2020-185-Minutes for Meeting April 29,2020 Recorded 6/8/2020ES CMG
BOARD OF
COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541) 388-6570
10:00 AM
Recorded in Deschutes County C J2020-185
Nancy Blankenship, County Clerk
Commissioners' Journal 06/08/2020 1:57:59 PM
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2020-185
WEDNESDAY, April 29,2020 BARNES & SAWYER ROOMS
Present Were Commissioners Patti Adair, Anthony DeBone, and Phil Henderson. Also present were
Torn Anderson, County Administrator; Erik Kropp, Deputy County Administrator David Doyle, County
Counsel (present via conference call); Whitney Hale, Communication Director; and Sharon Keith, Board
Executive Assistant. No citizens or identified representatives of the media were in attendance.
This meeting was audio and video recorded and can be accessed at the Deschutes County
Meeting Portal website htt.p://desch.utescountyor,iqm2.com/Citizens/Default.aspx
CALL TO ORDER: Chair Adair called the meeting to order at 10:03 a.m.
PLEDGE OF ALLEGIANCE:
CITIZEN INPUT:
Citizen Input is typically the portion of the meeting for any comments on items that
are not on the current agenda. No non -agenda related items were presented for
testimony. The Board is receiving multiple Citizen Input on items that are specific to
items listed on the current agenda and the Commissioners are responding and the
comments will be attached to the record of this meeting.
The Board reflected on a conference call with the Governor's Office on Tuesday,
April 28, 2020.
BOCC MEETING APRIL 29, 2020 PAGE 1 OF 7
CONSENT AGENDA: Before the Board was consideration of the Consent
Agenda.
HENDERSON: Move approval
DEBONE: Second
VOTE: HENDERSON: Yes
DEBONE: Yes
ADAIR: Chair votes yes. Motion Carried
1. Consideration of Board Signature of Purchase Agreement, Document No.
2020-201, and Acceptance of Temporary Construction Easement, Document
No. 2020-202, from Rodney D. and Ruth E. Ott for Right of Way for the Old
Bend Redmond Hwy/Tumalo Road Intersection Improvement Project
2. Consideration of Document No. 2020-245, a Revocable License Agreement
with Gary and Sydney Raley for a Wastewater Pipe Crossing Timber Lane
Loop
CONVENE AS THE GOVERNING BODY OF SUNRIVER SERVICE DISTRICT
3. Consideration of Board Signature to Appoint Mark Murray to the Sunriver
Service District Managing Board.
DEBONE: Move approval
HENDERSON: Second
VOTE: DEBONE: Yes
HENDERSON: Yes
ADAIR: Chair votes yes. Motion Carried
BOCC MEETING APRIL 29, 2020 PAGE 2 OF 7
RECONVENE AS THE GOVERNING BODY OF DESCHUTES COUNTY
ACTION ITEMS:
4. Consideration of County Administrator's Signature on Grant Application
and Administration Policy, GA20
Deputy County Administrator Erik Kropp presented the draft policy for
consideration and read the revisions into the record. Commissioner DeBone
acknowledged the importance of the process of presenting grants to the
BOCC to track grants to also be used in consideration of the budget process.
HENDERSON: Move approval
DEBONE: Second
VOTE: HENDERSON: Yes
DEBONE: Yes
ADAIR: Chair votes yes. Motion Carried
COVID-19 UPDATE:
• Public Health Update: DCSO Sgt. Nathan Garibay was present via conference
call and presented an update of personal protective equipment resources.
Dr. Eric Wattenburg, was present and gave an update on COVID19 and
presented his opinion on the process of moving forward. Dr. George
Conway presented statistics of the Deschutes County cases of COVID-19.
Non -congregate Housing Order: County Administrator Anderson presented
a draft order prepared by staff at the Emergency Operations Center
concerning the use of local motels to afford non -congregate housing of
homeless populations. The Order is a pre -requisite for certain funding
reimbursements.
DEBONE: Move approval of Order No. 2020-024
BOCC MEETING APRIL 29, 2020 PAGE 3 OF 7
Commissioner Henderson requested extra time to read the document.
Commissioner Adair pointed out a few recommended edits to the document.
County Administrator Anderson noted this document can be brought back to
the Board at the BOCC meeting next week. Dr. Conway will review the
document with the Board during their individual meetings tomorrow.
With no support for the motion, the Motion Failed.
Event Permits: Deputy County Administrator Erik Kropp presented the
continuing discussion on event permits issued by Deschutes County.
Commissioner DeBone recommended support of canceling events through
June 30 based on health emergency at this time. Commissioner DeBone
spoke with Sheriff Nelson and the event organizer of the PacificCrest Trail
event that is scheduled for June. The organizer may be supportive of
cancellation and is planning to make an announcement soon.
Commissioner Henderson is not supportive of canceling the event permit at
this time. Commissioner Adair supports adding this topic on the meeting
agenda next week.
• Business Assistance: County Administrator Anderson and Internal Auditor
David Givans and Scott Aycock of Central Oregon Intergovernmental Council
(COIC) presented the opportunity of a both a loan program and a grant
program for local businesses that have been impacted by COVID-19.
Commissioner DeBone commented on the partnership history of COIC.
County Administrator Anderson reported on sources of funding during this
emergency environment.
DEBONE: Made motion of a contribution of $73,000 to the loan fund with
expectation of capital preservation as much as possible to be settled
annually for a four year period.
ADAIR: Amended the motion to a maximum of $10,000
Commissioner Henderson asked for support to open the amendment to
BOCC MEETING APRIL 29, 2020 PAGE 4 OF 7
spread this out through the various communities of Deschutes County.
Commissioner Adair supports the funding to be offered geographically.
HENDERSON:
VOTE: DEBONE
Second
HENDERSON:
ADAI R:
Yes
Yes
Chair votes yes. Motion Carried
Building Limited Access Order: Deputy County Administrator Kropp
presented the current order of limiting access to Deschutes County buildings
for the Board's consideration of extension past Friday, May 1. Commissioner
Henderson is in favor of continuing the order. Commissioner DeBone would
support opening the doors and continue social distancing recommendations.
Mr. Anderson recommended allowing departments to institute their own
process of distancing protocol. Commissioner DeBone supports allowing the
order to expire. Commissioner Adair also supports allowing the order to
expire. Commissioner Henderson asked for clarification on building access.
Mr. Anderson commented on the various County departments and level of
public interaction.
RECESS: At the time of 12:22 p.m., the Board went into recess and reconvened the
meeting at 1:03 p.m. Commissioner Henderson was absent due to participation in
another meeting and not present at the time the meeting was reconvened.
5. Treasurer and Finance Report: Chief Financial Officer Greg Munn
presented the treasury and investment report as of fiscal year to March 31
2020. Regarding the department summaries, discussion was held on the
impact of the COVID-19 pandemic on the Deschutes County departments.
BOCC MEETING APRIL 29, 2020 PAGE 5 OF 7
COVID-19 Update Continued:
Draft Reopening Plan: County Administrator Anderson and Communications
Director Whitney Hale presented the draft COVID-19 Reopening Strategy
document. Mr. Anderson presented a proposed framework plan.
Note: Commissioner Henderson was present at the time of 1:51 p.m.
The proposed plan is attached to for the record. The Board recommended
language revisions through the various sections of the document. The Board
supported conversations with the business community to capture input for
the re -opening plan. Katy Brooks, Bend Chamber of Commerce was present
via conference call and reported on the professional services in the
community. Ms. Brooks requests clear communications on the requirements
and expectations to be able to present to business owners and customers.
The Board reported they had individual conversations with representatives
at St. Charles regarding a surge capacity plan. County Administrator
Anderson noted the draft reopening plan could be sent to them for input and
review as well.
Commissioner Henderson offered to draft a letter to St. Charles.
OTHER ITEMS:
• County Administrator Anderson reported on the progress of the Veterans
Village.
• County Administrator Anderson reported the Fair Board is holding a meeting
next Thursday, May 7 and would be interested in presenting to the BOCC at
the May 13, 2020 BOCC meeting. Commissioner Henderson noted he is not
inclined to cancel the Deschutes County Fair at this time.
• County Administrator Anderson commented on the process of investment
advisory committee appointments and recommended a modified order to
clarify the method of appointments identified in the Board Order adopted in
1995. The Board supported this discussion at the budget hearings in May.
BOCC MEETING APRIL 29, 2020 PAGE 6 OF 7
At the time of 3:11 p.m., the Board went into Executive Session under ORS 192.660
Employee Evaluation. The Board then deferred this item for a future meeting.
�� M I
Being no further items to come before the Board, the meeting was adjourned at 3:12 p.m.
DATED this �2-- Day ofl'zz�
Commissioners
2020 for the Deschutes County Board of
PATTI ADAIR, CHAIR
BOCC MEETING APRIL 29, 2020 PAGE'7 OF 7
v1ES C0G2
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o Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 - www.deschutes.org
BOCC MEETING AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
10:00 AM, WEDNESDAY, APRIL 29, 2020
Barnes Sawyer Rooms - Deschutes Services Center - 1300 NW Wall Street - Bend
This meeting is open to the public, usually streamed live online and video recorded. To watch it online, visit
www. deschutes. org/meetings.
Pursuant to ORS 192.640, this agenda includes a list of the main topics that are anticipated to be considered or
discussed. This notice does not limit the Board's ability to address other topics.
Item start times are estimated and subject to change without notice.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
CITIZEN INPUT
Citizen input is allowed for comments on any topic that are not on this meeting's
agenda. Comments may be emailed to citizeninput@deschutes.org if you would
like to provide comment electronically. You may also call 541-385-1734 to leave a
comment as a voice message. Citizen input need to be received by 9:00 on the day
of the meeting.
To protect the health of our public and our employees during the COVID19 Pandemic,
Deschutes County has limited public access to County building. During this time we
encourage you to watch the BOCC Meetings via live stream at
www.deschutes.org/meetings.
CONSENT AGENDA
Board of Commissioners BOCC Meeting Agenda Wednesday, April 29, 2020 Page 1
of 4
1. Consideration of Board Signature of Purchase Agreement, Document No. 2020-201,
and Acceptance of Temporary Construction Easement, Document No. 2020-202,
from Rodney D. and Ruth E. Ott for Right of Way for the Old Bend Redmond
Hwy/Tumalo Rd Intersection Improvement Project
2. Consideration of Document No. 2020-245, a Revocable License Agreement with
Gary and Sydney Raley for a Wastewater Pipe Crossing Timber Lane Loop
ACTION ITEMS
CONVENE AS A GOVERNING BODY OF SUNRIVER SERVICE DISTRICT
3. 10:10 AM Consideration of Board Signature to Appoint Mark Murray to the
Sunriver Service District Managing Board
RECONVENE AS THE GOVERNING BODY OF DESCHUTES COUNTY
4. 10:15 AM Consideration of County Administrator's Signature on Grant
Application and Administration Policy, GA-20 - Erik Kropp, Deputy
County Administrator
10:30 AM COVID-19 UPDATE
Public Health Update
Non -congregate Housing Order Add -On
Consideration of Board Signature of Order No. 2020-024, a Public Health
Emergency Order Regarding the Need for Designating Existing Need for
Appropriate Non -Congregate Housing/ Shelter - Tom Anderson, County
Administrator
Special Events
Business Assistance
Documents Relative to COVID19 Business Assistance - Tom Anderson, County
Administrator Add -On
Building Limited Access Order
Board of Commissioners BOCC Meeting Agenda Wednesday, April 29, 2020 Page 2
of 4
Draft ReOpening Plan Add -On
Documents Relative to the COVID19 Reopening Strategy - Tom Anderson, County
Administrator
LUNCH RECESS
5. 1:00 PM Treasurer and Finance Report - Greg Munn, Chief Financial Officer
COMMISSIONER UPDATES
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.
EXECUTIVE SESSION
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.
Executive Session Under ORS 192.660 (2) (i) Employee Evaluation
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.
Deschutes County encourages persons with disabilities to participate in all programs
and activities. This event/location is accessible to people with disabilities. If you need
accommodations to make participation possible, please call (541) 617-4747.
Board of Commissioners BOCC Meeting Agenda Wednesday, April 29, 2020 Page 3
of 4
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 BOCC Meeting Agenda Wednesday, April 29, 2020 Page 4
of 4
CITIZEN INPUT is invited in order to provide the public with an
opportunity to comment on any meeting topic that is not on the
current agenda. Citizen Input is provided by submitting an email to
citizenin ut deschutes.or or by leaving a voice message at 541-385-
1735. Citizen Input is then attached to the meeting record.
The attached are electronic forms of Citizen Input received by email or
voice mail regarding a topic of concern.
�01 E S C0G2
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 BOCC Wednesday Meeting of April 29, 2020
DATE: April 23, 2020
FROM: Erik Kropp, Administrative Services, 541-388-6584
TITLE OF AGENDA ITEM:
Consideration of County Administrator's Signature on Grant Application and
Administration Policy, GA-20
RECOMMENDATION & ACTION REQUESTED:
Staff recommends County Administrator signature on the updated Grant Application and
Administration Policy, GA-20.
BACKGROUND AND POLICY IMPLICATIONS:
In January 2020 staff presented a draft update to the Grant Application and Administration
Policy, GA-20. The draft changed the approval process to apply for and accept grants. Mainly,
allowing grants under $150,000 to be applied for and accepted administratively, instead of
Board approval. The Board did not support this change.
Staff has worked on a new draft that leaves the requirement for Board approval to apply and
accept grants as is. The new proposed changes are more of a policy clean up:
-Removes mention of the County's Grant Writer since the position no longer exists.
-Eliminates the requirement that the Department of Administrative Services establish a
centralized grant tracking system -- this was never established.
-Adds information about submitting a budget adjustment to the Board for grant approval.
-Provides a grant application template that can be used when submitting a grant application for
Board consideration.
Staff recommends Board approval of the updated policy.
Attached is the current grant policy as well as a red -line version showing the proposed
changes.
FISCAL IMPLICATIONS: None
ATTENDANCE: Erik Kropp, Deputy County Administrator
JtC�a C
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Deschutes County Administrative Policy No. GA-20
Effective Date: June 6, 2012
GRANT APPLICATION AND ADMINISTRATION
STATEMENT OF POLICY
It is the policy of Deschutes County to seek grant funding, when appropriate, to support services
and operate programs that further County goals and objectives, are consistent with core County
functions, or that otherwise benefit County citizens. Grant funds and grant -funded projects or
programs will be managed and monitored in accordance with established County systems,
processes, and procedures to ensure compliance with funding agency requirements.
APPLICABILITY
This policy applies to any Deschutes County department, division, program, staff member,
elected official, or affiliate agency preparing and submitting grant applications on behalf of
Deschutes County for funds, materials, or equipment to be received and administered by the
County or by an organization for which the County acts as grant applicant or fiscal agent.
DEFINITIONS
For the purpose of this policy, unless otherwise specified, the following definitions shall apply:
• Grant: Funds awarded to the County by a Funding Agency and usually required to be
used for a specific purpose or function as defined in an application for funding.
• Funding Agency: Federal, state, or local government, private foundation or business
organization, non-profit agency, individual, or other source that provides grant funds to
the County.
• Grant Requestor: Department Director or designee, or County Grant Writer.
• Grant Administrator: Person authorized and responsible for managing, tracking, and
reporting grant progress and financial activities.
POLICY AND PROCEDURES
1. The Grant Requestor and Department Director, or designee, must review the risks and
benefits of grant funding prior to application and will only pursue those opportunities which are
financially and operationally prudent and which support services and operate programs that
further County goals and objectives, are consistent with core County functions, or that otherwise
benefit County citizens. The Department Director must inform the County Administrator and
receive approval from the Board of County Commissioners to proceed with any proposed grant
application.
2. Grant applications, supporting materials, and award documents will be managed and
maintained consistent with County systems, processes, and procedures for public documents.
The Department of Administrative Services will be responsible for establishing a workflow and
tracking system for all grants from point of application through closeout or project completion.
3. At such time as a notice of award is received, the affected County Department will assign a
Grant Administrator to be responsible for compliance with all grant requirements and oversight.
4. The Grant Administrator will review all restrictions and conditions specified in the award
documents and will communicate and address any that may require special handling or
involvement by other County departments or staff members.
5. Prior to acceptance of any funding or expenditure of funds for any grant -funded activity, the
Grant Administrator will prepare and submit a written contract, agreement, or award notice
consistent with Policy No. GA-17: Legal Review of County Documents. In lieu of a written
contract, agreement, or award notice provided by the Funding Agency, the Grant Administrator
will use a copy of the grant application for this purpose.
b. The Grant Administrator will forward the contract, agreement, award notice, or other
documentation to the Board of County Commissioners through the County's established Board
meeting procedures for acceptance and approval of the grant.
7. Following the Board of Commissioners' acceptance and approval of the award, the Grant
Administrator will forward a copy of the grant application and approved award documents to the
County Finance Department.
8. The Grant Administrator shall ensure proper oversight for all grant funds awarded by a
funding agency, including thoroughly reviewing award conditions, completing and submitting
award documents, monitoring grant -funded activities, tracking expenditures, accounting for grant
payments, and preparing and submitting grant reports as required.
9. At such time as payment or reimbursement is requested from the funding agency, the Grant
Administrator, or designee, will inform the County's Finance Department of the funding source,
amount expected, anticipated date of payment, and County revenue account in which payment
will be recorded.
10. When all grant requirements have been met, the Grant Administrator shall complete and
submit a final report or grant closeout agreement to the funding agency as required by the grant
award.
Approved by the Deschutes County Board of Commissioners June 6, 2012.
M=_
Erik Kropp
Interim County Administrator
I E S C-�Gr
.�, Deschutes County Administrative Policy No. GA-20
R Effective Date: **April 23, 2020 DRAFT**
GRANT APPLICATION AND ADMINISTRATION
STATEMENT OF POLICY
It is the policy of Deschutes County to seek grant funding, when appropriate, to support services
and operate programs that further County goals and objectives, are consistent with core County
functions, or that otherwise benefit County citizens. Grant funds and grant -funded projects or
programs will be approved, managed, and monitored in accordance with established County
systems, processes, and procedures to ensure compliance with funding agency requirements.
APPLICABILITY
This policy applies to any Deschutes County department, division, program, staff member,
elected official, or affiliate agency preparing and submitting grant applications on behalf of
Deschutes County for funds, materials, or equipment to be received and administered by the
County or by an organization for which the County acts as grant applicant or fiscal agent.
DEFINITIONS
For the purpose of this policy, unless otherwise specified, the following definitions shall apply:
• Grant: Funds awarded to the County by a Funding Agency and usually required to be
used for a specific purpose or function as defined in an application for funding.
• Funding Agency: Federal, state, or local government, private foundation or business
organization, non-profit agency, individual, or other source that provides grant funds to
the County.
• Grant Requestor: Department Director or designee;-oi-C 3iffl-ty nt Writer.
• Grant Administrator: Department staff meson authorized and responsible for managing,
tracking, and reporting grant progress and financial activities.
POLICY AND PROCEDURES
1. The Grant Requestor and Department Director, or designee, must review the risks and
benefits of grant funding prior to application and will only pursue those opportunities -which are
financially and operationally prudent and which support services and operate programs that
further County goals and objectives, are consistent with core County functions, or that otherwise
benefit County citizens. The Department Director must inform the County Administrator and
receive approval from the Board of County Commissioners at a Board meeting to proceed with
any proposed grant application. Attached is a recommended Grant Application template that can
be used when reguestint; Board approval to apply for a �a��t.
2. Grant applications, supporting materials, and award documents will be managed and
maintained consistent with County systems, processes, and procedures for public documents.
The i-4
4.:�c-irrg system fer aft ca�a a rt�jee + l tisn
3. The requesting; department shall At sueh
assign a Grant Administrator to be responsible for compliance with all
grant requirements and oversight.
4. The Grant Administrator will review all restrictions and conditions specified in the award
documents and will communicate and address any that may require special handling or
involvement by other County departments or staff members.
5. Prior to acceptance of any funding or expenditure of funds for any grant -funded activity, the
Grant Administrator will prepare and submit a written contract, agreement, or award notice
consistent with Policy No. GA-17: Legal Review of County Documents — including the
assignment of a document number by Administrative Services. 00tFaet;
_,.iffietieet-rovi4ed by the
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� he- tA-app4edtici-fOr- lh' ' rpese:
6. The Grant Administrator will forward the contract, agreement, award notice, budget
adiustinent request (if necessary) or other documentation to the Board of County Commissioners
through the County's established Board meeting procedures for acceptance and approval.of the
grant.
7. Following the Board of Commissioners' acceptance and approval of the award, the Grant
Administrator will forward a copy of the grant application and approved award documents to the
County Finance Department. In addition the Grant Administrator will inform the County's
Finance De )artment of the tirndin -1 source. amount expected. anticipated date of a naent. and
County revenue account in which payment will be recorded.
8. The Grant Administrator shall ensure proper oversight for all grant funds awarded by a
funding agency, including thoroughly reviewing award conditions, completing and submitting
award documents, monitoring grant -funded activities, tracking expenditures, accounting for grant
payments, and preparing and submitting grant reports as required.
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I . . 1fnd tG—ws rccir3�i't?t-Ei t138 Eifiifl £
amount-e"eete4,_,,* te+p* �paytr►ar�t
will be r-eeer-ded.
10. When all grant requirements have been met, the Grant Administrator shall complete and
submit a final report or grant closeout agreement to the funding agency as required by the grant
award.
Approved by the Deschutes County Board of Commissioners Tun&6-, 4P
Tone AndcrsonEi4k4C+"
Intekf,a-County Administrator
Grant Application Request
Date:
1. Name of Grant:
2. Deschutes County contact:
3. Funding Agency:
4. Grant Amount:
5. Does the grant require matching funds? — Yes _ No
If yes, how much are the required matching funds and what funds does the department plan to
use for matching funds?
6. Grant duration:
7. Grant application deadline:
8. Grant description:
9. Requested budget (please provide additional line item details under the broad categories listed below):
Amount
Personnel Services
Materials and Services
Total
1 0. If the grant request includes FTEs, please fill out the table below.
Position Title
Limited duration or
regularposition?
FTEs
Notes
11.Other information:
L�0-� E S C
o� 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 BOCC Wednesday Meeting of April 29, 2020
DATE: April 28, 2020
FROM: Tom Anderson, Administrative Services, 541-388-6565
TITLE OF AGENDA ITEM:
Documents Relative to COVID19 Business Assistance
e-A
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INTERNAL MUH
April 28, 2020
RE: COIC small business loan and grant program discussion 4/29/2020
Commissioners,
I have been participating in the Central Oregon Emergency Grant/Loan Group at the request of
Tom Anderson. The current intent is to work on options for providing small low cost loans
across more rural small businesses and those that may not have access to other loans/grants.
Loan Program
COIC's initial loan program is $270k made up from COIC's loan program monies ($200k) and
additional funds from Jefferson County ($70k). COIC will be utilizing Community Lending
Works to facilitate the loan work. Funding and approach are quickly changing as time goes on.
COIC anticipates making new loan programs with their additional loan program reserves and
additional outside contributions. See handout attached that outlines the loan program for
Central Oregon.
• COIC has not made a specific ask from Deschutes County but this program is available
should Deschutes County want to make use of it. COIC has made the decision to delay
launch until this Thursday in case Deschutes County would like to participate. COIC will
be able to match up to $67k, with potentially additional match as new revenues are
identified. Deschutes County would have greater control over the use and distribution
of monies loaned and could restrict those loans to Deschutes County. Regardless of
Deschutes' participation, COIC has monies being directed to the entire Central Oregon
region.
• COIC recently received a $70k contribution from Jefferson County that will be matched
with $67k of COIC program monies and used only for loans in Jefferson County.
• Crook County is also being provided an opportunity to join the loan program and have
some monies matched.
1300 NW 'Wall Street, Bend, Oregon 97703
finance(Mdeschutes.org @wvvw.deschuLes.org/finance
Grant Program
The grant program is much simpler than the loan program as there is no expectation for
repayment. COIC is currently working with some local groups to provide a grant program and
has requested additional support from the Oregon Community Foundation. The local groups
with monies pledged include:
o LaPine community businesses $25k;
o Sisters community businesses $25k;
o Jefferson County businesses (outside of Madras) $25k; and
o Latino Community Association clientele owned businesses $25k.
Each group's local criteria are used for disseminating the grants, but generally very small
grants (e.g. $500-$1,000 or $1,500) to very small businesses. Some may target one sector or
another.
Crook County is issuing grants under their own grant program. The last I heard, they had
issued 102 grants ($1,250-$2,500) totaling $180k. They were still processing applications.
COIC Loan program - Covid-19 (as of 4-27-2020)
Central Oregon Intergovernmental Council (COIC) is standing up a loan program for Central Oregon small businesses in
order to stimulate and retain jobs in response to the Covid-19 pandemic. COIC has selected Community Lending Works
to serve as contract staff to develop the application, the web portal, assess and recommend loans for funding, and issue
loan documents. COIC will issue payments and service the loans. The loan processing costs is around 6%.
COIC envisions loans being made in three phases:
Emergency loans —These loans would provide funds to keep a previously profitable business afloat a bit longer
until the reopening starts to occur. We are targeting opening this program next Tuesday (4/28). COIC is
dedicating $200 thousand initially to start this up.
Reopening costs loans — These loans would provide some working capital for inventory, payroll and other costs
to get the business reopened. Terms TBD.
Traditional post opening loans — These are post Covid-19 reopening loans that are justified by the business to
keep operating.
Emergency loans are sized from $5-$20 thousand and are not collateralized. Loan terms for the emergency loan program
are:
2.5% interest
No payments in the first 6 months (interest accrues but is unpaid); payment for the next 6 months for interest
only on original loan; and payments over a negotiated 24-48 month term (principal and interest).
No application or processing fees.
Loan terms will likely change for later phases.
The loan decision is made based on a number of established criteria. These can be modified for individual pools of funds
provided by additional investors. Currently these criteria include:
• 2 year profit & loss statements to show that the business was viable before the pandemic.
<20 FTE employees
• Business must be located in Central Oregon (Crook, Deschutes, and Jefferson counties and Warm Springs)
Preference will be given to businesses that do not have access to similar emergency loan fund programs, based on their
location or other factors. Depending on the interests of COIC, additional investors, and an assessment of need, other
preferences may be made.
COIC will take extra steps to market the loan program to minority and low income business owners to ensure that they
are aware of this program.
Community Lending Works will screen applicants, COIC will review, and if there are additional funders they can have a
say on the decision if they want.
Additional investors can control the criteria for the loans made with their $ (although for simplicity it would be ideal to
keep those changes somewhat minimal), whether the loans were used for which types of loan phase; and the size of the
loans. Additional investors would need to cover the 6% cost of Community Lending Works services on the County's
loans. The investment could either be a "gift" for future relending once loans are paid back, or the investor could receive
the principal and interest repaid on the loans. We do expect higher than average default rates for the emergency loan
programs, so the "investment" would have to be non -recourse.
L�\)I E S CMG
o � 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 BOCC Wednesday Meeting of April 29, 2020
DATE: April 29, 2020
FROM: Tom Anderson, Administrative Services, 541-388-6565
TITLE OF AGENDA ITEM:
Documents Relative to the COVID19 Reopening Strategy
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DRAFT: APRIL 27, 2020
1
Deschutes County COVID-19 Recovery Framework
Deschutes County is committed to an evidence -based reopening strategy that
considers that considers the health and welfare of our community members, to
include economic stability, opportunity, and liberty. Deschutes County recognizes
the sacrifice of community members, businesses, first responders, employees,
retirees, children and students and healthcare workers have made over six weeks
to flatten the curve and stop COVID-19 spreading illness and causing death. It is
imperative that our strategy to re -open is deliberate, thoughtful, comprehensive
and inclusive, but also urgent.
President Trump and Governor Brown laid out a general framework to re -open our
communities, which consists of gating criteria such as downward trajectory of
influenza -like illness, COVID-like syndromic cases, documented cases and positive
tests (with flat or increasing volume of tests) over a 14 day period. Governor Brown
also identified three preparedness areas. Deschutes County is prepared to meet
Phase I of the opening criteria which would include:
Preparedness Areas
1. Robust testing and case investigation and contact tracing capability
2. Healthcare system capacity and PPE supplies
3. Plans for health and safety
In order for Deschutes County to meet the criteria to re -open we will indicate and
establish necessary the capacities in each of the above areas. We recognize that
even with increased capacity in all three areas, epidemiological data and public
health guidance may suggest a pause in the timing of early re -opening. It is also
important to consider many of these capacities are the responsibility of other
agencies or organizations, which are all working with Deschutes County, and to the
extent possible, will support these organizations to increase capacity.
Currently and for the foreseeable future, Deschutes County has sufficient data
collection and analysis to support our decision -making and will continue to track
trends related to total tests, positive tests, cases, and hospitalizations. This data will
inform policy makers that it is appropriate to proceed with re -opening and
appropriate levels of restrictions. Deschutes County has been proactive in
developing capacity in the three preparedness areas to support re -opening as soon
as it is medically and epidemiologically appropriate. Deschutes County also
considers the diverse nature of our communities and our position within the region
and commits to working collaboratively with our cities, community members,
businesses, neighboring counties and other stakeholders to re -open responsibly.
2
This framework will expand on the three preparedness areas and how Deschutes
County intends to meet the benchmarks set forth by Governor Brown:
Robust Testing and Case Investigation and Contact Tracing
Deschutes County Health Services does not directly provide testing. Testing is
accomplished within the medical provider system by the hospital system and
multiple other clinics. Deschutes County makes up 4.4% of the Oregon's total
population. Based on the state's goal of xxxx tests, Deschutes County has planned
to support expanding testing up to xxx tests per day. Previously in Deschutes
County, 200-300 COVID-19 tests have been collected each week. Testing options
and capacity are expanding as more primary and urgent care providers are coming
on board to provide drive-thru testing options to community members. Testing
criteria has also eased up and will be based on two broader important factors: any
typical viral symptom (e.g, fever, body aches, runny nose, sore throat, cough, or
difficulty breathing) or a known COVID-19 exposure. Local medical provider
discretion is essential for this model to work effectively. The addition of point of
care Polymerase Chain Reaction testing at St. Charles Health System (St. Charles)
and health care clinics will enhance the community wide testing availability. Local
processing of tests coupled with drive-thru locations will increase community
participation and testing capacity in our community. Deschutes County providers
are ready for that.
Contact Tracing
If the State of Oregon expects Deschutes County to maintain responsibility over
case investigation and contact tracing, Deschutes County Health Services will need
to re -deploy and possibly hire additional staff to accomplish this task. The State of
Oregon has indicated a need for 600 additional public health staff needed for
COVID-19 response. There has yet to be any granular data related to the make-up
or duties of these positions, but based on Deschutes County's percentage of total
state population, a total of 21 staff will be assigned to or in direct support of
Deschutes County on a needed basis. Currently, we have six employees committed
to tracing and we have been very successful and leading Oregon's efforts. 10 of our
72 positive case have been connected through our tracing efforts.
One possibility is that some of these positions will be hired at the state level on an
on -call basis, while some at the local level. Another option is a re -deployment of
other County employees possibly underutilized on a part-time basis. Deschutes
County Health Services does not currently have funding to hire additional staff. If
funding becomes available to hire staff specific to COVID-19, Deschutes County
3
estimates needing at least five additional public health staff to continue to support
the local public health response:
• Communicable Disease Nurse $118,746 /year full benefits.
• Communicable Disease Nurse $118,746 /year
• Communicable Disease Health Educator $109,454 /year
• Environmental Health Specialist $113,987 /year
• Health Communications Specialist $123,744 /year
Total expected personnel costs devoted to COVID-19 could be $584,677 for a year's
time. However, these needs depend entirely on a recurrence of the virus in our
communities.
Additional personnel could be mobilized through state resources to support
Deschutes County if an outbreak overwhelms local resources.
Non Congregate Sheltering Plan
Deschutes County has established a plan to house COVID-19 positive patients who
are unhoused, to minimize the threat of spread within the community. This plan is
dependent upon securing a hotel or similar location. The estimated cost to
accomplish this is $175,000 per month.
Support
Deschutes County has established the need for wrap -around services to support
those persons isolated or quarantined due to COVID-19. Many will need little to no
assistance, but for those who do require assistance Deschutes County can provide:
Healthcare System Capacity and PPE supplies
St. Charles Health System (SCHS) has created an impressive medical surge plan
related to COVID-19 and is likely able to meet the hospital needs of COVID-19
patients as long as staff and supplies are available. (See attached.) Additionally,
Deschutes County has a well -developed plan for an alternate care site to provide up
to 100 additional beds for lower acuity patients. (Plan attached). In order to
operationalize this alternate care site, Deschutes County would need additional
medical personnel and would likely request assistance from the State or Federal
governments to provide the personnel and equipment to do so. Deschutes County,
independently has also purchased 30 additional ventilators, which include 20
transport ventilators and 10 ICU type ventilators.
4
Before the alternate care site is initiated and emergency waivers are created, St.
Charles SCHS (inclusive of facilities in Crook, Deschutes and Jefferson counties) can
provide a maximum of:
Hospital Beds -
ICU Beds -
Ventilators -
With certain waivers in place, SCHS can expand further if absolutely necessary and
has developed a tiered response to provide more beds.
St. Charles is actively procuring additional Personnel Protective Equipment and will
require the following on -hand in order to support re -opening:
• N95 masks -
• Procedural masks -
• Isolation gowns -
• Face Shields -
• Nitrile Gloves -
Deschutes County is collecting information from all of our first responder agencies,
healthcare providers, and safety net providers to identify and collate support their
acquisition of personnel protective equipment.
Deschutes County is building a local cache of personnel protective equipment and
seeks to maintain an inventory of:
• N95 Masks -
• Procedural masks -
• Isolation gown -
• Face shields -
• Coveralls -
• Nitrile Gloves -
Deschutes County estimates it will cost approximately $xxxxxx to ensure this cache
of protective equipment is available.
Plans for Health and Safety
Deschutes County recognizes the need to have plans in place to meet the needs of
our community during this pandemic and to consider contingencies. As this
incident continues and more is known, we will continue to address issues and
develop plans to meet the health and safety needs of our community.
Moving forward:
Surveillance Strategy
Deschutes County is working with critical partners in the healthcare sector, schools,
Long Term Care Facilities, and Social Service Organizations to develop effective
COVID-19 surveillance. (Organization chart attached.) Deschutes County also has an
epidemiologist solely focused on communicable diseases who also supports
Jefferson and Crook Counties. The regional Epidemiologist will continue to conduct
active surveillance and provide timely data reports to help inform decision makers.
Communication Strategy
Deschutes County continues to maintain a strong capability to communicate with
the community in real-time regarding the current situation, best practices, and
protective measures. We have a very comprehensive website (www.deschutes.org)
and daily e-mail reports (copy attached). Guidance around wearing masks,
appropriate distancing, vulnerable populations and environmental concerns are
constantly changed. As the medical community is continually learning about the
virus, this will require staff dedicated to health communication. Currently this
capacity is being provided by a Joint Information Center and the Deschutes County
Public Health Preparedness Coordinator, and this is not sustainable in the long-
term due to those personnel needing to return to their normal duties. A dedicated
Public Health Communication Specialist will be needed to continue to provide
important and timely communications to the public and our partners.
Long Term Care Facilities
Deschutes County has an established program and very successfully coordinates
with our 33 Long Term Care Facilities (LTCF). There is a regional Public Health
Infection Prevention Nurse (0.8 FTE) who has established relationships with all long
term care facilities in Central Oregon related to communicable disease prevention
and control training/technical assistance to prevent and respond to communicable
disease outbreaks. Due to the fact COVID-19 is significantly affecting Long Term
Care Facilities in other parts of the country and the population is high -risk, this
program may require additional staffing. At this point we can report that none of
our positive cases have involved LTCF patients or residents.
COVID-19 Positive Unhoused Shelter Plan
0
Deschutes County has developed a plan to shelter unhoused populations who are
symptomatic and awaiting test results or are positive for COVID-19. So far we have
not initiated any stays but we are organized to do so. Awaiting Approval
Evacuation and Sheltering Plan
Deschutes County is located in a fire -risk adapted ecosystem. 80% of Deschutes
County is federal lands. Wildland fire is a reality in Deschutes County and every
year the potential for evacuations due to wildland fire are present. Working with
our partners at the American Red Cross, we have guidelines and strategies in place
to minimize the spread of COVID-19 in shelters. These include use of non -
congregate shelters, expanded shelter space when congregate shelters are
required, and effective screening and shelter management practices to limit
spread. Not yet completed.
Business Sector Guidance
Working with staff at our Health Department's Environmental Health Division, and
the cities of Bend and Redmond and the Redmond and Bend Chambers of
Commerce, Economic Development of Central Oregon (EDCO) and Visit Bend.
Deschutes County is committed to providing sector -specific guidance and direct
consultation to support safe and responsible practices at our local businesses. It is
anticipated this guidance will be include written checklists, infographics, and videos
to support the education of our local business owners. This was developed after
listening to the needs and concerns of many of our local business community. Local
businesses have communicated the need for a cautious re -opening plan. Additional
detail and feedback from local business is included below.
Phased Re -opening Strategies
Deschutes County recognizes that some businesses can more readily meet the
physical distancing, disinfection, and safe practices needed to re -open. In addition,
Some businesses by their nature are lower risk and less likely to support
community spread. Other businesses may require much more stringent
restrictions and change in business practices to facilitate re -opening. When
possible, Deschutes County supports a risk -benefit analysis when considering
which businesses can re -open sooner (in Phase 1).
Encouragement of Alternative Business Practices
Deschutes County businesses, non -profits, and government agencies should
continue to utilize practices that minimize physical contact between employees and
VA
patrons. Much has been learned during this time and with the expanded use of
technology, environmental design, scheduling, and safer work practices could not
only increase public safety, but improve customer service over the long-term.
Deschutes County employers should encourage and support tele-work and other
remote work options whenever feasible.
Tourism / Mobility Considerations
Deschutes County's economy is largely influenced by tourism. There are also a
large number of second homes belonging to people that live in larger urban areas.
The travel between larger urban areas, possibly those with localized outbreaks
places Deschutes County at a higher -risk. To date, the cities of Deschutes County
as well as Deschutes County have discouraged and in some case prohibited out -of -
area travel (see attached Deschutes County ordinance on short-term rentals, Edict
of Bend City (Redmond, La Pine, Sisters??) and Redmond airport policy. Monitoring
key communities that travel to Deschutes County and taking proactive measures
will be critically important to manage possible disease transmission to Deschutes
County. This non-resident population significantly affects demand for services
(public safety, contact tracing, case investigation, healthcare), but our capacity is
based more on our permanent resident population.
Re -Institute Lockdown Plan
Deschutes County also recognizes the need for a reinstituted lockdown plan to re -
implement closures or other restrictions in the event there is a significant
resurgence in COVID-19 cases. This plan needs to be based on clear and agreed -
upon metrics. Metrics could be based on number of cases, average new daily
cases, and/or hospitalizations. Once thresholds are met, there should be pre-
determined re -instituted escalating restrictions to stem the tide of new infections.
These should be provided to the community in advance to encourage
preparedness by community members and businesses.
Business Sector Considerations:
Traded Sector Employment
Economic Development for Central Oregon (EDCO) has conducted a series of
roundtables with regional traded sector businesses to gain an understanding of
current impacts and needs. That summary is included as Attachment A.
Service Employment
s
As noted above, our local cities and Chambers of Commerce have coordinated
focus groups in the following areas:
1. Retail
2. Restaurant / Food Service
3. Professional services
4. Health care
5. Childcare
That summary is included as Attachment B. The Deschutes County community has
the capacity and is committed to meeting the identified needs indicated by each of
the identified businesses.
Phase I Businesses
• Restaurants with strict measures in place
• Retail
• Personal services
• Childcare
o Representatives from the retail, food services and personal services
sector have identified childcare availability as a need so that
employees can return to work.
• Attorneys and accountants?
• Veterinarians?
• Church and Faith Facilities?
Phase II Businesses
• Restaurants with new standards in place ("prudent measures")
• Bars with new standards in place
Phase III Businesses
E
Tourism/Outdoor Recreation
As indicated earlier in this report, Tourism is a major industry in Deschutes County.
Impacts from COVID-19 have hit this industry particularly hard. Visit Bend has
conducted a series of roundtables with representatives of the outdoor recreation
industry. A summary of that effort is attached as Attachment C.
Transit
Locally, public transit has not been directed to limit service or make adjustments.
Current service reductions are related to service needs and funding.
Our local public transit provider is committed to restarting normal service when
needed; including making sure they have the appropriate PPE available, along with
the ability to provide social distancing on the buses.
10
MOVE
START
EDCOGROW
Traded -Sector Roundtables (via Zoom)
Monday, April 27, 2020, 10-11:00am and 2:00-3:00pm
Agenda
• Brief overview of current status of restart framework (see attachment, but specifically pages 6-
8, 13 and 15-16)
• Roundtable Discussion:
Impact of COVID-19 shutdown on your business, operations
1. What is needed for impacted/closed parts of your business for PPE, testing & social
distancing to reopen
2. What financial support and/or employee training is needed to cover needed protections for
employees or customers
3. Recommendations and ideas for state/local public leaders on restart
• Adjourn
Companv Leaders Participat_i
4: ,
Steve Bettis, Medline Renewal, Sr. Director, Manufacturing Operations
Larry Sidor, Founder & President, Crux Fermentation Project
Wyatt Woods — Founder & Owner, Holy Kakow
Stephanie McVey, Controller, Crux Fermentation Project
Second Roundtable
Michael LeLonde, CEO, Deschutes Brewery
Karin Devencenzi, CEO, Sunriver Brewing
Marc Papageorge, COO, SiCamore Semi
Dave Benson, CEO & Founder, Basx
Ryan Duley, VP Marketing, Sunriver Brewing
Wade Underwood, Owner, Three Sisters Brewing
Steve Emery, CEO, Earth20
Pam Martin, Founder, Oregon's Wild Harvest
EDCO Staff & Government Partners:
Patricia Lucas, Interim Director, Sunriver-La Pine Economic Development, EDCO
Don Myll, Bend Area Director, EDCO
Jon Stark, REDI Senior Director
Caprielle Lewis, Sisters Area Director, EDCO
Ben Hemson, Bend Business Advocate
Brian Vierra, EDCO Venture Catalyst, EDCO
Chuck Arnold, City of Redmond Economic Development/Urban Renewal Program Manager
Meghan Gassner, City of Redmond Economic Development/Urban Renewal
Roger Lee, CEO, EDCO
General Overview
Over the past 30 days, EDCO initiated roughly 200 outreach calls via our five offices to a subset of the
region's approximately 900 traded -sector companies (manufacturing, tech and certain professional
services). We found that most traded -sector businesses have already figured out how to remain open
and in production under the Governor's executive order, which did not specify those operations for
closure.
We also found that a small percentage of traded -sector employers were experiencing severe impacts
from the closure orders for the retail elements of their operations. The best example are breweries, a
large percentage of which had more than their half of revenue earned from tasting rooms/brew pubs or
keg sales to other restaurants or bars. Many of these companies, particularly the smaller or new they
are, are "treading water" at best, and will not survive unless the things 1) begin to reopen sooner than
later, and 2) there is not second shutdown in the fall/winter.
Other manufacturers had their supply chain disrupted from COVID-19 shut downs internationally which
created partial or full closures of assembly or production operation here. Still, these are in the minority
and roughly an equal number of businesses, about 10%, are expanding and hiring because their
products are in high demand during this time. The largest group of traded -sector businesses have had
some negative impact, but not yet a concern for viability. All within this group of companies have
shared that the longer shutdown persists, the more uncertain the demand for their products and the
more constrained raw material and pieces and parts from other manufacturers becomes.
Meeting Summary Notes
What is needed for impacted/closed parts of your lousiness for PPE, testing & social distancing to
reopen?
It should be generally noted that most manufacturers have already implemented protocols for
employees and visitors including: temperature testing upon arriving and leaving work, questionnaires
for visitors, requiring and providing masks and gloves for all employees, social distancing, scheduled
hand washing, scheduled sanitizing, and testing (if readily available most would implement).
• We have an open air tasting room attached to our brewing facility with a large outdoor
courtyard and food service provided by our kitchen and independent food carts that is different
than most of our peers that could allow us to social distance our customers could allow us to
open earlier, but not if we're grouped in the same category. Hand washing stations are already
in place for customers and we've implemented strict protocols for employees on sanitation,
hand washing, wearing masks and social distancing. We've not yet gone to temperature
testing of employees or contemplated that for customers.
It has been a conscious decision of our corporation to remain open and at full employment for
as long as possible so there have been no layoffs despite the fact that our Central Oregon
facility is done about 70% of the business it did pre-COVID. We have lost about 10% of
headcount to those who chose not to come in, but the company continues to cover their PTO,
health, etc. outside normal accrual and use. About 35% of our production team is already
gowned and masked pre -pandemic, so we have strict sanitation protocols already in place. We
also shifted our reprocessing to including mask reprocessing for our existing clients (hospital
systems, surgery centers and other similar primary health care providers. Mask reprocessing is
winding down as manufacturing operations here and abroad have expanded. We have been
doing temperature check for nearly 5 weeks.
Our specialty food business produces and supplies restaurants, coffee shops and other food
outlets, and we saw a 90% drop in revenues the last half of April and about 75% drop in April
compared to last year. Industry experts we listen to expect 25-30% of restaurants to not
reopen and an additional 10-20% will fail even after reopening. Required for our business to
open are masks, gloves and wash stations in the manufacturing/production environment, but
most importantly some protocols around use of PPE. Suggests "shopping hour" for other
businesses for those with compromised immunity/health issues.
• More definition needed around "robust" testing in Oregon/Deschutes County
• Need accurate testing (antibody and confirmation of active cases) and contact tracking for
positive cases. This could have great impact on the current fear and panic, and thereby return
to some normalcy.
• Current testing nationwide is 2% positive. Rumor is that current testing could be as much as
30% false negative.
• Are State/County/Health Officials and industry associations aligned re reopening standards/best
practices?
• Many traded -sector businesses are temperature scanning/health screening employees. Will
businesses be expected to temperature scan customers?
• County Commissioners: Testing capability? What is the gating/Phase 1 criteria for Deschutes?
Will local cities have control/say or is all up to the counties?
• Public spaces could invest in enhanced HVAC filtering to ensure that viruses can't be
transmitted through air system.
• Tens of thousands of lives are being impacted permanently by shutdowns, most small business
owners have personal guarantees on their business loans so they will be financially ruined for
decades if closure persists when the health crisis really has not materialized here in our region.
• Banks have been great, willing to offer concessions and deferment, but if you can't legally
operate, there is no way to dig out of the deferment hole.
• Keg inventory at distributors is a big # (EDCO's intelligence is that it is in the hundreds of
thousands) that will soon have to be dumped either by the brewers at their facilities or
distributors. Could have a serious impact on the dissolved solids and extra strength charges
exacted on brewers in various cities.
What financial support and/or employee training is needed to cover needed protections for employees
or customers?
It won't require state aid to train for needed protections, businesses are savvy and focused on
protecting their people and customers. Most of the protections we are implementing is based
on common sense and what we are learning from our peers.
We have a group of highly trained employees, some of whom may not come back. Some will
find other jobs/careers and given how we think consumers will respond, we will need fewer
employees. Those that don't continue with us will need training on a large scale not just for
pandemic, but for other jobs. This will require state/federal help because the fallout will be
staggering.
Recommendations and ideas for state/local public leaders on restart.
• Need some warning — more than 12 hours. Closing does not happen overnight without huge
financial impacts, and neither does starting. If all businesses like ours open along with
restaurants, there will be significant supply chain issues/shortages.
• Start with smaller businesses opening first (they have had the greatest impact and are most at
risk of closing) and work up to 50+ employee businesses later.
• Recommend two week notice and plan needs to be clear and concise. If it's too complicated,
people will do their own thing.
• Recommend opening with one week's notice, as soon a possible. It could be the difference for
hundreds of businesses making or not making it.
• Customers will also dictate how quickly things re -open. Businesses that have been operating to
keep some of their employees on but are still losing money won't be able to sustain ongoing
losses if there are few customers to start, or capacity is too limited due to ongoing restrictions.
• Please implement a rational pace to restart.
• Many local service workers will need re-training and skill development to be hired in other
industries
• Need more information from OR Dept of Ed as to when students will return as this impact
workforce, this department has done our kids, parents and teachers a real disservice by not
being clearer in its direction and support.
• Suggestion: restaurants and retail in Deschutes reopen May 4th with safety measures in place
• Businesses need information, a clear and predictable timeline for re -opening
• Suggest enhanced protocols to protect vulnerable populations while loosening protocols for the
general population
• If there is the chance that another closure order might come down from the Governor's office, it
should be part of the communications in this phase. Some businesses may choose to keep parts
of their operations closed rather that start and then stop, which for many will be the final straw.
CITY OF BENDREDMONDT�®o
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BUSINESS SECTOR RE -OPENING CRITERIA NEEDS
Overarching (or cross -sector) guidelines needed
1. Customer guidance on protocols & a restoration of consumer confidence
2. New signage and guidance to all businesses from proper authorizing agencies
3. Enforcement support
4. Procurement of cleaning supplies and PPE
5. Adequate time to enact guidelines and prepare to re -open
6. Childcare availability so employees can return to work
7. Protocols if a customer is symptomatic
From the food services sector, the businesses see the following as criteria for re-
opening
1. Guidelines how to set up their physical space -each size business is different
2. Guidelines for kitchen (back of the house)
3. Guidelines for "public" gathering size
4. Adjust UI benefits to encourage employees to return
From the retail sector, the businesses see the following as criteria for re -opening
1. Guidelines for merchandise touching and cleaning
2. Guidelines for clothing fitting rooms and cleaning
3. Stability of supply chain
4. Guidelines on enacting PPE protocols
5. Adjust of UI benefits to encourage employees to return
From the personal services sector, the businesses see the following as criteria for re-
opening
1. Guidelines for waiting rooms
2. Guidelines for cleaning procedure rooms between clients
3. Guidelines for customers and employee interactions
4. Guidelines for shared use areas and recreation center showers, hot tubs, pools, etc.
Traded sector and tourism will be sent to Tom directly from Roger and Kevney.
VISIT` SEND
Re -opening Guidelines for Deschutes County Outfitters
and Guides
Overview:
As the governor's office continues to work with multi -stakeholder groups including
medical, business, and state and local government representatives on the plan to re -open
Oregon, proposing a public health framework for restarting public life and business, we, the
outfitters, guides, and tour operators at the local level in Bend and the region of Central
Oregon have prepared the following statement of guidelines and health and safety
protocols we commit to in order to provide a safe, healthy, and enjoyable experience for
our staff and customers as we slowly move forward out of the current crisis situation.
These guidelines and commitments present what we will do to keep our customers,
employees, and our community safe. It relies on the best available science on sanitization
and social distancing protocols. We will continue to refine and update the plan as the
governor's office, as well as health experts, provide more advice, timelines, and
recommended operating standards.
Potential Schedule:
Phase I - Deschutes County residents; family groups only. Maximum of 10 in any family
group.
Phase II - Guests from outside of Deschutes County but in -state only. Open to non -family
groups with social distancing in place.
Phase III - Guests from outside state allowed as well as larger groups. Social distancing still
in place whenever possible.
Safety Commitments:
Phase I
- All staff will wear face masks.
- Smaller family groups only — up to 10. Can accommodate in vans but prefer to meet guide
at tour location in private vehicle(s) whenever possible.
-Pre and post trip sanitation of rental equipment, vans, and meeting areas.
-Check in tables outside for waivers, pre -trip meetings, and waiting area.
-Guests must bring their own masks and have no symptoms of sickness for the previous
two weeks.
-Maintain 6' social distancing between guide and family group while on tour, barring
emergency situation.
Phase II
- All staff will wear face masks.
- Larger, mixed groups allowed in vans with social distancing between non -family groups.
-Pre and post trip sanitation of rental equipment, vans, and meeting areas.
-Guests must bring their own masks and have no symptoms of sickness for the previous
two weeks.
-Maintain 6' social distancing between guide and groups on tour whenever possible.
Phase III
- All staff will wear face masks when inside vans or office/indoor check -in areas.
- Larger, mixed groups allowed in vans
-Pre and post trip sanitation of rental equipment, vans, and meeting areas.
-Guests must have no symptoms of sickness for the previous two weeks.
-Maintain 6' social distancing between guide and groups on tour whenever possible.
w�� E S c�G
o 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 BOCC Wednesday Meeting of April 29, 2020
DATE: April 23, 2020
FROM: Greg Munn, Finance, 541-388-6559
TITLE OF AGENDA ITEM:
Treasurer and Finance Report
ruM
MEMORANDUM
DATE: April 29, 2020
TO: Board of County Commissioners
FROM: Greg Munn, Acting County Treasurer and Chief Financial Officer
SUBJECT: Treasury and Finance Report
Following is the monthly finance report as of fiscal year to date March 31, 2020 (unaudited).
Treasury and Investments
• The portfolio balance at the end of March was $226M, a decrease of $12 million from last month but an increase
of $17M (8%) from a year ago.
• Net investment income for the month is $355,917, $4,920 less than last month and $63,241 less than March 2019.
While the year to date net interest income is 9% more than the prior year, this difference is expected to narrow as
the average portfolio return continues to decline (the difference was 13% last month and 17% the prior month).
• All portfolio category balances are within maximum limits with the exception of corporate notes which are at
26.6% of the portfolio (on a 25% policy) and up from 24% last month. The increase is due to a reduction in the
overall portfolio value primarily due to $14M in federal agency redemptions. We will be walking this back within
policy limits as new investments are purchased.
• Average portfolio yield continues to decline. Yield average for the month is 2.06% which is down from last
month's 2.20% (and 2.26% for January) reflecting lower return opportunities in the securities market.
• The Local Government Investment Pool rate was reduced from 2.25% to 2.00% on March 11. The rate was
reduced to 1.75% on April 2.
• The weighted average time to maturity is at 0.96 years which reflects continued investments in short term options
due to the lack of longer term yield opportunities.
Portfolio Breakdown: Par Value by Investment Type
Municipal Debt
$ 15,510,000
6.9%
Corporate Notes
60,090,000
26.6%
Time Certificates
-
0.0 %
U. S. Treasuries
14,000,000
6.2%
Federal Agencies
80,465,000
35.7%
LGIP
50,342,003
22.3%
First Interstate Bank
5,115,428
2.3%
Total Investments
$ 225,522,432
100.0%
Investment Income
Mar-20
Y-T-D
Total Investment Income
374,649
3,542,404
Less Fee: 5% of Invest. Income
(18,732)
177,120
Investment Income - Net
355,917
3,365,283
Prior Year Comparison
Mar-19 419,157
3,076,851
Category`Maximums:
Yield 'Percentages
Total Portfolio: By Investment Types
U.S. Treasuries 100%
Current Month
Prior Month
LGIP ($50,400,000) 100%
FIBI LGIP
2.00%
2.25%
FirstBank tale
Federal Agencies 100%
Investments
2.18%
2.18%
Municipal Debt
2.3% 69%
Bankers Acceptances 25%
Average
2.06%
2.20%
Time Certificates 50 %
Municipal Debt 25%
Benchmarks '1
�5 <
Corporate Notes
Co orate Debt 25 %
24 Month Treas.
0.23 %
26.6%
LGIP Rate
2.00%
Weighted Ave Maturity`1
36 Month Treasury
0.29%
Max 3.54 Years 0.96
Term
Minimum
Actual
0 to 30 Days
10%
26.5%
Time
Certificates
Under 1 Year
25%
59.7%
0.0%
Under 5 Years
100%
100.0 %
Other
Polic
ActualU.
S. Treasures
RE
CorpIssuer
5%
4.4%
6.2%
Callable
25%
17.3%
Credit WIA
AA2
AAA
4.50%
4.00%
3,50%
3.00%
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
300, 000, 000
250, 000, 000
200, 000, 000
150, 000, 000
100, 000, 000
50, 000, 000
24 Month Historic Investment Returns
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
County Rate 2 Year Treasury Rate I I Corporate Bond Rate <- LGIP Rate
n n r W W 00 w W M W w W w w W m M M M M M M M M M M M 0 0 0
IV 71 ,-1 71
Q p75 w Q t > U c -0 '- 7, G t10 Q > U c .0 T C bA Q > U G
Q Q - z o !c T Q Q in Z i Q �' Q 0 Z O w
Deschutes County Investments Purchases made in March 2019
Portfolio Management Purchases made in March 2020
Portfolio Details - Investments
March 31, 2020
Purchase
Maturity
Days To
Ratings
Coupon
Par
Market
Book
Inv #'. "
Inv Typ. `.
CUSIP
Security
Broke '
Date ; '_
Date .1
Maturi ' Mood
' S&P/Fit '
Rat '
YTM 3'.'
Value -
Value '
Value '
10606
MUN
13063CS04
California St
VINISP
9/21/2017
4/1/2020
0 Aa3
AA-
1.8
1.79991
780,000
780,000
780,000
10695
MCI
06051GFN4
Bank of America Corp
CASTLE
4/10/2019
4/21/2020
20 A2
A-
2.25
2.6737
1,500,000
1,499,760
1,499,654
10639
FAC
3137EAEM7
Federal Home Loan Mtg Corp
CASTLE
4/19/2018
4/23/2020
22 Aaa
AA+
2.5
2.5112
2,000,000
2,002,600
1,999,987
10688
MCI
037833BE9
Apple Inc
CASTLE
1/15/2019
5/6/2020
35 Aal
AA+
2.2046
2.40792
2,000,000
1,999,480
2,000,338
10746
TRC
912833KZ2
U.S. Treasury
CASTLE
1/24/2020
5/15/2020
44
1.5643
1.57183
4,000,000
3,999,680
3,992,457
10597
FAC
3134GBNK4
Federal Home Loan Mtg Corp
CASTLE
7/13/2017
5/29/2020
58 Aaa
AA-
1.625
1.67124
3,000,000
3,005,910
3,000,000
10664
MUN
7366881-132
Portland Community College
Pi
11/27/2018
6/l/2020
61 Aal
AA+
3.126
3.126
516,000
516,354
515,000
10690
MCI
740189AL9
Precision Castparts Corp
CASTLE
2/19/2019
6/15/2020
75 A2
AA-
2.25
2.80011
1,000,000
998,970
998,895
10479
MUN
686053DH9
Oregon School Boards Assoc
DA DAV
11/2/2015
6/30/2020
90 Aa2
AA
5.373
2.05005
875,000
884,153
881,821
10523
MUN
686053DH9
Oregon School Boards Assoc
CASTLE
6/24/2016
6/30/2020
90 Aa2
AA
5.373
1.57009
500,000
505,230
504,538
10580
ACB
686053CK3
Oregon School Boards Assoc
CASTLE
3/15/2017
6/30/2020
90 Aa2
A+
2.0626
2.14874
1,000,000
997,220
994,914
10599
MUN
569203MA7
Salem-Keizer School District
CASTLE
7/26/2017
6/30/2020
90 Aa2
2.107
1.77835
2,310,000
2,316,884
2,311,810
10715
AFD
76116FAD9
RFSCP STRIP PRIN
MORETN
10/3/2019
7/15/2020
105
1.8011
1.85283
3,000,000
2,995,470
2,957,075
10572
MCI
94974BGM6
Wells Fargo Corporate Note
Pi
1/19/2017
7/22/2020
112 A2
A-
2.6
2.35002
1,000,000
1,000,190
1,000,736
10691
MCI
94974BGM6
Wells Fargo Corporate Note
CASTLE
2/22/2019
7/22/2020
112 A2
A-
2.6
2.9402
1,000,000
1,000,190
998,977
10676
MCI
90331 HNW9
US Bank - Corp Note
CASTLE
12/18/2018
7/24/2020
114 Al
AA-
2.0509
2.6509
1,500,000
1,496,445
1,499,304
10680
FAC
313OA5Z77
Federal Home Loan Bank
MORETN
12/21/2018
7/29/2020
119 Aaa
AA+
1.83
2.69091
2,000,000
2,010,160
1,994,508
10717
TRC
912803AU7
U.S. Treasury
CASTLE
10/18/2019
8/15/2020
136
1.6379
1.68377
4,000,000
3,997,520
3,945,040
10742
MCI
89236TFK6
Toyota Mir Cred - Corp N
CASTLE
12/17/2019
8/21/2020
142 Aa3
AA-
2.0446
1.92219
3,000,000
2,967,420
3,001,411
10656
TRC
9128284Y3
U.S. Treasury
MORETN
9/28/2018
8/31/2020
152 Aaa
AA-
2.625
2.81769
2,000,000
2,020,780
1,998,446
10633
MCI
053015AD5
AUTOMATIC DATA
CASTLE
2/26/2018
9/15/2020
167 Aa3
AA
2,25
2.57022
2,710,000
2,714,472
2,706,194
10653
TRC
9128281-65
U.S. Treasury
CASTLE
9/17/2018
9/30/2020
182 Aaa
AA+
1.375
2.75127
2,000,000
2,013,120
1,986,766
10573
MUN
940093R25
Washington Univ Higher Ed
Pi
1/19/2017
10/1/2020
183 Aa3
A+
5.93
1.97016
400,000
409,356
407,600
10629
MCI
45905U7J7
International Bonds for Recons
CASTLE
2/9/2018
10/5/2020
187 Aaa
AAA
2
2A7077
2,000,000
2,016,740
1,993,687
10659
MCI
459051-17J7
International Bonds for Recons
CASTLE
10/26/2018
10/5/2020
187 Aaa
AAA
2
3.07153
820,000
826,863
815,327
10703
MCI
45905U7J7
International Bonds for Recons
CASTLE
6/26/2019
10/5/2020
187 Aaa
AAA
2.000
2.000
750000
766277.5
750000
10657
AFD
76116FAE7
RFSCP STRIP PRIN
CASTLE
10/4/2018
10/15/2020
197
2.764
2.96083
2,445,000
2,437,886
2,408,018
10714
MCI
46625HHU7
JPMorgan Chase - Corporate N
CASTLE
9/20/2019
44119
197 A2
A-
4.25
2.05949
3,000,000
3,034,200
3,034,829
10747
AFD
76116FAE7
RFSCP STRIP PRIN
CASTLE
1/29/2020
10/15/2020
197
1.6269
1.68812
5,000,000
4,985,450
4,955,486
low
MUN
492244DV7
Kern Community College
CASTLE
11/15/2016
11/1/2020
214
AA-
2.893
1.80006
500,000
505,040
503,063
10689"
MUN
544587C30
LOS ANGELES MUNI IMP
CASTLE
2/11/2019
11/1/2020
214
AA-
3.146
2.87227
2,310,000
2,340,446
2,313,552
10617
FAC
3134GBX66
Federal Home Loan Mtg Corp
CASTLE
12/13/2017
11/24/2020
237 Aaa
AA-
2.25
2.17233
3,000,000
3,032,940
3,000,000
10719
MCI
06051GEE5
Bank of America Corp
CASTLE
10/22/2019
1/5/2021
279 A2
A-
5.875
1.8832
2,000,000
2.040,160
2,059,761
10758
MCI
89233P4S2
Toyota Mir Cred - Corp N
Pi
` ' 3/25/2020
1/11/2021
285 Aa
AA
4.25
2.79599
2,000,000
2,025,720
2,022,145
10745
MCI
94988J5M5
Wells Fargo Corporate Note
CASTLE
1/9/2020
1/15/2021
289 Aa2
A+
2.1413
1.9249
3,000,000
2,969,760
3,005,827
10725
MUN
73209MAC1
POMONA CALIF REDEV AGY
Pi
11/22/2019
2/l/2021
306
A+
3.406
1.80021
1,300,000
1,323,946
1,317,118
10735
MCI
90331 HPA5
US Bancorp
Pi
12/6/2019
2/4/2021
309 Al
AA-
3
1.85045
2,000,000
2,012,800
2,019,035
10722
FAC
880591EL2
Tennessee Valley Authority
CASTLE
11/5/2019
2/15/2021
320 Aaa
AA+
3.875
1.64993
2,000,000
2,054,880
2,038,226
10739
TRC
912833LC2
U.S. Treasury
CASTLE
12/11/2019
2/15/2021
320
1.6475
1.69748
3,000,000
2,997,630
2,940,690
10740
TRC
912833LC2
U.S. Treasury
CASTLE
12/13/2019
2/15/2021
320
1,6476
1.69757
2,000,000
1,998,420
1,960,640
10687
VR2
89236TEV3
Toyota Mir Cred - Corp N
CASTLE
1/9/2019
4/13/2021
377 Aa3
AA-
2.1279
2.71704
2,000,000
1,955,160
1,994,367
10702
VR2
06051GFV6
Bank of America Corp
CASTLE
5/31/2019
4/19/2021
383 Aaa
A-
3,2391
3.33397
1,050,000
1,039,710
1,062,216
10706
MUN
801577NR4
SANTA CLARA CNTY CALIF FING ,CASTLE
7/2/2019
5/l/2021
395
AA,
2.05
2.26338
1,095,000
1,103,519
1,094,806
10700
MCI
06051GEHB
Bank of America Corp
CASTLE
5/9/2019
5/13/2021
407A2
A-
5
2.70027
1,560,000
1,602,869
1,598,736
10757
MCI
09247XAW
Federal Home Loan Mtg Corp
CASTLE
f'=3/25/2020
5/24/2021
418
4.25
2.65767
2,000,000
2,046,600
2,035,682
10741
TRC
9128286V7
U.S. Treasury
CASTLE
12/13/2019
5/31/2021
425
2.125
1.70172
5,000,000
5,117,200
5,024,204
10728
MCI
46625HRT9
JPMorgan Chase- Corporate N
CASTLE
11/29/2019
6/7/2021
432 A2
A-
2.4
1.92038
3,000,000
3,006,180
3,015,812
10738
MCI
46625HRT9
JPMorgan Chase- Corporate N
DA DAV
12/10/2019
6/7/2021
432 A2
A-
2.4
1.95567
2,000,000
2,004,120
2,010,313
10667
MCI
695114CMB
Pacific Corp
CASTLE
11/29/2018
6/15/2021
440 At
A+
3.85
3.35022
1,170,000
1,191,212
1,176,696
10672
MCI
695114CM8
Pacific Corp
CASTLE
12/6/2018
6/15/2021
440 At
A+
3.85
3.35091
830,000
845,048
834,747
10692
MCI
695114CM8
Pacific Corp
CASTLE
2/22/2019
6/15/2021
440 Al
A+
3.85
2.85033
2,000,000
2,036,260
2,020,736
10708
FAC
3133EKVC7
Federal Farm Credit Bank
CASTLE
7/29/2019
7/19/2021
474 Aaa
AA+
1.875
1.87488
3,000,000
3,068,890
3,000,000
10721
TRC
91282871`1
U.S. Treasury
CASTLE
10/31/2019
7/31/2021
486
1.75
1.63127
5,000,000
5,104,700
5,007,724
10705
MUN
797398DK7
SAN DIEGO CNTY CALIF PENSIOI CASTLE
7/l/2019
8/15/2021
501 AA2
AAA
5.835
2.00045
2,000,000
2,125,500
2,102,499
10737
FAC
313OA94N8
Federal Home Loan Bank
CASTLE
12/9/2019
8/26/2021
511 Aaa
AA,
1.7
1.71436
5,000,000
5,007,550
4,998,977
10696
AFD
88059E4M3
Tennessee Valley Authority
CASTLE
4/18/2019
9/15/2021
532
2.3733
2.63553
1,020,000
1,003,282
984,226
10648
MCI
45905UC36
International Bonds for Recons
CASTLE
7/16/2018
9/28/2021
545 Aaa
AAA
2
2.96688
2,000,000
1,941,400
1,972,684
10731
MCI
9498BJ5TO
Wells Fargo Corporate Note
CASTLE
12/5/2019
10/22/2021
569 Aa2
A+
3.625
1.94977
2,000,000
2,054,780
2,050,995
10724
FAC
3130AFUYO
Federal Home Loan Bank
CASTLE
11/8/2019
11/19/2021
597
1.625
1.71093
3,000,000
3,058,590
2,995,874
10744
FAC
3130AHSR5
Federal Home Loan Bank
CASTLE
12/20/2019
12/20/2021
628
1.625
1.68014
3,000,000
3,063,720
2,997,215
10732
MCI
46625HJD3
JPMorgan Chase - Corporate N
PJ
12/6/2019
1/24/2022
663 A2
A-
4.5
2.01005
2,000,000
2,089,040
2,087,951
10654
MCI
695114CP1
Pacific Corp
CASTLE
9/25/2018
2/1/2022
671 Al
A+
2.95
3.32016
700,000
705,761
695,529
10726
FAC
3133EKCYO
Federal Farm Credit Bank
CASTLE
11/21/2019
3/14/2022
712 Aaa
AA-
1.95
1.84902
5,000,000
5,011,000
5,008,389
10730
FAC
3133EKCYO
Federal Farm Credit Bank
CASTLE
11/29/2019
3/14/2022
712 Aaa
AA+
1.95
1.83828
5,000,000
5,011,000
5,009,288
10720
MCI
90520EAFA
MUFG Union Bank
CASTLE
10/25/2019
4/l/2022
730 Aaa
A
3.15
2.03755
2,000,000
1,998,360
2,043,184
10750
MCI
90520EAFA
MUFG Union Bank
CASTLE
2/5/2020
4/1/2022
730 Aaa
A
3.15
1.81145
1,000,000
999,180
1,026,125
10749
FAC
3133ELLW2
Federal Farm Credit Bank
DA DAV
2/5/2020
5/5/2022
764
1.61
1.62173
1,000,000
1,000,100
999,767
10759
MCI
037833CP3
Apple Inc
CASTLE
3/27/2020
5/11/2022
770
2.0809
3.16241
1,000,000
975,770
977,996
10733
MCI
084664BT7
Berkshire Hathaway Inc
MORETN
12/6/2019
5/16/2022
774 Aa2
AA
3
1.74
2,000,000
2,077,460
2,052,127
10736
FAC
3133ELCH5
Federal Farm Credit Bank
Pi
12/5/2019
6/2/2022
792
1.7
1.71644
2,000,000
2,003,460
1,999,303
10652
MUN
686053BQ1
Oregon School Boards Assoc
MORETN
9/14/2018
6/30/2022
820 Aa2
AA
5.48
3.12
925,000
1,006,446
970,897
10748
FAC
3133EKJ56
Federal Farm Credit Bank
CASTLE
1/31/2020
8/30/2022
881 Aaa
AA+
1.9
1.30349
3,000,000
3,010,260
3,012,155
'10727
MCI
06051GEU9
Bank of America Corp
CASTLE
11/25/2019
1/11/2023
1015 A2
A-1
3.3
2.12008
2,000,000
2,072,080
2,063,073
10751
FAC
3130AJ5Q8
Federal Home Loan Bank
DA DAV
2/18/2020
2/14/2023
1049 Aaa
AA+
1.75
1.74997
2,000,000
2,001,780
2,000,000
'10753
FAC
3135GOX99
Federal National Mtg Assn
CASTLE
2/24/2020
2/14/2023
1049 Aaa
AA,
1.7
1.69993
4,000,000
4,015,680
4,000,000
10709
MUN
2927OCNU5
Bonneville Power Administratio
CASTLE
7/30/2019
7/I/2023
1186 Aal
AA-
5.803
2.12492
1,000,000
1,132,870
1,114,098
'10713
MCI
361582AD1
Berkshire Hathaway Inc
CASTLE
9/9/2019
7/15/2023
1200 Aa3
AA
7.35
2.03065
500,000
587,290
583,717
'10754
FAC
3134GVEG9
Federal Home Loan Mtg Corp
R W B
2/28/2020
2/28/2024
1428
1.625
1,625
4,000,000
4,009,440
4,000,000
10755
FAC
3133ELQV9
Federal Farm Credit Bank
Pi
3/3/2020
9/3/2024
1616
1.7
1.7
2,000,000
2,002,320
2,000,000
10752
FAC
3135GOY23
Federal National Mtg Assn
CASTLE
2/18/2020
2/18/2026
1784
AA+
1.9
1.9
2,000,000
2,007,360
2,000,000
10078
RRP
SYS10078
Local Govt Investment Pool
7/l/2006
- -
1
2
2
50,342,003
50,342,003
60,342,003
10084
RR2
SYS10084
First Interstate
7/1/2006
- -
1
2.75
2.75
5,116,428
5,115,428
5 115,428
225,622,432 227,030,900 226,192,414
Doe Licensing
We began taking dog license renewals through a new on-line system in mid -March. Since then 1,823 renewals have
been processed. Of these, 409 or 22% were processed on-line (last month I reported that 40 had been processed).
Although we are still early in the transition, the use of the on-line system has been more than we expected. We
estimate that this will eventually save 20 hours or more of staff time per week and provide the public a more efficient
way to renew and apply for a license.
Tax
We are working with a third party vendor to provide tax statement printing and mailing services. It's expected this will
save over $10,000 in printing and mailing costs and a week's worth of staff time for the November statement mailing.
Additionally, this will give us the opportunity in the future to provide electronic tax statements.
Working with Elections staff, we installed new drive through ballot drop and tax payment boxes at the "Y" on the west
side of the Deschutes Services Building. This will provide the public an efficient (and socially distanced) method for
voting and paying taxes. Whitney is working on a promotional video that will help get the word out.
Budget to Actuals Report
Revenue YTD in the General Fund is 95.9% of budget at $34.6 million, an increase of $2.6 million (8%) from last year
which was at 94% of budget for the same time period. Expenses YTD are 72.1% of budget at $27.1 million compared
to $25.4 million and 71.2% of budget last year. Expenses YTD are $1.7 million (7%) more than the same time period
last year.
r_r
County Wide Financial dashboard 001 - General Fund 9, 75°i°
�.., Qooe Year Complete
Funo
sele; t All
;thank;
001 - Gene i Fund
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139 - I'aik Acpuiai.-.
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Monthly GL Period
0
9
$9.6M
(Blank)
Budget to Actuals
Requirements RE -sou cgs Beginning,1A+oikinq Capital Cau<klet to Actuals by Category
_,ItYel. A uds ®r .1_arA-:1-,_
Monthly Revenues
01 ast Y Ad,:M, ® ; Vzar Aru;:s.
93.9%
% of last vear budget
I�.s'W�"�+"x,"� 596M
VA(;ANT
8261,
ru Leo
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On the attached pages you will find the Budget to Actuals Report for the County's major funds with actual revenue
and expense data compared to budget through March 31, 2020.
Position Control Summary
July -June
Percent
Org
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Unfilled
Assessor
Filled
34.26
34.26
34.26
34.26
34.26
34.26
34.26
33.26
33.26
Unfilled
1.00
1.00
1.00
1.00
1.00
"1.00
1.00
2.00
2.00
3.47%
Clerk
Filled
8.48
8.48
8.48
8.48
8.48
8.48
8.48
8.48
8.48
Unfilled
-
-
-
-
-
-
-
0.00%
BOPTA
Filled
0.52
0.52
0.52
0.52
0.52
0.52
0.52
0.52
0.52
Unfilled
-
-
-
-
-
0.00%
DA
Filled
49.95
49.95
49.95
51.95
50.95
51.75
51.75
50.60
51.60
Unfilled
2.00
2.00
2.00
-
1.00
1.00
1.45
2.50
1.50
2.85%
Tax
Filled
4.50
4.50
4.50
4.50
4.50
4.50
4.50
4.50
4.50
Unfilled
-
-
-
-
-
-
-
-
0.00%
Veterans'
Filled
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
Unfilled
-
-
-
-
-
-
-
0.00%
Property Mngt
Filled
1.80
1.80
1.80
1.80
1.80
1.80
1.80
0.80
1.80
Unfilled
-
-
-
-
-
-
-
1.00
6.17%
Total General Fund
Filled
103.51
103.51
103.51
105.51
104.51
105.31
105.31
102.16
104.16
Unfilled
3.00
3.00
3.00
1.00
2.00
2.00
2.45
5.50
3.50
2.641/o
Justice Court
Filled
4.60
4.60
4.60
4.60
3.60
3.60
4.60
4.60
4.60
Unfilled
-
-
-
-
1.00
1.00
-
-
4.83%
Community Justice
Filled
46.90
47.20
47.20
47.90
47.90
47.90
47.90
47.90
46.90
Unfilled
1.00
0.70
0.70
-
-
-
-
1.00
0.79%
Sheriff
Filled
221.75
221.75
224.75
220.75
223.75
224.75
223.75
218.75
226.75
Unfilled
18.75
18.75
15.75
19.75
16.75
15.75
16.75
21.75
13.75
7.29%
Health Srvcs
Filled
284.55
286.65
291.20
293.95
291.95
293.30
294.10
293.35
293.35
Unfilled
20.35
18.25
18.70
16.95
18.75
17.40
17.05
17.80
17.80
5.85%
CDD
Filled
53.00
54.00
54.00
56.00
55.00
55.00
56.00
55.00
55.00
Unfilled
3.00
2.00
2.00
2.00
3.00
3.00
2.00
3.00
3.00
4.46%
Road
Filled
55.00
55.00
56.00
55.00
54.00
55.00
55.00
54.00
55.00
Unfilled
1.00
1.00
-
1.00
2.00
1.00
1.00
2.00
1.00
1.98%
Adult P&P
Filled
37.85
38.55
39.55
38.85
38.85
39.85
39.85
39.60
39.60
Unfilled
2.00
1.30
0.30
1.00
1.00
-
-
0.25
0.25
1.70%
Solid Waste
Filled
24.00
24.00
24.00
23.00
23.00
23.00
23.00
23.00
23.00
Unfilled
0.50
0.50
0.50
1.50
1.50
1.50
1.50
1.50
1.50
4.76%
9-1-1
Filled
55.52
53.53
56.53
56.53
56.53
55.53
53.00
53.00
53.00
Unfilled
4.48
6.48
3.48
3.48
3.48
4.48
7.00
7.00
7.00
8.68%
Victims Assistance
Filled
7.00
7.00
7.00
8.00
8.00
8.00
8.00
8.00
8.00
Unfilled
1.00
1.00
1.00
-
-
-
-
-
4.17%
GIS Dedicated
Filled
1.30
1.30
1.30
2.30
2.30
2.30
2.30
2.30
2.30
Unfilled
1.00
1.00
1.00
-
-
-
-
-
14.49%
Fair&Expo
Filled
12.00
11.00
11.00
11.00
11.00
11.00
11.00
12.00
11.00
Unfilled
-
1.00
1.00
1.00
1.00
1.00
1.00
-
1.00
6.48%
Natural Resource
Filled
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
Unfilled
-
-
-
1.00
1.00
1.00
-
-
20.00%
ISF - Facilities
Filled
19.00
19.00
19.00
19.00
19.00
20.00
20.00
20.00
20.00
Unfilled
6.00
6.00
6.00
6.00
6.00
5.00
5.00
5.00
5.00
22.22%
ISF - Admin
Filled
5.75
5.75
5.7S
6.75
6.75
6.75
7.75
7.75
7.75
Unfilled
1.00
1.00
2.00
1.00
1.00
1.00
-
-
10.33%
ISF - BOCC
Filled
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Unfilled
-
-
-
-
-
-
-
-
0.00%
ISF - Finance
Filled
10.00
10.00
10.00
10.00
10.00
10.00
9.00
10.00
10.00
Unfilled
-
-
-
-
-
-
1.00
-
1.11%
ISF - Legal
Filled
6.00
6.00
7.00
7.00
7.00
7.00
7.00
7.00
7.00
Unfilled
1.00
1.00
-
-
-
-
-
-
3.17%
ISF - HR
Filled
8.00
8.00
8.00
8.00
8.00
8.00
8.00
8.00
8.00
Unfilled
-
-
-
-
-
-
-
-
0.00%
ISF - IT
Filled
14.70
14.70
14.70
14.70
15.70
15.70
15.70
15.70
15.70
Unfilled
1.00
1.00
1.00
1.00
-
-
-
-
2.83%
ISF - Risk
Filled
2.25
2.25
2.25
2.25
2.25
2.25
2.25
2.25
2.25
Unfilled
1.00
1.00
-
-
-
-
-
-
-
8.99%
Total:
Filled
976.68
977.79
991.34
995.09
993.09
998.24
998.51
989.36
998.36
Unfilled
66.08
64.98
56.43
56.68
58.48
54.13
54.75
63.80
54.80
%Unfilled
6.34%
6.23%
5.39%
5.39%
5.56%
5.14%
5.20%
6.06%
5.20%
5.61%
C-°��� Budget to Actuals - Countywide Summary
All Departments 75.0%
FY20 YTD March 31, 2020 (unaudited)
Year Complete
Fiscal Year 2019
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection
%
001 - General Fund
33,938,668
34,900,450
103% ;
35,779,922
34,371,019
96% ;
37,144,243
104% ;
030 - Juvenile
786,286
842,485
107% ;
856,930
501,036
58%
841,198
98% ;
160/170 - TRT
7,282,600
7,682,623
105% ;
7,732,000
7,202,988
93%
7,356,150
95% ;
220 - Justice Court
552,000
608,275
110% ;
578,000
434,374
75% ;
602,500
104% ;
255 - Sheriffs Office
39,225,869
40,517,859
103% ;
41,581,807
40,303,745
97%
42,558,394
102% ;
274 - Health Services
35,444,454
37,595,739
106% ;
36,132,298
24,021,964
66%
34,780,458
96% ;
295 - CDD
8,153,746
7,755,886
95%
8,468,820
5,891,581
70% ;
7,988,320
94% ;
325 - Road
22,876,423
23,035,209
101% ;
22,785,827
16,580,499
73%
22,316,979
98% ;
355 - Adult P&P
6,360,818
6,463,769
102% ;
5,775,278
4,800,686
83%
6,279,046
109% ;
465 - Road CIP
959,104
261,131
27%
2,142,893
1,452,227
68%
2,248,612
105% ;
610 - Solid Waste
11,868,613
11,504,244
97%
11,724,869
9,092,621
78%
11,820,073
101% ;
615 - Fair & Expo
1,499,100
1,589,820
106% ;
1,561,500
848,829
54%
957,200
61% ;
618 - RV Park
358,600
488,620
136% ;
437,700
340,162
78%
393,648
90% ;
670 - Risk Management
3,569,944
3,477,056
97%
3,495,039
3,131,905
90%
3,905,039
112% ;
675 - Health Benefits
21,411,563
22,699,675
106% ;
22,318,433
16,399,931
73%
21,836,324
98% ;
705 - 911
10,260,013
10,514,313
102% ;
10,563,350
9,616,768
91%
10,838,506
103%:
999 - Other
36,330,641
38,687,048
106% ;
31,222,790
26,584,563
85%
31,421,450
101% ;
TOTAL RESOURCES
240,878,442
248,624,202
103% ;
243,157,456
201,574,899
83% ;
243,288,140
100% ;
Fiscal Year 2019
Fiscal Year 2020
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
001 - General Fund
17,486,029
16,406,076
94%
18,283,076
12,785,090
70%
17,875,574
98% ;
030 - Juvenile
7,040,903
6,638,892
94% ;
7,127,337
5,172,572
73%
6,977,384
98% ;
160/170 - TRT
2,335,678
2,233,953
96% `,
2,212,140
1,953,797
88%
2,109,820
95% ;
220 - Justice Court
658,081
652,039
99% ;
678,141
510,695
75%
667,048
98% ;
255 - Sheriffs Office
42,853,022
41,553,897
97% ;
44,685,809
33,087,818
74% ; ;
44,826,545
100% ;
274 - Health Services
44,974,364
42,441,390
94%
47,589,309
30,778,394
65% ;
44,681,048
94% ;
295 - CDD
7,726,157
7,331,793
95% ;
7,905,639
5,557,148
70%
7,412,903
94% ;
325 - Road
14,689,753
12,158,904
83%
14,573,336
8,610,208
59% ;
13,783,666
95% ;
355 - Adult P&P
6,505,128
6,208,673
95%
6,589,491
4,796,703
73%
6,575,794
100% ;
465 - Road CIP
8,309,501
5,484,366
66%
13,835,913
3,063,555
22%
7,246,847
52% ;
yL� c OG
\)TEs`< Budget to
Actuals
- Countywide
Summary
o
All Departments
75.0%
FY20 YTD March
31, 2020 (unaudited)
Year Complete
610 - Solid Waste
8,310,720
7,643,635
92%
8,384,039
4,716,574
56%
8,109,911
97% ;
615 - Fair & Expo
2,688,885
2,789,095
104% ;
2,464,787
1,893,251
77%
2,296,882
93% ;
618 - RV Park
521,971
499,108
96% ;
540,373
372,676
69%
507,454
94% ;
670 - Risk Management
3,858,097
2,862,764
74% ;
4,132,295
1,957,947
47%
3,821,259
92% ;
675 - Health Benefits
23,144,255
21,211,086
92%
22,115,011
16,205,616
73%
24,356,899
110% ;
705 - 911
13,379,064
10,570,113
79%
12,250,336
7,988,959
65%
11,725,591
96% ;
999 - Other
46,792,062
35,262,851
75%
60,808,382
26,932,060
44% ;
60,568,085
100% ;
TOTAL REQUIREMENTS
251,273,671
221,948,635
88%
274,175,414
166,383,064
61% ;
263,542,710
96% ;
Fiscal Year 2019
Fiscal Year 2020
TRANSFERS
Budget
Actuals
%
Budget
Actuais
%
Projection
%
001 - General Fund
(18,077,559)
(18,091,539)
100% ;
(19,023,310)
(14,103,941)
74%
(19,023,310)
100% ;
030 - Juvenile
5,744,015
5,744,015
100% ;
5,874,465
4,405,842
75%
5,874,465
100% ;
160/170 - TRT
(4,649,866)
(4,449,866)
96%
(4,133,128)
(3,099,831)
75% ;
(4,082,673)
99% ;
220 - Justice Court
30,000
30,000
100%-
255 - Sheriffs Office
2,981,253
2,981,254
100% ;
3,119,936
2,469,779
79% ;
3,119,936
100% ;
274 - Health Services
6,177,535
6,179,204
100% ;
6,102,365
4,165,309
68%
6,285,920
103% ;
295 - CDD
(1,152,624)
(1,170,172)
102% ;
(1,448,081)
(1,063,667)
73% ;
(1,145,956)
79% ;
325 - Road
(14,464,308)
(14,464,308)
100% ;
(11,910,575)
(6,612,088)
56%
(11,910,575)
100% ;
355 - Adult P&P
165,189
165,189
100% ;
223,189
167,385
75% ;
223,189
100%:
465 - Road CIP
13,811,725
13,393,963
97%
12,014,914
5,298,487
44%
11,893,453
99% ;
610 - Solid Waste
(4,688,023)
(5,000,029)
107% ;
(3,296,192)
(1,624,273)
49% ;
(3,296,192)
100% ;
615 - Fair & Expo
1,220,994
1,164,996
95%
1,022,863
720,889
70%
842,552
82% ;
618 - RV Park
160,000
160,000
100% ;
(307,000)
(64,750)
21% ;
(307,000)
100% ;
670 - Risk Management
(3,168)
(3,168)
100% ;
(6,918)
(5,187)
75%
(6,918)
100%:
705 - 911
999 - Other
12,744,837
13,360,461
105% ;
11,767,472
9,346,046
79%
11,533,109
98% ;
TOTALTRANSFERS
-
-
-
s` Budget to Actuals Countywide Summary
a
All Departments
75.0%
FY20 YTD March
31, 2020 (unaudited)
Year Complete
Fiscal Year 2019
Fiscal Year 2020
ENDING FUND BALANCE
Budget
Actuals
%
Padget
Actuais
Projection
%
001 - General Fund
9,265,080
12,349,379
133% ;
9,563,536
19,831,367
12,594,738
132% ;
030 - Juvenile
689,399
1,296,490
188% ;
694,058
1,030,796
1,034,769
149% ;
160/170 - TRT
2,261,401
2,565,255
113% ;
3,686,732
4,714,615
3,728,912
101% ;
220 - Justice Court
67,919
144,227
212% ;
64,859
67,906
79,679
123% ;
255 - Sheriffs Office
13,191,907
16,818,660
127% ;
14,732,933
26,504,365
17,670,445
120% ;
274 - Health Services
3,850,339
10,638,105
276% ;
4,766,157
8,046,984
7,023,435
147% ;
295 - CDD
1,478,676
1,783,536
121% ;
1,097,104
1,054,301
1,212,997
111% ;
325 - Road
2,416,014
6,726,840
278% ;
2,303,905
8,085,043 ;
3,349,578
145% ;
355 - Adult P&P
2,220,879
2,754,005
124% ;
1,998,976
2,925,373
2,680,446
134% ;
465 - Road CIP
14,148,365
17,759,555
126% ;
15,938,430
21,446,714
24,654,773
155% ;
610 - Solid Waste
600,000
799,570
133% ;
644,638
3,551,344
1,213,540
188% ;
615 - Fair & Expo
31,209
(94,564)
-303%;
199,576
(418,097)
(591,694)
-296%;
618 - RV Park
315,629
592,992
188% ;
150,327
495,727
172,186
115% ;
670 - Risk Management
5,308,679
7,193,407
136% ;
5,455,826
8,362,179 ;
7,270,269
133%:
675 - Health Benefits
14,318,894
16,563,905
116% ;
16,309,716
16,758,221
14,043,330
86% ;
705 - 911
5,505,949
8,604,816
156% ;
6,066,720
10,232,625
7,717,731
127% ;
999 - Other
58,869,933
75,223,189
128% ;
55,033,130
84,221,739 ;
57,609,662
105% ;
TOTAL FUND BALANCE
; 134,540,271
181,719,367
135% ;
138,706,623
216,911,202
161,464,796
116% ;
oy Budget to Actuals Report
Q,
General Fund - Fund 001
FY20 YTD March 31, 2020 (unaudited)
RESOURCES
Property Taxes - Current
Property Taxes - Prior
Other General Revenues
Assessor
Clerk
BOPTA
District Attorney
Tax Office
Veterans
Property Management
TOTALRESOURCES
REQUIREMENTS
Assessor
Clerk
BOPTA
District Attorney
Medical Examiner
Tax Office
Veterans
Property Management
Non -Departmental
TOTAL REQUIREMENTS
TRANSFERS
Transfers In
Transfers Out
TOTALTRANSFERS
75.0%
Year Complete
Fiscal Year2019 1
Fiscal Year2020
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
27,318,385
27,774,133 102%
29,046,840
28,284,289
97%
29,256,769 101%
209,929� A
389,000
433,798 112%
391,000
885,586
226%
950,000 243% !
559,000, B
2,685,500
3,272,354 122%
3,020,400
2,372,929
79%
3,161,400 105% !
141,000! C
870,658
823,127 95%
837,283
708,685
85%
837,283 100%!
-: D
1,787,270
1,702,762 95%
1,597,369
1,599,164
100%
2,047,369 128% !
450,000! E
12,700
12,119 95%
12,220
10,420
85%
12,220 100%!
- D
389,782
386,919 99%
383,806
203,552
53%
383,806 100%!
198,950
206,292 104%
195,390
199,781
102%
199,782 102% !
4,392: D
166,423
168,945 102%
175,614
89,307
51%
175,614 100%!
F
120,000
120,000 100%
120,000
17,305
14%
120,000 100%!
G
33,938,668
34,900,450 103% ;
35,779,922
34,371,019
96%
37,144,243 104% ;
1,364,321:
Budget Actuals % Budget Actuals %
4,802,452
4,530,558
94%
4,993,290
3,539,340
71%
1,854,397
1,598,764
86%
2,031,590
1,153,755
57%
! 73,125
69,565
95% !
77,950
56,235
72%
7,372,932
6,993,244
95% !
7,873,159
5,641,499
72% !
! 173,129
160,296
93% !
235,542
139,660
59%
$72,020
779,330
89% !
846,307
654,020
77%
572,287
539,026
94% !
589,551
394,848
67% !
! 287,858
278,966
97% !
281,985
232,670
83%
1,477,829
1,456,326
99%
1,353,702
973,062
72% !
17,486,029
16,406,076
94% ;
18,283,076
12,785,090
70% ;
Projection %
$ Variance
4,829,536 97%
163,754: H
1,954,800 96%
76,790! H
77,154 99%
796!
7,688,121 98%
F i
185,038! H
i
235,542 100%
849,085 100%
(2,778)�
587,372 100%,
2,179�
300,262 106% !
c
(18,277)! 1
1,353,702 100%!
-!
17,875,574 98% ;
407,502:
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
326,122
289,065
89%
260,000
195,000
75%
t
260,000 100% J
! (18,403,681)
(18,380,604)
100% !
(19,283,310)
(14,298,941)
_
74%
(19,283,310) 100% !
(18,077,559)
(18,091,539)
100% ;
(19,023,310)
(14,103,941)
74% ;
(19,023,310) 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection % $ Variance
Beginning Fund Balance
10,890,000
11,946,544 110%
11,090,000
12,349,379 111%
12,349,379 111% : 1,259,379:
Resources over Requirements
! 16,452,639
18,494,374 !
17,496,846
21,585,929 ! !
19,268,669 ! 1,771,823!
Net Transfers - In (Out)
! (18,077,559)
(18,091,539) !
(19,023,310)
(14,103,941) ! !
(19,023,310) !
TOTAL FUND BALANCE
$ 9,265,080
$ 12,349,379 133% ;
$ 9,563,536
$ 19,831,367 207% ;
$ 12,594,738 132% ; $3,031,202,
A Current year taxes received primarily in November, February and May; actual 19-20 TAV is a 5.36% increase compared to FY 18-19 vs. 5.5%
budgeted; however, collection rate is projected to be 95.8% versus 95% budgeted.
B TDS Baja deferred billing credits per ORS 305.286 in addition to settlement payment
C PILT payment of $500,000 received in July. Includes $112,566 of Marijuana tax YTD; interest projection based on current investment rate and
anticipated cash balances
D A & T Grant received quarterly. Q1 - July; Q2 - October; Q3 - January; Q4 - April.
E Recording fees are up 50% YTD compared to the prior year; COVID impacts to be evaluated over the next month.
F Oregon Dept. of Veteran's Affairs grant reimbursed quarterly.
G Interfund land -sale management revenue recorded at year-end.
H Savings related to FTE vacancies YTD and forecasted vacancy rates consistent with YTD experience.
I Retirement payout not anticipated when the budget was developed
J Repayment to General Fund from Finance Reserves for ERP Implementation
\31 E S` Budget to Actuals Report
o
Juvenile - Fund 030
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019
1
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
OYA Basic & Diversion
407,113
413,320
102%
442,601
189,167
43%
420,601 95%
(22,000); A
ODE Juvenile Crime Prev
91,379
92,492
101%
91,379
42,120
46%
73,758 81%
(17,621). A
Leases
85,000
87,311
103%
86,400
67,053
78%
95,000 110%
8,600! B
Inmate/Prisoner Housing
70,000
97,200
139%
80,000
84,750
106% ,
94,000 118%
14,00& C
DOC Unif Crime Fee/HB2712
35,000
43,681
125%
35,000
49,339
141%
49,339 141%
14,339! D
Interest on Investments
25,000
31,318
125%
31,000
21,650
70%
29,000 94%
(2,000); E
OJD Court Fac/Sec SB 1065
17,000
27,158
160%
26,000
16,906
65%
26,000 100%,
Gen Fund -Crime Prevention
20,000
20,000
100%
20,000
10,000
50%
20,000 100%!
A
Food Subsidy
18,744
12,052
64%
16,000
9,159
57%
14,500 91%
(1,500); F
Miscellaneous
2,050
4,603
225%
14,050
3,197
23%
6,000 43%
(8,050), G
Contract Payments
8,000
7,269
91%
8,000
4,160
52%
8,000 100%:
-! H
Case Supervision Fee
7,000
6,081
87%
6,500
3,536
54%
5,000 77%
(1,500)! 1
TOTAL RESOURCES
786,286
842,485
107%;
856,930
501,036
58% ;
841,198 98% ;
(15,732);
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
5,705,245
5,412,349 95%
5,797,927
4,223,841
73%
5,660,888 98%
137,039: J
Materials and Services
1,327,658
1,218,976 92%
1,329,410
948,731
71%
1,316,496 99%
12,914 K
Capital Outlay
8,000
7,566 95%
TOTAL REQUIREMENTS
7,040,903
6,638,892 94%
7,127,337
5,172,572
73%
6,977,384 98% ;
149,953:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfers In- General Funds
5,831,015
5,831,015 100%
5,961,465
4,471,092
75%
5,961,465 100%
Transfers Out-Veh Reserve
(87,000)
(87,000) 100%
(87,000)
(65,250)
75%
(87,000) 100%
TOTALTRANSFERS
5,744,015
5,744,015 100% ;
5,874,465
4,405,842
75%
5,874,465 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
1,200,000
1,348,881 112%
1,090,000
1,296,490
119% ,
1,296,490 119% :
206,490;
Resources over Requirements
(6,254,617)
(5,796,407)
(6,270,407)
(4,671,536)
(6,136,186)
134,221�
Net Transfers - In (Out)
E
5,744,015
5,744,015
5,874,465
4,405,842
5,874,465
TOTAL FUND BALANCE
$ 689,399
$ 1,296,490 188% ;
$ 694,058
$ 1,030,796
149% ;
$ 1,034,769 149% ;
$340,711:
A Quarterly Reimbursement based on actual expenses.
B Projection based on YTD actuals. Leased a second office to J Bar J Youth Service.
C Out of county juvenile detention housing. Fluctuates in accordance with
other county policy/usage.
Current YTD trend higher than budgeted.
D Annual payment received from State Dept. of
Corrections based on new state formula
higher than
budgeted
E Interest projection based on current investment rate and anticipated cash balances
F Projection based on YTD actuals. Less than anticipated qualifying juvenile detention meals.
G Anticipated grant revenue from youth substance abuse research study lower than budgeted due to project start-up delays.
H Payments for community service crew projects. Fluctuates depending on community need/request.
I Projection based on YTD actuals. COVID impact lowered projection further.
j Projected Personnel savings based on YTD average vacancy rate of 0.6%
K Projected based on YTD actuals. COVID impact lowered many staff and youth expense projections.
o S`��
Budget to Actuals Report
TRT - Fund 160/170
75.0%
FY20 YTD March 31, 2020 (unaudited)
Year Complete
Fiscal Year2019
Fiscal Year2020
RESOURCES
Budget Actuals %
Budget
Actuals %
Projection % $ Variance
Room Taxes
7,260,000 7,618,179 105%
7,670,000
7,131,327 93%
7,266,447 95% (403,553), A
Interest
22,600 64,444 285%
62,000
71,661 116%
89,703 145% 27,703! B
TOTALRESOURCES
7,282,600 7,682,623 105%;
7,732,000
7,202,988 93%
7,356,150 95% ; (375,850);
REQUIREMENTS Budget Actuals % Budget Actuals %
COVA
1,946,668
2,067,761
106%
2,064,221
1,845,447
89%
Interfund Contract
59,121
59,121
100%
79,160
59,370
75%
Interfund Charges
39,087
39,087
100%
37,309
27,982
75%
Auditing Services
12,501
10,800
86%
14,500
4,200
29% '
Software
60,000
51,533
86%
10,350
5,600
54%
Office Supplies
4,000
1,589
40%
3,000
514
17%
Printing
2,200
209
9%
2,000
642
32%
Public Notices
3,101
1,834
59%
1,600
1,386
87%
Refunds & Adjustments
-
-
8,657
999%
Sunriver Service Dist
200,000
-
0%
Temporary Help
9,000
2,020
22%
-
TOTAL REQUIREMENTS
2,335,678
2,233,953
96%
2,212,140
1,953,797
88% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Transfer Out - RV Park
(35,000)
(26,250)
75%
Transfer Out - Annual Fair
(150,000)
(150,000)
100%
(250,000)
(187,500)
75%
Transfer Out - F&E Reserve
(830,083)
(630,083)
76%
(286,687)
(215,013)
75% '
i
Transfer Out - F&E
(517,996)
(517,996)
i
100%
(409,654)
(307,236)
75% '
i
Transfer Out - Sheriff
(3,151,787)
(3,151,787)
100%
(3,151,787)
(2,363,832)
75% '
TOTALTRANSFERS
(4,649,866)
(4,449,866)
96% ;
(4,133,128)
(3,099,831)
75% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Beginning Fund Balance
1,964,345
1,566,452 80%
2,300,000
2,565,255 112%
Resources over Requirements
4,946,922
5,448,669
5,519,860
5,249,191
Net Transfers - In (Out)
(4,649,866)
(4,449,866) E
(4,133,128)
(3,099,831)
TOTAL FUND BALANCE
$ 2,261,401
$ 2,565,255 113% ;
$ 3,686,732
$ 4,714,615 128% ;
Projection %
$ Variance
1,953,244 95%
110,977; C
79,160 100%
D
37,309 100%
14,500 100%
10,350 100%!
-'
3,000 100%,
2,000 100%
1,600 100%
8,657 999%
(8,657)
102,320:
2,109,820 95% ;
Projection % $ Variance
(35,000) 100%
(250,000) 100%
(271,543) 95% 15,144�
(374,343) 91% 35,311!
(3,151,787) 100%
(4,082,673) 99% 50,455:
Projection %
$ Variance
2,565,255 112%
265,255�
5,246,330
(273,530),
(4,082,673)
f 4
50,455;
t
$ 3,728,912 101% ;
$42,180:
A Prior year collections YTD was 83% of budget, compared to current year collections YTD of 88%; remaining FY20 revenue assume to be minimal
due to COVID.
8 Includes interest payments from delinquent tax collections.
C COVA is estimated to receive -27.5% of TRT revenue collected above budgeted amounts
D Contracted services with the Finance Department for operating TRT program.
01ES C-
Budget to Actuals Report
o
Justice Court - Fund 220
75.0%
FY20 YTD March 31, 2020 (unaudited)
Year Complete
Fiscal Year 2019
Fiscal Year 2020
1
RESOURCES Budget Actuals %
Budget
Actuals % Projection
% $ Variance
Court Fines & Fees 550,000 605,344 110%
575,000
432,857 75% 600,000
104% 25,000:'
Interest on Investments 2,000 2,931 147%
3,000
1,516 51% 2,500
83% (500��
TOTAL RESOURCES 552,000 608,275 110%
578,000
434,374 75% 602,500
104% 24,500:
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
508,650
508,098 100%
516,868
402,749
78%
525,775 102%
(8,907); A
Materials and Services
149,431
143,941 96%
161,273
107,945
67%
141,273 88%
20,000! B
TOTAL REQUIREMENTS
658,081
652,039 99%
678,141
510,695
75%
667,048 98%
11,093:
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- General Fund 30,000 30,000 100%
TOTALTRANSFERS 30,000 30,000 100%
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
144,000
157,990 110%
165,000
144,227 87%
144,227 87%
(20,774):
Resources over Requirements k
(106,081)
(43,764) F
(100,141)
(76,321)
(64,548)
35,593,
Net Transfers - In (Out)
30,000
30,000
-
-
TOTAL FUND BALANCE
$67,919
$144,227 212%
$64,859
$67,906 105%
$79,679 123%:
$14,820:
A Projected Personnel overage attributed to payout for terminated employee.
B Projection based on actuals to date and estimated spending through June 30, 2020
�IES``2{ Budget to Actuals Report
Sheriffs Office- Fund 255
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year2019
1
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
LED #1 Property Tax Current
24,780,245
25,153,487
102%,
26,293,470
25,581,577
97%
26,432,672 101%
139,202 A
LED #2 Property Tax Current
10,027,098
10,171,051
101%
10,632,014
10,327,225
97%
10,670,810 100%
38,796, A
Sheriff's Office Revenues
3,675,026
4,153,450
113%
3,922,323
3,053,331
78%
3,994,912 102%,
72,589, B
LED #1 Property Tax Prior
312,000
326,275
105%
312,000
688,277
221%
738,000 237%
426,000! C
LED #2 Property Tax Prior
166,500
157,143
94%
148,000
299,671
202%
330,000 223%
182,000: C
LED #1 Interest
k 145,000
288,269
199%
138,000
225,208
163%
250,000 181%
112,000 D
LED #2 Interest
k 120,000
�
193,301
161%
k
136,000
128,456
94%
kE
142,000 104%
�
6,000!D
�
LED #1 Foreclosed Properties
-
53,322
-
-
LED #2 Foreclosed Properties
E -
21,561
-
-
-
TOTAL RESOURCES
39,225,869
40,517,859
103% ;
41,581,807
40,303,745
97% ;
42,558,394 102% ;
976,587:
REQUIREMENTS
Sheriff's Services
Civil/Special Units
Automotive/Communications
Detective
Patrol
Records
Adult Jail
Court Security
Emergency Services
Special Services
Training
Crisis Stabilization Center
Other Law Enforcement
Non - Departmental
TOTAL REQUIREMENTS
TRANSFERS
Transfer In - TRT
Transfer In - General Fund
Transfers Out - Debt Service
TOTALTRANSFERS
FUND BALANCE
Beginning Fund Balance
Resources over Requirements
Net Transfers - In (Out)
TOTALFUND BALANCE
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance`
2,997,984
3,068,683
102%
3,105,057
2,222,546
72%
3,086,511
99%
18,546: E
k 1,181,695
1,149,677
97%
1,232,158
928,882
75%
1,220,279
99%
11,879
k 2,644,785
2,532,545
96%
2,858,337
2,079,233
73%
2,921,653
102%:
(63,316)!
2033,077
2,044,686
101%
2,303,072
1,653,428
72%
2,224,456
97% :
78,616!
k 10:003,952
10,040,921
100%
10,592,002
8,550,851
81%
11,210,754
106% :
(618,752)! F
881,182
892,837
101%
1,004,600
575,995
57%
876,088
87%
128,512!
i 18,357,098
17,364,464
95%
18,379,998
13,342,192
73%
18,184,862
99%
195,136
E 551,494
531,409
96%
556,740
339,689
61%
461,521
83%
95,219
k 328,581
341,586
104%
402,734
334,936
83%
445,181
111%
(42,447)�
i 1,520,623
1,451,124
95%
1,601,871
1,283,642
80%
1,631,652
102%
(29,781)!
i 667,647
874,923
131%
743,334
690,752
93%
867,094
117% ;
(123,760)
k 559,308
82,308
15%
571,267
63,200
11%
335,201
59%
236,066
k 1,017,266
1,070,404
105%
1,330,214
917,659
69% 4
1,255,376
94%
74,838!
108,329
108,329
100%
4,425
104,811
999%
105,917
999%
(101,492)
42,853,022
41,553,897
97%
44,685,809
33,087,818
74%
44,826,545
100% ;
(140,736);
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
3,151,787
3,151,787 100%
3,151,787
2,363,832
75%
3,151,787 100%
103,132
103,132 100%
240,249
180,180
75%
240,249 100%
i (273,666)
(273,666) 100%
(272,100)
(74,233)
27%
(272,100) 100%
2,981,253
2,981,254 100% ;
3,119,936
2,469,779
79%
3,119,936 100% ;
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
13,837,807
14,873,445 107%
14,716,999
16,818,660
114%
16,818,660 114%
2,101,661�
(3,627,153)
(1,036,039)
(3,104,002)
7,215,927
(2,268,151)
835,851
2,981,253
i
2,981,254
E
3,119,936
2,469,779
I k
3,119,936
1
k
$ 13,191,907
$ 16,818,660 127% ; $ 14,732,933
$ 26,504,365
180% ; $ 17,670,445 120% ;
$2,937,512:
A While 19-20 TAV was 0.14% lower vs budget, the collection rate is estimated at 95.8% vs. 95.0% in the budget
B Projected to exceed budget due to additional SB 395 Prisoner Housing funds in Adult Jail
C TDS Baja deferred billing credits per ORS 305.286 in addition to settlement payment
D Interest projection based on current investment rate and anticipated cash balances
E Variances in most Divisions are from projections based on YTD personnel and positions that are unfilled or over -filled; includes projection for
transfer of 1.0 FTE from F&E
F Variance due to over hiring for open and soon -to -be open positions; up to 18-months of lead time is necessary for background and training. Though
temporary, the forecast assumes the trend continues for the remainder of the year.
oh`�JT ES � �G2j
FINANCE
ES`�� Budget to Actuals Report
L� �G
Health Services - Fund 274
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019
1
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
State Grant
13,262,344
13,053,849
98%
14,080,644
9,186,267
65%
12,304,579
87%
(1,776,065);
OHP Capitation
8,652,200
8,142,094
94%
7,242,430
5,852,348
81%
7,845,970
108%
603,540;
Title 19
€ 1,345,100
3,069,162
228%
4,862,726
2,573,541
53%
3,951,358
81%
(911,368)
Federal Grants
990,189
1,311,567
132%
3,277,616
1,569,621
48%
3,057,221
93%
(220,395)
Local Grants
Environmental Health Fees
State Miscellaneous
State - OMAP
Patient Fees
Other
Vital Records
Divorce Filing Fees
Interest on Investments
Liquor Revenue
Interfund Contract- Gen Fund
State Shared- Family Planning
CCBHC Grant
TOTAL RESOURCES
1,208,623
1,025,508
85%
1,567,331
1,040,208
66%
i 1,169,600
1,076,036
92%
1,058,206
1,030,655
97%
899,734
1,808,299
201%
1,040,153
319,604
31%
€ 1,147,168
1,108,622
97%
991,900
655,711
66%
i
236,500
637,910
270%
564,750
491,350
87%
i 422,593
477,834
113%
484,712
388,433
80%
212,000
241,727
114%
220,000
193,598
88%
€ 157,603
157,603
100%
173,030
173,030
100%
€ 135,000
218,767
162%
171,000
186,222
109%
i 151,000
166,372
110%
150,800
99,583
66%
€ 127,000
127,000
100% =
127,000
112,343
88%
168,007
120,000
149,451
125%
€ 5,327,800
4,805,382
90%
-
35,444,454
37,595,739
106% ;
36,132,298
24,021,964
66% ;
Z,U77,731 133%
01 U,4UU,
1,059,593 100%,
1,387,
E 1,312,044 126% ,
271,891;
867,484 87%
(124,416)
646,245 114%
81,49&
538,442 111% !
53,730!
254,132 116% !
34,132!
173,030 100%
252,800 148%
81,8001
113,562 75%
(37,238)
127,000 100%
199,267 166% ,
79,267,
34,780,458 96% ; (1,351,840);
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation I
-
I
-
-
-
Personnel Services €
31,702,065
29,780,257
94%
33,186,830
23,857,982 72%
32,233,829 97%
953,001!
Materials and Services
13,033,299
12,455,102
96%
13,707,479
6,918,773 50%
11,499,849 84%
2,207,630!
Capital Outlay €
239,000
206,031
86%
695,000
- 0%
947,370 136%
(252,370)
TOTAL REQUIREMENTS
44,974,364
42,441,390
94%
47,589,309
30,776,755 65%
44,681,048 94%
2,908,261:
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- General Fund
6,366,223 6,367,892 100%
5,747,090
4,310,302 75%
5,747,090 100% 1 -1
Transfers In- OHP Mental Health
548,601
- 0%
732,156 133% 183,555!
Transfers Out
(188,688) (188,688) 100% <
(193,326)
(144,993) 75%
(193,326) 100%
TOTALTRANSFERS
6,177,535 6,179,204 100% ;
6,102,365
4,165,309 68%
6,285,920 103% ; 183,555:
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
7,202,714
9,304,552 129%
10,120,803
10,638,105 105%
10,638,105 105%
517,302,
Resources over Requirements !
(9,529,910)
(4,845,651)
(11,457,011)
(6,754,791)
(9,900,590)
1,556,421;
Net Transfers - In (Out)
S
6,177,535
6,179,204
E
6,102,365
4,165,309
€ S
6,285,920
E
183,55&
S
TOTAL FUND BALANCE
$ 3,850,339
$ 10,638,105 276% ;
$ 4,766,157
$ 8,048,623 169% ; ;
$ 7,023,435 147% ;
$2,257,278,
�IES` 2� Budget to Actuals Report
Health Services - Admin - Fund 274
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019 1
Fiscal Year 2020
RESOURCES
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Federal Grants
108,940
303,065 278%
726,655
401,675 55%
672,030 92%
(54,625): A
Interest on Investments
135,000
218,767 162%
171,000
186,222 109%
252,800 148%
81,800! B
Other
9,000
16,192 180%
9,000
8,523 95%
11,364 126%
2,364
CCBHC Grant
946,400
876,190 93%
-
-
TOTAL RESOURCES
1,199,340
1,414,215 118% ;
906,655
596,419 66% ;
936,194 103% ;
29,539:
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection
%
$ Variance
Personnel Services
51067,132
4,946,052 98%
5,241,264
3,639,844
69%
4,979,923
95%
261,341: C
Materials and Services
4,600,091
4,688,516 102%
4,971,179
3,542,535
71%
4,930,684
99%
40,495, D
Capital Outlay
5,000
- 0%
5,000
-
0%
-
0%
5,000
Administration Allocation
(8,327,487)
(8,295,196) 100%
(9,308,295)
(6,979,500)
75%
(9,315,374)
100%
7,079
TOTAL REQUIREMENTS
1,344,736
1,339,372 100% ;
909,148
202,880
22% ;
595,233
65% ;
313,915,
TRANSFERS
Budget Actuals % Budget
Actuals
%
Projection % $ Variance
Transfers In- General Fund
40,000
29,995
75%
40,000 100%
Transfers Out
(188,688) (188,688) 100% (193,326)
(144,993)
75%
(193,326) 100%
TOTALTRANSFERS
(188,688) (188,688) 100% ; (153,326)
(114,998)
75% ; ;
(153,326) 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
2,642,514
2,862,108 108%
2,660,832
2,748,263 103%
2,748,263 103% 87,431;
Resources over Requirements
(145,396)
74,843
(2,493)
393,540
340,961 343,454
Net Transfers - In (Out)
(188,688)
(188,688)
(153,326)
(114,998)
(153,326) E
TOTAL FUND BALANCE ,
$ 2,308,430
$ 2,748,263 119% ;
$ 2,505,013
$ 3,026,805 121% ;
$ 2,935,898 117% , $430,885;
A Federal grants are reimbursed on a quarterly basis
B Interest projection based on current investment rate and anticipated cash balances
C Projected Personnel savings based on YTD Personnel expenditures
D $86K projected to be expended on Crisis Stabilization Center costs over budget as well as $9K for May & June operating costs
E S `�� Budget to Actuals Report
yL� � �G
Health Services - Behavioral Health - Fund 274 75.0%
FY20 YTD March 31, 2020 (unaudited)
Year Complete
Fiscal Year 2019 1
Fiscal Year 2020
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
State Grant
10,187,361
9,796,391 96%
11,203,914
7,096,170
63%
9,175,092 82%
(2,028,822); A
OHP Capitation
8,652,200
8,142,094 94%
7,242,430
5,852,348
81%
7,845,970 108% ,
603,540, B
Title 19
E 1,345,100
3,069,162 228%
4,862,726
2,573,541
53%
3,951,358 81%
(911,368) C
Federal Grants
499,249
639,680 128%
2,168,961
987,619
46%
1,933,242 89%
(235,719); D
Local Grants
E 412,987
424,012 103%
994,331
226,363
23%
1,263,878 127%
269,547, G
Patient Fees
E 236,500
515,196 218%
443,450
380,882
86%
506,579 114%
63,129! E
State Miscellaneous
351,200
995,622 283%
437,100
904
0%
584,178 134%
147,078! F
Other
E 334,545
346,812 104%
395,352
276,207
70%
419,441 106%
24,089!
Divorce Filing Fees
157,603
157,603 100%
173,030
173,030
100%
173,030 100%
Liquor Revenue
151,000
166,372 110%
150,800
99,583
66%
113,562 75%
(37,238)
State - OMAP
E 131,900
270,591 205%
131,900
145,550
110%
194,066 147% ,
62,166
Interfund Contract- Gen Fund
E 127,000
127,000 100%
127,000
112,343
88%
127,000 100%
CCBHC Grant
i 4,381,400
3,929,191 90%
-
-
TOTALRESOURCES
26,968,045
28,579,727 106% ;
28,330,994
17,924,540
63% ;
26,287,396 93%
(2,043,598);
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation
6,253,121
6,248,556 100%
6,978,412
5,232,690
75%
6,981,611 100%
(3,199);
Personnel Services i
19,172,838
17,819,840 93%
20,174,804
14,585,237
72%
19,778,989 98%
395,81& H
Materials and Services i
6,509,514
5,549,421 85%
6,889,404
2,253,221
33%
4,442,455 64%
2,446,949! 1
Capital Outlay
234,000
199,979 85%
690,000
-
0%
947,370 137%
(257,370); J
TOTAL REQUIREMENTS
32,169,473
29,817,796 93%
34,732,620
22,071,148
64%
32,150,425 93% ;
2,582,195:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfers In- General Fund
2,282,708
2,282,580 100%
1,734,107
1,300,567
75%
1,734,107 100%
Transfers In- OHP Mental Health :
-
548,601
-
0%
732,156 133%
183,555! K
TOTALTRANSFERS
2,282,708
2,282,580 100% ;
2,282,708
1,300,567
57%
2,466,263 108% ;
183,555:
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
3,976,398
5,628,746 142%
6,122,347
6,673,256 109%
6,673,256 109%
550,909;
Resources over Requirements
(5,201,428)
(1,238,069)
(6,401,626)
(4,146,608)
(5,863,029)
538,597
Net Transfers - In (Out)
2,282,708
2,282,580
2,282,708
1,300,567
2,466,263
183,555
TOTAL FUND BALANCE
$ 1,057,678
$ 6,673,256 631% ;
$ 2,003,429
$ 3,827,215 191% ; ;
$ 3,276,490 164% ;
$1,273,061:
A Budgeted funds was a pass -through from the Behavioral Health State IGA for residential treatment provides, which will be paid directly during an 18
-month contract.
B The calendar year 2020 PacificSource contract went into effect February 1, 2020, and an estimated additional $255,000 is expected to be received
during FY20
C There is less in Title 19 fees collected relative to budgeted expectations.
D CCBHC Expansion was originally budgeted in the "CCBHC" funding line; however, the grant through the US Department of Health and Human
Services is a traditional grant and more appropriately placed in the "Federal Grants" line. A revised budget corrects this amount. Any continuation of
CCBHC through the state will come through as a "CCBHC Grant' line item.
E There is an uptick in patient insurance fees collected relative to budgeted expectations.
F Projection increased to be reflective of estimated Intellectual and Developmental Disabilities (I/DD) FY20 match amounts; actuals occur at year end
G Central Oregon Health Council awarded DCHS $681,431 in one-time funds to expand hours at the Stabilization Center. Funds will be expended
over the course of FY20 and FY21. As a result, $479,289 are placed in contingency for use during FY21. Projections include PacificSource Choice
Model funds, including a one-time payment of $248,370.
H Projected Personnel savings based on YTD Personnel expenditures
I Reduction in Materials and Services primarily related to footnote A
j Projected expenditures include DCHS contribution of $500,000 toward a North County Facility
K Transfer of Mental Health Reserve funds include transfer to offset service element funds as part of participation in CCBHC Continuation through the
State.
a� \31 ES` Budget to Actuals Report
G� 0
Health Services - Public Health - Fund 274
FY20 YTD March 31, 2020 (unaudited)
RESOURCES
State Grant
Environmental Health Fees
State - OMAP
State Miscellaneous
Local Grants
Federal Grants
Vital Records
Patient Fees
State Shared- Family Planning
Other
TOTALRESOURCES
75.0%
Year Complete
Fiscal Year 2019 1
Fiscal Year 2020
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
3,074,983
3,257,457 106%
2,876,730
2,090,097
73%
3,129,487 109%
252,757; A
1,169,600
1,076,036 92%
1,058,206
1,030,655
97%
1,059,593 100%,
1,387, B
1,015,268
838,031 83%
860,000
510,161
59%
673,418 78%
(186,582)
€ 548,534
812,677 148%
603,053
318,700
53%
727,866 121% -
124,811 C
795,636
601,497 76%
573,000
813,845
142%
813,853 142%
240,853! D
€ 382,000
368,821 97%
382,000
180,327
47%
451,949 118%
69,949
212,000
241,727 114%
220,000
193,598
88%
254,132 116%
34,132!
-
122,714
121,300
110,468
91%
139,666 115%,
18,366
-
168,007
120,000
149,451
125%
199,267 166%
79,267
79,048
114,830 145%
80,360
103,703 129%
107,637 134%
27,277!
7,277,069
7,601,797 104% ;
6,894,649
5,501,006
80%
7,556,868 110% ;
662,219:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation
2,074,366
2,046,640
99%
2,329,883
1,746,810
75%
2,333,763 100%
(3,880);
Personnel Services
7,462,095
7,014,365
94%
7,770,762
5,632,901
72%
7,474,917 96%
295,845 E
Materials and Services
1,923,694
2,217,165
115%
1,846,896
1,123,017
61%
2,126,710 115%
(279,814), F
Capital Outlay
-
6,051
999%
TOTAL REQUIREMENTS r
11,460,155
11,284,222
98%
11,947,541
8,502,728
71% ; ;
11,935,390 100%;
12,151:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers In- General Fund
4,083,515
4,085,312 100%
3,972,983
2,979,740
75%
3,972,983 100%
TOTALTRANSFERS
4,083,515
4,085,312 100% ;
3,972,983
2,979,740
75% ;
3,972,983 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
583,802
813,698 139%
1,337,624
1,216,586
91%
1,216,586 91%
(121,038);
Resources over Requirements
(4,183,086)
(3,682,425)
(5,052,892)
(3,001,723)
(4,378,522)
674,370
Net Transfers - In (Out)
(
4,083,515
4,085,312
1
3,972,983
2,979,740
t t
3,972,983
€
E
TOTAL FUND BALANCE
$ 484,231
$ 1,216,586 251% ;
$ 257,715
$ 1,194,603
464% ;
$ 811,047 315% ;
$553,332:
A Public Health State IGA increased funds for Regional and Local Public Health Modernization
B Fees were budgeted at an increase of 3%, but were adopted at an 8.5% rate increase
C Payments are reimbursed on a quarterly basis, and include the Medicaid Administrative Claims payment for which is currently outstanding
D Funds include the Diabetes Prevention Program, which was awarded for the calendar year 2020
E Projected Personnel savings based on YTD Personnel expenditures
F Additional expenditures are related to notes A and D.
Budget to Actuals Report
Community Development - Fund 295
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Admin - Operations
114,500
152,827
133%
162,000
103,832
64%
141,500
87%
(20,500); A
Code Enforcement 1
664,291
635,453
96%
693,960
470,049
68%
676,786
98%
(17,174); B
Building Safety
3,312,714
3,075,409
93%
3,433,780
2,315,918
67%
3,259,627
95%
(174,153); B
Electrical
804,849
738,580
92%
809,500
560,073
69%
719,229
89%
(90,271); B
Environmental On -Site
782,984
819,608
105%
877,400
692,389
79%
887,000
101%
9,600
Current Planning
1,795,453
1,701,840
95%
1,807,176
1,274,157
71%
1,645,296
91%
(161,880)! C
Long Range Planning E
678,955
632,170
93%
685,004
475,162
69%
658,882
96%
(26,122), D
TOTAL RESOURCES
8,153,746
7,755,886
95%
8,468,820
5,891,581
70%
7,988,320
94%
(480,500);
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Admin - Operations
2,477,738
2,386,276
96%
2,492,316
1,876,087
75%
2,460,143
99%
32,173, E
Code Enforcement E
456,162
445,254
98%
535,590
348,682
65%
460,056
86%
75,534 F
Building Safety
1,676,037
1,565,140
93%
1,743,298
1,171,235
67%
1,598,337
92%
144,962 G
Electrical
445,433
439,104
99%
462,183
334,657
72%
446,335
97%
15,848! G
Environmental On -Site 1
612,596
547,203
89%
616,279
418,816
68%
570,072
93%
46,207, G
Current Planning
1,554,847
1,456,128
94%
1,501,588
1,058,769
71%
1,425,088
95%
76,500, G
Long Range Planning 1
503,344
492,687
98%
554,385
348,902
63%
452,873
82%
101,512 H
TOTAL REQUIREMENTS
7,726,157
7,331,793
95%
7,905,639
5,557,148
70%
7,412,903
94%
492,736:
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Transfers In - General Fund
300,000
289,193
96%
100,000
75,000
75%
100,000
100%:
-
Transfers Out 1
(79,945)
(79,945)
100%
(85,695)
(64,266)
75%
(85,696)
100% ;
(1)
Transfers Out - CDD Reserve €
(1,372,679)
(1,379,420)
100%
(1,462,386)
(1,074,401)
73%
(1,160,260)
79%
302,12&
TOTALTRANSFERS
(1,152,624)
(1,170,172)
102% ;
(1,448,081)
(1,063,667)
73%
(1,145,956)
79%
302,125:
FUND BALANCE
Budget
Actuals %
Budget
Actuals
% Projection
% $ Variance
Beginning Fund Balance
2,203,711
2,529,615 115%
1,982,004
1,783,536
90% 1,783,536
90% (198,468);
Resources over Requirements
427,589
424,093
563,181
334,432
575,417
12,236,
Net Transfers - In (Out)
E
(1,152,624)
(1,170,172)
1
(1,448,081)
(1,063,667)
(1,145,956)
€ 1
302,12&
1 €
TOTALFUND BALANCE
$ 1,478,676
$ 1,783,536 121% ;
$ 1,097,104
$ 1,054,301
96% $ 1,212,997
111%; $115,893;
Note: Requirements projection decreased across divisions to reflect credits from the PERS Reserve Fund
A Interest projection based on current investment rate and anticipated cash balances; projection decreased due to lower than expected volume
B Projection revised to reflect 25% reduction in permit activity April - June 2020 due to COVID
C Change in accounting procedure for hearing officer deposits, which are held as a liability instead of recognized as revenue. Projection revised to
reflect 50% reduction in application activity April - June 2020 due to COVID.
D CLG Grant decreased to reflect anticipated actual amount. Projection revised to reflect 25% reduction in permit activity April - June 2020 due to
COVID
E Overall, projection decreased due to year to date unfilled positions and increased to include unbudgeted health benefits trust
F Projection reflects unfilled FTEs and reduced Materials and Services and increased to include unbudgeted health benefits trust
G Projection reflects unfilled FTEs and reduced Materials and Services
H Projection increased due to time management leave payout; CLG Grant decreased to reflect anticipated actual amount; also reflects unfilled FTEs
and reduced Materials and Services
LOUT E;S,��G
h 1 2
i FINANCE
��l E�` Budget to Actuals Report
C�G
{ Road - Fund 325
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Motor Vehicle Revenue
16,234,849
16,726,428
103%
17,609,539
13,030,707
74%
16,709,539 95%
(900,000): A
Federal - PILT Payment
1,900,000
2,153,308
113%
1,510,450
2,310,002
153%
2,310,002 153%
799,552! B
Other Inter -fund Services
1,044,353
1,096,023
105%
1,156,581
244,757
21%
1,095,581 95%
(61,000; C
Forest Receipts
963,410
801,125
83%
915,000
-
0%
709,630 78%
(205,370)! D
Cities-Bend/Red/Sis/La Pine
635,000
400,849
63%
660,000
153,780
23%
404,553 61%
(255,447)! E
Sale of Equip & Material
365,000
327,920
90%
358,000
204,882
57%
349,835 98%
(8,165); F
Interest on Investments
150,000
220,062
147%
246,000
140,693
57%
190,000 77%
(56,000); G
Federal Reimbursements
544,000
363,910
67%
181,757
363,514
200%
363,514 200% ,
181,757, H
Mineral Lease Royalties
175,000
69,422
40%
60,000
51,925
87%
60,000 100%
Miscellaneous
45,000
118,699
264%
57,500
63,478
110%
79,000 137%
21,500! 1
State Miscellaneous
739,811
735,114
99%
20,000
9,844
49%
34,325 172%
14,325! J
Assessment Payments (P&I)
80,000
22,350
28%
11,000
6,916
63%
11,000 100%
TOTALRESOURCES
22,876,423
23,0359209
101% ;
22,785,827
16,580,499
73% ;
22,316,979 98%
(468,848);
REQUIREMENTS Budget Actuals % Budget
Actuals
%
Projection
% $ Variance
Personnel Services 6,595,561 6,246,351 95% 6,447,671
4,685,197
73%
6,307,064
98% 140,607: K
Materials and Services 8,094,192 5,912,553 73% 8,092,165
3,905,429
48%
7,444,186
92% 647,979, L
Capital Outlay 33,500
19,582
58%
32,416
97% 1,084 M
TOTAL REQUIREMENTS 14,689,753 12,158,904 83% 14,573,336
8,610,208
59%
13,783,666
95% 789,670:
TRANSFERS Budget Actuals % Budget
Actuals
%
Projection
% $ Variance
Transfers Out � (14,464,308) (14,464,308) 100% (11,910,575)
(6,612,088)
56%
(11,910,575)
100%
TOTALTRANSFERS ; (14,464,308) (14,464,308) 100% ; (11,910,575)
(6,612,088)
56% ;
(11,910,575)
100% ;
FUND BALANCE Budget Actuals % Budget
Actuals
%
Projection
% $ Variance
Beginning Fund Balance 8,693,653 10,314,842 119% 6,001,989
6,726,840
112%
6,726,840
112% 724,851
Resources over Requirements 8,186,670 10,876,306 8,212,491
7,970,291
8,533,313
320,82Z
Net Transfers - In (Out) E (14,464,308) (14,464,308) i (11,910,575)
(6,612,088)
s
(11,910,575)
E
TOTAL FUND BALANCE $ 2,416,014 $ 6,726,840 278% ; $ 2,303,905
$ 8,085,043
351% ; ;
$ 3,349,578
145% ; $1,045,673:
A Preliminary projections based on COVID; ODOT releases new projections in April.
B PILT payment received in July. Exceeded amounts as budgeted due to a decrease in Timber revenue.
C Decrease in vehicle repair revenue due to new vehicles in the fleet
D Revised projection based on federal legislation and projections from AOC
E Contracted work for City of Redmond will be completed in FY 21 instead of FY 20
F Anticipated decrease in sale of signs
G Interest projection based on current investment rate and anticipated cash balances
H A two-year federal project was completed in one year, so full amount of reimbursement was requested in year one.
I Restitution receipts are higher than anticipated
j Updated based on actual receipts
K Projected Personnel savings based on YTD average vacancy rate of 2.0%; includes projection for transfer of 3.0 FTE from F&E for May & June
L Contracted road services and on -call engineering anticipated to be less than budgeted due to lack of snow and emergency work. Aggregate &
Asphalt anticipated to be less than budgeted due to City of Redmond work being pushed to FY 21.
M Updated based on revised estimate
FINANCE
S �{ Budget to Actuals Report
C� 0
Adult P&P - Fund 355
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019 1
Fiscal Year 2020
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
DOC Grant in Aid SB 1145
4,781,604
4,781,604 100%:
4,353,626
3,466,336
80%
4,621,782 106%
268,156, A
CJC Justice Reinvestment €
844,831
853,831 101%
712,530
528,980
74%
774,281 109%
61,751! A
DOC Measure 57 €
233,900
233,900 100% ;
236,142
239,005
101%
239,005 101%
2,863! A
Probation Supervision Fees
210,000
191,536 91%
160,000
141,336
88%
160,000 100%
B
DOC-Family Sentence Alt
114,683
114,683 100%
114,682
223,746
195%
223,746 195%
109,064 C
Interest on Investments
i
40,000
77,778 194%
77,500
49,927
64%
70,000 90%
(7,500)! D
Interfund- Sheriff
50,000
51,034 102%
50,000
41,250
82%
50,000 100%
Gen Fund/Crime Prevention €
50,000
50,000 100%
50,000
25,000
50%
50,000 100%
State Subsidy
17,000
16,337 96%
16,298
12,527
77%
16,298 100%
Probation Work Crew Fees €
4,000
2,800 70%
2,000
1,723
86%
2,000 100%
Electronic Monitoring Fee
10,000
84,165 842%
2,000
17,020
851%
18,000 900%
16,000, E
Miscellaneous €
500
6,102 999%
500
12,902
999%
13,000 999%
12,500, F
€
Oregon BOPPPS �
-
-
'
40,933
40,934
40,934! G
State Miscellaneous
4,300
- 0%
-
-
-
TOTAL RESOURCES
6,360,818
6,463,769 102% ;
5,775,278
4,800,686
83%
6,279,046 109% ;
503,768:
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
4,656,363
4,522,266 97%
4,809,644
3,553,980
74%
43765,044 99%
44,600� H
Materials and Services
1,828,765
1,686,408 92%
1,764,847
1,232,724
70%
1,800,750 102%
(35,903); 1
Capital Outlay €
20,000
- 0%
15,000
10,000
67%
10,000 67%
5,000, J
TOTAL REQUIREMENTS
6,505,128
6,208,673 95%
6,589,491
4,796,703
73%
6,575,794 100% ;
13,697:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfers In- General Funds
285,189
285,189 100%
285,189
213,885
75%
285,189 100%
Transfer to Vehicle Maint
(120,000)
(120,000) 100%
(62,000)
(46,500)
75%
(62,000) 100%
TOTALTRANSFERS
165,189
165,189 100% ;
223,189
167,385
75% ;
223,189 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
2,200,000
2,333,720 106%
2,590,000
2,754,005
106%
2,754,005 106%
164,005:
€
Resources over Requirements
(144,310)
255,096
(814,213)
3,982
(296,748)
517,465!
Net Transfers - In (Out)
165,189
165,189
223,189
167,385
223,189
2
TOTAL FUND BALANCE
$ 2,220,879
$ 2,754,005 124% ;
$ 1,998,976
$ 2,925,373
146% ,
$ 2,680,446 134% ;
$681,470:
A State Dept. of Corrections and Criminal Justice Commission received more funding for dispersal than anticipated at time of budgeting
B Projection based on YTD actuals and anticipated COVID related impact on client ability to pay fees
C State Dept. of Corrections under allocated resources at the time of budgeting
D Interest projection based on current investment rate and anticipated cash balances
E Revenue from prior pretrial EM clients more than anticipated at time of budgeting due to account close-out offer in June -Aug 2019 and Dept.
Revenue fees from closed/previous accounts.
F Revenue includes miscellaneous refunds, staff uniform overage fees and payment from participants attending a Nov 2019/March 2020 training
event hosted by Adult P&P
G State makes one payment per biennium to conduct hearings for sanctioned offenders. Received both FY19 and FY21 biennial payments in FY20.
H Projected Personnel savings based on YTD average vacancy rate of 1.8% less anticipated retirement vacation payouts
I Projection based on YTD actuals. Higher than anticipated pass -through grant contributions (JRI), and emergency and transitional housing costs
including COVID related impacts.
j Projection based on YTD actuals. DCSO auction vehicle was less expensive than budgeted.
Budget to Actuals Report
Road CIP - Fund 465
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019
Fiscal Year 2020
1
RESOURCES
Budget
Actuals % Budget
Actuals
%
Projection %
$ Variance
State Miscellaneous
853,104
- 0% 1,944,893
1,058,217
54%
1,777,052 91%
(167,841); A
Interest on Investments
106,000
261,131 246% 198,000
282,450
143%
360,000 182%
162,000, B
Interfund Payment
-
111,560
111,560
111,560 C
TOTALRESOURCES
959,104
261,131 27% 2,142,893
1,452,227
68%
2,248,612 105%
105,719:
REQUIREMENTS
Budget
Actuals % Budget
Actuals
%
Projection %
$ Variance
Materials and Services
73,153
73,153 100% 71,748
53,811
75%
71,748 100%
Capital Outlay
8,236,348
5,411,213 66% 13,764,165
3,009,744
22%
7,175,099 52%
6,589,066, D
TOTAL REQUIREMENTS
8,309,501
5,484,366 66% 13,835,913
3,063,555
22%
7,246,847 52%
6,589,066:
TRANSFERS
Budget
Actuals % Budget
Actuals
%
Projection %
$ Variance
Transfers In
13811,725
13,393,963 97% 12,014,914
5,298,487
44%
11,893,453 99%
(1211,4611_)� E
TOTALTRANSFERS
13,811,725
13,393,963 97% 12,014,914
5,298,487
44%
11,893,453 99%
(121,461):
FUND BALANCE
Budget
Actuals % Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
7,687,037
9,588,827 125% 15,616,536
17,759,555
114%
17,759,555 114%
2,143,019:
Resources over Requirements
(7,350,397)
(5,223,236) (11,693,020)
(1,611,328)
(4,998,235)
6,694,785!
Net Transfers - In (Out)
13,811,725
13,393,963 12,014,914
5,298,487
11,893,453
(121,461);
TOTAL FUND BALANCE $ 14,148,365
$ 17,759,555 126% $ 15,938,430
$ 21,446,714 135%
$ 24,654,773 155% $8,716,343:
A Updated based on reimbursable projects planned to be completed this fiscal year
B Interest projection based on current investment rate and anticipated cash balances
C Unbudgeted revenue to offset
expenses for Spring River Road Improvements
D Variance due to unanticipated
project delays
projected to advance FY 20 budgeted
CIP project costs into FY
21, including $5M for US
97 Bend
North Corridor project
E Revised estimate based on SDC eligible projects anticipated to be completed in fiscal
year
Budget to Actuals Report
Road CIP (Fund 465) - Capital Outlay Summary by Project 75.0%
FY20 YTD March 31, 2020 (unaudited) Year Completed
Fiscal Year 2019
1
Fiscal Year 2020
J
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Burgess Road Day Road Inter.
900,106
658,203
73%
Deschutes Market Dale Road Inter.
1,500,000
1,285,822
86%
Erickson Road Paving
468,544
Old Bend Redmond Highway Phase 11
3rd Street Drainage Extension
300,000
112,655
38%
US 20 at Tumalo
1
300,000
1,100,000
367% 1
300,000
0%
0%
300,000v
Paving Knott Rd
850,286
495,978
58%
S. Canal Helmholtz Way
714,937
141,751
20%
800,000
53,726
7%
642,226 80%
157,774-
S. Canal - "Six" Corners
798,699
537,724
67%
900,000
1,007,258
112%
1,007,432 112%.
(107,432)z
Six Corners Irrigation
Tumalo Road I Tumalo Place
406,879
49,123
12%
769,521
104,236
14%
389,788 51%
379,733
Quail Road Improvements
100,000
100,000
100%
La Pine Guardrail Repair
40,099
C Avenue: Hwy 97 to 6th St Impry
180,746
35,351
20% 1
300,000
369,705
123%,1
1 369,705 123%
69,705),
Solar Drive Bridge
1 60,000
70,334
44%
Old Bend Rdm/Tumalo Rd Inter
346,426
50,355
15% i
625,642
97,163
16%
772,150 123%!
(1146,508)
Sisemore Bridge
220,000
100,596
46%
632,174
107,114
17% g
675,503 107%
(43,329)`
Spring River Bridge Parking Imp
163,776
12,122
12,122
(12,122)-
NE Negus and 17TH
360,000
221
0%
1,025,472
27,379
3% 1
1 180,000 18%
845,47Z
Paving Ward Road
339,810
681
0%
598,269
715,504
120%-
715120% 504 ,
(117,235)
Hunnel Rd: Loco Rd to Tumalo Rd
275,000
236
0%, 11
75,000 27% 1
200,000-
Cascade Lakes Hwy Bike Facilities
39,856
11,856
30%
11,856 30%
28,000-
Fyrear Rd US 20 to Stevens
300,000
0%
300,000 100%1
Alfalfa Mkt Rd: Powell Butte Hwy
300,000
709
0%
450,000 150%1
(150,000)
Bend District Local Roads
558,459
0%
City of LaPine Local Roads
500,000
0%
0%
500,000-
US 97 Bend North Corridor
5,000,000
0%
0%
5,000,000.
Tumalo Res Rd: OB Riley to Bailey Rd
247,342
0%
0% i
247,341
US 20 Ward Rd to Hamby
500,000
500,000
101m,
1 500,000 100%1
Transportation System Plan Update
250,000
253
0%
80,000 32%
170,000-
-
Gribbling Rd Bridge
60,000
0%
30,000 50%
30,000
Slurry Seal 2020
675
300,000
(300,000).
Paving of S. Century Dr
1 ,592
484,813
(484,813)
Sisemore Rd Canal Piping
Terreborme Wastewater Feasibility St.
I
217
50,000
(50,000) i
Signage Improvements
100,000
0%
60,144
0%
28,000 47%
32,144-
Guardrail Improvements
100,000
0%
100,000
0%
100,000 100%
ARTS Project
180,746
0%
0%
180,74&
Rickard Rd: Groff Rd to US 20
1,000
(1,000)
TOTAL CAPITAL OUTLAY
$8,236,348
$5,411,213
66%j
$ 13,764,165
$3,009,744
22%
99 52%1
$ 6,590,0661
o �TES�Y�< Budget to Actuals Report
Solid Waste - Fund 610
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019 1
Fiscal Year 2020
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Franchise Disposal Fees
6,497,676
6,356,636 98%
6,437,500
4,912,071
76%
6,437,500 100%,
-
Private Disposal Fees
2,709,370
2,379,061 88%
2,419,046
1,733,919
72%
2,419,046 100%
Commercial Disp. Fee
2,042,050
2,060,523 101%
2,252,225
1,785,999
79%
2,252,225 100%
Franchise 3% Fees
265,000
291,340 110%
265,000
261,051
99%
265,000 100%:
A
Yard Debris
216,761
268,830 124%
216,761
196,818
91%
216,761 100%!
B
Interest
44,000
58,235 132%
59,000
34,217
58%
46,000 78%
(13,000); C
Miscellaneous
492955
57,067 114%
48,336
146,609
303%
156,540 324%
108,204, D
Special Waste
15,000
21,487 143%
15,000
13,192
88%
15,000 100%
-
Recyclables
18,000
11,063 61%
12,000
8,745
73%
12,000 100%
Leases
10,801
1 0%
1
0%
1 100%
TOTALRESOURCES
11,868,613
11,504,244 97%
11,724,869
9,092,621
78%
11,820,073 101%;
95,204;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
2,504,623
2,331,135
93%
2,538,776
1,765,462
70%
2,3833347
94%
155,429, E
Materials and Services
4,772,159
4,341,881
91%
4,927,163
2,629,793
53%
4,8523740
98%
74,423, F
Capital Outlay
173,000
109,681
63%
56,000
11,724
21%
11,724
21%
44,276: G
Debt Service
860,938
860,937
100% ;
862,100
309,595
36%
862,100 100%
H
TOTAL REQUIREMENTS
8,310,720
7,643,635
92% ;
8,384,039
4,716,574
56%
8,109,911
97% ;
274,128;
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
SW Capital & Equipment (4,688,023) (5,000,029) 107% ; (3,296,192) (1,624,273) 49% (3,296,192) 100% ; I
Reserve
TOTALTRANSFERS (4,688,023) (5,000,029) 107% ; (3,296,192) (1,624,273) 49% ; (3,296,192) 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
1,730,130
1,938,991 112%
600,000
799,570 133%
799,570 133%
199,570�
Resources over Requirements
3,557,893
3,860,608
3,340,830
4,376,047
3,710,162
369,332!
Net Transfers - In (Out)
E
(4,688,023)
(5,000,029)
(3,296,192)
(1,624,273) !
(3,296,192)
TOTAL FUND BALANCE
$ 600,000
$ 799,570 133% ;
$ 644,638
$ 3,551,344 551% ; ;
$ 1,213,540 188% ;
$568,902;
A Received the annual fees due April 15, 2020; projecting the remaining Wilderness Garbage in monthly installments
B Revenue is seasonal with higher utilization in the summer months
C Interest projection based on current investment rate and anticipated cash balances
D Includes an unbudgeted sale of loader 7-279 for $95K, CEC LED light incentive and Taylor NW royalty payments
E Projected Personnel savings based on YTD average vacancy rate of 4.76%
F Projecting to be slightly less than budget; the waste characterization study and seasonal items such as mulching from the Fire Free events and bird
control are anticipated later this fiscal year
G FY19 extended the life of an existing vehicle and did not purchase a second pick-up; FY20 purchased the budgeted gas monitoring equipment and
moved the fencing project to FY21
H Principal and interest payments due in Nov and May
I Quarterly reserve transfer on hold to evaluate potential economic changes
o�22�,Q�
�� Budget to Actuals Report
Fair & Expo - Fund 615
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019
1
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Events Revenue
655,000
615,300
94%
687,000
370,605
54%
381,000
55%
(306,000): A
Food & Beverage
540,000
629,875
117%
568,000
281,259
50%
305,000
54%
(263,000)! B
Rights & Signage
105,000
115,650
110%
120,000
84,100
70%
92,000
77%
(28,000)!
Storage
83,100
76,735
92%
71,000
48,318
68%
94,000
132%
23,000! C
Horse Stall Rental E
57,000
71,855
126%
62,000
37,296
60%
47,000
76%
(15,000)
Interfund Payment
30,000
54,573
182%
30,000
22,500
75%
30,000
100%
-1 D
Camping Fee
18,200
19,975
110%
18,000
5,600
31%
8,000
44%
(10,000)
I
Miscellaneous
8,400
6,374
76%
3,500
2,236
64%
4,000
114%
500,
Interest '
2,400
(518) -22% ;
2,000
(3,085) -154%
(3,800) -190%;
(5,800)
TOTALRESOURCES
1,499,100
1,589,820
106%;
1,561,500
848,829
54%
957,200
61%
(604,300);
REQUIREMENTS Budget Actuals % Budget Actuals %
Projection %
$ Variance
Personnel Services 11248,512 1,259,337 101% 1,176,169 858,041 73%
1,070,351 91%
105,818: E
Personnel Services - F&B 149,296 149,947 100% 157,430 114,748 73%
125,731 80% t
31,699� F
Materials and Services E 967,441 912,724 94% 795,788 651,580 82%
776,000 98%
19,788! G
Materials and Services - F&B E 222,500 365,951 164% 234,600 213,592 91%
224,000 95%
10,600! B
Debt Service I 101,136 101,136 100% 100,800 55,290 55%
100,800 100%
TOTAL REQUIREMENTS ; 2,688,885 2,789,095 104% ; 2,464,787 1,893,251 77%
2,296,882 93%
167,905:
TRANSFERS Budget Actuals % Budget Actuals %
Projection %
$ Variance
Transfers In - Room Tax 517,996 517,996 100% 409,654 307,236 75%
374,343 91%
(35,311); H
Transfers In - County Fair 472,998 417,000 88% 395,000 250,000 63%
250,000 63%
(145,000); 1
Transfers In - General Fund E 200,000 200,000 100% 200,000 149,994 75%
200,000 100%
Transfers In - Park Fund 30,000 30,000 100% 30,000 22,500 75%
30,000 100%
Transfers Out E (11,791) (8,841) 75%
(11,791) 100%
TOTALTRANSFERS 1,220,994 1,164,996 95% ; 1,022,863 720,889 70%
842,552 82%
(180,311);
FUND BALANCE Budget Actuals % Budget Actuals %
Projection %
$ Variance
Beginning Fund Balance (60,285) 999% 80,000 (94,564) -118%;
(94,564) -118%;
(174,564): J
Resources over Requirements (1,189,785) (1,199,275) (903,287) (1,044,422)
(1,339,682)
(436,395)
Net Transfers - In (Out) 1,220,994 1,164,996 S 1,022,863 720,889
E ( t
8423552
I
(180,311)
f
TOTAL FUND BALANCE $ 31,209 ($ 94,564) -303%; $ 199,576 ($ 418,097) -209%;
($ 591,694) -296%;
($791,270);
A Current year receipts are 54% of budget YTD; prior year receipts were 68% of budget at this point last year. All March, most of April
and many May
events cancelled due to COVID. June events impacted.
B Net earnings from F&B activities YTD are $(47,081). Monthly fixed costs have a greater impact on earnings during off-season months.
All March,
most of April and many May events cancelled due to COVID. June events impacted.
C Allowing storage to continue additional months due to event cancellations.
D Reimbursement from RV Park for personnel expenditures recorded in F&E.
E Projected Personnel savings based on YTD average vacancy rate of 6.3%; additional savings from transferring
3.0 FTE to Roads, 1.0
FTE to
BOCC and 1.0 FTE to Sheriffs Office
F Net earnings from F&B activities YTD are $(47,081). Monthly fixed costs have a greater impact on earnings during off-season months.
Projected
Personnel savings based on YTD average vacancy rate of 6.3%; additional savings from transferring 1.0 FTE
to the Sheriffs Office.
G Projected to be lower than budget based on April -June event cancellations.
H Projected to be lower than budget based on COVA's estimates for TRT revenue for the remainder of FY20
I Net proceeds from the County Fair are recorded in a separate fund and transferred in at year-end (Final estimate of $250k)
j Prior year losses, relative to budget, are compounded into the beginning working capital to start the fiscal year.
�y`��TEs cpG
FINANCE
�IES`{ Budget to Actuals Report
RV Park - Fund 618
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019
1
Fiscal Year 2020
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
RV Park Fees < 31 Days
340,200
458,331
135%
405,200
311,952
77%
358,652 89%
(46,548); A
Interest on Investments
! 4,400
12,255
279%
12,000
8,986
75%
13,000 108%
1,000, B
RV Park Fees > 30 Days
5,000
11,600
232%
5,000
13,050
261% !
13,050 261% :
8,050!
Cancellation Fees
! 4,000
12,497
312%
5,000
4,841
97%
5,781 116% ,
781
Washer / Dryer
3,500
4,650
133%
4,000
4,642
116%
5,447 136% ,
1,447�
Vending Machines
1,500
1,716
114%
3,000
1,653
55%
2,059 69%
(941)!
Miscellaneous
! -
2,231
2,000
1,769
88%
2,417 121%
417!
Good Sam Membership Fee
2,561
1,500
351
23%
351 23%
(1,149)! C
Good Sam Discounts
(17,220)
999% k
(7,109) 999% ,
(7,109) 999% ,
(7,109)� C
TOTAL RESOURCES
358,600
488,620
136% ;
437,700
340,135
78% ;
393,648 90%
(44,052);
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Materials and Services
298,870
276,007
92%
318,273
211,149
66%
285,354 90%
32,9%
Debt Service !
223,101
223,101
100%
222,100
161,528
73%
222,100 100%
TOTAL REQUIREMENTS
521,971
499,108
96%
540,373
372,676
69%
507,454 94% ;
32,919;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Transfers In - Park Fund
160,000
160,000
100%
160,000
160,000
100%
160,000 100%
Transfers In - TRT Fund !
35,000
26,250
75%
35,000 100%
Transfer Out - RV Reserve
-
(502,000)
(251,000)
50%
(502,000) 100%
TOTALTRANSFERS ;
160,000
160,000
100% ;
(307,000)
(64,750)
21% ;
(307,000) 100%
FUND BALANCE
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
319,000
443,480
139%
560,000
592,992
106%
592,992 106% :
32,992:
Resources over Requirements
(163,371)
(10,488)
(102,673)
(32,542)
(113,806)
(11,133)
Net Transfers - In (Out)
E
160,000
160,000
t
(3079000)
(64,750)
t !
(307,000)
!
!
TOTAL FUND BALANCE
$ 315,629
$ 592,992 188% ;
$ 150,327
$ 495,700 330% ; ;
$ 172,186 115% ;
$21,859:
A 9,286 RV spaces, 31.97% utilization YTD. Prior year comparable
was
8,432 RV spaces, 29.03% utilization YTD; projection decreased due to
COVID.
B Interest projection based on current
investment rate and anticipated
cash balances
C: The Good Sam incentive program was discontinued during Fall 2019.
p� �I E`�{ Budget to Actuals Report
� o
Risk Management - Fund 670
FY20 YTD March 31, 2020 (unaudited)
75.0%
Year Complete
Fiscal Year 2019 1
Fiscal Year 2020
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Workers' Compensation
1,247,279
1,273,816 102%
1,255,108
983,502
78%
1,255,108 100%
General Liability
1,063,675
1,063,675 100%
1,072,326
791,615
74%
1,072,326 100%
Property Damage
394,291
394,291 100%
392,923
296,941
76%
392,923 100%
Unemployment
280,921
297,540 106%
323,572
296,178
92%
323,572 100%
A
Vehicle
195,250
195,250 100%
195,580
152,254
78%
195,580 100%
Interest on Investments
85,000
148,890 175%
137,000
116,534
85%
159,000 116%
22,000, B
Claims Reimbursement
269,198
57,073 21%
82,000
460,227
561%
470,000 573% ,
388,000- C
Skid Car Training
32,000
44,910 140%
34,000
33,570
99%
34,000 100% -
-
Process Fee- Events/ Parades
1,800
1,575 88%
2,000
1,080
54%
2,000 100%
Miscellaneous
500
5 1%
500
5
1%
500 100%
Loss Prevention
30
30 100%!
30
-
0%
30 100%
TOTALRESOURCES
3,569,944
3,477,056 97%
3,495,039
3,131,905
90% ;
3,905,039 112%;
410,000:
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Workers' Compensation
1,360,000
1,013,256
75%
1,460,000
592,253
41%
1,200,000
82%
260,000:
General Liability
900,000
633,248
70%
1,400,000
228,550
16%
850,000
61%
550,000! D
Insurance Administration
599,459
529,833
88%
592,059
356,765
60%
531,259
90%
60,800! E
Property Damage
728,638
548,796
75%
400,236
656,063
164%
900,000
225%
(499,764). F
Vehicle
120,000
100,150
83%
150,000
98,704
66%
250,000
167%
(100,000)!
Unemployment
150,000
37,481
25%
130,000
25,612
20%
90,000
69%
40,000; G
TOTAL REQUIREMENTS ;
3,858,097
2,862,764
74%
4,132,295
1,957,947
47%
3,821,259
92%
311,036:
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Transfers Out - Vehicle Replace
(3,168)
(3,168) 100%
(6,918)
(5,187)
75%
(6,918)
100%
TOTAL TRANSFERS
(3,168)
(3,168)
100% ;
(6,918)
(5,187)
75% ;
(6,918)
100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
5,600,000
6,582,283 118%
6,100,000
7,193,407 118%
7,193,407 118% 1,093,407,
Resources over Requirements
(288,153)
614,292
(637,256)
1,173,959
83,780 721,036;
Net Transfers - In (Out) E
(3,168)
(3,168) F
(6,918)
(5,187) F s
(6,918) E
TOTAL FUND BALANCE
$ 5,308,679
$ 7,193,407 136% ;
$ 5,455,826
$ 8,362,179 153% ; ;
$ 7,270,269 133% ; $1,814,443:
A Unemployment collected on first $25K of employee's salary in fiscal year
B Interest projection based on current investment rate and anticipated cash balances
C Payment associated to repair of the Fair and Expo roof. Payment was expected last fiscal year, but received in this fiscal year.
D Claims are difficult to project, but General Liability claims are trending less than budget
E Part of projected Personnel savings based on 1.00 vacant FTE in July and August, which has been transferred to Administrative Services
F Majority of Fair/Expo roof replacement costs were expected in FY19, but significant portion incurred in FY20.
G Fewer unemployment claims than anticipated.
\31 ErS` Budget to Actuals Report
SC•� OG
Health Benefits - Fund 675
FY20 YTD March 31, 2020 (unaudited)
RESOURCES
Internal Premium Charges
COIC Premiums
Retiree / COBRA Premiums
Employee Co -Pay
Interest
Prescription Rebates
Claims Reimbursement &Other
TOTALRESOURCES
REQUIREMENTS
Health Benefits
Deschutes On -Site Pharmacy
Deschutes On -Site Clinic
Wellness
TOTAL REQUIREMENTS
75.0%
Year Complete
Fiscal Year 2019 1
Fiscal Year 2020
Budget
Actuals %
Budget
Actual,
%
Projection %
$ Variance
17,054,563
18,051,440 106%
17,411,292
13,313,362
76%
17,751,149 102% :
339,857:
1,834,000
1,794,789 98% !
1,967,021
1,267,225
64%
1,644,000 84%
(323,021)! A
t 1,280,000
1,144,088 89%
1,433,000
675,796
47%
901,061 63%
(531,939), B
963,000
1,016,748 106% ,
1,041,120
778,134
75%
1,026,114 99%
(15,006)<
t 220,000
366,207 166%
346,000
269,593
78%
374,000 108%
28,000-
60,000
148,847 248%
75,000
88,890
119%
95,000 127%
20,000!
t
177,557
45,000
6,932
15%
45,000 100%,
-
21,411,563
22,699,675 106% ;
22,318,433
16,399,931
73%
21,836,324 98% ;
(482,109);
Budget Actual, % Budget Actuals %
19,559,777
17,493,075
89%
18,550,836
13,401,117
72%
2,284,744
2,514,038
110%
2,242,104
1,904,362
85%
1,114,864
1,045,588
94%
1,141,691
774,426
68%
t 184,870
158,384
86%
180,380
125,710
70%
23,144,255
21,211,086
92% ;
22,115,011
16,205,616
73% ;
Projection % $ Variance
20,211,803 109% (1,660,967); C
2,823,025 126% (580,921), C
1,141,691 100% C
180,380 100% C
24,356,899 110% ; (2,241,888);
FUND BALANCE Budget Actual, % Budget Actuals % Projection % $ `variance
Beginning Fund Balance 16,051,586 15,075,316 94% 16,106,294 16,563,905 103% 16,563,905 103% 457,611:
Resources over Requirements (1,732,692) 1,488,590 203,422 194,316 (2,520,575) (2,723,997)
r t it t t
Net Transfers - In (Out) - -
t t I t t t
TOTAL FUND BALANCE $ 14,318,894 $ 16,563,905 116% $ 16,309,716 $ 16,758,221 103% $ 14,043,330 86% ($2,266,386);
A Prior year monthly average was $149K, whereas YTD monthly average is $140K; COIC rates reduced by 5% at start of fiscal year
B Prior year monthly average was $95K, whereas YTD monthly average is $79K
C Amounts are paid 1 month in arrears; projection compared to historical costs for reasonableness
�TEs`GG
`.� Budget to Actuals Report
(�
911 - Fund 705
FY20 YTD March 31, 2020 (unaudited)
RESOURCES
Property Taxes - Current Yr
Telephone User Tax
Police RMS User Fees
Interest
State Reimbursement
Property Taxes - Prior Yr
Data Network Reimbursement
Contract Payments
User Fee
Property Taxes - Jefferson Co.
Miscellaneous
TOTALRESOURCES
75.0%
Year Complete
Fiscal Year 2019
1
Fiscal Year 2020
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
8,311,833
8,426,089
101%
8,809,419
8,570,681
97%
8,856,617
101%
47,198- A
k 890,000
955,187
107% ,
900,000
474,581
53%
900,000
100%,
B
i 300,680
335,192
111%
250,000
106,156
42%
250,000
100%,
C
k 200,000
205,570
103%
157,000
145,627
93%
196,000
125%
39,00& D
125,000
162,900
130%
125,000
18,000
14%
125,000
100%
E
{ 110,000
108,419
99%
100,000
237,952
238%
255,000
255%
155,000! F
50,000
106,592
213%
55,000
-
0%
55,000
100%!
2
51,300
175
0%
51,300
12,083
24%
75,000
146% !
23,700! C
{ 180,000
141,980
79%
73,680
4,313
6%
73,680
100%
! C
k 30,000
33,453
112%
30,000
33,503
112%
! �
33,637
112% !
3,637!
11,200
38,757
346%
k
11,951
13,872
116%
18572
,
155%J !
6,621
10,260,013
10,514,313
102% ;
10,563,350
9,616,768
91%
10,838,506
103% ;
275,157:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
7,646,307
6,743,116
88%
7,462,575
5,263,100
71%
6,937,830 93% 524,745, G
Materials and Services !
3,370,357
3,297,619
98%
3,387,761
2,446,708
72%
3,387,761 100%
Capital Outlay !
2$62,400
529,377
22%
1,400,000
279,151
20%
1,400,000 100%
TOTAL REQUIREMENTS
13,379,064
10,570,113
79%
12,250,336
7,988,959
65%
11,725,591 96% 524,745:
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance 8,625,000 8,660,615 100% 7,753,706 8,604,816 111% 8,604,816 111% 851,109,
Resources over Requirements (3,119,051) (55,800) (1,686,986) 1,627,809 (887,085) 799,902
Net Transfers - In (Out) -
, { k E ! t
TOTAL FUND BALANCE $ 5,505,949 $ 8,604,816 156% ; $ 6,066,720 $ 10,232,625 169% ; $ 7,717,731 127% ; $1,651,011:
A Actual 19-20 TAV is a 5.36% increase compared to FY 18-19 vs. 5.5% budgeted; however collection rate is projected to be 95.8% versus 95%
B Telephone maintenance reimbursements are received in a lump sum by early spring
c Majority of billings sent at the end of March, revenue expected in early May
D Interest projection based on current investment rate and anticipated cash balances
E State GIS reimbursements are received quarterly
F TDS Baja deferred billing credits per ORS 305.286 in addition to settlement payment
G Projected Personnel savings based on YTD average vacancy rate of 8.3%