2016-530-Minutes for Meeting November 21,2016 Recorded 12/2/20161916-21116
DESCHUTES
COUNTY CLERK
CJ 2016-53Q
NANCY
COMMISSIONERS' JOURNAL 12/02/2016 02:43:46 PM
For Recording Stamp Only
Deschutes County Board of Commissioners
1300 NW Wall St., Bend, OR 97703-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
MINUTES OF WORK SESSION
DESCHUTES COUNTY BOARD OF COMMISSIONERS
MONDAY, NOVEMBER 21, 2016
Present were Commissioners Alan Unger and Tammy Baney; Commissioner
Anthony DeBone was out of the office. Also present were Tom Anderson, County
Administrator; Erik Kropp, Deputy County Administrator; and Dave Doyle, County
Counsel. Attending for a portion of the meeting were Tom Kuhn, Health Services;
Nick Lelack, Community Development; James Lewis, Property & Facilities; Dan
Despotopulos, Fair & Expo; Wayne Lowry, Finance; Joe Sadony, Information
Technology; Chris Doty, Road; Lt. Brian Husband, Sheriff's Office; Whitney Hale,
Public Information; Judith Ure, Administration; and two other citizens.
No representatives of the media were in attendance.
CALL TO ORDER.
Chair Unger opened the meeting at 1:30 p.m.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 1 of 14
ACTION ITEMS
1. Update from the Deschutes Children's Foundation.
Amy Ward & Christine Bond introduced themselves, and gave a presentation
on the work being done by the Foundation and an overview on their facilities.
They provided some history of their use of the Becky Johnson Building in
Redmond. They handle the day to day operations, but it is owned by the
County. Various partners use a portion of the building, which saves them
money that can then be used for services. The partners are a variety of
complementary service provides for children and families, and they operate
without duplicating each other's efforts. They remain mostly at capacity, and
there is a demand for more space.
Commissioner Baney asked what the partners pay for rent. She was advised
that the average cost is about $125. The facilities manager is paid staff and
makes connections for clients to the various services. She manages the
building issues so the partners don't have to worry about it.
Chair Unger noted that this is a good partnership with great services, and
they seem able to adjust to changes. He asked where they see this going.
The area around the facility is changing because of City Hall. He was advised
that they both just started in their positions in October, so have not had a
chance to discuss this with City representatives. They are aware there are
ideas for the Centennial Park area. The Foundation board is looking at a
strategic plan now. They could use more space.
Commissioner Baney said that some years ago, they had difficulty filling the
space, but some of this might be due to growth and the cyclical housing
issues here. She asked if the overhead and maintenance are handled
differently for each of their buildings. She was told that the La Pine facility is
owned by the school district and the agreement is similar, although it is less
expensive. Those in Redmond and Bend are on par. The Rosie Bareis campus
and another near Ensworth Elementary each have its own benefits and
challenges, but those are not owned by the County.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 2 of 14
Tom Anderson discussed the long-term future of the Redmond building, since
it is getting to the age where it might need major capital maintenance. He is
wondering what the vision is regarding ownership of the building. They will
come to a crossroads at some point, and have to decide on long-term
improvements or other options.
James Lewis stated that he and Facilities Manager Lee Randall met with
representatives of the group and discussed the agreement, which has three
years left. They will tour the facility and examine the condition of the
building and some of the equipment to recommendations can be made. They
probably will not have this done before the group meets to discuss strategic
planning. The agreement was made in 2000, and none of the same people
are around now.
Commissioner Baney noted that this is an important asset and a good
partnership, so they need to clarify how it will look in the future. She doesn't
want to wait for problems to arise, so they need to decide how to handle
things ahead of time. She wants the services to remain, but needs to know
where they will be in their planning, and how the building will be maintained.
Mr. Anderson stated that there might be other possible options, since County
Health Services is also a tenant and the County needs to have a presence in
Redmond. The County might need a larger facility for the County and its
partners. This would require a long-term investment in something.
Commissioner Baney replied that they have not been actively looking for
space to expand. Mr. Anderson noted that they are approaching some
milestones in terms of service delivery. A Certified Behavioral Health
Community grant and health modernization activities are looming, and those
could mean significant changes.
Chair Unger said that the relationship work is sometimes rocky, but the
County is always supportive since it is mutually beneficial.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 3 of 14
2. Finance/Tax Update.
Wayne Lowry said that the tax collection process went well this year, and
payments to Districts went out in record time.
The return on investments has gone up, in relation to the recent past. Rates
went up after the elections. However, the bond market lost a trillion $ over a
couple of days, and these changes were cataclysmic in some ways. Rates
have remained higher and no one knows what it means. Something has to
give sometime soon, as it is a very weird situation.
The portfolio is over $200 million, but much of this is being distributed to
Districts this week.
Chair Unger asked if the County can get dividends. Mr. Lowry replied that
those are part of the stock market and the County can't take part in that. It
can only get interest payments or sell securities for gain.
Chair Unger asked how some departments get interest on investments. Mr.
Lowry explained that they can get an interest allocation. The County keeps
track of every fund's asset balance. The cash investment fund is owned in
part by other funds. The average balance is calculated along with earnings,
and shared with the particular funds through an allocation.
Mr. Lowry said that the monthly highlights, through October, are 48 vacant
positons, which is better than average. Those are mostly turnover positons in
911, Health and the Sheriff's Office. There are always some vacant positions.
General fund is starting to gain tax revenue. November's will be much higher.
CDD revenue is 37% of budget already, ahead of last year by 7%. He expects
growth to slow a little this time of the year. Road and Solid Waste are also
impacted, but it is strong and steady.
Mr. Anderson said that he got a desperate plea from CDD for staffing relief.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 4 of 14
Mr. Lowry stated that the actual revenue to Road for motor vehicles was
almost identical as the same time last year, with about a 3.7% increase. Solid
Waste is ahead of last year by about 9%.
The Health Benefits Fund beginning balance is about $700,000 higher than
anticipated based on claims experience last year. The projection is for
another $800,000. It is based on a rolling average, but they are doing better
than anticipated. They try to budget to break even and decide what the
ending balance really should be. They are working on a policy in this regard,
so they can make the first steps towards adjustments.
Mr. Anderson said this would be reviewed before the recommended FY 2017-
18 budget is put together, including how to buy down the excess over time.
Mr. Lowry explained that room tax funds came in at almost $4 million
through October (business through the end of September), about 8% ahead
of last year. There is slow but robust growth. Mr. Anderson noted that the
Board has been talking about this, since it is a bigger deal for Deschutes
County than most others. The discussion includes concerns about the
impacts to roads and other infrastructure. Chair Unger added that there is a
lot of marketing being done, but this also puts pressure on the Forest Service
and other groups, and impacts their budgets as well. Commissioner Baney
noted that there should be ways to manage these TLT funds; it is probably
being handled to broadly.
3. Grant Application Request - Electronic Referrals to Tobacco Quit Line.
Tom Kuhn referred to this grant plus another one that just came in. The first
is for electronic referrals related to supporting tobacco cessation, through the
State quit line. This can't be done at this time, so a provider has to fax the
referral to the quit line. Not many providers are doing this. E -referrals are
significantly more efficient. In Texas, they increased by 13% by doing this.
The numbers are low in the County. PacificSource is supporting this, and
there is no FTE attached; PacificSource will pay for implementation and staff
time.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 5 of 14
Commissioner Baney asked how they will know where new referrals
originate. Mr. Kuhn replied that the State keeps detailed records on this.
They can tell whether someone was referred and whether they actually
accessed the help, and can let the provider know so follow-up can be
scheduled to reinforce the positive activity.
BANEY: Move approval of the grant application.
UNGER: Second.
VOTE: BANEY: Yes.
UNGER: Chair votes yes.
The second grant application is for a project to access NACCHO funding,
which is used occasionally for small projects. This would be for $15,000 to
support the emergency preparedness program and would involve Crook and
Jefferson counties. The idea is to make medical reserve volunteer corps unit
regional and coordinate it through a neutral entity in the area. This is a lot of
work for the current person doing this along with other duties. Jefferson
County has a part-time person who could do this, but they'd like to find a
more neutral way to involve all three counties.
Commissioner Baney said that this was handled on a cross -jurisdictional basis
through St. Charles at one time. Mr. Kuhn stated that they also had a
dedicated position for this in the Health Department, but it was eliminated
due to the recession. They are seeking partners to take on part of this work,
including St. Charles. The Emergency Services Manager, Nathan Garibay,
does not have the time.
BANEY: Move approval of the grant application.
UNGER: Second.
VOTE: BANEY: Yes.
UNGER: Chair votes yes.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 6 of 14
4. Performance Measures Update for First Quarter 2016-17.
Judith Ure provided an overview of the performance measures for the First
Quarter.
Lt. Brian Husband of the Sheriff's Office explained that they took part in 107
actual search and rescue missions this year, plus over 300 training
assignments done by various teams. This equated to 24,000 volunteer hours.
They have about 140 volunteers, with approximately 112 active and
operational. This is the slower, shoulder season until there is more snow.
Their activity is one of the highest in the State.
Commissioner Baney said she appreciates their incredible selflessness. They
never know what they will run up against. She asked if they have any specific
challenges. Lt. Husband replied that they appreciate the support and
interest. They seem to have adequate funding, and also have a search and
rescue nonprofit group that is run by volunteers, to supplement funding.
Commissioner Baney asked that they be notified whenever there are any
fundraising or other events scheduled.
Lt. .Husband stated they are trying to figure out how to get the most out of
their equipment. Parking lot improvements were made for safer use of the
trailers. They have two new trailers ordered — one replacement and one new.
Some of their equipment is stored on open trailers, but they hope to be able
to enclose these to protect the equipment from the weather.
Chair Unger asked if the number of missions has increased. Lt. Husband
replied that it is about the same for the past five or six years. They fluctuate
between 110 to 120 per year. They have changed databases for tracking, so
the numbers might look different from in the past. This is a national program
for search and rescue that divides up missions from trainings and public
outreach.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 7 of 14
James Lewis spoke about the HousingWorks project in La Pine. They have
contracted with a consultant and engineer for site plan improvements, and
this will require part of the larger property owned by the County. A zone
change will be necessary for a change from public facilities to mixed use
commercial. They applied to the City and a hearing took place. Tom Kemper
gave a good presentation and a timeline; they hope to construct next spring
and summer. The Planning Commission was favorable, as was the
community. It looks like all of the land use elements are moving forward.
In the meantime, the program is contingent upon them obtaining LIFT funds.
They won't know this until January, but Tom Kemper has not heard anything
about not getting the funds. La Pine has not received a lot of grants and he is
confident this will be viewed favorably. Mr. Lewis remains involved.
Mr. Anderson said that this is an example of the strategy developed at the
retreat last year, to get a wider variety of departments involved in the goals
and objectives; for instance, not getting to healthy people just through the
Health Department. The objective with this particular effort relates to
addressing homelessness and affordable housing.
Dan Despotopulos reported under resilient economy. The Fair a big success,
and the best ever, with overall attendance and earnings up. About 16,000
people from outside the County attended the Fair, and there were 455 out of
town vendors and 64 out of town entertainers. Many utilized the local hotels
and restaurants.
He computed the Fair generated about $15.6 million to the local economy.
About 56% of attendees came from Bend, 22% from Redmond, and the rest
from elsewhere. They had about 600 calls from out of the area for tickets to
the concerts.
Chair Unger asked about the 2017 Fair. Mr. Despotopulos said they hope to
break records again. Capacity of the facility fluctuates. They had 252,000 in
2015. The tentative schedule for entertainment will draw some big crowds.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 8 of 14
This year on Friday there were more people than he had ever seen there,
with the use of overflow parking. Some people couldn't even get off the
highway. People stayed at the Fair longer this year as well, more than the
usual 2.5 hours. Some were there up to five or six hours due to the wristband
program for the rides, which was a huge success. Next year they will look at
expanding the carnival area and putty kiddie -land in a different area near the
animal exhibits.
Nick Lelack focused on resilient economy, natural resources, and economic
vitality. They met with City staff to transfer services within the new UGB. At
least one applicant is trying to get in the door ahead of time, since LCDC came
through very fast. They will create an MOU first to begin the process over the
next six to eight weeks. The City is doing catch-up, and has to do code
enforcement as well as permitting. They need to all be on the same page.
Chair Unger asked if any appeals came in. Mr. Lelack said there have not
been any yet. They are aiming for a December 6 transition. Very little code
enforcement has occurred within the UGB area in the past few years. Mr.
Anderson noted that these will be urban uses, so they still need sewer and
water.
Commissioner Baney asked if the applicant is still trying to work under County
code. Mr. Lelack said yes, but that the comp plan now applies for Bend, so
some City public works specifications will now be required. The City advised
that they would like to do an urban holding zone, similar to a reserve but it
would apply to the UGB.
They want to rezone exception zones and adopt those into Title 19 and apply
this throughout the UGB. He talked to the City about this years ago and they
did not seem interested, but now they want to do it. The City does all the
work, the City Council approves and the County Board is asked to adopt. If it
had been done at the time of Measure 49, it would have been cleaner.
Chair Unger asked about the historic designation area of the canal, which is
built out. Mr. Lelack said that they did not bring in any rural subdivisions.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 9 of 14
Those were developed under urban reserve in the 1980's but are not in the
UGB. These were not factored into their housing analysis. They are trying to
avoid these challenges.
Mr. Anderson said that the LCDC addressed expansion in regard to affordable
housing. He asked if the City of Bend is interested. Mr. Lelack said they don't
seem to be. Chair Unger stated that it wasn't very specific. Mr. Anderson
noted that there are drawbacks if the area is too far from services.
In regard to Measure #4, amending the zoning ordinance, they are having
pre -application conferences with the cities regarding transportation and
traffic studies. The cities want to take the three airport zones and make it
into one zone for specific standards, etc. The real question is whether they
want to expand the airport boundaries. That would affect EFU and possibly
the road alignments.
Erik Kropp asked if they came up with an airport related business definition.
Mr. Lelack said he doesn't think it is well defined yet.
Mr. Lelack stated that they have implemented the financial assistance
program with Neighborlmpact, and transferred the money. This seems to be
a good partnership with Neighborlmpact administering it.
Chair Unger asked if this is more critical with the Goal 11 challenge. Mr.
Lelack replied that it might take longer. He will meet with DLCD and DEQ
tomorrow to see what the agencies want to do. It is a tall order to address all
of the related issues. He will update Board in January.
Mr. Anderson said that this affects the smaller and cluster systems, and they
have to rely on the single systems for now until this is resolved, to protect
groundwater. Chair Unger stated that it would have helped if the State
agencies were stronger in their defense at LUBA. He asked if this is going to
move forward. Mr. Lelack indicated he is not sure. Commissioner Baney said
they want what the County can't necessarily provide.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 10 of 14
The health aspects gets it to 'yes' sooner, but the County did not want to
have to go that far. David Doyle added that it might take legislative action, as
the State won't do anything until problems are imminent. Mr. Lelack said
that they will either have to ask LCDC to start rulemaking, or go to the
legislature. This might need a change to State law.
Commissioner Baney stated that she is cautious about owning this. They
tried before and don't want to go through that again. Mr. Anderson said that
the recommendation was from the DEQ advisory committee, and the County
was to be in a supportive role. This should be on the DEQ. The County needs
to help, but doesn't need to be in the position that it is the County's issue.
Joe Sadony spoke about the Accela program, giving an overview of the history
of how it came about. The thought was the website and calendar were not
user-friendly enough. The system has the agenda, minutes and video in the
same place. They tried to work with the current vendor but ended up looking
elsewhere. He noted that there was an October 1 deadline so as to not have
to extend the agreement with the vendor, but it was a short timeframe to get
a lot done. MinuteTraq allows for a workflow process, and they may
eventually expand this to Legal Counsel review.
Commissioner Baney asked what problem this was meant to solve. Mr.
Sadony said that it allows the video to be tied to the meeting agenda so
people can pinpoint a particular conversation.
Commissioner Baney asked about the video recordings starting before the
meeting actually does. Whitney Hale said this is controlled by the operator.
Mr. Sadony added that they usually start the video sooner to deal with a
delay in the system, but it does not record the audio. They are trying to make
the process easier.
Chair Unger asked if they know who is watching or access the meetings. Mr.
Sadony said they can get numbers for this, but don't know how many are
media.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 11 of 14
Chris Doty spoke about the chip seal program for resurfacing and to retain
the PCI. They can spend a lot on a little bit of road, or a lot on a big section of
road. The goal is to chip seal every seven years. They got to 12.7% this year.
They had a lot of local roads and subdivisions that are inefficient to resurface,
rather than the more efficient straight roads.
They did a lot of double chip sealing where there is a low PCI roadway, as
they don't want to overlay marginal roads. The same applies to local streets.
They save the good asphalt for arterials and collectors. Two layers of chip
seal works well on the marginal roads. They use a bigger chip for the first
coat to fill cracks, and a smaller chip over that. It is much cheaper than an
overlay, and the PCI then goes to 100. These are usually original oil mat
roads, so the PCI will go down to about 76 the second year. This has made a
big difference on roads that don't have a lot of traffic. This material handles
the weather okay. They are doing this for gravel road conversions as well.
They'll have to do a regular chip seal on those sooner.
They use a smaller chip for bike lanes so they are smoother. Commissioner
Baney noted that the State is considering whether to mandate wider bike
lanes when roads are resurfaced. Deschutes County is already ahead on this.
OTHER ITEMS
Judith Ure said she got a call from Neighborlmpact about a discretionary grant
for transitional housing. They wanted to use this instead for the homeless Point
in Time County program. Commissioner DeBone already indicated this is
acceptable.
BANEY: Move approval.
UNGER: Second.
VOTE: BAN EY: Yes.
UNGER: Chair votes yes.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 12 of 14
Ms. Ure stated that Think Again Parents of South County has dissolved and
returned the $500 grant. They are working with another nonprofit called
Shared Future Coalition. She asked if this grant can be given to another group
or if it should be put back in the fund. The Commissioners indicated it should go
back in the fund.
Mr. Anderson said the Redmond City Airport Committee needs a new member
and the City has asked for a recommendation. Two applications were received.
UNGER: Move approval of recommending Bruce Rognlien.
BANEY: Second.
VOTE: BANEY: Yes.
UNGER: Chair votes yes.
Chair Unger asked who the point person is regarding tracking PILT funds. Mr.
Anderson said that Wayne Lowry, Chris Doty and he follow this closely. Chair
Unger noted that this is a NACo priority and he wants to be sure someone is on
top of it.
The Board then went into executive session under ORS 192.660(2)(h), pending or
threatened litigation, at 3:40 p.m.
At 3:55 p.m., after executive session, the following action was taken:
UNGER: Move that County Counsel move forward as discussed in executive
session.
BANEY: Second.
VOTE: BANEY: Yes.
UNGER: Chair votes yes.
ADJOURN
Being no further discussion, the meeting adjourned at 3:55 p.m.
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 13 of 14
APPROVED this o Day of A)01/a2016 for the
Deschutes County Board of Commissioners.
ATTEST:
Recording Secretary
a, 66,0 -
Alan Unger, Chair
Tammy Baney, Vic hair
Anthony DeBone, Commissioner
Minutes of Board of Commissioners' Work Session Monday, November 21, 2016 Page 14 of 14
Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 — Fax (541) 385-3202 — https://www.deschutes.org/
WORK SESSION AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
1:30 PM, MONDAY, NOVEMBER 21, 2016
Allen Conference Room - Deschutes Services Building, 2ND Floor —1300 NW Wall Street — Bend
Pursuant to ORS 192.640, this agenda includes a list of the principal subjects anticipated to be
addressed at the meeting. This notice does not limit the ability of the Board to address
additional subjects. Meetings are subject to cancellation without notice. This meeting is open
to the public and interested citizens are invited to attend.
Work Sessions allow the Board to discuss items in a less formal setting. Citizen comment is
not allowed, although it may be permitted at the Board's discretion. If allowed, citizen
comments regarding matters that are or have been the subject of a public hearing process will
NOT be included in the official record of that hearing. Work Sessions are not normally video or
audio recorded, but written minutes are taken for the record.
CALL TO ORDER
ACTION ITEMS
1. Update from the Deschutes Children's Foundation - Amy Ward & Christine Bond
2. Finance/Tax Update - Wayne Lowry, Finance Director/Treasurer
3. Grant Application Request - Electronic Referrals to Tobacco Quit Line - Tom Kuhn,
Health Services
4. Performance Measures Update for First Quarter 2016-17 - Judith Ure, Management
Analyst
OTHER ITEMS
These can be any items not included on the agenda that the Commissioners wish to discuss
as part of the meeting, pursuant to ORS 192.640.
Board of Commissioners Work Session Agenda
Monday, November 21, 2016 Page 1 of 2
At any time during the 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; ORS 192.660(2)(b), personnel issues; or other executive
session categories.
Executive sessions are closed to the public; however, with few exceptions and under specific
guidelines, are open to the media.
ADJOURN
To watch this meeting on line, go to: www.deschutes.org/meetings
Please note that the video will not show up until recording begins. You can also view past
meetings on video by selecting the date shown on the website calendar.
1136 Deschutes County encourages persons with disabilities to participate in all programs and
� activities. To request this information in an alternate format please call (541) 617-4747.
FUTURE MEETINGS:
Additional meeting dates available at www.deschutes.org/meetingcalendar
(Please note: Meeting dates and times are subject to change. All meetings take place in the Board of
Commissioners' meeting rooms at 1300 NW Wall St., Bend, unless otherwise indicated. If you have questions
regarding a meeting, please call 388-6572.)
Board of Commissioners Work Session Agenda Monday, November 21, 2016 Page 2 of 2
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Portfolio Management
Portfolio Details • Investments
October 31, 2016
Purchase Maturity Days To RatingsCoupon Par Market Book Caii
CUSIP Security Broker Date Date Maturity S&P Moody's Rate YTM 365 Value Value Value paw
494751DG2 King County Washington FPD PJ 12/15/2015 12/1/2016 30 AA+ + 0.860 0.860 200,000 199,978 200,000 - -
54465AEY4 Los Angeles County Redev CASTLE 8/24/2016 17/1/2016 30 AA1.000 0.775 3,050,000 3,049,756 3,050,566 -
06406HCA5 'Bank of New York Mellon Corp CASTLE . 4/23/2014 1/17/2017 77 A+ Al 2.400 1.067 2,000,000 2,003,660 2,005,530. 12/18/2016
3130A7BY0,Federal Horne Loan Bank PJ 2/17/2016 2/17/2017 _ 2,000,0000-'
2,000,360 2,000,000 11/17/20.16
984135AB9 -Berkshire Hathaway Inc 'CASTLE 4/10/2015 4/1/2017' 108 AA Aaa 0.720 0.720
151'AA Aa2 5.150• 1.060 370,000 376,216 376,223+ - -
984135AB9 Berkshire Hathaway Inc CASTLE 8/7/2015 4/1/2017 151 AA Aa2 5.150 1.100 1,875,000 1,906,500 1,906,259
91159HHD5 US BancorpCASTLE 4/23/2015 5/15/2017 195 A+ Al 1.650 0.882 1,000,000 1,002,200 1,003,605 4/15/2017
961214CH4 Westpac CASTLE 4/7/2015 5/19/2017 199 AA- Aa2 1.200 1.061 2,000,000 2,001,300 2,001,507 - -
WASH FED CD Washington Federal CD 5/20/2015 5/22/2017 202 0.900 0.913 200,000 200,000 200,000 - _
3136FPYB7 Federal National Mtg Assn 'VINISP 2/7/2014 5/23/2017 203 M+ Aaa 2.050 0.885 1,460,000 1,472,249 1,469,382
31771CS97 TFICO Strip CASTLE 12/9/2014 6/6/2017 217 Aaa1.019 1.065 1,028,000 1,023,292 1,021,685 -
89233GTC0 Toyota CP CASTLE 9/20/2016 6/12/2017 223 Al 'P1 1.200 1.239 3,000,000 2,976,600 2,977,700 -
48125LRD6 JPMor9an Chase - Corporate N CASTLE 6/10/2016 6/14/2017 225.A+ Aa3 1.256 1.220 1,000,000 1,001,000 1,000,000 - -
929903DT6 'Wells Fargo
Corporate Note CASTLE 11/23/2015 6/15/2017 226 A+ A2 5.750 1.320 2,000,000 2,053,860 2,054,374 - -
064058AA8 Bank of New York Mellon Corp CASTLE 6/6/2016 6/20/2017 231 A Al 1.969 1.141 1,000,000 1,005,710 1,005,217 -
29270CYZ2 Bonneville Power AdministraCb ,CASTLE 4/24/2014 7/1/2017 242 AA- Aa1 1.197 1,171 670,000 671,119 670,116 -
84247PHS3 Southern CA Public Power Autho ,CASTLE 6/17/2014 7/1/2017' 242 AA- 1.145 1.180 1,000,000 1,000,860 999,770 - -
3137EADV8 Federal Home Loan Mtg Corp 'MBS 5/29/2015, 7114/2017 255, Aaa 0.750 0.787 1,000,000 1,001,070 999,742 - -
005158VE7 Ada County SD PJ 6/1/2015 8/15/2017 287 AA+ .Aal ' 3.000 0.930 1,000,000 1,017,580 1,016,121 - -
675371AT5 Oceanside California Pension iPJ 5/20/2016 8/15/2017 287 AA 1.806 1.000 500,000 502,825 503,150 - -
3130A62S5 Federal Home Loan Bank 'CASTLE 7/24/2015 8/28/2017 300 :Aaa 0.750 0.858 1,000,000 1,001,010 999,118 - -
912828TM2 U.S. Treasury CASTLE 9/10/2014 8/31/2017 303 AAA Aaa 0.625 1.061 1,000,000 999,530 996,447 - -
912828TM2 U.S. Treasury CASTLE 2/19/2015 8/31/2017 303 AAA .Aaa 0.625 0.920 1,000,000 999,530 997,592 --
94974BGB0 'Wells Fargo Corporate Note DA DAV 3/8/2016 9/8/2017 311 A A2 1.400 1.450 461,000 461,051 460,806 - -
313383JB8 !Federal Home Loan Bank VINISP 12/26/2013 9/27/2017 330,AA+ Aaa 1.000 1.250 1,000,000 1,002,870 997,794 - -
912828PA2 U.S. Treasury CASTLE 9/10/2015 9/30/2017 333 ,AAA 'Aaa 1.875 0.803 2,000,000' 2,021,320 2,019,330 - -
31771JMR8 FICO Strip CASTLE 10/22/2015 10/6/2017• 339' 0.751 0.781 2,000,000 1,981,580 1,985,852 - -
31771KAD90 FICO Strip DA DAV 12/10/2014 11/30/2017 394 1.205 1.267 2,000,000 1,977,860 1,973,617 - -
427542KW4 Hermiston OR DA DAV_ 9/21/2016 12/1/2017 395 AA- 2.000 0.901 590,000 595,452 596,973 -
494751DH0 King County Washington FPD - PJ 12/15/2015 12/1/2017 395 AA+ 1.220 1.218 230,000 230,688 230,000 - -
3696045BC6 General Electric - Cor
porate N CASTLE 9/6/2016 12/6/2017 400 AA+ Al 5.250 1.050 1,000,000 1,044,220 1,045,644
SYS10520_Lewis 8 Clark Bank , 6/8/2016 12/8/2017 402 1.000 1.000 240,000 240,000 240,000
88059FAZ4 Tennessee Valley AuthortyCASTLE .11121/2014 12/15/2017 409 AA+ 1,205 1.268 1,059,000 1,047,086 1,044,498 - -
961214BZ5 ,Westpac CASTLE 3/5/2015 1/12/2018' 437 AA- Aa2 1.600 1.490 2,000,000' 2,004,020 2,0_02,563
94988J5A1 'Wells Fargo Corporate Note CASTLE ' 1/29/2016 1/22/2018, 447 Aa2 1.650. 1.580, 1,000,000 1,003,400. 1,000,841
92976WBH8 Wachovia Corp CASTLE 2/26/2016 2/1/2018 457'A 'A2 5.750 1.690 1,000,000 1,052,130 1,049,714
31771EAL5 FICO Strip CASTLE ; 2/24/2015 2/8/2018. 464. 1.252, 1.318 1,260,000 1,245,926, 1,239,660 - -
31771EAL5 ,FICO Strip ,CASTLE 2/25/2015 2/8/2018, 464, 1.257 1.323' 740,000 731,734 728,006 - -
3130A77L3 'Federal Home Loan Bank CASTLE 2/16/2016' 2/16/2018' 472'AA+ Aaa ' 1.000. 1.000' 3,000,000' 2,996,190' 3,000,000 11/16/2016
3134G8M71 Federal Home Loan AN Corp CASTLE 2/26/2016 2/26/2018 482 AA+ ' 1.050 1.050. 3,000,000 3,000,060 3,000,000 11/26/2016
06050TLY6 -Bank of America -Corporate 'CASTLE' 5/14/2015 3/26/2018 510,A Al 1.650 1.570 2,000,000 2,005,420 2,002,192 - -
06050TLY6 Bank of America - Corporate ;CASTLE 5/21/2015 3/26/2018, 510 A Al . 1.650. 1.540' 1,000,000 1,002,710 1,001,501
06050TLY6 Bank of America - Corporate ,CASTLE ' 5/27/2016' 3/26/2018 510 A Al _ 1.650 1.620 1,000,000 1,002,710 1,000,406'' -
68607VG66 Oregon State Lottery 3A DAV 6/12/2015 4/1/2018 516 AAA ,AA2 5.000 1.120, 610,000 645,697 642,911 - -
607VA96 Oregon State Lottery DA DAV ; 6/13/20.16 4/1/2018 516 AAA AA2 1,353 0.970 200,000, 201,260 201,072 -
-- 0 Hathaway 5/ _.. 17 .,17 . -
084664BE0 Berkshire ahaInc CASTLE 9/4/2015 5/15/2018 560 qq+ Aa2 5.400 1.590 1 107,000 1,176,608 1,170,267 - -
3133ECQ56 Federal Farm Credit Bank CASTLE 9/28/2016' 5/22/2018 567'AA+ Aaa 1,080 1.080 1,000,000, 998,340' 1,000,000 - -
98385XAP1 XTO Energy Inc _CASTLE 8/4/2015 6/15/2018 591 ,AAA Aaa 5.500' 1.500 1,000,000 1,066,280 1,063,271 - -
904121NC0 Umatilla School District PJ 5/7/2015 6/15/2018 591 AA+ 1.430; 1_.430 750,000 753,473 750,000 - -
.71 191 0--6 017 7 ------18
166764AE0 Chevron Corp CASTLE 4/15/2016' '.- --.018 600,AA- Aa2 1.718 1.191 2,000,000. 2,013,680 2,017,076 5124/2018
939307HF4 Hillsboro SD Pension Bonds PJ , 3/30/2015 6/30/2018' 606' Aa3 1.732 1.650 985,000 994,545 986,296. -
938429M46 Washington County SD Municipal PJ 9/6/2016 6/30/2018 ' 606 Aa3 1.585 0.999 250,000 251,77.5 252,404, -
LMtg Corp CASTLE ' 7/27/2016 7/27/2018 6 33 AA+ Aaa 1.050 1.050 3,000,000 3,000,540 '3,000,000 7
88059EMT8 'Tennessee Valle Authority DA DAV 2/22/2016 7/15/2018 621 1.021 1.065 500,000 490,820 491,192 - -
3133EGNU5 , Federal Farm Credit
8/1/2016 7/27/2018 633 AA+ Aaa 0.960 0.960 1,000,000' 998,700 1,000,000' 7/27/2017
3134G9Q67 Federal Horne Loan
�M N €
' 1/27!2017
3134G8UN7 _Federal Home Loan Mtg Corp CASTLE 3/30/2016 9/28/2018 696,M+ Aaa 1.200 . 2, 2,000,000, 2,000,060 2,000,000 12/26/2016
3134G9YA9 ,Federal Home Loan Mtg Corp CASTLE ' 6/28/2016 9/28/2018 696 AA+ Aaa 1.010. 1.000 2,520,000' 2,512,616 2,520,180 12/28/2016
3134GAND3 .Federal Home Loan Mfg Corp CASTLE 9/28/2016 9/28/2018 696,AA+ Aaa 1.050 1.050, 4,000,000 3,990,560 4,000,000_ 3/28/2017
89236TAY1 Toyota Mtr Cred - Corp N 'CASTLE 1/5/2016 10/24/2018. 722 AA- Aa3 2.000 1.770 784,000 793,745 _ 787,463 - -
912828WD8 U,S. Treasury CASTLE 1211/2015, 10/31/2018 729 AAA Aaa 1.250 1.223 1,000,000, 1,007,070 1,000,535 - -
427542KX2 Hermiston OR ,DA DAV 9/21/2016 12/1/2018 760 AA- 3.000, 1.001' 605,000 626,393 629,864 - -
912828A75 U.S. TreasuryCASTLE 6/8/2015 12/31/2018 7
790 AAA Aaa 1.500 1.324 1,000,000 1,012,420 1,003,697 -
3135GOK44 a Federal National Mtg Assn CASTLE 5/17/2016 5/16/2019 926 AA+ Aaa 1.250 1.221 2,000,000 2,000,020 2,001,442 11/16/2016
250351FJ7 Deschutes County Ore Sch Dist PJ 8/16/2016 6/15/2019 956 Aa1 1.360 1.360 245,000 244,373 245,000
3137EAB1 Federal Home Loan Mtg Corp CASTLE 7/20/2016 7/19/2019 990 AA+ Aaa 0.875 0.957 1,000,000 995,500 997,807 -
3135GON33 Federal National Mtg Assn CASTLE 8/18/2016 8/2/2019 1004 AA+ Aaa 0.875 1.000 1,000,000 994,930 996,610 - -
313586RC5 Federal National Mtg Assn CASTLE 12/4/2015 10/9/2019 1072 AA- 1.891 2.031 1,400,000 1,341,256 1,321,168 - -
313586RC5 Federal National Mtg Assn CASTLE 3/17/2016 10/9/2019 1072 ,AA- 1.665 1.774 600,000 574,824 _ 570,253 - -
313586RC5 Federal National Mtg Assn CASTLE 8/8/2016 10/9/2019 1072 AA- 1.252 1 318 400,000.
383,216 385087 -
594918AY0 Microsoft Corp CASTLE 8/8/2016 2/12/2020 1198,AAA Aaa 1.850 1298 1,000,000 1,011,460 1,017,559
686053DH9 Oregon School Boards Assoc DA DAV 11/2/2015 6/30/2020 1337 AA Aa2 5.373 2.050 875,000 988,059 976,086 - -
686053DH9 Oregon School Boards Assoc CASTLE 6/24/2016' 6/30/2020 1337 AA Aa2 5,373 1.570 500,000 564,605, 567,259 - -
Local Govt Investment Pool 1.030 1.030 39,904,851 39,904,851 39,904,851 - -
_Bank of the Cascades 1.030 1.030 8,782,272 8,782,272 8,782,272 - -
143,951,123 144,465,538 144,391,631
Memorandum
Date: November 15, 2016
To: Board of County Commissioners
Tom Anderson, County Administrator
From: Wayne Lowry, Finance Director
RE: Monthly Financial Reports
Attached please find October 2016 financial reports for the following funds: General
(001), Community Justice—Juvenile (230), Sheriffs (255, 701, 702), Health
Services (274), Community Development (295), Road (325), Community Justice —
Adult (355), Solid Waste (610), Insurance Fund (670), 9-1-1 (705), Health Benefits
Trust (675), Fair & Expo Center (618), and Justice Court (123), Transient Room
Tax (160, 170).
The projected information has been reviewed and updated, where appropriate, by the
respective departments.
Cc: All Department Heads
Revenues
Property Taxes - Current
Property Taxes - Prior
Other General Revenues
Assessor
County Clerk
BOPTA
District Attorney
Tax Office
Veterans
Property Management
Total Revenues
Expenditures
Assessor
County Clerk
BOPTA
District Attorney
Tax Office
Veterans
Property Management
Non -Departmental
Total Expenditures
Transfers Out
Total Exp & Transfers
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
GENERAL FUND
Statement of Financial Operating Data
FY 2016
Actual
Year to Date July 1,
2016 through October
31, 2016 (33.3% of the
year)
% of
Actual I Budget
24,561,964 2,357,005
486,113 187,262
2,443,495 1,312,735
875,075 458,620
1,721,618 641,072
12,413 7,057
194,675 42,397
212,618 106,800
98,161 24,540
75,000 5,000
30,681,131 5,142,488
3,857,613
1,447,322
61,911
5,830,655
751,319
333,745
288,776
1,161,328
13,732,670
15,520,033
29,252,703
1,428,428
9,788,945
$ 11,217,374
is
1,308,815
482,435
23,721
1,955,302
287,866
137,793
91,752
347,736
4,635,420
7,243,444
11,878,864
(6,736,376)
11,217,374
4,480,998
9% a)
37%
54% b)
54% c)
35%
57% c)
23%
52% c)
25%
5%
16%
31%
24%
34%
30%
35%
33%
30%
85%
32%
41%
37%
108%
FY 2017
Budget Projected Variance
25, 749, 791 25, 749, 791
500,000 500,000
2,450,622 2,450,622
849,349 849,349
1,810, 837 1,810,837
12,350 12,350
188,400 188,400
204,730 204,730
97,400 97,400
94,500 94,500
31,957,979 31,957,979
4,187,123
2,043,672
68,890
6,413,365
812,314
422,673
303,213
410,096
14,661,346
17,865,429
32,526,775
(568,796)
10,411,770
$ 9,842,974
a) Current year taxes received beginning in October
b) Includes annual PILT Grant - $500,000
c) Includes A & T Grant. Received quarterly - YTD includes 1st and 2nd quarters
4,187,123
2,043,672
68,890
6,413,365
812,314
422,673
303,213
410,096
14,661,346
17,865,429
32,526,775
(568,796)
11,217,374 805,604
$ 10,648,578 $ 805,604
Page 1
Revenues
OYA Basic & Diversion
ODE Juvenile Crime Prev
Leases
Inmate/Prisoner Housing
DOC Unif Crime Fee/HB2712
Food Subsidy
Gen Fund -Crime Prevention
Interest on Investments
OJD Court Fac/Sec SB 1065
Contract Payments
Case Supervision Fee
Miscellaneous
Total Revenues
Expenditures
Personnel Services
Materials and Services
Transfers Out-Veh Reserve
Total Expenditures
Revenues Tess Expenditures
Transfers In -General Fund
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
COMM JUSTICE -JUVENILE
Statement of Financial Operating Data
FY 2016
Actual
413,233
88,030
33,759
59,100
36,090
23,811
20,000
13,147
22,661
8,870
6,347
42,490
767,538
4,947,639
1,172, 705
3,660
6,124,004
(5,356,466)
5,464, 591
108,125
1,307,249
$ 1,415,374
Year to Date July 1, 2016
through October 31,
2016 (33.3% of the year)
"/o of
Actual I Budget
28,547
9,300
9,011
3,852
5,665
7,728
4,769
1,983
986
71,842
1,647,036
356,876
11,000
2,014,912
(1,943,070)
1,821,532
(121,538)
1,415,374
$ 1,293,836
FY 2017
Budget I Projected I Variance
0% a) 386,725 360,217
0% a) 91,379 94,728
58% b) 48,840 83,750
17% c) 55,000 45,000
25% d) 36,658 36,658
19% 20,000 20,000
0% d) 20,000 20,000
71% e) 8,000 15,000
45% e) 17,000 20,000
68% e) 7,000 8,500
33% 6,000 6,000
104% e) 950 1,400
10% 697,552 711,253
32% 5,186,945 5,186,945
28% 1,273,154 1,273,154
25% 44,000 44,000
31% 6,504,099 6,504,099
33%
(26,508)
3,349
34,910
(10,000)
7,000
3,000
1,500
450
13,701
(5,806,547) (5,792,846) 13,701
5,464,591 5,464,591
(341,956) (328,255) 13,701
118% 1,200,000 1,415,374 215,374
$ 858,044 $ 1,087,119 $ 229,075
a) Biennial allocation; reimbursements received quarterly. Projections changed
award
b) Additional detention space leased (beginning 9/26/16)
c) Projection decreased due to lower than expected revenue received YTD from
due to FY 16 expenditures of the biennial
other counties' use of detention
d) Quarterly payment
e) Increased projection due to revenue received YTD
Page 2
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Total Taxes transferred to Sheriffs Office
The amount of Property Taxes from LED #1 and LED #2 required for Department operations.
r
Deschutes County - Sheriffs Office
Appropriations and Expenditures by Department and Category
Year to Date July 1, 2016
through October 31, 2016
(33.3% of the year)
ry
Budget I YearActualate I % of Budget Bu g tegoI oActual I
Appropriations/Expenditures by Category
Personnel 30,550,697 9,646,970 32% 78% 82%
Materials & Services 6,852,234 1,871,895 27% 18% 16%
Capital Outlay 1,278,292 292,484 23% 3% 2%
Transfers Out 273,291 200 0% 1% 0%
Total Appropriations/Expendiutres 38,954,514 11,811,549 30% 100% 100%
1 Projection 1 Variance I
Sheriffs Services
Personnel 1,500,098 439,462 29% 1,378,527 121,571
Materials & Services 1,474,099 544,189 37% 1,537,854 (63,755)
Capital Outlay 76,530 12,507 16% 45,580 30,950
Total Sheriff's Services 3,050,727 996,158 33% 2,961,961 88x766
Civil/Special Units
Personnel 1,053,721 343,040 33% 1,019,156
Materials & Services 122,080 19,390 16% 122,080
Total Civil/Special Units 1,175,801 362,430 31% 1,141,236 34,565
Automotive/Communications
Personnel 497,557 161,743 33% 503,110 (5,553)
Materials & Services 1,505,187 195,739 13% 1,234,532 270,655
Capital Outlay 50,952 6,251 12% 75,329 (24,377)
Total Automotive/Communications 2,053,696 363,732 18% 1,812,971 240,725
Detective
Personnel 1,568,895 526,055 34% 1,573,395 (4,500)
Materials & Services 180,966 80,293 44% 178,633 2,333
Capital Outlay 43,500 28,357 65% 38,357 5,143
Total Detective 1,793,361 634,705 35% 1,790,385 2,976
Patrol
Personnel 7,967,602 2,550,871 32% 7,967,602 -
Materials & Services 589,723 178,290 30% 595,573 (5,850)
Capital Outlay 442,000 234,682 53% 397,209 44,791
Total Patrol 8,999,325 2,963,843 33% 8,960,384 38,941
Records
Personnel 641,179 203,069 32% 624,390 16,789
Materials & Services 132,233 19,470 15% 132,403 (170)
Total Records 773,412 222,539 29% 756,793 16,619
Adult Jail
Personnel 14,185,302 4,414,746 31% 14,051,826 133,476
Materials & Services 2,242,683 665,146 30% 2,254,939 (12,256)
Capital Outlay 536,310 - 0% 557,895 (21,585)
Transfer Out 273,291 200 0% 273,291 -
Total Adult Jail 17,237,586 5,080,092 29% 17,137,951 99,635
Court Security
Personnel 366,398 80,542 22% 366,398
Materials & Services 21,480 4,830 22% 21,480
Total Court Security 387,878 85,372 22% 387,878
Emergency Services
Personnel 256,878 58,366 23% 207,916 48,982
Materials & Services 26,263 6,689 25% 41,353 (15,090)
Total Emergency Services 283,141 65,055 23% 249,289 33,872
Special Services
Personnel 1,252,628 446,841 36% 1,252,628 -
Materials & Services 195,739 35,357 18% 198,899 (3,160)
Capital Outlay 129,000 10,687 8% 159,141 (30,141)
Total Special Services 1,577,367 492,885 31% 1,610,668 (33,301)
Training
Personnel 455,746 152,491 33% 455,746 -
Materials & Services 148,287 53,614 36% 183,565 (35,278)
Total Training 604,033 206,105 34% 639,311 (35,278)
Other Law Enforcement Services
Personnel 804,693 269,744 34% 859,117 (54,424)
Materials & Services 100,648 31,274 31% 100,648 -
Total Other Law Enforcement 905,341 301,017 33% 959,765 (54,424)
Non -Departmental
Materials & Services 112,846 37,616 33% 112,846
Total Non -Departmental 112,846 37,616 33% 112,846
34,565
Page 4
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Total Revenues
To Sheriffs Office
UO
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a)
Revenues
State Grants
OHP Capitation
Administrative Fee
Environmental Health Fees
State - OMAP
Federal Grants
Patient Fees
Local Grants
Title 19
State Shared -Family Planning
State Miscellaneous
Liquor Revenue
Divorce Filing Fees
Interfund Contract -Gen Fund
Vital Records
Interest on Investments
Other
Total Revenues
Expenditures
Personnel Services
Materials and Services
Capital Outlay
Transfers Out
Total Expenditures
Revenues Tess Expenditures
Transfers In -General Fund
Transfers In -Other
Total Transfers In
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
Health Services
Statement of Financial Operating Data
FY 2016
Actual
11,940,592
11,756,788
920,156
878,929
1,116,399
676,462
350,727
605,656
129,514
226,258
211,627
151,973
131,689
194,785
61,273
365,510
29,718,339
22,769,593
9,402,751
213,459
445,740
32,831,544
(3,113,205)
4,408,227
227,587
4,635,814
1,522,609
6,165,600
$ 7,688,209
Year to Date July 1,
2016 through October
31, 2016 (33.3% of the
year)
% of
Actual Budget
FY 2017
Budget I Projected I Variance
3,676,732 33% a) 11,114,170 11,233,374 119,204
2,647,096 22% 11,941,755 11,941,755
0% 1,143,411 1,143,411 -
53,739 6% 915,350 915,350 -
416,803 44% 945,650 945,650 -
0% 683,417 683,417
121,203 31% 397,225 397,225
289,579 65% b) 442,214 757,370 315,156
5,406 2% 253,461 253,461
45,214 23% 200,000 200,000 -
1,322 1% 172,000 172,000 -
29,185 19% 151,000 151,000
157,603 120% c) 131,689 157,603 25,914
0% 127,000 127,000
73,460 42% 175,000 175,000
31,837 58% 55,000 95,000
400,274 109% 367,888 400,274
7,949,453 27% 29,216,230 29,748,890
7,837,070 32% b) 24,660,429 25,021,621
2,568,895 24% 10,865,453 10,865,453
15,723 N/A
111,435 25% 445,740 445,740
10,533,122 29% 35,971,622 36,332,814
(2,583,670)
40,000
32,386
532,660
(361,192)
(361,192)
(6,755,392) (6,583,924) 171,468
1,561,400 33% 4,684,193 4,684,193
N/A -
1,561,400 33% 4,684,193
(1,022,270) (2,071,199)
7,688,209 132% 5,827,329
$ 6,665,940 $ 3,756,130
Information on new FY 2017 resources not available during budget preparation:
a) PREP Grant from Oregon Health Authority
b) COHC Perinatal Central Oregon Continuum Initiative for $361,192
c) Received annually
4,684,193
(1,899,731) 171,468
7,688,209 1,860,880
5,788,478 $ 2,032,348
Page 6
Revenues
Admin -Operations
Admin -GIS
Admin -Code Enforcement
Building Safety
Electrical
Contract Services
Env Health -On Site Prog
Planning -Current
Planning -Long Range
Total Revenues
Expenditures
Admin -Operations
Admin -GIS
Admin -Code Enforcement
Building Safety
Electrical
Contract Services
Env Health -On Site Pgm
Planning -Current
Planning -Long Range
Transfers Out (D/S Fund)
Total Expenditures
Revenues less Expenditures
Transfers In/Out
In: General Fund - L/R Planning
Out: CDD Reserve Funds
Net Transfers In/Out
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
COMMUNITY DEVELOPMENT
Statement of Financial Operating Data
Year to Date July 1,
2016 through
October 31, 2016
FY 2016 (33.3% of the year)
% of
Actual Budget
Actual
86,401
877
349,648
2,435,823
572,160
536,646
671,414
1,325,662
686,012
6,664,642
1,621,971
134,450
306,588
836,425
295,001
328,534
346,978
998,174
506,993
163,940
5,539,054
1,125,588
90,783
(1,037,652)
(946,869)
178,719
2,151,773
$ 2,330,492
a) City of Redmond contract cancelled
and Electrical Divisions
32,134 39%
55 6%
165,739 38%
1,054,174 41%
290,588 47%
0% a)
234,064 39%
494,575 37%
258,184
2,529,513
39%
37%
594,416 33%
43,703 30%
125,986 29%
404,358 28%
101,896 32%
N/A :a
116,172 26%
351,860 30%
139,752 31%
N/A
1,878,143 30%
651,370
(345,400)
(345,400)
305,970
2,330,492
$ 2,636,462
N/A
25%
25%
FY 2017
Budget ( Projected Variance
81,551 81,551
1,000 1,000
436,000 436,000
2,600,000 2,802,938 202,938
622,500 675,210 52,710
502,500 (502,500)
598,750 606,250 7,500
1,343,350 1,343,350
656,500 614,164 (42,336)
6,842,151 6,560,463 (281,688)
1,818,730 1,819,293 (563)
143,702 143,702
427,837 430,337 (2,500)
1,453,625 1,453,625
313,684 313,684
444,755 415,570
1,175,469 1,145,614
452,653 422,653
29,185
29,855
30,000
6,230,455 6,144,478 85,977
611,696 415,985 (195,711)
(1,381,600) (1,381,600)
(1,381,600) (1,381,600)
(769,904) (965,615) (195,711)
148% 1,578,206 2,330,492 752,286
$ 808,302 $ 1,364,877 $ 556,575
. Services for City of Sisters are reported in the County's Building Safety
Page 7
Revenues
Motor Vehicle Revenue
Federal - PILT Payment
Other Inter -fund Services
Cities-Bend/Red/Sis/La Pine
State Miscellaneous
Forest Receipts
Sale of Equip & Material
Mineral Lease Royalties
Assessment Payments (P&I)
Interest on Investments
Miscellaneous
Total Revenues
Expenditures
Personnel Services
Materials and Services
Capital Outlay
Transfers Out
Total Expenditures
Revenues less Expenditures
Payment from Solid Waste
Trans In - Transp SDC
Total Transfers In
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
a) PILT Grant received in July
ROAD
Statement of Financial Operating Data
FY 2016
Actual
12,487,163
1,203,216
1,132,400
728,980
603,572
1,067,643
345,190
135,663
109,142
123,836
402,358
18,339,163
5,668,320
8,658,040
1,605,077
600,000
16,531,437
1,807,727
326,539
1,000,000
1,326,539
3,134,266
11,706,673
$ 14,840,939
i
Year to Date July 1, 2016
through October 31, 2016
(33.3% of the year)
Actual % of Budget'
4,425,419
1,323,365
64,312
87,420
593,969
41,877
14,362
36,424
34,186
15,535
6,636,869
1,919,875
2,748,923
8,067,643
12,736,441
(6,099,573)
90,613
90,613
(6,008,959)
14,840,939
8,831,979
35%
106% a)
36%
FY 2017
Budget j Projected
Variance
12,470,647 12,470,647
1,250,000 1,323,365 73,365
977,400 977,400
847,000 847,000
593,969 593,969
400,000 400,000
316,200 316,200
175,000 175,000
100,000 100,000
85% 40,000 110,000 70,000
37% 42,070 42,070
17,212,286 17,355,651 143,365
39%
31%
6,106,592
22% 12,582,412
0% 273,000
89% 9,067,643
45% 28,029,647
(10,817,361)
25% 362,453
N/A
25% 362,453
(10,454,908)
118% 12,549,601
$ 2,094,693
6,106,592
12,582,412 -
273,000 -
9,067,643 -
28,029,647
(10,673,996) 143,365
362,453
362,453
(10,311,543) 143,365
14,840,939 2,291,338
$ 4,529,396 $ 2,434,703
Page 8
Revenues
DOC Grant in Aid SB 1145
CJC Justice Reinvestment
DOC Measure 57
Electronic Monitoring Fee
Probation Superv. Fees
DOC -Family Sentence Alt
Interfund - Sheriff
Gen Fund/Crime Prevention
DOJ/Arrest Grant
Alternate Incarceration
State Subsidy
Interest on Investments
Probation Work Crew Fees
State Miscellaneous
Miscellaneous
Total Revenues
Expenditures
Personnel Services
Materials and Services
Transfer to Veh Maint
Capital Outlay
Total Expenditures
Revenues Tess Expenditures
Transfers In -General Fund
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
ADULT PAROLE & PROBATION
Statement of Financial Operating Data
FY 2016
Actual
Year to Date July 1,
2016 through
October 31, 2016
(33.3% of the year)
% of
Actual I Budget
FY 2017
Budget I Projected I Variance I
3,650,200 1,825,084 50% a) 3,650,168 3,650,168
845,836 845,836 100% b) 845,836 845,836
234,316 240,315 103% c) 234,316 240,315 5,999
175,399 48,244 24% d) 200,000 180,000 (20,000)
216,170 68,315 33% 210,000 210,000
110,797 110,797 100% b) 110,796 110,796
50,000 16,668 33% 50,000 50,000
50,000 12,500 25% e) 50,000 50,000
46,736 0% e) 46,736 46,736
19,492 7,859 39% f) 20,035 20,035
16,317 8,183 52% f) 15,610 15,610
15,022 9,659 138% g) 7,000 25,000 18,000
9,531 3,529 59% 6,000 6,000
11,623 0% 4,300 4,300
842 350 70% 500 500
5,452,282 1 3,197,340 59% 5,451,297 5,455,296 3,999
3,770,605
1,489,673
41,472
5,301,750
150,532
451,189
601,721
863,649
$ 1,465,370
1,423,756
489,094
5,500
1,918,350
32% h) 4,407,793
28% 1,721,927
25% 22,000
0% 10,000
31% 6,161,720
1,278,990 (710,423)
150,396
1,429,386
1,465,370
$ 2,894,755
33%
451,189
(259,234)
126% 1,162,000
$ 902,766
4,372,000 35,793
1,721,927
22,000
10,000
6,125,927 35,793
(670,631) 39,792
451,189
(219,442) 39,792
1,465,370 303,370
$ 1,245,928 $ 343,162
a) Quarterly payments based on biennial allocation
b) Annual payment based on biennial allocation
c) Received a small grant in addition to biennial allocation
d) Decreased projection due to less fee revenue than budgeted
e) Quarterly reimbursement
f) Reimbursed based on actual offender expenses. Projection will be updated as necessary
g) Increased projection due to YTD revenue received
h) Decreased projection due to YTD and anticipated staff vacancies
Page 9
Operating Revenues
Franchise Disposal Fees
Private Disposal Fees
Commercial Disp. Fees
Franchise 3% Fees
Yard Debris
Recyclables
Equip & Material
Special Waste
Interest
Leases
Miscellaneous
Total Operating Revenues
Operating Expenditures
Personnel Services
Materials and Services
Debt Service
Capital Outlay
Total Operating Expenditures
Operating Rev less Exp
Transfers Out
SW Capital & Equipment Reserve
Total Transfers Out
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
SOLID WASTE
Statement of Financial Operating Data
FY 2016
Actual
Year to Date July 1,
2016 through October
31, 2016 (33.3% of the
year)
% of
Actual Budget
4,964,159 1,936,483 37%
1,869,094 741,162 41%
1,446,733 570,003 39%
238,665 15,416 7% a)
178,658 69,029 48%
18,238 5,580 37%
16,490 10,187 N/A
21,806 15,608 62%
24,335 9,342 52%
10,801 4,500 42%
42,543 24,647 76%
8,831,521 3,401,957 38%
1,967,190
3,832,421
911,224
74,313
6,785,148
2,046,372
1,400,000
1,400,000
646,372
1,163,893
$ 1,810,265
a) Fee due in April 2017
b) Semi-annual payments (November and May)
c) Several capital purchases are in process
711,487 34%
1,175,354 27%
0% b)
9,526 6% c)
1,896,368 25%
1,505,589
0%
0%
1,505,589
1,810,265 302%
$ 3,315,854
FY 2017
Budget Projected Variance
5,195,799
1,787,980
1,473,817
230,000
145,000
15,000
25,000
18,000
10,801
32,500
8,933,897
2,120,146
4,395,018
930,944
158,000
7,604,108
1,329,789
1,375,000
1,375,000
(45,211)
600,000
$ 554,789
5,195, 799
1,787,980
1,473, 817
230,000
145,000
15,000
10,187 10,187
25,000
25,000 7,000
10,801
32,500
8,951,084 17,187
2,120,146
4,395,018
930,944
158,000
7,604,108
1,346,976 17,187
1,375,000
1,375,000
(28,024)
17,187
1,810,265 1,210,265
$ 1,782,241 $ 1,227,452
Page 10
Revenues
Inter -fund Charges:
General Liability
Property Damage
Vehicle
Workers' Compensation
Unemployment
Claims Reimb-Gen Liab/Property
Process Fee-Events/Parades
Miscellaneous
Skid Car Training
Transfer In -Fund 340
Interest on Investments
TOTAL REVENUES
Direct Insurance Costs:
GENERAL LIABILITY
Settlement / Benefit
Defense
Professional Service
Insurance
Loss Prevention
Miscellaneous
Repair / Replacement
Total General Liability
PROPERTY DAMAGE
Settlement / Benefit
Insurance
Repair / Replacement
Total Property Damage
VEHICLE
Professional Service
Insurance
Loss Prevention
Repair / Replacement
Total Vehicle
WORKERS' COMPENSATION
Settlement / Benefit
Professional Service
Insurance
Loss Prevention
Miscellaneous
Total Workers' Compensation
UNEMPLOYMENT - Settlement/Benefits
Total Direct Insurance Costs
Insurance Administration:
Personnel Services
Materials & Srvc, Capital Out. & Tranfs.
Total Expenditures
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
RISK MANAGEMENT
Statement of Financial Operating Data
FY 2016
Actual
Year to Uate July 1,
2016 through October
31, 2016 (33.3% of the
year)
% of
Actual I Budget
FY 2017
Budget 1 Projected
859,198 310,452 33% 931,319
394,092 129,704 33% 389,101
179,850 65,732 33% 197,155
1,140,241 405,652 33% 1,216,966
335,660 91,388 33% 273,824
71,559 5,088 25% 20,000
1,595 360 20% 1,800
0 0% 105
30,240 3,060 10% 32,000
95,000 N/A -
39,075 18,184 45%
3,146,510 1 1,029,620 33%
205,873
36,380
6,304
198,516
5,049
98
29,876
482,096
48,500
166,978
23,145
190,123
21,097
141,853
162,949
381,919
7,450
139,185
45,289
41,895
615,738
81,487
1,580,894
308,591
198,474
2,087,958
1,058,552
3,869,719
$ 4,928,271
7,437
15,033
5,000
331,460
94
2,266
361,291
18,155
18,155
46%
8%
620
5,101
3,693
20,804
30,218 30%
108,902
5,000
129,734
21,138
13,904
278,679
688,343
103,591
44,904
836,837
192,783
4,928,271 123%
$ 5,121,054
931,319
389,101
197,155
1,216,966
273,824
20,000
1,800
105
32,000
Variance
40,000 50,000 10,000
3,102,270 3,112,270 10,000
780,000 900,000 (120,000)
215,000 204,000 11,000
100,000 120,000 (20,000)
31% 900,000 880,000
0% 150,000 145,000
32% 2,145,000 2,249,000
31% 337,106 337,106
21% 212,799 212,799
31% 2,694,905 2,798,905
407,365 313,365
4,000,000 4,928,271
* $ 4,407,365 $ 5,241,636
* Ending Fund Balance includes $2,900,000 restricted for Workers' Comp Loss Reserve
20,000
5,000
(104,000)
(104,000)
(94,000)
928,271
$ 834,271
Page 11
Revenues
Property Taxes - Current
Property Taxes - Prior
State Reimbursement
State Grant
Telephone User Tax
Data Network Reimb.
Jefferson County
User Fee
Police RMS User Fees
Contract Payments
Miscellaneous
Interest
Total Revenues
Expenditures
Personnel Services
Materials and Services
Capital Outlay
Total Expenditures
Transfer In - Fund 710
Revenues Tess Expenditures
Beginning Fund Balance
Ending Fund Balance
DC 9-1-1 (Funds 705 and 707)
Statement of Financial Operating Data
FY 2016
Actual
Year to Date July 1, 2016
through October 31, 2016
(33.3% of the year)
% of
Actual Budget
7,091,838 675,104
139,516 51,744
52,851 20,022
825,758
51,399 252
31,743 416
56,776 2,156
314,631 18,096
486,783 36,595
333,046 75
76,500 31,477
9,460,840 i 835,938
5,066,537 1,832,892
2,727,787 820,066
1,821,228 2,653,118
9,615,552 5,306,076
5,723,091
5,568,379
4,995,106
$ 10,563,485
(4,470,139)
9% a)
37%
3%
0%
0% b)
0%
1%
4%
6% b)
7% . b)
N/A
73%
8%
28% c)
28%
60% d)
38%
10,563,485 114%
$ 6,093,346
Budget
7,430,701
140,000
640,000
278,500
780,000
53,000
33,000
55,000
280,000
547,653
43,000
10,280,854
6,658,661
2,968,767
4,450, 000
14,077,428
400,000
(3,396,574)
9,290,627
$ 5,894,053
FY 2017
Projected Variance
7,430,701
140,000
640,000
278,500
780,000
53,000
33,000
55,000
280,000
547,653
75
100,000
10,337,929
75
57,000
57,075
6,333,661 325,000
2,968,767
4,450,000
13,752,428 325,000
(3,414,499) 382,075
10, 563,485 1,272,858
$ 7,148,986 $ 1,654,933
a) Current year taxes received beginning in October
b) Quarterly payments or not yet invoiced
c) Projection based on unfilled positions July through October.
d) Expenditures for the 9-1-1 phone, computer aided dispatch and radio system projects incurred in the 1st Qtr
Page 12
Revenues:
Internal Premium Charges
Part -Time Employee Premium
Employee Monthly Co -Pay
COIL
Retiree / COBRA Co -Pay
Prescription Rebates
Claims Reimbursements & Misc
Interest
Total Revenues
Expenditures:
Materials & Services
Admin & Wellness
Claims Paid -Medical
Claims Paid -Prescription
Claims Paid-DentalNision
Stop Loss Insurance Premium
State Assessments
Administration Fee (EMBS)
Preferred Provider Fee
Other - Administration
Other - Wellness
Admin & Wellness
Deschutes On-site Clinic
Contracted Services
Medical Supplies
Other
Total DOC
Deschutes On-site Pharmacy
Contracted Services
Prescriptions
Other
Total Pharmacy
Total Expenditures
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
% of Exp covered by Revenues 1
Health Benefits Fund
Statement of Financial Operating Data
FY 2016
Actual
$ 15,745,144
8,000
900,225
2,103,195
1,147,682
66,573
314,287
119,284
20,404,390
12, 745, 706
914,949
1,927,875
358,991
119,231
487,091
155,634
201,166
152,033
17,062,675
905,222
68,477
31,690
1,005,389
July 1, 2016
through October % of
31, 2016 (33% of Budget
Fiscal Year)
$ 5,616,840
1,292
318,510
736,576
410,330
18,225
82,079
52,053
7,235,905
FY 2017
Approved
Budget
FY 2017
Projection
34% a) 16,670,000 16,850,520
N/A 3,877
34% a) 928,800 955,530
36% a) 2,050,000 2,209,727
34% 1,208,893 1,208,893
14% 130,000 130,000
55% 150,000 150,000
45% a) 115,000 156,159
34% 21,252,693 21,664,706
4,676,865 35% b)
301,952 31% b)
598,942 29% b)
121,800 29%
0%
153,753 32%
35,250 21%
82,452 34%
55,656 36%
6,026,669 33%
266,910 29%
6,185 7%
11,084 27%
284,179 28%
350,144 104,567
1,670,080 285,643
21,002 11,062
2,041,226 401,272
20,109,291 6,712,120
295,100 523,784
14,207,523 14,502,622 101%
$ 14,502,622 $ 15,026,407
31%
17% c)
48%
20%
32%
101.5%11 107.8%1
a) Year to date annualized
b) Eighteen weeks of actual plus prior thirty-four weeks with 6.5% increase
13,463,599
977,251
2,059,150
420,000
225,000
481,500
171,800
243,554
156,350
18,198,204
905,000
85,000
40,319
1,030,319
339,200
1,650,000
23,168
2,012,368
21,240,891
11,802
14,327,000
$ 14,338,802
100.1%1
13,099,570
951,107
1,998,621
420,000
225,000
481,500
171,800
243,554
156,350
17,747,502
905,000
85,000
40,319
1,030,319
339,200
1,713,856
23,168
2,076,224
20,854,045
810,661
15,026,407
$ 15,837,067
103.9%1
$ Variance
180,520
3,877
26,730
159,727
41,159
412,013
364,029
26,144
60,529
450,702
(63,856)
(63,856)
386,846
798,859
699,407
$ 1,498,265
Page 13
Operating Revenues
Events Revenues
Storage
Camping at F & E
Horse Stall Rental
Food & Beverage Activities, net
Annual County Fair (net)
Interfund Contract
Miscellaneous
Total Operating Revenues
Operating Expenditures, net of TRT:
General F & E Activities
Personnel Services
TRT Grant
Materials and Services
TRT Grant
Capital Outlay
TRT Grant
Total Operating Exp, net of TRT
Other:
Park Acq/Dev (Fund 130)
Rights & Signage
Interest
Total Other
I Results of Operations
Transfers In / Out
Transfer In -General Fund
Transfer In -Room Tax - (Fund 160)
Trans In(Out)-Fair & Expo Reserve
Total Transfers In
Non -Operating Rev & Exp
Debt Service
Total Non -Operating Expenditures
Change in Fund Balance
Beginning Fund Balance
Ending Fund Balance
FAIR AND EXPO CENTER
Statement of Financial Operating Data
July 1, 2016 through October 31, 2016
Year to Date (33% of the
FY2016 year)
Actual
539,591
59,700
19,475
51,449
92,159
283,000
43,605
7,384
1,096,364
899,882
(124,842)
714,323
(95,265)
1,394,098
30,000
101,630
1,587
133,217
(164,516
300,000
25,744
(62,740)
263,004
109,927
109,927
(11,440)
58,723
47,233
Actual 1% of Budget
109,067 20.0%
20,114 33.5%
100 0.5%
1,020 2.0%
(14,575) -133% a)
300,000 99,1% b)
10,000 33.3% c)
6,499 73.0%
432,225 38.4%
295,899 29.7%
(53,315) 28.6%
229,588 28.7%
(50,616) 22.3%
0.0%
421,558 30.5%
7,500 25.0%
13,465 122%
367 45.9%
21,332 15.2%
31,999
83,332 33.3%
8,580 33.3%
(55,000) 100.0%
36,912 16.7%
68,911
47,283
116,194
0.0%
0.0%
120.4%
Budget 1
$ 545,000
60,000
22,000
52,000
106,015
302,814
30,000
8,900
1,126,729
Is
995,217
(186,672)
800,712
(226,594)
255,000
(255,000)
1,382,663
30,000
110,000
800
140,800
(115,134)
250,000
25,744
(55,000)
220,744
FY 2017
Projection 1 $ Variance
$ 562,578
66,114
22,000
50,000
109,146
423,000
30,000
10,901
1,273,739
$ 17,578
6,114
(2,000)
3,131
120,186
2,001
147,010
984,827 10,390
(186,672)
783,995 16,717
(213,838) (12,756)
255,000
(255,000)
1,368,313 14,350
30,000
117,465
895
148,360
7,465
95
7,560
53,786 168,920 I
250,000
25,744
(55,000)
220,744
108,488 102,536
108,488 102,536
(2,878)
39,277
36,399 $
a) See "Food & Beverage Activities Schedule"
b) Revenues and Expenses for the annual County Fair are recorded in a separate fund and the available
net income is transferred to the Fair & Expo Center Fund
c) Reimbursement from RV Park for personnel expenditures recorded in F&E
171,994
47,283
219,277
5,952
5,952
174,872
8,006
$ 182,373
Page 14
Revenues
Deschutes County
Fair and Expo Center
Food and Beverage Activity
July 1, 2016 through October 31, 2016
July I August I September I October 1Year to Date I
$ 8,956 $ 5,133 $ 16,506 $ 22,871 $ 53,465
Direct Costs
Beginning Inventory 24,921 25,417 27,773 26,515 24,921
Purchases 860 3,444 3,320 8,002 15,626
Ending Inventory (25,417) (27,773) (26,515) (25,580) (25,580)
Cost of Food & Beverage 363 1,088 4,579 8,937 14,967
Event Expenses 200 864 1,182 2,176 4,421
Labor 2,205 1,603 4,460 1,774 10,042
Total Direct Costs 2,768 3,556 10,220 12,886 29,430
Gross Profit 6,188 1,577 6,285 9,985 24,035
Gross Profit Percentage 69.1% 30.7% 38.1% 43.7% 45.0%
Other Revenues
Catering/3rd Party 691 350 1,738 1,849 4,629
Concessions/3rd Party 655 655
Rentals (Kitchen/Flatware)
Total Other Revenues
Expenses
Personnel
Other Materials & Services
Total Expenses
1,346 350 1,738 1,849 5,284
9,789 9,789 10,200 10,200 39,978
1,152 1,909 678 176 3,915
10,941 11,698 10,878 10,376 43,894
Income (Loss) F&B Activity $ (3,408) $ (9,770) $ (2,855) $ 1,457 $ (14,575)
Page 15
Revenues
Court Fines & Fees
Interest on Investments
Total Revenues
Expenditures
Personnel Services
Materials and Services
Total Expenditures
Revenues Tess Expenditures
Transfers In -General Fund
Change in Fund Balance
Beginning Fund Balance
End Fund Bal (Contingency)
JUSTICE COURT
Statement of Financial Operating Data
FY 2016
Actual
Year to Date July
1, 2016 through
October 31, 2016
(33.3% of the year)
% of
Actual I Budget
530,437 140,278 27% a)
803 491 N/A
531,240 140,769 27%
435,314 152,234 33%
158,695 55,500 32%
594,008 207,734 33%
(62,768) (66,966)
145,747 8,332 33%
82,979 (58,634)
78,723 161,702 111%
161,702 $ 103,068
Budget
520,000
520,000
458,984
175,007
633,991
FY 2017
Projected 1 Variance
(113,991)
25,000
(88,991)
145,608
$ 56,617 $
568,629
1,500
570,129
458,984
175,007
633,991
48,629
1,500
50,129
(63,862) 50,129
25,000 -
(38,862) 50,129
161,702 16,094
122,840 $ 66,223
a) Monthly revenue recorded in arrears - (October $49,266 revenue not shown). Projection is annualized
Page 16
REVENUES
Room Taxes
Interest
Total Revenues
EXPENDITURES
Administrative
Auditing Services
Interfund Contract
ISF
Public Notices
Printing
Office Supplies
Postage
Total Administrative
Current Distributions
LED #2
Sunriver Chamber (1)
Sunriver Chamber (2)
Sunriver Service Dist (3)
COVA-6%
COVA-1%
RV Park
Annual Fair
F&E-6%
F&E Reserve Fund
F&E-1%
Total Distributions
Total Expenditures
Balance
Transfer to Gen Cap Reserve
Change in Balance
Beginning Balance
Ending Balance
Fund 160
Budget
Deschutes County
Room Taxes (Funds 160 and 170)
Budget and Actual - FY 2017
YTD 10-31-2016
Actual
$ 5,425,000 $ 3,480,456
3,000 3,245
5,428,000 3,483,701
11,000
68,951
37,291
2,650
1,800
900
2,625
125,217
3,151,787
34,500
10,000
200,000
868,696
758,007
25,744
5,048,734
5,173,951
22,984
12,432
490
35,906
1,050,596
17,250
487,141
421,842
8,580
1,985,409
2,021,315
254,049 1,462,386
489,049
489,049
(235,000) 973,337
235,000 313,406
$ - $ 1,286,743
1) $30,000 base plus 15% increase to match COVA's increase
2) $10,000 To Sunriver Chamber for consultant
3) $200,000 to Sunriver Service District for Training Facility
Fund 170
Budget
Actual
$ 775,000 $ 497,208
- 1,781
775,000 498,989
1,500
11,324
11,932
400
350
125
400
26,031
3,776
3,980
70
7,826
40,000 23,454
61,000 62,893
224,703 56,176
668,266 79,614
993,969 222,136
1,020,000 229,962
(245,000) 269,027
(245,000) 269,027
245,000 405,292
$ - $ 674,319
Budget
Combined
% of
Actual Budget
$ 6,200,000 $ 3,977,664 64.2%
3,000 5,026 167.5%
6,203,000 3,982,690 64.2%
12,500
80,275
49,223
3,050
2,150
1,025
3,025
151,248
3,151,787
34,500
10,000
200,000
868,696
758,007
40,000
61,000
25,744
224,703
668,266
6,042,703
6,193,951
9,049
489,049
9,049
480,000
$ 489,049 $
26,760
16,412
560
43,732
1,050,596
17,250
487,141
421,842
23,454
62,893
8,580
56,176
79,614
2,207,545
2,251,277
1,731,413
489,049
1,242,364
718,698
1,961,061
JRF 11/9/2016
1 Official Grant Title:
1 Source of Grant Funds:
Funding Amount (include amount
per year if multiple years):
Required Matching Funds (if
applicable):
Application Due Date and
Submission Method:
FTE Required and Cost of FTE:
Staff Responsible:
Grant Administrator (if awarded):
Deschutes County Health Services
GRANT APPLICATION REQUEST
Electronic Referrals to Tobacco Quit Line
PacificSource Quality Incentive Measure (QIM) funding
$45,571
n/a
Application timeline is ongoing.
Funding will be requested to pay for staff hours toward the
project from DCHS, La Pine Community Health Clinic and
Mosaic. No FTE is being reqested.
Tom Kuhn
Tom Kuhn will be the regional point person administering
the ,grant implementation.
Please answer the following questions:
1. Briefly summarize what work the grant is intended to accomplish:
This project centers around embedding a feature in the OCHIN "Epic" EHR that will make
electronic referrals to the Oregon Tobacco Quit Line possible. Epic is utilized by the major
OHP providers in the region, and the Quit Line is operated by the Oregon Health Authority
contractor, Optum. In collaboration with Central Oregon partners and EHR provider OCHIN,
this funding will pay for the Epic interface build, DCHS and partner staff time, materials, and
maintenance costs. The strategy of using electronic referrals to telephone based tobacco
cessation counseling has been proven effective in increasing quit line utilization,.
2. What priorities in the Health Services Strategic Plan would this grant activity support?
Provide data to describe a documented health need that would be addressed and that is
consistent with the Strategic Plan.
This grant activity supports DCHS Strategic Plan goal #2, to "Assure needed health and
human services." More specifically, this grant activity aligns exactly with the intended results
and outcomes of goal #2 which are to "increase access to services in the community and
improve health through collaboration with community partners," and "clients and the
community experiencing a streamlined and coordinated system of services," which will occur
when providers will be able to electronically refer patients to the quit line for cessation
services. Crook and Jefferson Health Department, Mosaic Medical, and La Pine Community
Health have all been asked to be involved with this project since they utilize Epic and see
Patients who use tobacco.
Rev. 9/18/2015
DO 2016°751
12. What is the fiscal impact to the department if we are awarded this grant? Please attach
fiscal impact analysis form completed with Business Manager approval.
I See attached
13. Will a contract be required if we are awarded this grant? If yes, is there sufficient time to
complete the contract process (estimated timeline: 4-6 weeks) prior to starting the work?
Yes, a contract is required with the EHR provider, OCHIN. There is sufficient time to
contract with OCHIN.
0 /-1) )R
Department Director Signatu Date
Director to Attend Board Meeting? (check one) 0 Yes 0 No
Contract Specialist Review;
Board Meeting Date:
Time:
Grant Application Number:
Rev. 9/18/2015
PacificSource QIM grant request budget
October 31, 2016 - 2021
IS Pei;ciiiiial
Salary
Fringe!
Program Sakolles1
Trayell
Contrail
OCHINJ
Mosaic Medical!
La Pine Community Health Clinic!
•-totaipii,ecti
Overall Taal! $45,571
$3,420 120 hours: Kacy Burgess Administrative Anaylist time
$2,134 120 hours: Kacy Burgess Administrative Anaylist time
$500 Oregon Tobacco Quit Line printed materials
$166 !Central Oregon travel; 308 miles @ .54 cents
1
OCHIN (includes project set-up at $17,428 and annual maintenance for 5
$34,408 years at $3,476 per year)
$400 !Administrative Analyst time (quoted at $40 x 10 hours)
$400 !Administrative Analyst time (quoted at $40 x 10 hours)
$41,428 1
$4,143 110%
1 Official Grant Title:
1 Source of Grant Funds:
Funding Amount (include amount
per year if multiple years):
Required Matching Funds (if
app(icable):
Application Due Date and
Submission Method:
FTE Required and Cost of FTE:
Staff Responsible:
Grant Administrator (if awarded):
Deschutes County Health Services
GRANT APPLICATION REQUEST
Central Oregon Medical Reserve Corps Project
NACCHO
$15,000
No matching funds required
12-9-2016
No additional FTE required
1 Jefferson County Health Department staff via contract
I Mary Goodwin
Please answer the following questions:
1. Briefly summarize what work the grant is intended to accomplish:
To develop strategic partnerships and plans to assess the feasibility of creating a Tri -county
Medical Reserve Corps (MRC) which could be housed with a neutral, centrally located
agency. Under the model being examined by this project, the current Deschutes County
MRC could become a Tri -county entity and would no longer be managed by Deschutes
County Health Services. This project is being developed in collaboration with Crook County
and Jefferson County, who are very supportive of this grant application.
2. What priorities in the Health Services Strategic Plan would this grant activity support?
Provide data to describe a documented health need that would be addressed and that is
consistent with the Strategic Plan.
This project specifically supports our strategic plan mission to promote and protect the
health and safety of our community. Emergency preparedness is also a key foundational
capability for Public Health Modernization,
3. Would this support core program activities and, if so, which one(s)? Are additional funds
needed to support these activities?
This project would support a goal of building capacity for community preparedness,
emergency response and, ultimately, community resilience. No additional funds are needed
for this project.
4. Does this funding add new program activities? If so, what are the activities? Is it
appropriate to add these new activities at this time?
The planning activities will be subcontracted to the Jefferson County Public Health
Preparedness Coordinator who has the skills, time and initiative for project implementation.
Rev. 9/18/2015
0
A 752
5. is there a science base to support delivering the activities and services listed? Please
describe that science base.
1 not applicable
6. How long would the funding be available? If the funding is for Tess than three years, what is
the plan to transition the work, staffing and expenses after the funding ends?
One year grant. Developing a strategic plan for building and sustaining the Central Oregon
Medical Reserve Corps will be an outcome of the project.
What is the application deadline? Do you anticipate any problems meeting this deadline?
I December 9, 2016. We do not anticipate any problems meeting this deadline.
7. Do you have the staffing to write a competitive proposal? If not, how will you contract for
these services?
Mary Goodwin has written numerous successful grant proposals and will write this one.
8. Are there any matching requirements?
No, however the Oregon Health Authority may issue a Request for Proposals soon for
S3,500 in MRC grants for which we would apply.
9. What other partner organizations could potentially be applying? What is the plan to work
with them?
None, DCHS has the only MRC unit in central Oregon
10. What are the potential political issues that could arise as a result of this application, funding,
and/or activity?
I none
11. What is the fiscal impact to the department if we are awarded this grant? Please attach
fiscal impact analysis form completed with Business Manager approval.
1 neutral
12. Will a contract be required if we are awarded this grant? If yes, is there sufficient time to
complete the contract process (estimated timeline: 4-6 weeks) prior to starting the work?
Yes, we will have a contract with Jefferson County Health Department to coordinate the
project.
Department Dirctor Signature
2, {)ov 7,o/17
Date
Director to Attend Board Meeting? (check one) ❑ Yes
Rev. 9/18/2015
0 -No
Contract Specialist Review:
Board Meeting Date:
Time:
Grant Application Number:
Rev. 9/18/2015
Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 — Fax (541) 385-3202 — https://www.deschutes.org/
AGENDA REQUEST & STAFF REPORT
For Board of Commissioners Work Session of November 21, 2016
DATE: November 17, 2016
FROM: Judith Ure, Administrative Services, 541-330-4627
TITLE OF AGENDA ITEM:
Performance Measures Update for First Quarter 2016-17
PUBLIC HEARING ON THIS DATE?: No
ATTENDANCE: Judith Ure and representatives of the 9-1-1 Service District, Sheriffs Office,
and Community Development, Fair & Expo, Property, and Road Departments.
SUMMARY: Select departments will provide updates on progress made during the first
quarter of FY 2016-17 toward Board of Commissioners goals and objectives. Written
documentation of the highlighted measurements and of all department reports submitted is
attached.
RECOMMENDATION & ACTION REQUESTED:,
None.
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Deschutes County
Performance Measures
Q1 Report
11/21/2016
9-1-1 Service District
County Goal - Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are
held accountable, the innocent are protected, and the rights of all citizens are respected.
Measure #1: Calls to 9-1-1 answered within 5 seconds.
Q1 Status: 93.7% of calls were answered within 5 seconds. This measure is very
much a "stretch" goal that has never been met on an annual basis.
Measure #2: Calls to 9-1-1 answered within 10 seconds.
Q1 Status: 99.7% of calls were answered within 10 seconds.
Measure #3: Calls referred to dispatch in 12 seconds or less.
Q1 Status: Calls were referred to dispatch within 12 seconds.
Measure FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
FY 2016
To Date
FY 2017
Target
Measure #1 92.7% 94.1% 94.5% 94.5% 93.0% 93.5% 95.0%
Measure #2 99.7% 99.7% 99.7% 99.7% 99.7% 99.7% 99.0%
Measure #3 — 11 Sec I 7 Sec 12 Sec
Measure #4: All vacant line positions will be staffed with fully trained Telecommunicators
by the end of calendar year 2016 and the training program success rate for new hires will be
75% or higher.
Q1 Status: Currently, there are only 3 line staff vacancies out of 43 positions.
Interviews are being held later this month to attempt to fill the remaining
vacancies.
Objective #4: Expand and enhance public safety communication systems in coordination with
all stakeholders.
Measure #5: In partnership with the Oregon State Radio Project, complete construction and
deploy a new county -wide radio and data communications system by October 2016.
Q1 Status: The District's radio system engineering firm discovered a radio tower
at one of the proposed sites was overloaded, which required re -configuration of
the system. Also, several user agencies asked for more time to acquire mobile and
portable radios. These factors have pushed the go -live timeframe to January 2017.
County Goal - Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #5: Pursue cooperative opportunities to enhance service delivery and the cost-
effectiveness of public services.
Measure #6: Develop partnerships with other public users to use the new radio system to
cost effectively expand or replace their existing or planned systems.
Q1 Status: Current non-public safety users will transition to the new system. Staff
is talking with several other public agencies about joining the system. A Service
Level Agreement (SLA) is being developed for all customer agencies.
Administrative Services
County Goal - Safe Communities: Protect the community through planning,
preparedness, and delivery of coordinated services.
Objective #1: Collaborate with County and community partners in preparing for and
responding to natural and man-made disasters.
Measure #1: Complete a skills and resources assessment for the Central Oregon Public
Information Officer/Joint Information System team in order to prepare for and expedite
response to national and man-made disasters.
Q1 Status: The skills and resources assessment has been completed. Responses
have been shared with Deschutes and Crook County Emergency Service
Managers.
County Goal - Quality Service Delivery: Provide internal support and external services
that are innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with
Deschutes County government.
Measure #5: Conduct a communications survey to learn more about how residents
want to engage and communicate with the County. Use the results from this survey to
inform website design and navigation, as well as new platforms and expanded
opportunities.
Q1 Status: The survey has been created and reviewed. We plan to launch it
later this month after the District Attorney's Office's Deschutes Safe survey
closes.
Measure #6: Encourage opportunities for public engagement with Deschutes County
government through Centennial activities and celebration.
Q1 Status: The Centennial Committee continues to celebrate the County's rich
history through a variety of community events. In Q1, the County had a
Centennial presence at the La Pine 4th of July parade, Sisters Quilt Show,
Sunriver Car Show, Flashback Cruz and Deschutes County Fair.
Measure #7: Continue to grow the County's social media presence through the sharing
of relevant, timely, and actionable information on Facebook, Twitter, Instagram, and the
Next Door.
Q1 Status: The County's social media presence continues to grow. In Q1, we
saw the following increases: Facebook: +82 likes (Total likes = 2,823) Twitter,
+225 followers (Current followers = 2,808), Instagram +46 followers (Current
followers = 56).
We continue to see great traction with our #FeaturedJobFriday posts on
Twitter. In July, one of these tweets resulted in 8,195 impressions.
On Facebook, we're successfully using small budgets ($5 per identified post) to
promote key posts and reach targeted audiences. This is expanding our reach
beyond our existing followers.
Assessor's Office
County Goal - Quality Service Delivery: Provide internal support and external
services that are innovative, efficient, and comprehensive.
Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Measure #2: Written approval by the Department of Revenue for the Assessor's
Certified Ratio Study.
Q1 Status: Approval letter received August 26, 2016 (see attached).
Clerk's Office
County Goal - Quality Customer Service: Provide internal and external services that
are innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Measure #1: Monitor the volume of voter registration adjusting workflows accordingly.
Oregon Motor Voter (OMV) became effective January 1, 2016. Its impact on voter
registration in Deschutes County, and statewide, is yet to be realized. Between January 1
and February 29, 2016, 637 voters were registered as Non Affiliated, 153 voters selected a
party, and 59 opted -out. In addition, the 2016 Presidential Election is also impacting voter
registration as indicated in the table below.
December 2015 January 2016 February 2016
New OMV Voters 0 235 555
* Total OMV Processed 0 583 839
Voter Registration
Records
**All Other Processed 1632 1996 3046
Voter Registration
Records
Total Voter Registration 1632 2814 4440
Records Processed
* Total OMV Processed Records includes updates, new and cancelled voters.
** All Other Processed Voter Registration Records includes registration records received through
USPS, online and at the counter.
Q1Status:
11111111111111111111
Objective #4: Support and promote Deschutes County Customer Service "Every Time"
Standards.
Measure #1: Complete verification of real property index within 3 days of the date of
recording 95 % of the time. Verification is a second review of the data entry of the index to a
real property record. Among five comparable Oregon counties Lane, Douglas, Benton,
Jackson, and Marion report completing verification within 1-3 days from the date of
recording.
FY 2013
95%
FY 2014 FY 2015
95%
95%
FY 2016
To Date
57%
FY 2017.
Target
95%
Q1 Status: FY 2016 = 57%; FY 2017, To Date = 0% [Level of activity and staff out of office
impeded accomplishing goal. On the bright side, revenues have been strong.]
Measure #2: Percentage of County Records Center file requests completed within 24 hours
is 99% or better.
FY 2010.FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
To Date Target
97%
98%
97%
99%
100%
99%
99%
99%
Note: Among five comparable Oregon counties, several counties operate an Archive/Records Center.
Counties range from self -serve to 24 hour turnaround 100% of the time.
Q1 Status FY 2016 99.89%; FY 2017 to Date = 100%.
Community Development
County Goal - Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
Objective #5: Enforce County regulations to preserve rural quality of life.
Measure #1: Achieve 85% voluntary compliance in Code Enforcement cases.
Q1 Status: During the 1St quarter, case compliance rate was 95.3%.
Measure #2: Resolve 75% of Code Enforcement cases within 12 months.
Q1 Status: During the 1st quarter, 85% of code enforcement cases were closed
within 12 months.
County Goal - Healthy People: Enhance and protect the health and well-being of the
community through advocacy, prevention, education and delivery of coordinated
services.
Objective #1: Consider population health, wellness, and multi -modal connectivity in the design
and implementation of infrastructure and land use policies.
Measure #3: Facilitate County adoption of Bend, Redmond and Sisters UGB amendments.
Q1 Status: On September 28, 2016, the board adopted Ordinance Nos. 2016-020
through 2016-023 approving the City of Bend's UGB amendment. Redmond and
Sisters have not yet initiated UGB amendments.
County Goal - Resilient Economy: Promote policies and actions that sustain and simulate
economic vitality.
Objective #2: Partner with organizations to stimulate economic vitality.
Department Measure #4: Coordinate with the City of Bend to adopt the Bend Airport
Master Plan into the County's Comprehensive Plan and amend zoning ordinance to promote
economic growth and sustainability at the Airport.
Q1 Status: On August 10, 2016, the Board approved the City of Bend's application
to repeal the 2002 Bend Airport Master Plan (BAMP) and adopt only Chapter 7
(Airport Development Alternatives) of the 2013 BAMP and Sheets 2 (Airport Data),
3 (Airport Layout Plan), and 11 (Noise Contours) and also amend language in the
County Comprehensive Plan and Transportation System Plan (TSP) to update
references to the 2013 BAMP. Staff anticipates in FY 2016-2017 a subsequent site
plan for helicopter operations and a text amendment to update the allowed uses at
the airport.
Department Measure #5: Coordinate with the City of Redmond to amend its UGB for a
large lot industrial site and future fairgrounds expansion.
Q1 Status: The City of Redmond anticipates initiating two UGB amendment
applications in winter 2017.
Objective #3: Support land use programs and initiatives that promote economic growth and
diversity, livability, and sustainability.
Department Measure #6: Complete the 3 -year U.S. EPA Brownfield Assessment grant
with the City of Redmond, private property owners, and Bend Parks and Recreation District
to identify contaminated commercial sites and plan for redevelopment.
Q1 Status: The U.S. EPA Community -side Assessment Grant was completed on
September 30, 2016.
Department Measure #7: Support and participate in the Land Conservation and
Development Commission rulemaking process to address non -resource lands, if initiated.
Upon rule adoption, coordinate with DLCD to develop a work plan to implement the new
rules and accurately designate resource and non -resource lands in rural Deschutes County.
Q1 Status: On October 3, the CDD Director and Planning Manager met with
regional County planners and DLCD staff to discuss the need for LCDC to initiate
rulemaking. LCDC has not initiated rulemaking as of the 1St quarter. The
Commission is expected to consider initiating rulemaking by spring or summer
2017.
Department Measure #8: Develop a work program to audit County land use regulations to
update review processes and standards to achieve County goals.
Q1 Status: A work program has not been developed to date. This work plan item
has not been prioritized for FY 16-17.
Objective #4: Support beneficial management and access policies of publicly owned facilities
and natural resources to promote tourism and recreational activities.
Department Measure #9: Coordinate with the Sunriver Owners Association (SROA) and
stakeholders on a solution to conflicts between traffic on Spring River Road and those
seeking to launch boats or float on the Deschutes River from Harper Bridge.
Q1 Status: CDD, Administration, and Road Department staff continue to meet
with SROA, Sunriver Resort, and Crosswater representatives on solutions to
provide off-street parking on the SROA and Crosswater sides of Century Drive.
County Goal - Natural Resource Stewardship: Promote environmental stewardship
through assessment, advocacy, and collaboration.
Objective #1: Enhance and protect air, land, and water resources.
Department Measure #10: Convene the South County Groundwater Partnership
Financial Advisory Committee to discuss funding solutions to protect groundwater quality.
Q1 Status: The South County Groundwater Partnership Financial Advisory
Committee will not be convened until there is additional building activity to
generate revenue for the Groundwater Partnership Fund and an Exception to
Goal 11 is approved to provide options for property owners to treat wastewater
beyond septic systems. The Board approved allocating additional funds to
NeighborImpact to continue the loan partnership program.
Objective #3: Support healthy and sustainable forest, habitat, and land management
practices and oversight.
Department Measure #11: Coordinate with the U.S. Fish and Wildlife Service (USFWS) to
protect critical habitat for the Oregon Spotted Frog and pursue balanced land use
approaches that benefit both the species and private property owners.
Q1 Status: The Board postponed adopting critical habitat into the Comprehensive
Plan until the Deschutes Basin Study Work Group completes its work in June 2018.
Staff continues to coordinate with USFWS on land use applications affecting flood
plains and wetlands in the Upper Deschutes basin. In addition, the Deschutes
River Conservancy provided an update on the Work Group's purpose, progress,
and schedule in early September.
Department Measure #12: Evaluate the University of Oregon's Community Service
Center's recommendations to update the County's natural hazards and mitigation standards.
Q1 Status: This work task has not been initiated to date.
County Goal - Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Department Measure #13: Expand on-line subscription services beyond the CDD Update
to include Planning Commission and Historic Landmarks Commission agendas, monthly
CDD Statistics and Performance Measure Reports, and Hearings Officer decisions.
Q1 Status: The new Accela Legislative Management software program provides
similar services to the Planning Commission and Hearings Officers as planned by
this performance measure. New reporting tools for performance measures are
under development and expect to be phased in over several months.
Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Department Measure #14: Achieve an average of 6-10 stops at different construction job
sites per day for each Building Inspector. Each stop may consist of multiple inspections.
Q1 Status: At 8.93 average stops per field inspector per day, we are approaching
the upper limits of the performance measure. We will continue to monitor these
numbers and assign staff accordingly.
Department Measure #15: Achieve an average turnaround time on building plan reviews
of 8-10 days.
Q1 Status: During the 1st quarter, average turnaround time on building plan
reviews was 16.81 days. We are currently interviewing to fill our new FTE position
with a plans examiner. This will assist us with reducing plan review times and
providing additional staff to assist in the field during high inspection count days,
once the backlog of plan reviews has been completed.
Department Measure #16: Achieve an average of 2-4 residential plan reviews per building
plans examiner per day.
Q1 Status: During the 1st quarter, the average daily residential plan reviews per
examiner was 2.62 plans. We have maintained this performance measure through
limited overtime by the plans examiners.
Department Measure #17: Issue all planning administrative (staff) decisions for land use
actions requiring prior notice within 45 days of determination of complete application and for
those that do not require prior notice, within 21 days of determination of complete
application.
Q1 Status: Administrative decisions with prior notice are averaging 51 days.
Administrative decisions without prior notice are averaging 28.
Department Measure #18: Issue new onsite septic system permits within 15 days of
receiving a complete application.
Q1 Status: During the 1st quarter, new onsite septic permits were issued on
average 10.02 days after receiving a completed application.
Objective #5: Pursue cooperative opportunities to enhance service delivery and the cost-
effectiveness of public services.
Department Measure #19: Maintain one-stop development services shops in the La Pine
and Sisters' city halls and coordinate with the City of Redmond to establish a one-stop
development services shop at Evergreen City Hall in 2017.
Q1 Status: CDD has maintained the one-stop shops in Sisters and La Pine, and
engaged COBA and Sisters staff to gain feedback on the service delivery and
address issues. CDD will move its north County branch to Redmond when
Evergreen is open.
Department Measure #20: Partner with Neighborlmpact to provide financial assistance to
property owners needing to upgrade their onsite wastewater treatment systems, and
coordinate with DEQ to issue protective onsite wastewater treatment system permits and
water quality risks and monitoring.
Q1 Status: During the 1st quarter, the Board authorized allocating
NeighborImpact partnership fund an additional $60,000 for loans.
Effective Asset Management: Preserve and enhance capital and fiscal assets.
Objective #3: Maintain strategies for major funds to ensure long-term financial stability.
Department Measure #21: Develop and adopt reserve fund policies and targets to enable
CDD to sustain consistent levels of service during various economic cycles and to inform
annual fee adjustments.
Q1 Status: Reserve fund policies are currently being drafted and discussed with
appropriate county staff with a goal for completion in March 2017.
Community Justice
County Goal - Safe Communities: Protect the community through planning,
preparedness, and coordinated public safety services.
Objective #2: Promote public safety programs to reduce crime and repair harm.
Measure #1: 80% of Juvenile Community Justice Officers meeting contact and skill -
building goals with medium and high risk offenders.
Q1 Status: See table below.
Measure #2: 10% of juveniles presented to detention who commit a new offense or technical
violation prior to disposition.
Q1 Status: See table below.
Measure #3: 10% percent of first-time juvenile marijuana and alcohol violators assessed as
low risk who reoffend within one year.
Q1 Status: See table below.
Measure #4: 75% of adult felony probationers' successful case closures.
Q1 Status: See table below.
Measure #5: 700 adult offender sanctions ordered.
Q1 Status: See table below.
Measure #6: 25 adult offender revocations processed.
Q1 Status: See table below.
Measure #7: 600 interventions provided to adult offenders.
Q1 Status: See table below.
Measure #8: 50% of successful case closures of adults on felony post -prison supervision.
Q1 Status: See table below.
County Goal - Quality Service Delivery: Provide internal support and external services
that are innovative, efficient, and comprehensive.
Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Measure #9: 80% of juvenile cases assessed and initially routed within 10 days of referral
receipt.
Q1 Status: See table below.
Objective
Measure Target
1st'Qtr. Notes
Safe Communities #2.
Promote targeted
prevention, diversion and
intervention programs to
reduce recidivism and
future demands on county
services achieved through
the continuum of
incarceration, detention
and supervision services
Safe Communities #5.
Assess and respond to
marijuana legalization as it
relates to community law
enforcement, health and
land use regulations
Quality Service Delivery
#5. Adapt to changing
state and federal laws,
industry trends and
community needs in
continuing to provide
innovative services to the
public
Safe Communities #2.
Promote targeted
prevention, diversion and
intervention programs to
reduce recidivism and
future demands on county
services achieved through
the continuum of
incarceration, detention
and supervision services
(1) Percent juvenile
community justice
officers meeting contact
and skill building goals
w/medium and high risk
offenders
80%
(2) Percent juveniles
presented to detention
who commit new offense 10%
or technical violation
prior to disposition
(3) Percent of first-time
juvenile marijuana and
alcohol violators
assessed as low risk
who reoffend within one
year
(4) Percent of juvenile
cases assessed and
initially routed within 30
days of referral receipt.
10%
80%
(5) Percent adult felony
probationers' successful 65%
case closures
(6) Number adult
offender sanctions
ordered
(7) Number adult
offender revocations 30
processed
700
69%
Once per year
measurement;
will report in
Q4.
Once per year
measurement;
will report in
Q4.
67%
56%
351
15
Measure is % of
cases where CJOs
met EPICS contact
requirements -
based on monthly
case audits
Will measure in
June 17 all youth
admitted 6/1/14
and 5/30/16
Will measure in
June 17 all youth
brief screened
between 6/1/15-
5/30/16
Based on monthly
reporting
DOC 400
DOC 400
DOC 400
(8) Number interventions
provided to adult 600 184
offenders
(9) Percent successful
case closures felony 55% 47%
post -prison supervision
adults
District Attorney's Office
Q1 report not submitted by due date.
Facilities
DOC 400
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #4: Address long-term building and facility capital needs including major
maintenance and replacement strategies.
Measure #3: Complete countywide space planning study conducted by third -party
contractor.
Q1: We are currently developing a framework for evaluating space needs in
conjunction with creating a comprehensive inventory of buildings and
building equipment assets (roofs, HVAC equipment, finishes, parking lots, etc.).
The intent is to compile data that allows us to correlate the lifecycle costs of
buildings and the space needs of departments, with the long term aim of
projecting the true cost over time of a particular facility in order to plan for
future capital expenditures. Approaches utilized by other similar
organizations are currently being evaluated prior to engaging the services of a
third -party contractor.
Measure #4: Work with Finance and Administrative Services to develop a method of
funding future major maintenance and replacement of buildings.
Q1: Funding future major maintenance and replacement continues to be a topic of
discussion and will be driven by the results of the facility inventory and
assessments that are currently underway once lifecycle and replacement costs
begin to be known.
Fair & Expo
Q1
County Goal - Resilient Economy: Promote policies and actions that stimulate economic
vitality.
Objective #4: Support beneficial management and access policies of publicly -owned natural
resources to promote tourism and recreational activities.
Measure #1: Value of the economic impact generated from Fair and Expo events and
facilities. This measure utilizes economic impact multipliers established by Travel Oregon
and updated with Travel Industries of America's travel index. The index projects an average
economic impact of $39 per day per visitor, $79 per sporting event visitor, $160 per overnight
pleasure traveler and $265 per overnight business traveler. This reflects visitor spending on
restaurants, recreation, lodging, gas, and other goods and services purchased locally.
FY 2010 FY 2011
$31 million
$43 million
FY 2012 FY 2013
$37 million
$19 million
FY 2014 FY 2015
$28 million
$19 million
FY 2016 FY 2017
To Date Target
$21 million
$43 million
Q1 Status: $18,901.743 value of economic impact generated from Fair and Expo
events and facilities.
Measure #2: Total number of visitors to the annual Deschutes County Fair.
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
167,000
234,000
241,000
248,000
245,000
257,000
251,700
FY 2017
Target
267,000
Q1 Status: 268,200 number of visitors to the fair.
County Goal - Quality Customer Service: Provide internal support and external services
that are innovative and efficient.
Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Measure #3: Customer satisfaction with concessions, catering, facilities, operations,
sales staff, and management.
FY 2012
FY 2013
FY 2014
FY 2015.
FY 2016
To Date
FY 2017
Target
Catering = 86%
Facilities = 93%
Operations = 88%
Staff = 100%
Catering = 96%
Facilities = 94%
Operations = 94%
Staff = 100%
Catering = 96%
Facilities = 94%
Operations = 94%
Staff = 100%
Catering = 96%
Facilities = 95%
Operations = 96%
Staff = 100%
Catering = 97%
Facilities = 95% 90% satisfaction
Operations = 95% or greater
Staff = 100%
Q1 Status: 100% satisfaction with staff and 83% satisfaction with 3rd party caterers
(see attached).
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #4: Address long-term building and facility capital needs including major
maintenance and replacement strategies.
Measure #4: Purchase new equipment and replace aging equipment as well as designate 4
major projects through the TRT program to enhance and market the Deschutes County Fair
and Expo Center into the future. Increase overall business by 16% to send more money to
the reserve fund.
This fund balance policy supports the Guiding Principles for Financial Sustainability and
Core Values by establishing guidelines for maintaining adequate operating and capital
reserves that will enable the Deschutes County Fair and Expo Center to provide high quality
facilities, take advantage of new business opportunities, contribute to the local economy, and
provide community -oriented services and events for years to come, even in the face of
emergencies or fiscal stress.
Q1 Status: Purchased two lawnmowers for $25,000 ($10,000 over budget). Rebuilt
the heating system to last an additional 5-7 years at a cost of $3,000 ($34,000 under
budget). Purchased water truck from Knott Landfill for $10,000 ($30,000 under
budget).
Finance
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #2: Upgrade information management systems to streamline business processes.
Measure #1: Complete phase I of the FinanciallHR Software System upgrade by June 30,
2017.
Q1: We are on track for a July 1, 2017 "go live" with our new system. We are
entering the system set up stage with several teams being trained to set up each
module to meet the County's needs. End user training is scheduled for May 2017.
Objective #3: Maintain strategies for major funds to ensure long-term financial stability.
Measure #2: Maintain a 5 -year financial plan for the County General Fund and other major
funds.
Q1: This process will take place prior and during the early stages of the budget
development process for FY 2018.
Measure #3: Review and update financial policies to include sustainability strategies and
reserve targets for the general fund and other major funds and activities.
Q1: We are currently exploring the many financial related Board policies and
drafting updates to several of them for consideration by the Board before the end
of the calendar year.
County Goal - Quality Customer Service: Provide internal support and external services
that are innovative and efficient.
Objective #2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Measure #4: Receive the GFOA Certificate of Achievement Award for the 2016
Comprehensive Annual Financial Report (CAFR) and receive the GFOA Distinguished
Budget Presentation Award for the FY 2017 budget document.
Q1: We will submit our 2016 CAFR when it is completed in November 2016. The FY
2017 budget has been submitted to the program for review with results expected in
the early spring.
Measure #5: Meet with each department director twice each year to discuss service delivery
and ensure that finance support needs are met.
Q1: Meetings will be held in the fall and spring.
Objective #5: Pursue cooperative opportunities to enhance service delivery and the cost-
effectiveness of public services.
Measure #6: Explore new technology to allow existing tax unit staff to process property tax
payments in-house realizing annual contracted service savings.
Q1: The tax office purchased several tax payment processing machines this past
summer and received training in their use. We have worked with our Bank to
establish a daily property tax payment process from our new machines. Tax bills
will go out by October 21 and we should begin receiving tax payments from
citizens shortly after that.
Health Services
Q1 report not submitted by due date.
Human Resources
Q1 report not submitted by due date.
Information Technology
County Goal: Quality Service Delivery - Provide internal and external services that
are innovative and efficient.
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Measure #2: Update the DIAL website user interface to improve mobile device
compatibility and accessibility.
Q1 Status - Staff are researching available technologies to utilize in the effort.
Once these technologies are identified, we will be better able to estimate the
effort necessary and apply a schedule to the project.
Objective #3: Support employee wellness, development, productivity, and job satisfaction.
Measure #4: In concert with efforts by the Human Resources Department, update
Information Technology job descriptions to support organizational equity and create career
paths promoting professional growth and development.
Q1 Status - This effort is highly dependent on the product deliverables from the
Class and Compensation study. Efforts in this area will continue when we receive
the product from the study.
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #1: Use best management practices to sustain the quality of County assets and
infrastructure.
Measure #5: Upgrade the network communication equipment in the County data
center improving the performance of related assets increasing the capacity for future
services and increasing the longevity of the current data center investment.
Q1 Status - Efforts are underway to replace end -of -life core network switches
with updated gear. Staff is evaluating the oldest communications assets across
the network to prioritize replacement actions.
Objective #2: Upgrade information management systems to streamline business processes.
Measure #6: Apply design changes to the current email data system to increase user
satisfaction with system usability.
Q1 Status - This measure is complete. Staff redesigned the email storage
database to split mail data across several physical storage files. This allowed
an increase to the size limit of individual mailboxes to an amount employees
shouldn't reach. This redesign eliminated the "archive" folders. To users it
now looks like all of their email is in one place. This also added resiliency to
email storage by limiting the number of users affected by email database file
corruption.
NEW - IT has completed public facing software applications for Environmental
Health allowing for Temporary Restaurant License applications and
Restaurant License renewals. These applications automate formally manual
processes now to be completed online including payment collection. The
applications are located at httns://store.deschutes.or/trl and
httns://store.deschute s. orz/licenses.
Justice Court
County Goal - Safe Communities: Protect the community through planning,
preparedness, and delivery of coordinated services.
Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are
held accountable, the innocent are protected, and the rights of all citizens are respected.
Department Measure #1: Percentage increase in receivables.
Department Measure #2: Rate of collection on fines.
Enforcing payment of fines and fees holds defendants accountable and promotes compliance
with traffic laws. Timely collection and distribution of fines and fees supports law
enforcement programs and court functions. Five years ago, the court contracted with a
private collection agency, which substantially increased revenue received. At the court's
request, the collection agency began adding interest to unpaid fine balances submitted after
August 2009.
Measure FY 2010 FY 2011. FY 2012 FY 2013.FY 2014 FY 2015 FY 2016
Measure #1
(Goal 5% or
Less)
Measure #2
(Goal 74% or 73%
Greater)
6.2% 5.4% 4.0% 8.3% 4.8% 7%
74%
74%
58%
58%
58%
5%
85%
6%
80%
Department Measure #3: Percentage of at -issue small claims cases resolved before trial.
Goal --85% or greater.
Trials generally result in a lose/lose outcome for the parties involved. Mediation and other
forms of settlement create a positive end to issues, and save hours of court time and
associated costs.
FY2010 FY2011 FY2012 FY 2013 FY2014 FY2015 FY2016
63% 87% 74% 76% 97% 96%
Legal Counsel
96%
98%
County Goal - Quality Customer Service: Provide internal and external services that are
innovative and efficient.
Objective #2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Measure #2: Upon filling the vacant attorney position Legal will expand its practice of
providing department trainings on select topics such as procurement rules, HIPAA
compliance, records retention, and best practices for recruitment interviews.
Q1 Status: To date, Legal has not filled the vacant attorney position; at the same
time, the department case load has increased. As a result, we have been limited to
providing basic HIPAA training to employees at the Health Department. (Note:
We hope to fill the vacancy by January 2017.)
Natural Resources
County Goal - Natural Resource Stewardship: Promote environmental
stewardship through assessment, advocacy, and collaboration.
Objective #4: Restore and maintain landscapes across all jurisdictions that are
resilient to fire -related disturbances.
Measure #1: Continue implementation of the FEMA pre -disaster mitigation
grant. This grant has a target of treating approximately 1300 acres of hazardous
fuels in the highest priority areas in various communities throughout the
County over a three year period.
This project began in FY 2016. Agreements have been completed with OEM as
well as Klamath and Crook Counties. To date, work is planned through spring
of 2016 in multiple communities.
Q1 status: 293 acres have been completed to date, another 170 acres are
in progress or planned for fall and winter quarters.
Objective #2: Educate the public and enforce policies regarding noxious weed
control and eradication.
Measure #3: Achieve 90% voluntary compliance with noxious weed enforcement
cases.
FY 2013
N/A
FY 2014 FY 2015
N/A
89% compliance
FY 2016
To Date
100% compliance
FY 2017
Target
90% compliance
Q1 status: 6 complaints received, some properties are still due to be
treated in fall or next spring as appropriate, compliance will be
determined in future quarters.
Property
County Goal - Healthy People: Enhance and protect the health and well-being of the
community through advocacy, education, and delivery of coordinated services.
Objective #5: Support the development of collaborative solutions related to transit options,
homelessness, affordable housing, and veterans' needs.
Measure #1: Continue to identify asset or foreclosure properties that may be
appropriate for housing and/or social services and assist the developer in bringing
projects to fruition.
Q1 Status: A) We have reviewed the tax foreclosure properties that are at the
end of the redemption period (to be taken via Tax Deed in November) for
possible donation to affordable housing agencies (i.e. habitat for Humanity,
Housing Works) as has been done in the past. We have identified 3 such
properties that will be presented in Q2 to the BOCC for immediate
consideration.
Q1 Status: B) We have coordinated a donation agreement with Housing Works
for 2.5 acres of land in La Pine for the development of a 36 unit townhome
project geared to the population making less than 60% of the median family
income. That project is in process for land use permits. Development is
expected to begin in Q3.
Q1 Status: C) As part of the analysis of County owned foreclosure properties
considered for the spring 2017 auction, we are compiling an inventory of
potential donation properties in the south county area, between Sunriver and
La Pine, that may be able to be developed with single family homes over the
long term. These will be reserved and presented to the BOCC for
consideration for affordable housing use
County Goal - Resilient Economy: Promote policies and actions that sustain and
stimulate economic vitality.
Objective #2: Partner with organizations to stimulate economic vitality.
Measure #2: Continue working with various entities such as cities, EDCO, and State to
promote development on County -owned industrial properties.
Q1 Status: A) We continue to work with the City of La Pine and the south
county EDCO representative to refine the criteria used to assess the requests
for sale/option of County owned industrial land - will the sale lead to
development that will stimulate the economy and generate job growth - so as
to minimize speculative requests and purchasers.
Q1 Status: B) We have worked with the City of La Pine and the south county
EDCO representative to have four separate lease options on County owned
industrial property where new businesses have been proposed. One business
is an expansion of an existing business and has created new jobs; the
remainder are in various stages of the land use permitting process with the
City of La Pine for physical development per the approved Purchase Option
Agreements.
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #4: Address long-term building and facility capital needs including major
maintenance and replacement strategies.
Measure #3: Complete countywide space planning study conducted by third -party
contractor.
Measure #4: Work with Finance and Administrative Services to develop a method of
funding future major maintenance and replacement of buildings.
Q1 Status: We continue to work with all County Departments to assess any
physical space needs as we facilitate all leases, and we work hand in hand with
the Facilities Department regarding maintenance and space needs as such
requests may require amendments to leases and or the acquisition of new
property (i.e. the Johnson Brothers Building purchase offer as part of the
County Campus).
Road
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal
assets.
Objective #1: Use best management practices to sustain the quality of County assets and
infrastructure.
Measure #3: Percent system resurfaced. Reports the percentage of system receiving a
pavement maintenance treatment in a fiscal year. This metric assists with comparison of
actual maintenance work performed versus ideal maintenance intervals (i.e., chip seals last
7 years, therefore 1/7th (or 14%) of the network should be treated annually).
FY 2013
11.5%
FY 2014
13.5%
FY2015 FY2016
13.1%
14.9%
FY 2017 FY 2017
Target Actual
14.0%
12.7%
Q1 Status: The Road Department completed 76.3 miles of chip seal (which
included 13.7 miles of double -chip (2 -layers of chip seal for low PCI local roads)).
Approximately 11.6 miles of overlay were contracted. An additional 22.8 miles of
chip seal was performed for the cities of Bend, Redmond, La Pine, and Sisters (not
included in PM).
The program included a significant amount of subdivision road facilities in which
the installation process is not as efficient as that of collector and arterial facilities.
The significant quantity of double -chip seal resulted in fewer miles being treated,
however if included in the total mileage, approximately 90 miles of chip seal was
installed or 14.6% of the system total (including overlay).
Measure #4: PCI Sustainability Ratio. Reports the ratio of pavement preservation
investment divided by the "system needs" investment required to sustain the PCI at its
current level. The PMP model estimates an annual average "system needs" of $4.5M
investment necessary to sustain the PCI over a 5 -year to 10 -year period. The FY 16
preservation investment was $4.35M (96.6% sustained). The PMP model estimates a 0.1
PCI point degradation (or increase) for every $235,000(+/-) subtracted (or added) to the
annual pavement preservation investment (outcome measure). The goal of this PM is 100%;
the target is improvement or upward trajectory.
FY 2013
FY 2014
FY 2015 FY 2016
FY2017 FY2017
Target Actual
83.5% 91.1%
97.5% ( 96.6%
100% 100%
Q1 Status: The FY 17 budget provides 100% of the prescribed resources to sustain
the Pavement Condition Index at 80 with $0 in deferred maintenance.
County Goal - Resilient Economy: Promote policies and actions that sustain and
stimulate economic vitality.
Objective #1: Continue strategic capital planning and projects that strengthen the region's
economy.
Measure #5: Explore partnership opportunities with ODOT to address traffic safety and
capacity needs at County intersections with State facilities as well as other County
improvements that may facilitate safety improvements to State Highway corridors. Develop
three concepts for County partnership with ODOT on projects of this nature (i.e., Tumalo
Area interchange, US 97 median between Bend/Redmond, Terrebone area improvements,
etc.).
Q1 Status: The Road Department has initiated conversations with ODOT to
partner on a planning process to determine a solution (grade
separation/interchange) in Terrebonne (Lower Bridge Way). The Department has
also had several meetings with ODOT to discuss project status of the Tumalo
Interchange concept as well as the potential for installation of Hunnell Road as a
project to supplement safety improvements on US 97.
In addition to the above Performance Measures, the Road Department will provide periodic updates
regarding progress and delivery of CIP projects to the Board of County Commissioners relating to
the Commission's goal of: Effective Asset Management: Preserve and enhance capital and fiscal
assets, and Resilient Economy: Promote policies and actions that stimulate economic vitality.
Sheriff's Office
Q1 report not submitted by due date.
Solid Waste
Q1 report not submitted by due date.
Bonnie Baker
From: KeIIy Morse <Kelly.Morse@ci.redmond.or.us>
Sent: Tuesday, October 25, 2016 8:36 AM
To: Bonnie Baker
Cc: Kelly Morse
Subject: Deschutes County Rep for City Airport Committee
Bonnie,
We are working through our year-end recruitment process for the expired terms on our Ciyt commissions and
committees. The Airport Committee's Deschutes County rep, Marc Henegar, resigned recently due for work
reasons...his term was set to expire on December 315t too. We've received some applications which I will forward to you
in a week or two. The County can make a recommendation out of these applicants or recommend someone else
entirely. After the County makes their recommendation to us, the Mayor will make appointments in December.
Just wanted to give you a heads up!
Thank you,
Kelly
1
05/30/2011 06:43PM 5415490577 BRUCE ROGNLIEN PAGE 01/01
CITY OF REDMOND -F1541 s e 0 7 06,
AIRPORT COMMITTEE APPLICATION I
Please type or print answers to the following questions and submit to the City Recorder at City Hall,
716 SW (Evergreen Avenue. If you have any questions, please feel free to contact the City Recorder
at 923-7761. Thank you for your time and Interest in the City of Redmond. Attach additional sheets if
necessary.
1, v.4.,eA I G NL, c.. ,, respectfully request to be considered
(Please print first and last name)
as an applicant for a position on the City of Redmond Airport Committee.
I6/73 Y
(Address)
W (L C,C)14 M/2„ -s c fa4. _ cart'
(Phone) (Email)
How long have you resided in the Redmond community? 129Jr i
What reasons do you have for wanting to be a member of this Committee'?
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My signature affirms that the information In this application is true to the best of my knowledge. I understand that
misrepresentations of facts are cause for removal from any advisory committee, board or commission I may be
appointed to. I also understand that City policy requires disclosure of actual or potential conflicts of interest by
persons appointed by the Mayor and Council. All information and documentation related to service on this
commission rs-satject to public records disclosure.
(Date)
CITY OF REDMOND
AIRPORT COMMITTEE APPLICATION
Please type or print answers to the following questions and submit to the City Recorder at City Hall,
716 SW Evergreen Avenue. If you have any questions, please feel free to contact the City Recorder
at 923-7781.. Thank you for your time and interest In the City of Redmond. Attach additional sheets if
necessary.
I,
(Please print first and last name)
as an applicant for a position on the City of Redmond Airport Committee.
respectfully request to be considered
S03- gack 7.31/
(Phone)
01,737 PA)
(Address)et At/ L 1j 9��\/�?y
d7.5m:a*:15/0 ZtO I eDiri
How long have you resided in the Redmond community?
What reasons do you have for wanting to be a member of this Committee?
OL-/
(7.(0_0,\- ,St '46 6-9, aptAit LUC
Brief outline of experience and occupations. , A C lkA
My signature affirms that the information in this application is true to the best of my knowledge. I understand that
misrepresentations of facts are cause for removal from any advisory committee, board or commission ! may be
appointed to. I also understand that City policy requires disclosure of actual or potential conflicts of interest by
persons appointed by the Mayor and Council. All information and documentation related to service on this
commission is subject to public records disclosure.
(Signature)
M4;4L
(Date)
TRISH JORGENSON
Education:
Molalla High School -1958-1962---Diploma
Bates Voc Tec, Tacoma, WA -1974 -1975 ---Nursing Diploma
Clackamas Comm College - 1979 -Nursing and Law Enforcement
Clackamas County Reserve Deputy Academy - 1981 Honor Graduate
Clackamas County Reserve Deputy Advanced Academy -1986
Mt. Hood Comm College - 1986 - Nursing Refresher Course
Volunteer experience:
Clackamas County Sheriff's Office - Reserve Deputy -1981-2009
Clackamas County Courthouse Advisory Board - 1995
Clackamas County Community Corrections Advisory Board - 1996
Clackamas County Emergency Services Advisory Board - '1998
Oregon City High •School International Club Advisor - 1998 - 1999
Oregon City Service Learning Academy - Board of Directors - 2007 - 2009
Clackamas Community Federal Credit Union:
Credit Committee -1996 - 2000
Supervisory Committee - 2000-2006
Board of Directors - 2006 - 2009
Humane Society of Redmond - Board of Directors - 2010 - 2012
Heart of Oregon - Board of Directors - 2012 - 2015
