63% c) 150,000 150,000 - Des Cty General Fund Grant 136,735 - 0% e) 375,703 - (375,703) Des Cty Transient Room Tax 2,513,265 2,084,772 92% e) 2,274,297 2,713,243 438,946 Asset Forfeiture 11,760 - n/a - - - City of Sisters 468,060 446,122 92% 486,678 486,678 - Des Cty CDD Contract 54,366 54,331 92% 59,270 59,270 - Des Cty Solid Waste Contr 54,366 54,331 92% 59,270 59,270 - School Districts 46,212 47,525 119% 40,000 50,000 10,000 Claims Reimbursement 860 108 n/a - 108 108 Seat Belt Program 5,390 3,990 40% 10,000 7,000 (3,000) Sheriff Fees 9,617 8,782 88% 10,000 10,000 - Court Fines & Fees 120,247 123,205 99% 125,000 125,000 - Interest 20,654 19,846 165% 12,000 20,000 8,000 Grants-Private 6,500 5,000 n/a - 5,000 5,000 Donations 11,650 7,000 n/a - 7,000 7,000 Miscellaneous 44,728 52,106 98% 53,000 53,000 - Total Revenues 12,228,468 11,456,845 94% 12,125,008 12,295,113 170,105 EXPENDITURES&TRANSFERS DC Sheriffs Office 12,206,355 11,155,196 77% * 14,525,221 12,332,390 2,192,831 DC Comm Systems Reserve 120,000 120,000 100% 120,000 120,000 - Transfer to Reserve Fund 100,000 100,000 100% 100,000 100,000 - Total Expenditures 12,426,355 11,375,196 77% 14,745,221 12,552,390 2,192,831 Change in Fund Balance (197,887) 81,649 (2,620,213) (257,277) 2,362,936 Beginning Fund Balance 3,244,571 3,046,683 2,620,213 3,046,683 426,470 Ending Fund Balance $ 3,046,683 $3,128,332 $ - $2,789,406 $2,789,406 I Beginning Net Working Capital -Approved Budget $2,416,760 *Payment to Sheriff's Fund adjusted monthly to equal actual expenditures attributable to countywide services a) Current year taxes due November, February, and May b) HIDTA overtime reimbursements for drug investigations will exceed plan c) Invoiced quarterly. Reimbursements reflect seasonal activity d)Change in distribution of Circuit Court revenue by State e) Due to Transient Room Taxes projected to exceed budget, the$2,650,000 annual payment and an additional projected $63,243 payment will be received from Transient Room Tax Fund Page 6 PUBLIC HEALTH Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 %of Revised Actual Actual Budget Budget Projection I $Variance Revenues Medicare Reimbursement 68 31 n/a - 50 50 Federal Grant& Fed Reimb 630 77,936 1948% 4,000 90,455 86,455 Federal Grant(ARRA) 212,500 63,750 75% 85,000 80,750 (4,250) State Grant 2,795,249 2,747,569 91% a) 3,021,360 3,089,284 67,924 Child Dev& Rehab Center 38,154 30,031 76% b) 39,609 39,609 - State Miscellaneous 248,176 170,466 104% b) 163,310 209,241 45,931 OMAP 578,042 718,808 117% 612,400 800,000 187,600 Family Planning Exp Proj 519,121 364,019 66% 550,000 420,000 (130,000) Grants (Intergvt, Pvt, &Local) 40,214 96,886 55% 176,513 176,513 - Contract Payments 174,624 81,179 54% b) 151,316 85,000 (66,316) Patient Insurance Fees 214,544 216,987 118% 184,200 250,000 65,800 Health Dept/Patient Fees 95,108 76,004 64% 119,400 82,000 (37,400) Vital Records-Birth 32,475 33,445 82% 41,000 41,000 - Vital Records-Death 112,235 94,655 95% 100,000 100,000 - Environmental Health-Lic Fac 755,693 735,841 98% c) 753,750 753,750 - Interest on Investments 6,262 7,709 128% 6,000 8,000 2,000 Grants&Donations 19,366 45,754 2542% 1,800 45,754 43,954 Interfund Contract 162,757 71,224 39% b)d) 180,426 91,691 (88,735) Miscellaneous 3,425 6,017 430% 1,400 6,500 5,100 Total Revenues 6,008,643 5,638,311 91% 6,191,484 6,369,597 178,113 Expenditures Personnel Services 6,344,766 5,909,863 83% 7,136,985 6,500,000 636,985 Materials and Services 2,036,535 1,725,832 81% 2,139,075 1,950,000 1 89,075 Capital Outlay - - 0% 100 - 100 Transfers Out 157,200 117,990 75% 157,320 157,320 - Total Expenditures 8,538,501 7,753,685 82% 9,433,480 8,607,320 826,160 Revenues less Expenditures (2,529,858) (2,115,374) (3,241,996) (2,237,723) 1,004,273 Transfers In-General Fund 2,349,357 2,476,353 92% 2,701,475 2,701,475 - Transfers In-PH Res Fund 62,136 24,750 75% 33,000 33,000 - Transfers In-Gen. Fund Other 65,100 48,825 75% 65,100 65,100 - Total Transfers In 2,476,593 2,549,928 91% 2,799,575 2,799,575 - Change in Fund Balance (53,265) 434,554 (442,421) 561,852 1,004,273 Beginning Fund Balance 1,327,199 1,273,934 92% _ 1,385,592 1,273,934 (111,658) Ending Fund Balance $ 1,273,934 $ 1,708,488 $ 943,171 $ 1,835,786 $ 892,615 I Beginning Net Working Capital -Approved Budget $ 1,570,821 I a)Oregon Health Authority grant projected at amended contract amount b) Received quarterly in arrears. Invoices have been submitted c) Majority of fees are due annually and collected in December and January Page 7 d) Interfund contract reduced due to elimination of FTE BEHAVIORAL HEALTH Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date (92% of Year) FY 2014 %of Actual Actual Budget Budget Projection I $Variance Revenues Marriage Licenses 5,650 5,585 86% 6,500 6,000 (500) Divorce Filing Fees 122,971 119,082 85% 140,600 130,000 (10,600) Federal Grants 252,331 102,481 41% a) 252,349 201,879 (50,470) Federal Grant(ARRA) 63,750 63,750 250% 25,500 63,750 38,250 State Grants 7,552,648 7,278,205 85% b) 8,533,166 8,077,086 (456,080) State Miscellaneous 62,361 25,920 42% c) 61,860 30,000 (31,860) Adult Mental Health Initiative 229,038 204,299 89% 230,000 594,299 364,299 Title 19 121,876 222,347 154% 144,246 251,096 106,850 Liquor Revenue 144,595 105,727 77% 137,000 147,000 10,000 School Districts 23,317 499 n/a - 499 499 Patient Fees 110,491 198,214 125% 158,082 215,000 56,918 Interest on Investments 19,900 18,561 91% 20,500 20,000 (500) Rentals 16,625 11,000 59% 18,500 18,500 - Administrative Fee 5,224,877 7,556,655 91% 8,318,643 8,318,643 - Interfund Contract-Gen Fund 127,000 109,046 86% d) 127,000 127,000 - Miscellaneous 17,482 40,465 40465% 100 41,000 40,900 Total Revenues 14,094,911 16,061,836 88% 18,174,046 18,241,752 67,706 Expenditures Personnel Services 10,916,057 11,342,918 80% 14,147,348 12,810,808 1,336,540 Materials and Services 5,970,799 5,708,699 81% e) 7,082,738 6,122,720 960,018 Capital Outlay 26,965 - 0% 10,000 - 10,000 Transfers Out 204,000 153,675 75% 204,900 204,900 - Total Expenditures 17,117,821 17,205,292 80% 21,444,986 19,138,428 2,306,558 Revenues less Expenditures (3,022,909) (1,143,455) (3,270,940) (896,676) 2,374,264 Transfers In-General Fund 1,307,787 1,262,525 92% 1,377,302 1,377,302 - Transfers In-OHP-CDO 484,494 - n/a - - - Transfers In-Acute Care Svcs 264,631 269,126 92% 293,593 293,593 - Transfers In-ABHA 524,039 - n/a - - - Total Transfers In 2,580,951 1,531,651 92% 1,670,895 1,670,895 - Change in Fund Balance (441,958) 388,196 (1,600,045) 774,219 2,374,264 Beginning Fund Balance 3,113,095 2,671,137 77% 3,461,651 2,671,137 (790,514) Ending Fund Balance $2,671,137 $3,059,332 $1,861,606 $3,445,356 $ 1,583,750 Beginning Net Working Capital -Approved Budget $3,313,248 a) Federal grant projected at amended contract amount b)Oregon Health Authority grant project at amended contract amount c)Contract for Addiction Recovery terminated d) Received quarterly in arrears e) M&S reduction related to Oregon Health Authority amended contract Page 8 COMMUNITY DEVELOPMENT Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 ' %of Actual Actual Budget Budget Projection I $Variance Revenues Admin-Operations 31,848 36,534 65% 56,243 41,134 (15,109) Admin-GIS 778 2,944 196% a) 1,500 3,100 1,600 Admin-Code Enforcement 239,264 235,375 132% 178,000 260,000 82,000 Building Safety 1,563,938 1,571,842 126% 1,247,359 1,696,842 449,483 Electrical 336,210 360,804 127% 283,073 385,804 102,731 Contract Services 166,428 203,966 100% b) 204,800 237,966 33,166 Env Health-On Site Prog 340,564 396,802 138% 288,484 446,802 158,318 Planning-Current 798,221 824,899 130% 634,602 874,899 240,297 Planning-Long Range 348,545 378,710 138% 274,527 408,467 133,940 Total Revenues 3,825,796 4,011,876 127% 3,168,588 4,355,014 1,186,426 Expenditures Admin-Operations 1,311,935 1,448,768 87% c) 1,669,409 1,715,138 (45,729) Admin-GIS 117,502 113,799 92% 124,246 126,346 (2,100) Admin-Code Enforcement 208,357 251,748 91% 275,515 279,224 (3,709) Building Safety 599,764 621,596 92% d) 672,796 725,106 (52,310) Electrical 200,596 198,533 91% 218,300 217,272 1,028 Contract Services 163,822 202,403 84% e) 241,036 205,675 35,361 Env Health-On Site Pgm 160,291 164,988 96% 171,529 200,997 (29,468) Planning-Current 581,155 601,481 90% 665,901 675,355 (9,454) Planning-Long Range 356,807 369,698 94% 391,485 420,158 (28,673) Transfers Out(D/S Fund) 179,155 179,035 100% 179,035 179,035 - Total Expenditures 3,879,383 4,152,050 90% 4,609,252 4,744,306 (135,054) Revenues less Expenditures (53,586) (140,174) (1,440,664) (389,292) 1,321,480 Transfers In General Fund-Gen Ops 854,872 - 0% f) 465,121 - (465,121) General Fund-L/R Planning 495,360 454,080 92% 495,360 495,360 - A&T Reserve(D/S assistance) 89,577 - 0% f) 89,518 - (89,518) Other - - 0% 100 - (100) Total Transfers In 1,439,809 454,080 43% 1,050,099 495,360 (554,739) Change in Fund Balance 1,386,223 313,906 (390,565) 106,068 496,633 Beginning Fund Balance 192,482 1,578,705 227% 696,290 1,578,705 882,415 Ending Fund Balance $1,578,705 $1,892,611 $ 305,725 $1,684,773 $1,379,048 I Beginning Net Working Capital -Approved Budget $1,589,113 a) $2,500 to be paid by City of La Pine to set up City's new plan and zoning designations in GIS b)Additional revenue generated from contract plan review and inspections services(Sisters, Redmond) c) Includes $63,891 for the Computer Software, additional Accela training expenses, computer replacement& new Permit Tech position d) Conversion of on-call position (Sisters)to permanent position and re-create Ass't. Building Official position e)Additional contract(on-call)services required to meet plan review and inspection service demands f) Beginning Fund Balance and FY 14 revenues are projected to be sufficient to cover FY 14 expenditures Page 9 ROAD Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 of Actual Actual Budget Budget Projection $Variance Revenues Federal Grant(ARRA) 7,335 - n/a - - - Mineral Lease Royalties 140,591 37,653 27% 140,000 140,000 - Forest Receipts 1,265,279 1,259,367 353% a) 356,270 1,259,367 903,097 Federal - PILT Payment - 1,064,365 n/a b) - 1,064,365 1,064,365 State Miscellaneous 542,290 588,197 76% 773,452 588,198 (185,254) Motor Vehicle Revenue 10,495,426 10,316,005 98% 10,554,500 11,000,000 445,500 City of Bend 45,486 212,716 69% c) 310,000 783,380 473,380 City of Redmond 315,525 27,482 7% c) 370,000 294,535 (75,465) City of Sisters 1,861 86,914 869% c) 10,000 86,915 76,915 City of La Pine 10,000 - 0% c) 10,000 - (10,000) Interest on Investments 32,342 43,746 243% 18,000 44,300 26,300 Interfund Contract 526,110 - 0% d) 562,000 450,000 (112,000) Equipment Repairs 255,369 242,554 110% 220,000 270,000 50,000 Vehicle Repairs 82,542 - 0% 90,000 75,000 (15,000) Vegetation Management 49,503 - n/a - - - Forester 24,628 - 0% d) 1,500 1,500 - Other Inter-fund Services 30,387 26,106 209% 12,500 44,692 32,192 Inter-Fund Sales- Fuel 623,074 - 0% e) 550,000 - (550,000) Sale of Equip& Material 287,313 202,479 75% 270,000 302,494 32,494 Miscellaneous 35,018 103,821 448% f) 23,200 110,000 86,800 Total Revenues 14,770,079 14,211,406 100% 14,271,422 16,514,746 2,243,324 Expenditures Personnel Services 5,303,241 4,867,319 90% 5,385,717 5,324,993 60,724 Materials and Services 7,277,398 5,665,620 55% 10,306,609 8,276,246 2,030,363 Capital Outlay 67,987 121,455 4% 2,882,108 121,456 2,760,652 Transfers Out 275,000 450,000 100% 450,000 450,000 - Total Expenditures 12,923,627 11,104,395 58% 19,024,434 14,172,695 4,851,739 Revenues less Expenditures 1,846,452 3,107,011 (4,753,012) 2,342,051 7,095,063 Trans In -Solid Waste 276,272 211,611 75% g) 282,148 282,148 - Trans In -Transp SDC - - 0% 400,000 - (400,000) Trans In-Road Imp Res - - 0% 1,000 - (1,000) Total Transfers In 276,272 211,611 31% 683,148 282,148 (401,000) Change in Fund Balance 2,122,724 3,318,622 (4,069,864) 2,624,199 6,694,063 Beginning Fund Balance 4,723,852 6,846,576 114% 6,014,368 6,846,576 832,208 Ending Fund Balance $ 6,846,576 $10,165,198 * $ 1,944,504 $9,470,775 $7,526,271 I Beginning Net Working Capital-Approved Budget $8,954,332 a) Payment received annually in February b) One-time PILT payment. Not anticipated at the time the FY 2014 budget was adopted c) Billed upon completion of work d)Payments to be received in June 2014 from other Road Department funds e) Fuel sales to County departments are recorded reductions of M &S expenditure instead of as revenues page 10 f)$20,000 claim reimbursement for damaged stop light in La Pine. Also, refund related to 19th Street Junction g) Transfer from Solid Waste posted quarterly ADULT PAROLE &PROBATION Statement of Financial Operating Data ' Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 %of Revised Actual Actual Budget Budget Projection $ Variance Revenues DOC Measure 57 219,240 220,788 101% a) 219,240 220,788 1,548 Justice Reinvest HB3194 458,143 n/a b) 458,143 458,143 - State Miscellaneous 4,301 4,142 96% 4,301 4,142 (159) Alternate Incarceration 17,725 118% c) 15,000 20,000 5,000 State Subsidy 22,329 14,677 106% 13,826 14,677 851 SB 1145 2,748,555 3,028,672 103% d) 2,951,504 3,029,790 78,286 Probation Work Crew Fees 14,136 8,687 65% e) 13,376 9,500 (3,876) Claims Reimbursement 6,997 n/a f) - 6,997 6,997 Miscellaneous 4,648 671 15% g) 4,500 855 (3,645) Electronic Monitoring Fee 177,947 211,818 136% h) 156,000 231,127 75,127 Probation Superv. Fees 189,330 189,784 108% i) 175,000 205,121 30,121 Interest on Investments 5,743 6,972 116% 6,000 7,250 1,250 Interfund -Sheriff 50,000 45,833 92% 50,000 50,000 - Sale of Equipment 250 - n/a - - - Crime Prevention Grant 50,000 25,000 50% j) 50,000 50,000 - CFC-Domestic Violence 63,906 52,680 71% j) 73,938 73,938 - Total Revenues 3,550,384 4,292,589 102% 4,190,828 4,382,328 191,500 Expenditures Personnel Services 2,956,034 3,060,557 90% 3,385,157 3,344,618 40,539 Materials and Services 912,384 967,498 90% h) 1,076,980 1,064,280 12,700 Capital Outlay - - 0% 100 - 100 Total Expenditures 3,868,418 4,028,054 90% 4,462,237 4,408,898 53,339 Revenues less Expenditures (318,034) 264,535 (271,409) (26,570) 244,839 Transfers In-General Fund 435,328 413,589 92% 451,189 451,189 - Change in Fund Balance 117,294 678,124 179,780 424,619 244,839 Beginning Fund Balance 630,226 747,520 106% 707,953 747,520 39,567 Ending Fund Balance $ 747,520 $1,425,643 $ 887,733 $1,172,139 $ 284,406 I Beginning Net Working Capital-Approved Budget $1,030,824 I a)Annual M57 payment calculated slightly higher than expected b) Unanticipated grant for funding of programs and personnel in FY 2014 ($137,216)and FY 15($320,927) c) Received payment of approximately$7,000 from the previous fiscal year d)State grant in aid budget for FY 14 higher than budgeted e) Program participation decreasing f) Insurance settlement g) Number of out of state transfers was less than projected, lowering the fee collection h) Program utilization increase i) Program collection rate is higher, possibly due to more employed offenders Page 11 j)Quarterly payments not yet received, checking on status CHILDREN &FAMILIES COMMISSION Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 %of Revised Actual Actual Budget Budget Projection I $Variance Revenues Federal Grants 252,020 200,649 50% a) 402,044 262,798 (139,246) Title IV- Family Sup/Pres 39,533 7,331 33% 21,994 21,994 - HealthyStart Medicaid 80,557 42,299 53% b) 80,000 62,000 (18,000) Youth Investment 196,053 62,524 50% 125,048 125,048 - State Grant - 55,185 100% a) 55,185 55,185 - State Prevention Funds 65,270 - n/a - - - HealthyStart/R-S-G 219,950 202,222 80% a) 254,322 264,623 10,301 OCCF Grant 392,440 72,799 38% a) 189,636 133,984 (55,652) Charges for Svcs-Misc 5,148 2,220 111% 2,000 4,000 2,000 Program Fees 5,645 4,710 n/a 5,600 11,660 6,060 Court Fines &Fees 73,959 71,449 95% 75,034 77,086 2,052 Interest on Investments 3,659 2,564 256% 1,000 2,700 1,700 Donations 13 50 n/a - 50 50 Private Grant - 130 n/a - 130 130 Sale of Assets - 450 n/a - 450 450 Interfund Grants 358,343 219,812 63% a) 350,375 329,624 (20,751) Total Revenues 1,692,590 944,395 60% 1,562,238 1,351,332 (210,906) Expenditures Personnel Services 570,985 460,981 85% c) 539,665 506,259 33,406 Materials and Services 1,424,002 885,609 58% b) 1,530,796 1,228,868 301,928 Total Expenditures 1,994,987 1,346,590 65% 2,070,461 1,735,127 335,334 Revenues less Expenditures (302,397) (402,195) (508,223) (383,795) 124,428 Transfers In General Fund 275,984 255,508 92% 278,739 278,739 - General Fund -Other - 67,013 75% 89,350 89,350 - Total Transfers In 275,984 322,521 88% 368,089 368,089 - Change in Fund Balance (26,413) (79,675) (140,134) (15,706) 124,428 Beginning Fund Balance 574,985 548,572 146% 375,704 548,572 172,868 Ending Fund Balance $ 548,572 $ 468,897 * $ 235,570 $ 532,866 $ 297,296 ^ I Beginning Net Working Capital -Approved Budget $ 318,121 a) Revised to reflect actual award b) Revised to reflect actual earnings, which are lower than budgeted. Corresponding payment to provider will be lower than budgeted c) Removed 1.0 FTE Early Learning Regional Coordinator from budget and reduced Extra Help line For budgeting and reporting purposes, these activities are presented in a single fund "Children and Families Commission." There are two activities: "Regional Early Learning Hub" and "Substance Abuse Prevention." It is anticipated that Substance Abuse Prevention will be merged with Public Health programs in FY 2015. State F.age 12 funding for the Regional Early Learning Hub after FY 2014 is uncertain. SOLID WASTE Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 %of Actual Actual Budget Budget Projection $Variance Operating Revenues Miscellaneous 19,127 18,621 85% a) 22,000 20,000 (2,000) Franchise 3% Fees 209,076 207,135 104% 200,000 210,000 10,000 Commercial Disp. Fees 971,213 962,993 101% 954,100 1,045,550 91,450 Private Disposal Fees 1,376,005 1,360,582 104% 1,309,350 1,498,000 188,650 Franchise Disposal Fees 3,980,498 3,856,034 94% 4,095,525 4,257,050 161,525 Yard Debris 107,801 84,196 99% 85,000 92,000 7,000 Special Waste 73,568 40,409 162% b) 25,000 45,000 20,000 Interest 8,118 9,847 123% 8,000 11,500 3,500 Leases 10,801 9,901 92% 10,801 10,801 - Recyclables 47,033 30,776 68% c) 45,000 45,000 - Miscellaneous 3,131 - n/e - - - Total Operating Revenues 6,806,370 6,580,494 97% 6,754,776 7,234,901 480,125 Operating Expenditures Personnel Services 1,651,419 1,629,289 87% 1,868,124 1,867,446 678 Materials and Services 2,808,337 2,654,341 80% 3,311,993 3,325,018 (13,025) Debt Service 946,711 930,157 100% d) 930,157 930,157 - Capital Outlay 76,335 25,895 47% 55,000 50,896 4,104 Total Operating Expenditures 5,482,802 5,239,682 85% 6,165,274 6,173,517 (8,243) Operating Rev less Exp 1,323,569 1,340,812 589,502 1,061,384 471,882 Transfers Out Road 276,272 211,611 75% e) 282,148 282,148 - Capital Reserve 630,000 545,000 100% f) 545,000 576,000 (31,000) Total Transfers Out 906,272 756,611 91% 827,148 858,148 (31,000) Change in Fund Balance 417,297 5,823,883 - (237,646) 203,236 502,882 Beginning Fund Balance 807,470 1,224,767 148% 825,655 1,224,767 399,112 Ending Fund Balance $1,224,767 $7,048,650 $ 588,009 $1,428,003 $ 901,994 Beginning Net Working Capital -Approved Budget $1,428,003 a)Disposal of tires and appliances less than anticipated b) Unpredictable-revenue mainly from clean-up projects c) Recycling market prices have been down since last Fall d) Payments made November and May e)Transfers will be made quarterly f)As requested during the year; additional $31,000 to come from Contingency Page 13 RISK MANAGEMENT Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92%of Year) FY 2014 %of Actual Actual Budget Budget Projection I $Variance Revenues Inter-fund Charges: General Liability 262,333 250,088 92% 272,823 272,823 - Property Damage 313,480 299,316 92% 326,526 326,526 - Vehicle 173,635 150,471 92% 164,150 164,150 - Workers'Compensation 1,448,553 1,386,172 92% 1,512,188 1,512,188 - Unemployment 254,165 284,345 92% 310,203 310,203 - Claims Reimb-Gen Liab/Property 34,401 116,008 290% 40,000 125,000 85,000 Process Fee-Events/Parades 1,300 1,120 49% 2,300 2,300 - Miscellaneous 76 14 18% 80 80 - Skid Car Training 23,060 24,930 178% 14,000 27,000 13,000 Interest on Investments 12,226 13,740 114% 12,050 15,000 2,950 TOTAL REVENUES 2,523,228 2,526,204 95% 2,654,320 2,755,270 100,950 Direct Insurance Costs: GENERAL LIABILITY Settlement/Benefit 382,659 265,191 Defense 50,919 49,639 Professional Service 85,751 21,972 Insurance 148,035 161,994 Loss Prevention 8,790 3,519 Miscellaneous 3,290 5,099 Repair/Replacement 200 4,531 Total General Liability 679,645 511,944 128% 400,000 570,000 (170,000) PROPERTY DAMAGE Insurance 159,171 166,668 Repair/Replacement 54,449 189,977 Total Property Damage 213,620 356,645 143% 250,000 380,000 (130,000) VEHICLE Professional Service - 375 Insurance 366 205 Loss Prevention 16,030 18,523 Repair/Replacement 54,919 52,994 Total Vehicle 71,316 72,097 60% 120,000 90,000 30,000 WORKERS'COMPENSATION Settlement/Benefit 367,051 428,685 Professional Service - 5,000 Insurance 141,960 145,048 Loss Prevention 36,000 43,763 Miscellaneous 46,366 38,953 Total Workers'Compensation 591,376 661,449 83% 800,000 700,000 100,000 UNEMPLOYMENT-Settlement/Benefits 137,082 80,468 40% 200,000 125,000 75,000 Total Direct Insurance Costs 1,693,039 1,682,603 95% 1,770,000 1,865,000 (95,000) Insurance Administration: Personnel Services 308,508 284,778 85% 333,327 333,327 - Materials&Srvc, Capital Out. &Tranfs. 131,414 133,433 68% 197,193 197,093 100 Total Expenditures 2,132,961 2,100,814 91% 2,300,520 2,395,420 (94,900) Change in Fund Balance 390,267 425,391 353,800 359,850 6,050 Beginning Fund Balance 2,240,791 2,631,057 2,517,479 2,631,057 113,578 Ending Fund Balance $2,631,057 $3,056,448 • $ 2,871,279 $ 2,990,907 $ 119,628 I Beginning Net Working Capital-Approved Budget $ 5,074,957 I Page 14 DESCHUTES COUNTY 9-1-1 • Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to Date FY 2013 (92% of Year) FY 2014 ' %of Actual Actual Budget Budget Projection 1 $Variance Revenues Property Taxes -Current 6,323,533 6,234,106 105% a) 5,947,600 6,234,106 286,506 Property Taxes - Prior 319,349 191,030 87% 219,007 193,698 (25,309) Federal Grants 46,514 34,885 17% b) 200,000 200,000 - State Reimbursement 35,066 29,350 82% 36,000 36,000 - Telephone User Tax 767,453 567,089 76% c) 750,000 750,000 - Data Network Reimb. 64,247 40,249 134% 30,000 40,249 10,249 Jefferson County 30,755 28,489 95% 30,000 30,000 - User Fee 69,012 51,073 95% 54,000 54,000 - Police RMS User Fees 229,103 229,863 90% d) 256,791 256,791 - Contract Payments 11,885 196 0% e) 137,000 27,000 (110,000) Miscellaneous 10,084 30,021 334% 9,000 30,021 21,021 Claims Reimbursement 46,760 29,627 n/a - 29,627 29,627 Interest 54,324 37,866 62% 60,600 60,600 - Total Revenues 8,008,083 7,503,845 97% 7,729,998 7,942,093 212,095 Expenditures Personnel Services 3,982,162 4,050,087 87% 4,654,796 4,425,000 229,796 Materials and Services 1,929,460 1,823,138 85% 2,132,476 2,132,476 - Capital Outlay 81,515 66,498 11% f) 600,000 600,000 - Total Expenditures 5,993,138 5,939,723 80% 7,387,272 7,157,476 229,796 Revenues less Expenditures 2,014,945 1,564,123 342,726 784,617 441,891 Transfers Out- Reserve Fund 500,000 7,800,000 100% 7,800,000 7,800,000 - Change in Fund Balance 1,514,945 (6,235,877) (7,457,274) (7,015,383) 441,891 Beginning Fund Balance 8,883,086 10,398,030 106% 9,800,000 10,398,030 598,030 Ending Fund Balance $10,398,030 $ 4,162,153 $2,342,726 $3,382,647 $1,039,921 I Beginning Net Working Capital -Approved Budget $3,410,000 , a) Current year taxes due November, February, and May b) Reimbursement grant for CAD to CAD Capital Expenditures. Awaiting payment from ODOT c) Payments received quarterly-October, January, April, and July d) New World ($210,115)& IT($46,676). Billed in April e) Radio Consultant reimbursements received in FY 2013. Receipts in FY 2014 have been deferred f) Due to outside vendor and State delays, we were not able to complete all the projects Page 15 Health Benefits Trust Statement of Financial Operating Data Through May 31,2014 FY 2013 FY 2014 Year to Date %of Actual Actual (92% Budget Budget Projection $Variance of Year) Revenues: Internal Premium Charges $ 12,874,815 $ 13,277,734 93% $14,269,138 $14,484,804 $ 215,666 Part-Time Employee Premium 30,280 15,420 39% 40,000 16,920 (23,080) Employee Monthly Co-Pay 643,918 739,415 75% 980,000 813,305 (166,695) COIC 1,405,518 1,459,507 92% 1,592,750 1,595,245 2,495 Retiree/COBRA Co-Pay 963,987 978,940 102% 958,333 1,055,617 97,284 Prescription Rebates 99,330 154,953 307% 50,493 154,953 104,460 Claims Reimbursements 50,493 1,675 n/a - 1,675 1,675 Miscellaneous 1,240 582 n/a - 582 582 Interest 70,959 60,028 100% 60,000 66,728 6,728 Total Revenues 16,140,540 16,688,253 93% 17,950,714 18,189,829 239,115 Expenditures: Personnel Services(all depts) 197,101 119,258 57% 209,676 175,536 34,140 Materials&Services Admin&Wellness Claims Paid-Medical 11,879,332 10,638,494 86% a) 12,321,732 11,525,870 796,697 Claims Paid-Prescription 1,059,923 612,359 58% a) 1,064,841 687,332 401,452 Claims Paid-DentalNision 1,835,199 1,591,736 87% a) 1,825,442 1,720,996 101,061 Claims Refunds (131,375) (171,677) n/a - (171,677) 171,677 Stop Loss Insurance Premium 336,407 253,000 67% 375,000 275,500 99,500 State Assessments 194,510 67,753 32% 215,000 215,000 - Administration Fee(EMBS) 334,141 306,640 93% 330,000 333,940 (3,940) Preferred Provider Fee 50,841 45,551 83% 55,000 49,801 5,199 Health Impact 52,224 4,327 8% 55,000 4,327 50,673 Other-Administration 101,616 30,436 51% 60,162 40,162 20,000 Other-Wellness 49,996 116,716 152% 76,739 125,000 (48,261) Admin&Wellness 15,762,814 13,495,336 82% 16,378,916 14,806,252 1,572,664 Deschutes On-site Clinic Contracted Services 804,311 738,023 81% 915,000 915,000 - Medical Supplies 33,155 43,582 436% 10,000 55,000 (45,000) Equipment 2,170 - 0% 250 - 250 Other 46,715 24,644 64% 38,310 38,310 - Total DOC 886,351 806,250 84% 963,560 1,008,310 (44,750) Deschutes On-site Pharmacy Contracted Services 367,193 261,855 91% 289,004 289,004 - Medication and Drugs 1,446,770 1,479,482 99% b) 1,500,000 1,604,482 (104,482) Other 63,518 11,787 99% 11,876 11,876 - Total Pharmacy 1,877,480 1,753,125 97% 1,800,880 1,905,362 (104,482) Total Expenditures 18,723,746 16,173,968 84% 19,353,032 17,895,460 1,457,572 Change in Fund Balance (2,583,206) 514,285 (1,402,318) 294,368 1,696,686 Beginning Fund Balance 14,551,028 $ 11,967,822 102% 11,700,000 11,967,822 267,822 Ending Fund Balance $ 11,967,822 $ 12,482,107 $10,297,682 $12,262,190 $1,964,508 I %of Exp covered by Revenues 86.2% 103.2% 92.8% 101.6% a) Projection based on combination of annualizing current year and 12-month rolling average b) May estimated at April actual of$123,95. Projection for June=$125,000. Page 16 FAIR AND EXPO CENTER Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92%of Year) FY 2014 %of Actual Actual Budget Revised Budget Projection $Variance Revenues Miscellaneous $ 4,102 $ 3,491 69.8% $ 5,000 $ 5,000 $ - Vending Machines - 106 7.1% 1,500 1,500 - Telephone Fees- Events 255 510 n/a - 510 510 Special Events Revenues 383,339 414,003 104.8% 395,000 484,003 89,003 Interest 76 395 n/a - 395 395 Storage 35,283 35,590 65.9% 54,000 40,000 (14,000) Camping at F & E 16,700 16,569 150.6% 11,000 16,569 5,569 Horse Stall Rental 48,036 27,823 92.7% 30,000 45,000 15,000 Concession %- Food 139,006 91,266 60.0% 152,000 120,000 (32,000) Rights (Signage, etc.) 85,338 60,000 75.0% 80,000 80,000 - Grants - 176,289 97.9% a) 180,000 176,289 (3,711) Interfund Rentals 2,400 2,200 91.7% 2,400 2,400 - Annual County Fair(net) 245,000 205,000 82.0% b) 250,000 205,000 (45,000) Interfund Contract 45,000 - n/a - - - Total Revenues 1,004,534 1,033,242 89.0% 1,160,900 1,176,665 15,765 Expenditures: Personnel Services 821,293 823,220 92.7% 887,593 896,022 (8,429) Materials and Services 580,396 583,936 87.5% 667,733 675,069 (7,336) Debt Service 114,117 112,973 100.0% 112,974 112,974 Capital Outlay 9,000 176,289 97.9% a) 180,100 176,289 3,811 Total Expenditures 1,524,806 1,696,419 91.8% 1,848,400 1,860,354 (11,954) Revenues less Expenditures (520,272) (663,177) (687,500) (683,689) 3,811 Transfers In: General Fund 320,000 343,002 91.7% 374,186 374,186 - Room Tax-6% (Fund 160) 25,744 23,595 91.7% 25,744 25,744 - Room Tax- 1% (Fund 170) 82,800 173,393 91.7% 189,156 225,734 36,578 Less: Promotion Expenditures Fair& Expo Reserve 50,000 75,000 75.0% 100,000 100,000 - Total Transfers In 478,544 614,990 89.2% 689,086 725,664 36,578 Change in Fund Balance (41,728) (48,187) 1,586 41,975 40,389 Beginning Fund Balance 35,055 (6,673) 48,827 (6,673) (55,500) Ending Fund Balance $ (6,673) $ (54,860) $ 50,413 $ 35,302 $ (15,111) IBeginning Net Working Capital -Approved Budget $ 87,000 I a) Pacific Power and Energy Trust grant for solar panels on the Event Center b) Revenues and Expenses for the annual fair recorded in a separate fund and the available net income is transferred to the Fair&Expo Center Fund Page 17 JUSTICE COURT Statement of Financial Operating Data Through May 31, 2014 FY 2014-Year to FY 2013 Date(92% of Year) FY 2014 %of Actual Actual Budget Budget Projection I $ Variance Revenues Court Fines & Fees a) 357,920 353,961 84% b)c) 422,500 427,000 4,500 State Miscellaneous - - 0% 600 600 - Interest on Investments 796 582 65% 900 900 - Total Revenues 358,716 354,544 84% 424,000 428,500 4,500 Expenditures Personnel Services 365,245 374,248 84% 445,984 399,650 46,334 Materials and Services 166,294 167,218 88% 190,210 181,621 8,589 Total Expenditures _ 531,539 541,467 85% 636,194 581,271 54,923 Revenues less Expenditures (172,823) (186,923) (212,194) (152,771) 59,423 Transfers In-General Fund a) 221,716 129,085 92% 140,819 140,819 - Change in Fund Balance 48,893 (57,838) (71,375) (11,952) 59,423 Beginning Fund Balance 104,925 153,818 124% 124,241 153,818 29,577 Ending Fund Balance $ 153,818 $ 95,980 * $ 52,866 $ 141,866 $ 89,000 Beginning Net Working Capital -Approved Budget $ 107,621 a) FY 2013: The Transfer from the General Fund was $579,636. As Justice Court Fines&Fees recorded in the General Fund as revenue totalled $357,920, the net transfer to Justice Court was$221,716 b) YTD Actual reported on"cash basis". May fines, to be received in June-$40,072 c) Collections tend to be seasonal and are greater during February, March and April Page 18 H Co) .2 r F. U U 5 4 C Ti a.) o x OA U ti Z cn • • ■ ■ . Ami (11•1) Deschutes County Bethlehem Inn (Fund 128) A SUB-FUND OF THE GENERAL FUND FY 2013-Actual; FY 2014-Year to Date Actual, Budget and Projection Through May 31, 2014 FY 2014-Year to FY 2013 Date (92%of Year) FY 2014 of Actual Actual Budget Budget Projection Revenues Grants- Private $ - $ - 0.0% $2,700,600 $ - $(2,700,600) Lease Payments 24,408 22,374 91.7% 24,408 24,408 - Total Revenues 24,408 22,374 91.7% 2,725,008 24,408 (2,700,600) Expenditures Debt Service: Interest Expense 14,617 13,616 55.8% 24,408 15,116 9,292 Total Expenditures 14,617 13,616 55.8% 24,408 15,116 9,292 Transfer from General Fund to Close c) - 2,691,089 2,691,089 Change in Fund Balance 9,792 8,758 2,700,600 2,700,381 (219) Beginning Fund Balance (2,710,173) (2,700,381) 100.0% (2,700,600) (2,700,381) 219 Ending Fund Balance $(2,700,381) $(2,691,624) $ - - $ - a) Interest on May 2014 negative cash balance: $1,482.98. b) Inception through May 31, 2014: Revenues-Lease Payments $ 95,598 Expenditures: Land/Building(Amertitle)-July 2007 2,241,313 Hickman Williams 17,578 City of Bend -May 2008 250,000 KN EX CO 5,289 Kleinfelder 3,732 Total expended on facility 2,517,913 Interest on Negative Cash Balance 269,309 Total expended 2,787,222 Net $(2,691,624) c) The Bethlehem Inn Fund will be inactivated as of June 30, 2014. jrf 6/3/2014 Tr .- a N m co LL C) co O 0 ,- an O O CO 0 CO N- N N V' N CO 1- 0 i CO C.) 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OU F- Z ZZZ Deschutes County North County- Design Center(Hwy 97), Antler and Unger Inception through May 31, 2014 ACTUAL Received/ Encumbrances Project to Expended &Commitments Date RESOURCES: Loan Proceeds, net of issuance costs 150,000 - 150,000 Rentals 500 - 500 Resources from Fund 142 (FY 2011) 1,402,013 - 1,402,013 a) Resources from Fund 142 (FY 2011) 25,000 - 25,000 b) Resources from Fund 142 (FY 2012) 600,000 600,000 To be determined - 154,500 154,500 c) Interest Revenue 9,290 - 9,290 Total Resources 2,186,803 154,500 2,341,303 EXPENDITURES: Materials& Services Architecture/Design 51,735 - 51,735 b) Other Professional Services (Unger) 1,605 - 1,605 Interest&Taxes(Antler) 1,097 - 1,097 Internal Service Fund Charges 30,176 1,378 31,554 Repairs & Maintenance(Antler) 3,209 5,000 8,209 Repairs & Maintenance(Hwy 97) 245 - 245 Fees, Permits &SDCs 1,933 - 1,933 Utilities 22,737 5,200 27,937 Travel - Meals/Mileage Reimb 23 - 23 Total Materials &Services 112,760 11,578 124,338 Debt Service 154,500 154,500 c) Capital Outlay Land and Building- Hwy 97 1,402,013 - 1,402,013 a) Land and Building -Antler Bldg 601,050 601,050 d) Remodel - - Total Capital Outlay 2,003,063 - 2,003,063 Contingency - - - Total Expenditures 2,115,823 166,078 2,281,901 Net 70,980 (11,578) 59,402 a) The building was purchased in FY 2011 with resources from General County Projects (Fund 142)-$1,402,013. b) $25,000 was paid to the architect in FY 2011 with resources from General County Projects Fund (Fund 142) c) Resources to pay off note (issued to acquire Antler)to be provided from 1)sale building on Hwy 97 or 2)from Fund 140/142 d)Acquisition of real property on Antler in Redmond. 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X co co r r r CZI- HHD EH W QU2 � z° ¢ ai (.) • Deschutes County General Support Services-BOCC Conference/Seminar,Education/Training and Travel Expenditures County College Expenditures FY 2014 FY 2014 BOCC Conference&Travel Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Total Tammy Baney Conf/Sem&Educ/Training - 35 - 340 45 - - 60 83 - - 563 Travel Meals - - - - 30 50 - - 10 - - 90 Accommodations - - - 312 91 104 - - 91 - - 598 Airfare - - - - - - - - . - - . Mileage reimbursement - 478 104 450 510 31 105 - 858 - - 2,896 Ground Transport/Parking - - , - - - - - - - - - - Total Baney - 513 104 1,101 677 545 105 60 1,042 - - 4,147 r Alan Unger Conf/Sem&Educ/Training 205 - 10 375 - 110 35 95 118 60 265 1,273 Travel Meals - - - - - 81 - - - - - 81 Accommodations 192 - - 415 - 479 - - - - - 1,086 Airfare - - - - - - - - - - Mileage reimbursement - - - - - 2,056 - - - - - 2,056 Ground Transport/Parking - - - - - 14 - - - , - 14 Total Unger 397 - 10 790 - 2,739 35 95 118 60 _265 4,510 Tony DeBone Conf/Sem&Educ/Training 520 - 184 340 45 10 120 95 1,222 60 (45) 2,551 Travel Meals - 82 - - - 100 - - 114 - 295 Accommodations 618 164 - 415 - 145 - - 1,650 - - 2,991• Airfare 658 50 - - - - - - 681 - - 1,389 Mileage reimbursement - 105 - 411 - 347 - - 872 - - 1,735 Ground Transport - 74 - - - - - - 178 - - 252 Total DeBone 1,795 474 184 1,166 45 601 120 95 4,717 60 (45) 9,213 Total-BOCC Department Conf/Sem&Educ/Training 725 35 194 1,055 90 120 155 250 1,422 120 220 4,387 Travel Meals - 82 - 30 230 - 124 - - 466 Accommodations 810 164 - 1,143 91 727 - - 1,741 - - 4,676 Airfare 658 50 - - - - - - 681 - - 1,389 Mileage Reimbursement - 583 104 861 510 2,794 105 - 1,731 - - 6,687 Ground Transport - 74 - - - 14 - - 178 - - 266 Total-BOCC Department 2,192 987 298 3,058 722 3,886 260 250 5,877 120 220 17,870 FY 2014 Original Budget 15,250 Percent of FY 2014 Budget Expended 117.2% BOCC County College -- Printing/Binding , - - - - - 14 - ., - 14 Office/Copier Supplies 176 - - 48 - - - - - - Meeting Supplies - - 289 2 362 734 - - - - - - _3,384 - - Total BOCC County College 176 289 2,409 734 - 14 - - ;Iiiik ___ NOTE: Above amounts include only those expenditures processed for palment. Additional conference and travel costs may have been incurred, but not processed for payment. . JRF 6/2/2014 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o o m ° m ac)° ° E a o ul o n IN CO N S \ < C 40 a) 0 C u / \ -o 2 ƒ E } 4 b { CC 2 -ra 11 § c \ 0 % oa / >ca \ \ \ / co o 0 0 0 0 0 00 o 0 R 0 0 0 0 0 o 4 m 6 La # o 01 0 m VI e . co o Tr r o n o o al E c 0 Ch N N N ( CO 2 ~ 0 - - c a) $ to $ § \ f C = 2 k ce a m 3 / 0. U O 8 = / 2 0 7.9 ■ 2 \ / \ > \ / co k � 000000go $ / d \ N ? 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T c Lh c C Z won t) = Q .0 m O g m gi a N z O..c `y 1 2 w> ow c E . 2 •� ( E ° T, p g C . 00g p O V ` 0• 2 ,7a ° 0 w E m m E 0 c' 0 } r a v 6 Q „ w' uZci 0 •2 i Deschutes County Board of County Commissioners Discretionary Grant Program Board Meeting Date: June 23, 2014 Organization: MountainStar Family Relief Nursery Organization Description: Established in 2001, MountainStar Family Relief Nursery seeks to prevent child abuse and neglect in Central Oregon through services that include therapeutic classrooms,parenting education, and family support. Project Name: Trauma Informed Practice Project Description: Hold a one-day conference partially funded by Casey Family Programs and St. Charles Medical Center. The conference, titled A Trauma Sensitive and Informed Approach to Child Abuse and Neglect will be offered to foster parents, Child Welfare supervisors and case workers,judges, attorneys, court-appointed special advocates, public health and behavioral health personnel, and local non-profit child and family agencies. If awarded, discretionary grant funding will be used to offset the cost of food for lunch and breaks. Project Period: June 17, 2014 Amount of Request: $620 Previous Grants: None recorded. Approved: _. Declined: C ` C>Z Deschutes County Board of Commissioners Le4" .1 Y O Box 6005,Bend,OR 97701-6005 1300 NW Wall Street,Suite 200,Bend,OR Telephone: 541-388-6571 Fax: 541-385-3202 Websitc: www.dcschutes.org DESCHUTES COUNTY DISCRETIONARY GRANT PROGRAM APPLICATION Today's Date:[ 572,7//4.. Project Name: -(,'L!IA I ez. 1 e trp!` c',rr,/ pniejez Project Beginning Date: (v f/-7//,..f J Project End Date: /*/'7!C4. . Amount Requested: 4 U 2-Q Date Funds Needed: & i=31)/(4' Name of Applicant Organization: Ma G1,7,r i/67 14-41Y Address: "2:-/2 5 b a fil, e i/ il i City&Zip Code: ,(3C"il 4..e., 9 7-"M)/ Tax ID#: I.:42. /67„n ri/ Contact Name(s): -77 11,7 4 if 64 Telephone#: -4-f -- . .2._t g zed Fax#: 5-471 - . —/1 g¢ 1 Email Address: fll.kaf frieelt7it!/I7 6 ur.ruMi/4�,�tl On a separate sheet(s),please briefly answer the following questions: 1. Describe the applicant organization,including its purpose,leadership structure,and activities. 2. Describe the proposed project or activity. 3. Provide a timeline for completing the proposed project or activity. 4. Explain how the proposed project or activity will positively impact the community. 5. Identify the specific communities or groups that will benefit. 6. Describe how grant funds will be used and include the source and amounts of matching funds or in-kind contributions,if any. Itemize anticipated expenditures*. 7. If the grant will support an ongoing activity,explain how it will be funded in the future. Attach: Proof of the applicant organization's non-profit status. *Applicant may be contacted during the review process and asked to provide a complete line item budget. Deschutes County Discretional Grant Program Application May 27,2014 Describe the applicant organization,including its purpose,leadership structure,and activities. The mission of MountainStar Family Relief Nursery is to prevent child abuse and neglect in Central Oregon by providing comprehensive services to keep children safe,parents successful and families together. We are the only program in Deschutes and Jefferson Counties providing therapeutic classrooms,parenting education services and family support targeted at protecting babies and toddlers at significant risk for abuse and neglect. We envision a community that supports each parent's efforts to nurture their children's emotional,physical, and intellectual development in a safe environment. MountainStar began services April 2001 in Bend, Oregon, and was formed in response to the need for comprehensive, strength-based services for distressed families with very young children,which was identified in the 10-year Deschutes County Community Plan. Our Relief Nursery services include the Therapeutic Early Childhood Program(TECP), with three age-specific Therapeutic Classrooms, and the Safety Net,which provides crisis intervention and ongoing services to high risk families not enrolled or on the waiting list for the TECP. To further meet the needs client families in times of crisis we have added Angel Transport transportation services, emergency food boxes through partner agencies, Hispanic Outreach for limited English speaking families, and the Trust Bridges suite of mental health services. Since our inception, we have increased the number of children served annually from 34 in the first year,to over 275 babies,toddlers and their families. Additionally,in 2013,MountainStar welcomed Juniper Junction Relief Nursery of Madras,Oregon as a satellite partner. Juniper Junction Juniper Junction provides services to more than 30 families,including 150 adults and children, in Jefferson County. MountainStar has an experienced professional staff of 19, and an active, committed 10- member Board of Directors. We recently achieved a 5-star Quality Program rating from Oregon's Quality Rating and Improvement System(QRIS). As you are aware, QRIS was established to raise the quality and consistency of child care and early learning programs across the state. In attaining the pinnacle 5-Star rating, it is acknowledged that MountainStar meets all of the essential evaluation standards that support quality early learning for all children. In addition to the QRIS designation, MountainStar is one of only 29 programs in Oregon accredited by the National Association for the Education of Young Children(NAEYC). Describe the proposed project or activity. Deschutes County is one of 11 counties partnering with Casey Family Programs to safely and equitably reduce the number of children in foster care and improve the lives of children in foster care. Since 2009,the Family Preservation and Support Initiative(FPSI) has been leading the local effort in safe foster care reduction. FPSI members include MountainStar, CASA, DHS, Citizens Review Board,and the DC Early Learning Division. FPSI received funding from Casey Family Programs to sponsor a one day conference on A Trauma Sensitive and Informed Approach to Child Abuse and Neglect on June 17. Casey is sponsoring the Portland State University featured speaker,per diem,travel and Deschutes County Discretional Grant Program Application May 27,2014 lodging. St. Charles is providing the training space for 90 participants at no cost.There is no funding in the budget for event food. FPSI scheduled a one-hour brown bag lunch however FPSI would like to provide a morning and afternoon snack. Provide a timeline for completing the proposed project or activity. The one day conference is June 17, 2014. Explain how the proposed project or activity will positive impact the community. Children and families involved in the foster care and court system often have histories of physical,sexual and emotional abuse ore neglect as well as other types of trauma- inducing experiences.These experiences often lead to mental health and co-occurring disorders such as chronic health conditions,substance abuse and various criminal behaviors. Trauma informed care is an approach that seeks to recognize and understand how trauma impacts individuals and families. Participants will acquire skills to engage survivors of trauma and identify strategics to reduce traumatization and increase engagement in services. Identify the specific communities or groups that will benefit. Groups that will benefit from the conference include: Human service providers working with children and families in the foster care system(foster parents,DHS Child Welfare supervisors and case workers,Judges,Attorneys, CASA,MountainStar, Citizens Review Board,public health and behavioral health,KIDS Center, and others). Children and families involved in the foster care system will benefit from trauma reduction and increased engagement in services. Describe how grant funds will be used and include the source and amounts of matching funds or in-kind contributions.Itemize anticipated expenditures. Activity Item Cost Discretionary Grant In-Kind __..mm.......mi Request Contribution Morning Coffee/tea $2.00 X 90 $180 Snack: Pastries Pastries $2.50 X 50 $125 Fruit $3.50 X 40 $140 :w...'W.X ...X......... Afternoon Cookies $1.50 X 50 $75 _ - m Snack Mixed Nuts $5.00 X 20# $100 St. Charles $640 Conference Rm (capacity 90) Total $620 $640 Attach Proof of the applicant organization's non-profit status. See attached. L IRSDepartment of the Treasury Intornal Revenue Sorely. P.O. Box 2508 In reply refer tot 0248364801 Cincinnati OH 45201 Apr. 16, 2009 LTR 4168C ED 42-1560891 000000 00 000 00013472 BDDC: TE MOUNTAINSTAR FAMILY RELIEF NURSERY 2125 NE DAGGETT LN BEND OR 97701-6560 011766 Employer Identification Number: 42-1560691 Person to Contact: Ms. Manuel Toll Free Telephone Number: 1-877-829-5500 Dear Taxpayer: This is in response to your request of Apr. 07, 2009, regarding your tax-exempt status. Our records indicate that a determination letter was issued in February 2D03, that recognized you as exempt from Federal income tax, and discloses that you are currently exempt under section 501(c) (3) of the Internal Revenue Code. Our records also indicate you are not a private foundation within the meaning of section 509(a) of the Code because you are described in section(s) 509(a) (1) and 170(b) (1) (A) (vi) . Donors may deduct contributions to you as provided in section 170 of the Code. Bequests, legacies, devises, transfers, or gifts to you or for your use are deductible for Federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. If you have any questions, please call us at the telephone number shown in the heading of this letter. Sincerely yours, ` - 14.44.4-+ Michele M. Sullivan, Oper. Mgr. Accounts Management Operations I Deschutes County Board of County Commissioners Discretionary Grant Program FUNDRAISING ACTIVITY Board Meeting Date: June 23, 2014 Organization: Saving Grace Organization Description: Saving Grace provides comprehensive family violence and sexual assault response services, including a 24-hour hotline, information and referral, support groups, emergency shelter, court advocacy, hospital response,therapy and counseling, and public awareness and education campaigns. The organization also operates Mary's Place, a supervised visitation and exchange center located in Deschutes County. Project Name: Heroes Luncheon Project Description: Annual fundraising luncheon to support operations and services. Project Period: March 6, 2014 Amount of Request: $1,500 Previous Grants: None recorded. Approved: Declined: tok. 7, Deschutes County Board of Commissioners nj I'O Box 6005,Bend,OR 97701-6005 1300 NW Wall Street,Suite 200,Bend,OR Telephone: 541-388-6571 Fax: 541-385-3202 Website: www.deschntes,ore DESCIIUTES COUNTY • DISCRETIONARY GRANT PROGRAM APPLICATION Today's Date: riggiremi;.k'ojectName: f tc, L.0 rc el qtr a glues Project Beginning Date: Project End-bate: 'a fir.V (,,af'204 Amount Requested: 'D Date Funds Needed: ��0 jr-`'. h Name of Applicant Organization: a:G1� 1,L Et l4 f.-f Address: t City&Zip Code: t 61-11 r ( Tax ID#: !..) .'i ' – r.f �'s Contact Name(s): A r e .l 5a h d I Telephone#: 5 Ld #: c -� ' 1) Email Address: 1 c"° C,�,+ t i t C. Fax (,,� R ��1,,,�.k'��` r(t..,� ".:. ',1 r �'�� t✓ �-�. A() .J On a separate sheet(s), please briefly answer the following questions: 1, Describe the applicant organization,including its purpose, leadership structure,and activities. 2. Describe the proposed project or activity. 3. Provide a timeline for completing the proposed project or activity. 4. Explain how the proposed project or activity will positively impact the community. 5. Identify the specific communities or groups that will benefit. 6. Describe how grant funds will be used and include the source and amounts of matching funds or in-kind contributions,if any. Itemize anticipated expenditures*. 7. If the grant will support an ongoing activity, explain how it will he funded in the future. Attach: Proof of the applicant organization's non-profit status. +Applicant may be contacted during the review process and asked to provide a complete line item budget. Mission Saving Grace provides comprehensive family violence and sexual assault services and promotes the value of living life free from violence. Principles Given this Mission,we believe in: • Declaring freedom from fear of all forms of abuse a basic human right • Empowering survivors of violence to make their own choices by exercising their right to self-determination • Respecting children,women and men equally • Breaking the cycle of violence through education • Offering a program balancing prevention, intervention and support • Endorsing public policy making violence unacceptable in our society • Conducting our own affairs in an ethical and caring way • Establishing ourselves in a leadership role in the community to promote freedom from violence Services Our services for domestic violence and sexual assault survivors are designed to help them with the healing process and to provide them with resources to regain control of their lives. Our services for professionals and community members help them identify abuse and how to respond so future abuse can be prevented. Our services include: • 24-hour hotline • Support groups • Emergency shelter • Professional training • Emergency transportation • Court advocacy • Respite child care • Systems advocacy • Programs for children exposed to violence • Community education • Hospital response • Therapy • Individual crisis counsel • Public awareness • Information and referral to social services • Youth violence prevention • Supervised visitation and exchange center Scope Our 24-bed shelter in Bend,Mary's Place-supervised visit and exchange center,and offices in Redmond,Madras,Prineville and Sisters The proposed activity Is Saving Grace's Heroes Luncheon, This is our annual fundraising luncheon and with you support, it allows the money we raise to go directly to Saving Grace services. Saving Grace helps families dealing with domestic violence and sexual assault. Saving Grace served over 5,000 people with nearly 15,000 services, These services are free and confidential and allow families to start the healing process. I have included more information on Saving Grace and our services. Please feel free to contact me with any questions. Thank you for your support, Lauren Biskind 541-382-9227 Papa,Imcnioflho Tram). � lntcrnal!Wow,5crvIco P.O. pox 2508 In reply refer to: 0248222025 Cincinnati OH 45201 Apr. 15, 2011 LTR 41680 El) 93-0797194 000000 00 00016233 BODC: TE SAVING GRACE IMAGINE LIFE WITHOUT VIOLENCE 1425 NW KINGSTON AVE BEND OR 97701--2133 118264 Employer Identification Numbers 93--0797194 Person to Contacts Ronnie Clemons Toll Free Telephone Numbers 1-877--829-5500 Dear Taxpayer: This is in response to your Apr. 06, 2011, request for information regarding your tax-exempt status. Our records indicate that you were recognized as exempt under section 501(c)( 3) of the Internal Revenue Code in a determination letter issued in June 1982. Our records also indicate that you are not a private foundation within the meaning of section 509(a) of the Code because you are described in section(s) 509(a) (1) and ,170(b)(1) (A) (vi) . Donors may deduct contributions ,to you as provided in section 170 of the Code. Bequests, legacies, devises, transfers, or gifts to you or for your use are deductible for Federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. Please refer to our website www.irs.gov/eo for information regarding filing requirements. Specifically. section 6033(1) of the Code provides that failure to file an annual information return for three ' consecutive years results in revocation of tax-exempt status as of . the filing due date of the third return for organizations required to file. We will publish a list of organizations whose tax-exempt status was revoked- under section 6033(3) of the Code on our website beginning in early 2011. • 0248222025 Apr. 15, 2011 LIR 41600 EU 93-0797194 000000 00 00016234 SAVING GRACE IMAGINE LIFE WITHOUT VIOLENCE 1425 NW KINGSTON AVE REND OR 97701-2133 If you have any questions, please call us at the telephone number shown in the heading of this letter. Sincerely yours, �c92,1,r�•fcX4� S. A. Martin, Operations Manager Accounts Management Operations Governor Kitzhaber's Executive Order on Oregon's Workforce System _- Background in December 2011,Governor Kitzhaber asked the Oregon Workforce Investment Board(OWIB)to respond to the changing economy by transforming the state's workforce development system from one that organizes work based on programs and federal requirements and funding streams,to one that organizes work based on community,business and worker needs. In response,the OWIB developed a new strategic plan,Oregon at Work. The plan built on recent innovations in the workforce system and identified strategies to take it to a new level. \ ,, y Wh is,the Governor`issuing,anExecutivfeOrder' ;G;1 -.- �� - ; Successful implementation of the new strategic plan creates new roles,responsibilities,accountability and authority for the state and local workforce investment boards.In recognition of this change,Governor Kitzhaber is developing an Executive Order to re-charter these boards to play a greater role in aligning and innovating Oregon's workforce system. What does the Executive Order change? Recognizing that workforce solutions are most effective when they are based on community needs,and that the best way to develop these solutions is to create strong private/public partnerships to respond to local labor markets,Governor Kitzhaber's Executive Order requires: • Recognition of the OWIB and Local Workforce Investment Boards as conveners of private/public partnerships that engage more partners and resources,develop a strong understanding of the local labor markets,and implement workforce solutions that communities need. • All Local Workforce Investment Boards to transform from direct service providers into neutral,independent brokers of services,designers of innovation,and evaluators of outcomes. • OWIB and state agencies involved in the workforce system to fund the new functions of the boards and increase state level alignment and integration of workforce programs. • Publicly funded workforce programs and Regional Solutions Teams to work with the state and local workforce investment boards to avoid unnecessary duplications and help implement locally based workforce solutions. • OWIB and the Oregon Education Investment Board to identify how they will work together to achieve common outcomes across the education and workforce systems. • What is the timeline for implementation of the Order? The Executive Order will be issued In July 2013. • OWIB and state agencies are working to finalize strategy to better align systems and resources to support a more integrated workforce system and the re-chartered workforce boards by the 2014 legislative session. • At the same time a formal process for the re-chartering of boards will be developed by early December 2014. • The four local workforce investment boards that currently deliver services will have to comply with the separation of governance from service delivery structures by June 30,2015. ;4'a, Agnes Balassa,Workforce Policy Advisor l Office of the Governor 1 503-966-6530 l agnes.balassa(pstate.or.us P o Governor Kitzhaber's Call to Innovate ", Oregon's Workforce System in a Changing Economy Eck rr�un N , N� ,,. . .... . In December 2011,Governor Kitzhaber initiated a transformation of Oregon's workforce system to respond to a changing economy.He called upon the workforce system to expand innovation,eliminate fragmentation and provide more resources and authority for local communities to develop workforce solutions that achieve a common set of goals: • Oregonians With the skills needed to fill current and emerging high-wage,high-demand jobs. • EBUsinesses with the skilled workforce to support futUre growth. ,•, Ark 4ilgne0 ti Pr `orce system that prbvides integrated servi,Ies and �, Mekes the thcdi efficient possible use of tesources. i\ ^\wpue v\„v\wr, mwumutVU\ Dodoep \,er ,,', w , ar,n rP @vo ;rymvp,- , ,np\v,' ;v"; v\ \Y°\ d,, "\Hrdd1,,`p In June 2012,the Oregon Workforce Investment Board,(OWIB)adopted a 10-year plan,Oregon at Work,that built on recent innovations in the workforce system to achieve the Governor's goals.The plan identified strate- gies to transform Oregon's workforce system to better integrate and align programs,services,budgeting and decision making at the state and local level. ,.._,,,.„ „ ,u.,....,...w, ,,,,__ _„, � , . i,`... n , , . � \ \ 0 ,,„ , \ p.J _ .. .. ..__ �____� . d `v ��' ��a,��tir r�.0«a .G. , „swi.,� \, G \ c `Y � u , i Fundamentally,this change is about delivering better results for more people,more effectively,in a time of diminished resources.We as state and local leaders-must create the vibrant economic environment that supports growth and vitality in all of our communities,and ensure all Oregonians-especially our most vulnerable and under-served citizens-have the support and access needed to enter a path to economic stability.Governor Kitzhaber has made clear that doing this requires state government to think differently, act differently,and work differently. Changes to the workforce system will allow: • The creation of new products,services and strategies for a dynamic client base. • State and local workforce boards to better align workforce and education investments with economic development in the service of local communities. • Local workforce boards to act as independent,neutral brokers of those services that deliver the best results for job seekers and businesses. • The WorkSource service integration model to expand and increase access to innovative programs that result in market-relevant credentials,good jobs and a growing economy. • State and local administrative structures to operate as an efficient and effective system that's locally delivered and outcome based. Guiding Principles The transition analysis and planning for Oregon's workforce system is based on core guiding principles: • A workforce system designed to meet state and local labor market needs is critical to support the state's job creation,business retention and economic development goals. • Workforce services are critical to helping more Oregonians enter into and progress in jobs that provide the wages and benefits necessary to support families. • An effective workforce system is built on strong private/public partnerships. • Oregon's workforce system will gain prominence by taking a pivotal role within the larger framework of job creation and educational attainment and not solely the jurisdiction or concern of a distinct agency or program. • Greater numbers of Oregonians can be more effectively served if all possible resources flow to local communities,and state government's role is concentrated on setting broad policy,establishing desired outcomes and metrics,and providing efficient functional services at the state and local level. • Streamlining and reduction of redundancy will yield better outcomes and more accountability. • The resulting system will incorporate new models of decision-making and oversight to strengthen the ties with policy goals across state government. • The research and analysis to develop this future state will be done with integrity without preconceived solutions. Project Approach ppraach The Governor's Office,Department of Administrative Services and Oregon's workforce agencies have engaged an outside team of experts with organizational redesign,and business process experience to analyze and make recommendations on the structural and process changes needed. A project plan to better integrate and align the workforce system is currently being designed.Opportunities for employee and stakeholder input throughout the process will ensure broad perspectives to inform the ultimate recommendations.As insights and recommendations begin to surface,they will be shared clearly and systematically so all stakeholders have the opportunity to give feedback. The project plan consists of two tracks: 1.Developing a process for the re-chartering of the state and local workforce investment boards. 2.Developing a recommendation for the state infrastructure to support implementation at the local level. Transition Timeline Recommendations to increase alignment,expand service integration and enhance the ability of the workforce system to respond to local needs will be developed by December 31,2013. Recommendations requiring legislative approval will be presented to the State Legislature in February 2014.If approved,full implementation of the recommendations would likely begin in July 2015.Until such time,staff,partners,businesses,citizens and communities can count on continued operations of the programs and services currently administered by Oregon's workforce system. Executive Workforce Order clarifies Draft plan to Re-chartering community state&local Governor& of state& State&locol engagement governance Legislature local boards boards begins expectations for comment begins re-chartered ti�� X13 �'') ry0ti'� tiQ^� ry0 O,\p, �`p, Q1q, �tih o1h �� ;ty...-_..._ii.1. ...___.,y .._.. -NO ......_.....-�Q e� .._.._......._c, _ 9't ac _µ._... fi`L..W .; ��ry P `� O la (i� State and local 1, 1J Analysis of Scenarios Updated Final plan to implementation plans Transformed programs& developed& draft plan to Governor& developed delivery model structures discussed Governor& Legislature implementation with partners. Legislature for.approval- C,r. b' ',, Agnes Balassa,Workforce Policy Advisor I Office of the Governor 1 503-986-6530 I agnes.balassa:astate.or,us John A.Kitzhaber,MD h "" Governor sr" `awr,'i , tE-1: MEMORANDUM Date: March 3, 2014 , To: Local Workforce Investment Board Chairs, Directors and Chief Elected Officials From: Agnes Balassa, Workforce Policy Advisor, Office of Governor John Kitzhaber Re: Local Workforce Investment Area redistricting This memorandum is in follow up to a letter from Governor Kitzhaber on the topic of Local Workforce Investment Area redistricting which you should have received by email earlier today. A hard copy is also in the mail. Some of you are probably wondering why the Governor has initiated a discussion about Oregon's local workforce investment area boundaries. The reason is that our economy is changing, creating the need for new approaches to helping people get, keep and progress in jobs throughout the state. Oregon's approach to economic development is changing from a focus on fixed, place based assets and incentives to a focus on the skills of our workforce. We'd like all parts of the state to be better positioned to help grow local jobs. At the same time, federal resources for workforce development have declined and are likely to continue to do so into the future. To achieve our goals for a strong economy we need to focus more intentionally on. leveraging our resources to meet the needs of local communities. By better aligning our workforce area boundaries with our economic development strategies, including regional solutions, we can create greater leverage for the growth of a new economy. This is especially true in our more rural parts of the state. Local Workforce Investment Boards are critical to creating this alignment. However, our current boundaries are not well aligned in all parts of the state to achieve these goals. This memorandum and attached materials describe the process for redistricting local workforce investment area boundaries, and include an invitation for a statewide video conference to discuss next steps. The Department of Community Colleges and Workforce Development has provided an analysis of state and federal rules and regulations related to this topic,which is attached. The following process was developed based on their input. It is the intent of the federal law and of the Governor that this process be a collaborative and voluntary one among the state and local workforce investment boards, Local Chief Elected Officials Page 2 of 3 (CEO's), and the Governor. While only the Governor may(re)designate local workforce investment areas, the support of Local CEOs is necessary for boundary changes to take place. CEOs in any local workforce investment area, a state workforce investment board, or a governor may propose a local workforce investment area redesignation. The Governor's letter you received, dated March 3, 2014, invites local workforce investment boards (LWIBs) and the CEO's who serve on these boards to enter into a discussion about local workforce investment area boundaries. LWIB members and county elected officials should be included in these discussions. Requests for redesignation should use the following process: • A redesignation request is initiated by filing the attached form with the Governor's Workforce Policy Advisor. Any of the following may submit a redesignation request: CEOs, LWIBs with CEO support, the Governor or the State Workforce Investment Board. Requests will be processed as they are received in order to allow sufficient time for development of new boundary proposals. All requests for redesignation must be filed by April 15, 2014. • The Governor's Office will notify an LWIB of the receipt of any requests for redesignation of boundaries within 5 days of receipt and initiate a process for discussion of possible new boundaries. • The Governor will host a statewide video conference in early April to discuss both the process and any concerns or questions raised by local areas. More information will be forwarded as soon as it is available. • In compliance with federal and state guidelines, the Governor will consider boundaries that are consistent with local labor markets and the service areas of local educational and other workforce partners and reflect regional and labor market economies of scale. Examples of"regional and labor market economics of scale" include Economic Development Districts and Regional Solutions area boundaries. • Requests consistent with the criteria above will be forwarded to the Oregon Workforce Investment Board (OWIB) by June 1, 2014 for consideration at the Board's June 13,2014 meeting. In recommending approval of new boundaries, OWIB must consider: o Geographic areas served by local education agencies and intermediate educational agencies. o Geographic areas served by post-secondary educational institutions and area vocational education schools. o The extent to which local areas are consistent with labor market areas. o The distance that individuals will need to travel to receive services provided in such local areas. o The resources of such local areas that are available to effectively administer the activities carried out under subtitle IB of the Workforce Investment Act. o Whether there is compelling evidence that a redesignation would: • Better meet any criteria established by OWIB in its strategic plan; • Be more effective or efficient; and • Produce better performance results for customers • If the OWIB determines the request(s) meet(s) the criteria and there is compelling evidence that a local area(s) should be redesignated, the Governor may approve the redesignation request and recognize the Page 3 of 3 resulting new configuration of local area(s). It is the Governor's intent to approve any new boundaries by July 1, 2014. Federal law allows until October 1 for the identification of new boundaries,however, that would not allow sufficient time for completion of administrative work necessary for boundary changes and to prepare LWIBs to be chartered in time for the July 1, 2015 start of the new fiscal year. • The OWIB and Local Workforce Investment Boards must provide public notice for any regular, special or emergency meeting where (re)designation will be discussed. These meetings may take place concurrently with other steps of the redesignation process. The notice must be specific enough to permit citizens to recognize matters of interest. • A change in local area(s) designation will also require a modification of the State Strategic Plan. Such modifications are subject to the same public review and comment requirements that apply to the development of the original State Plan. Any changes to existing local workforce investment areas designations will be forwarded to the Department of Labor Employment and Training Administration for federal approval/recognition in the form of a new State Plan or State Plan Modification. Attached,please find details of the process as well as the form required to initiate a redistricting request. A comparison of Local Workforce Investment Areas with Regional Solutions Boundaries is also included for those who are unfamiliar with these two sets of boundaries. Details for a statewide video conference meeting with the Governor will be forthcoming. I will be in contact with each local workforce investment board to schedule a time to talk about this process, answer questions and potentially schedule to attend a future local meeting if this would be helpful. I can be reached at 503.986.6530 or agnes.balassa(Zi state.or.us if you have questions in the meanwhile. Thank you for your consideration. jilliF January 29, 2014 COMMUNITY COLLEGES AND WORKFORCE DEVELOPMENT To: The Honorable John A. Kitzhaber, Governor WORKSOURCE OREGON Agnes Balassa, Workforce Policy Advisor, Oregon From: Krissa Caldwell, Deputy Commissioner, CCWD Public Service Building Re: Local Workforce Investment Area Designation Changes 255 Capitol Street NE In response to the Governor's request for information regarding the federal and Salem,Oregon 97310 state requirements and procedures involved with designating or redesignating Local Workforce Investment Areas (LWIAs), the Department of Community Colleges and Workforce Development has prepared the attached document. Phone(503)947-2401 State and federal guidance describe several conditions under which. LWIAs may be Fax(503)378-3365 (re)designated; this letter specifically addresses the process of voluntary (re)designation. In Oregon, the state workforce investment board is known as the Oregon Workforce Investment Board (OWIB). www.oregon.gov/ccwd In summary: • The Chief Elected Official(s) (CEOs) of any local area,the state workforce investment board, or the governor may propose a local area redesignation by following the attached process. Proposals may be initiated at any time, but specific timelines may affect the request and redesignation process. • Only the Governor may(re)designate local workforce investment areas. • Voluntary redesignation of a workforce investment area is expected to be a collaborative process between the state workforce investment board, the Governor, and local CEOs. The LWIA designation process must include the following steps: • A proposal/request form submitted to the Governor's Workforce Policy Advisor; • Consultation with the state workforce investment board and chief elected officials (CEOs); • A public comment period, including consideration of comments received If approved by the Governor, a change in LWIA designation must: • Be included in the State Strategic Plan (or submitted as a Plan Modification) 1 , • Be submitted to the US Department of Labor(DOL)/Employment and Training ri i •i Administration (ETA) References: Federal requirements and guidance for the designation and redesignation of LWIAs requirements may be found primarily in • The Workforce Investment Act, Section 116 • 20 CFR, Part 661.250 through 661.280 • Training and Employment Guidance Letter(TEGL) 37-10, Workforce Investment Act (WIA) and Appropriations Act Provisions on the Designation of Local Workforce Investment.Areas Oregon's state-level guidance maybe found at: • ORS 660.324,Duties of state board; state plan for workforce investment system • OAR 151-010-0040,Designation of Workforce Investment Areas (Designation/Redesignation) • OWIB Policy, Workforce Investment Area Designation (Amended: March 26, 2004) A more thorough description of the process and requirements for voluntary (re)designation is included in Attachment A. If/as a proposal to any of Oregon's LWIAs moves forward, CCWD will provide additional information and support, as requested by the Governor, the OWIB, or other stakeholders. Attachment A Local Workforce Investment Area Designation Brief History The Workforce Investment Act (WIA) includes the requirement that the Governor must designate local workforce investment areas in order for the State to receive funding under Title I of WIA. Each time Oregon submits its State Plan to the US Department of Labor/Employment Training Administration (DOL/ETA), it includes a section identifying the local workforce investment areas designated in the state, and the process used for designating local areas. According to Oregon's State Plan, local workforce investment areas (LWIAs) were initially designated in accordance with WIA Section 116(a)(4), Designation on Recommendation of State Board(1999-2000). In brief: • Local Elected Officials brought designation requests before the State Workforce Investment Board • The State Workforce Investment Board recommended the designation of areas to the Governor • The Governor approved the State Workforce Investment Board's recommendations Only one redesignation has taken place in the intervening time. On July 1, 2004, at the request of local elected officials, Tillamook County petitioned to be removed from the LWIA serving the Portland metropolitan area and reinstated with The Oregon Consortium/Oregon Workforce Alliance area, where it had been prior to the implementation of the WIA. Any changes to LWIA designations need to be submitted to DOL/ETA in the State Plan, or as a Plan Modification, according to the guidelines and processes listed below. The (re)designation process can be initiated by any of several entities, for a variety of reasons/purposes. The following summary focuses on (re)designation as a voluntary action. [Note: Involuntary designation may result from instances of fraud, abuse, failure to carry out local board functions, or failure to meet performance measures for two consecutive program years. None of these conditions currently exists in Oregon, and the State is not in a position to consider involuntary redesignation of its LWIAs at this time.] What Happens, and How • A local workforce investment area, specifically a local chief elected official(s) can voluntarily agree to redesignation. • The local area, the state workforce investment board (OWIB), or the governor may propose a local area redesignation. o A proposal/redesignation request is initiated by filing an approved form with the Governor's Workforce Policy Advisor. • The Governor will review the request to ensure it meets the following criteria: • o Is consistent with local labor markets and the service areas of local educational and other workforce partners; and o Reflects regional and labor market economies of scale. • If the request meets the above criteria, the Governor will forward the request to the OWIB to consider: o Geographic areas served by local education agencies and intermediate educational agencies. o Geographic areas served by post-secondary educational institutions and area vocational education schools. o The extent to which local areas are consistent with labor market areas. o The distance that individuals will need to travel to receive services provided in such local areas. o The resources of such local areas that are available to effectively administer the activities carried out under subtitle IB of the Act. • The OWIB will also determine whether there is compelling evidence that a redesignation would: o Better meet the criteria established by the state board; o Be more effective or efficient; and o Produce better performance results for customers • The OWIB and Local Workforce Investment Boards must provide public notice of the time, place and agenda for any regular, special or emergency meeting where (re)designation will be discussed. o The notice must be specific enough to permit citizens to recognize matters of interest. • If the OWIB determines the request meets the applicable criteria and there is compelling evidence that a local area(s) should be redesignated,the Governor may approve the redesignation request and recognize the resulting new configuration of local area(s). • A change in local area designation, or the redesignation of local areas, is considered a substantial change that requires a modification of the State Strategic Plan. • State Plan modifications are subject to the same public review and comment requirements that apply to the development of the original State Plan; the OWIB must provide an opportunity for public comment on and input into the development of the modification before submitting it to the Governor. o Prior to the date on which the OWIB submits a plan modification, the OWIB shall: (1) make available copies of a proposed plan modification to the public through such means as public hearings and local news media; (2) allow members of the local board and members of the public, including representatives of business and representatives of labor organizations, to submit comments on the proposed local plan to the local board, not later than the end of the 30-day period beginning on the date on which the proposed plan modification is made available; and (3) include with the plan modification submitted to the Governor any such comments that represent disagreement with the plan. • Any changes to existing LWIA designations will be forwarded to DOL/ETA for federal approval/recognition in the form of a new State Plan or State Plan Modification, along with: o A description of the process the State used to make the Plan available to the public and the outcome of the State's review of the resulting public comments. Additional notes: • To be timely, requests must be received by the Governor (or Advisor) not later than October 1 of the year previous to the Program Year the redesignation would be in effect. o A Program Year (PY) is from July 1 through June 30 e.g., PY 2013 is July 1, 2013 through June 30, 2014. • An appeal process exists for any unit of local government, or combination of such units, whose request for redesignation was denied. References: Many of the procedural aspects and requirements of redesignation are addressed and cross- referenced among the sources below. Additionally, Oregon sources may contain Oregon-specific processes. Federal requirements and guidance for the designation and redesignation of Local Workforce Investment Areas (LWIA) may be found primarily in: • The Workforce Investment Act, Section 116 http://www.doleta.gov/usworkforce/wia/wialaw.pdf • 20 CFR, Part 661.250 through 661.280 http://www.doleta.gov/usworkforce/wia/finalrule.pdf • Training and Employment Guidance Letter (TEGL) 37-10, Workforce Investment Act(WIA) and Appropriations Act Provisions on the Designation of Local Workforce Investment Areas http://wdr.doleta.qov/directives/attach/TEGL/TEGL37-10ACC.pdf Oregon's state-level guidance may be found at: • ORS 660.324, Duties of state board;state plan for workforce investment system https://www.oregonlegislature.gov/bills Taws/Iawsstatutes/2011ors660.html • OAR 151-010-0040, Designation of Workforce Investment Areas (Designation/Redesignation) http://arcweb.sos.state.or.us/pages/rules/oars 100/oar 151/151 010.html • OWIB Policy, Workforce Investment Area Designation (Amended: March 26, 2004) http://www.worksourceoregon.org/state-workforce-board/about-oregons-workforce- investment-board/rules-and-policies/278-workforce-investment-area-designation • Comparison of Workforce and Regional Solutions Boundaries Background: Governor Kitzhaber has suggested that Oregon's local workforce investment areas consider greater alignment with the state's regional solutions boundaries. These boundaries are based on the state's economic development districts. Oregon is divided into eleven "regions", each with its own regional solutions steering committee led by a local convener as indicated on the map below. JOHN A.KITZHABER, M.D. 4. r IU North Coast/legion Regional Solutions San.l3etnyJahnean MnYMI w ea t3a. \ ,�.r ...Y......,.....`..,.. \..1. �,G9 .,6, South Valley Raglan H iSatit k eggn w , \ \V4',,,,\ti^„m,,,\\ \�v\1\$ Keflh f 2\ 3c m91 pnwgan tiogIon M *v4 pa, � ,,,�,” �...,�,BSITMrnaflke _,..._.. ....__ , ^v "'t,'''',` i��,•i\ ,\t4 4'till.� 44\t ,\ �;, ' ., \�`\ tir \'i41 LtILlo Raglan i 1\ v r' 4144'! ' 'M�,Vt:a,@ 1 t \ ! I\�,„i 011 Wyatt \ N'El`„\ w'n �` 1\ 1 \ , \tiM\ C lka t auRernbn i J;\ i1\\hu ;"$ \ \\" \ \ \ \ G n ��1\ '`ti Month Groan sglon r. �\1 �bv ^ r0 \ u\ea, \\�� \ v\\F\\V. Ltlka M.MI1ur 4 \ ' i 0` 1�q\ v(\v d \v Mr South Cantrel Raglan ( 1 �� NUP� \ °\ v '\\\\\\ �2,_'Keafle x l @ n t` \v ' r l 1\HAS tM\Y\�� \M` '��\�1 4�\\v\fir\ '\4 N�\ \ \ \\ \ \��\ Stnwter rautan Crapon liegipn d Rob Davies MarUMaet Oregon Region 1 Rob i !r7ea *Regional Solution Center Each of the three regions in the Valley/North Coast cluster has a Governor's staff assigned to its committees.The remaining four clusters of regions are each served by a Governor's staff person, in effect creating 7 regions as follows: CENTRAL OREGON Crook, Deschutes, Hood River, Jefferson, Klamath, Lake, Sherman and Wasco Counties EASTERN OREGON Baker, Gilliam, Grant, Harney, Malheur, Morrow, Umatilla, Union, Wallowa and Wheeler Counties SOUTHERN OREGON Coos, Curry, Douglas, Jackson and Josephine Counties NORTH COAST Comparison of Workforce and Regional Solutions Boundaries Clatsop, Columbia, Lincoln and Tillamook Counties MID-WILLAMETTE VALLEY Marion, Polk and Yamhill Counties SOUTH WILLAMETTE VALLEY Benton, Lane, Lincoln and Linn Counties METRO Clackamas, Multnomah and Washington Counties Oregon's Local Workforce Investment Areas are also divided into seven regions as indicated on the map below: 9r ti l f' i re t,,,, 7 \ ' h ,,N hr.,,rM S 4 .'."l 1 Cn M 3 (Sf 'y, \4M:31'.'1 f 1 ry r, ,' Sj t61,4'' '.' \ / `-.1- 'Poa PP"mW :i ,.'.... .....� 55 6. 4 \ t�tuitnom r \` J\ \ 111 wn 4r, . ,,,,,,„\, „,,,,„ ‘ ,„„,,,,,,,,,, tR „,,„,,,,,,,,\„ «1 4 Job ep, Fo►ktorse \\ r { i 1+� \ ti \ \ NOrowwist a,L,,f,,tgr°N,tru\° \\ / \ .- , . ttnc:'or}10 ted\^\\M�:?,,CC t c A"�\\„ \ \\ \ ,, aW Unnc enton, -.•.\-. .Inco n Workforce �• Investment Board '\4 $ ''''''"*1-1,,,,,I 1 aoa ti cs+ Lane Workforce \\ \\\\M\ \�\\�V t jr\ \I\\\ 0.,r.xs «,1,� \\� n \ a\\\• , \`\ '\ \\ \ � \ , Par�eishl"p u� «µms \\ \\ -- ' risoum tt a OrgonWorkforceAll larce1TheOregonCort * iv"*.''N ' ,r;, Rogue 3 Workforce PaYtnershlp 4 • .;alw,,, i g Ccoyrlgl it O,anc1¢"1 198841)119 Microi?;ott Corpoi Ilan antitodrts sr,ppliers,AtIl rhnhits reserved These boundaries were created many years ago based on the federally designated metropolitan statistical areas that existed at the time. 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