2020-278-Minutes for Meeting May 27,2020 Recorded 8/4/2020Recorded in Deschutes County CJ2020-278
COMMISSIONERS Nancy Blankenship, County Clerk
Commissioners' Journal 08/04/2020 7:38:06 AM
1300 NW Wall Street, Bend, Oregon
(541) 388-6570
FOR RECORDING STAMP ONLY
9:00 AM WEDNESDAY, May 27, 2020
BARNES & SAWYER ROOMS
VIRTUAL MEETING PLATFORM
Present were Budget Committee Members Bruce Barrett, Bill Anderson, and Mike Maier.
Commissioners Phil Henderson, Patti Adair, and Anthony DeBone. Also present were Tom Anderson,
County Administrator; Greg Munn, Chief Financial Officer; Andrea Perkins, Budget Analyst; Sharon Keith,
Board Executive Assistant; and Stefanie Crowe, Videographer. Attendance was limited in response to
Governor's orders.
This meeting was audio and video recorded and can be accessed on the Public Meeting Portal at
www.deschutes.org.
CALL TO ORDER: Chair Barrett called the meeting to order at 9:03 a.m.
Natural Resources: County Forester Ed Keith presented the proposed budget for
the Natural Resources Protection department. The significant change has been the
addition of an FTE with a Fire Adapted Communities Coordinator and funds from
327 are being transferred to 326 to pay for the wages. Mr. Keith reported on the
Firewise Communities, Fire Free programs, and Taylor Grazing improvement
projects. Forester grants through FEMA were applied for in 2018 and anticipated
to receive a three year award this year of $500,000. A request was made for a
BOCC BUDGET MEETING
MAY 27, 2020 PAGE 1 OF 7
visual of the improvements of the department's work by eliminating the
independent contractor that coordinated project wildfire committee meetings and
by adding staff that has experience in forestry and fire for work in the field to better
serve Deschutes County and fire adapted communities efforts.
Assessor's Office: County Assessor Scot Langton presented the proposed budget
for the Assessor's Office. Mr. Langton proposes to keep the two vacancies on hold
at this time until things change with the impacts of COVID19. Revenues were
reviewed from the Assessment & Taxation grants. Commissioner DeBone
expressed support of filling the vacancies at this time. Mr. Langton commented on
the use of the additional technology in the field which may only require the hiring
of one of the positions. Commissioners Adair and Henderson support the
postponing of hiring at this time with the uncertainty of the outcomes of COVID19.
BREAK: The meeting went into recess at the time of 9:44 a.m. and the meeting
reconvened at 10:14 a.m.
Risk Management: Deputy County Administrator Erik Kropp presented the
proposed Risk Management department budget. Mr. Kropp announced staffing
changes including the transfer of the Risk support specialist position to
BOCC/Admin. Mr. Kropp reported on insurance coverages and rates.
Solid Waste: Timm Schimke, Director of Solid Waste Operations and Sue Monette,
Management Analyst (via Zoom conference call) presented the department's
proposed budget. (Presentation is attached to the record) A 3% growth in waste flow
is assumed. Mr. Schimke reviewed operations including the personnel budget,
infrastructure supplies, vehicle, fencing, and security equipment. Mr. Schimke
reviewed the status of the demolition landfill remediation. Capital projects include
construction of a Negus transfer station and the purchase of a landfill compactor.
Mr. Schmike reported on efforts of Firefree yard debris collection and recycling and
the department's forecasting scenarios. COVID19 impacted the acquisition of new
transfer trailers.
BOCC BUDGET MEETING
MAY 27, 2020 PAGE 2 OF 7
Mr. Schmike reviewed a continuity of service plan in preparations for the
department including possible options of reduction in personnel as a result of the
impacts of the COVID19 pandemic. Commissioner Henderson suggested a County-
wide review of personnel levels and if services and personnel should be reduced.
Mike Maier recommended monitoring trends. Commissioner Henderson stated the
economy has slowed and opined there will be an increased reduction in waste. Mr.
Maier doesn't support reduction in staffing for Solid Waste. Mr. Barrett
recommended continued discussion on Friday. Mr. Schimke will bring waste level
information compiled from the haulers for the discussion. Ms. Monette gave a
tonnage report provided from the franchises from April 2019 to April 2020.
Other: County Administrator Anderson explained the Mayor's press conference
tomorrow at 11:00 a.m. invitation for a Commissioner to participate and review the
status of phase 1. The commissioners prefer to remain focused on the budget
agenda tomorrow. Commissioner DeBone suggested Dr. Conway participate on
their behalf.
Elected Officials Compensation Committee: Present during this discussion were
HR Director Kathleen Hinman, Deputy County Administrator Erik Kropp, County
Administrator Tom Anderson, Budget Committee members Bruce Barrett, Bill
Anderson, and Mike Maier.
Chair Barrett opened the meeting of the elected official's compensation committee
at 11:56 a.m.
Minutes: Bill Anderson moved approval of the elected official's compensation
committee of January 24, 2020 and was supported by Bruce Barrett. Motion
Carried.
Human Resources Director Kathleen Hinman and Teri Lorenz (via Zoom conference
call) presented and recommended a cost of living adjustment (COLA) increase of
2.5%. Mike Maier recommends a salary and cost of living adjustment freeze for all
elected officials and for all employees making over $50,000. County Administrator
Anderson stated this may be a premature reaction and suggested a lower amount
instead of 0%. Bruce Barrett stated a freeze would appear as if in emergency
conditions requiring drastic actions. Ms. Hinman commented on the process of
BOCC BUDGET MEETING
MAY 27, 2020 PAGE 3 OF 7
COLA rates. Mike suggested using the rate of COLA as of May 1st and pull out health
insurance and recommends the Board consider this option for all non -represented
employees. Bruce is comfortable with the levels and stay with the COLA this year
but could agree.
Mike Maier made motion the elected official's compensation committee freezes
current salaries of the elected officials of next fiscal year including a 0% COLA.
Bill Anderson made motion given the adjustments last year and the unknowns and
impacts of COVID19 to the County the elected official's compensation committee
proposes no increase of COLA or salary. Mike Maier supported. Motion Carried.
The Elected Official's Compensation Committee was adjourned at 12:21 p.m. and
the Budget Committee meeting was reconvened at 12:38 p.m.
Deschutes County Extension and 4H District: Candi Bothum, Nicole Strong, and
Holly Lyons (via Zoom conference call) presented the proposed budget has no
changes other that the payment of the loan. 4H and FFA are working on a plan for
a live auction process due to the cancellation of this year's Deschutes County Fair.
The budget reduction in ground maintenance is due to the new building
construction last year. The fund 721 will not have a fund balance as it has been
closed out.
Motion: Commissioner Henderson made motion to approve Deschutes County
Extension & 4H Service District operating budget of $793,574 and set tax rate at
$.0224 per $1,000 of assessed valuation. Commissioner Adair supported. Motion
Carried
Sunriver Service District: Debbie Baker presented the district's proposed budget
along with SSD Budget Committee members Ron Smidt and Bette Butler (via Zoom
conference call). (Presentation is attached to the record) Mr. Smidt reviewed the
proposed budget and impacts on revenues due to COVID19. The district proposes
two additional fire fighter/paramedics.
BOCC BUDGET MEETING
MAY 27, 2020 PAGE 4 OF 7
Motion: Commissioner Adair made motion to approve the Sunriver Service District
operating budget of $11,196,382 and set tax rate at $3.3100 per $1,000 of assessed
valuation and to approve Sunriver Service District Reserve budget of $1,314,274.
Commissioner Henderson supported. Motion Carried
Commissioner Henderson offered Deschutes County assistance for signage
entering Sunriver to remind tourists to be good visitors.
Black Butte Service District: Chief Denny Kelly presented the district's proposed
budget along with BBSD Budget Committee member Rick Hartnack and Nora
Ellison (via Zoom conference call). (Presentation is attached to the record) Chief Kelly
reported the proposed budget this year has been reduced in personnel, materials
and services, and capital. Chief Kelly reported a retired Bend police officer has
been hired as hiring new officers during times of low activity doesn't allow for
proper training. A new vehicle had been budgeted for however was not purchased.
Discussion held on request to join the Deschutes County health insurance and on
PERS requirements. Impacts on tourism with COVID19 were viewed.
Motion: Commissioner Henderson made motion to approve Black Butte Ranch
Service District operating budget of $2,325,619 and set tax rate at $1.0499 per
$1,000 of assessed valuation and to set local option operating tax rate at $.65 per
$1,000 of assessed valuation. Commissioner Adair supported. Motion Carried
Adult Parole & Probation/Juvenile: Community Justice Director Ken Hales along
with staff via Zoom conference call: Sonya Littledeer Evans, Deevy Holcomb, Tanner
Wark, and Trevor Stephens. (Presentation is attached to the record) Mr. Hales
explained the statutory mandated functions of the department. Both the Juvenile
Division and the Adult Division successes and challenges were reviewed. Mr. Hales
reported on future space needs for staff. Services of the department are also
funded by grants. County Administrator Anderson reported a policy decision
regarding the juvenile division will need to be reviewed on Friday.
Community Development Department: Communication Department Director
Nick Lelack along with staff via Zoom conference call: CDD Senior Management
Analyst Sherri Pinner and Tyler Neese from Central Oregon Association of Realtors.
(Presentation is attached to the record) Ms. Pinner presented the department's
overview, accomplishments, and challenges. Discussion held on the impacts on the
BOCC BUDGET MEETING
MAY 27, 2020 PAGE 5 OF 7
department as a result of COVID19. The department has prepared a contingency
plan to respond to projected declines. Currently the department has four unfilled
positions. Tyler Neese provided a summary of the real estate market in Deschutes
County.
BREAK: The meeting went into recess at the time of 3:20 p.m. and the meeting
reconvened at 3:31 p.m.
District AttorneyNictims Assistance Program: District Attorney John Hummel
along with Kathleen Meehan Coop and Ashley Beatty presented the department's
proposed budget. Department staff: Jessica Chandler, Kara Palacio, and Mary
Anderson were also present via Zoom conference call. Mr. Hummel reported on
the request for proposal process for the staffing consultant. (Presentation is
attached to the record) The types of crime case -loads were reviewed. Mr. Hummel
explained the Clean Slate Process. Regarding the Victims Assistance Program
receives grants that are formula based on population and crime rates. Three
positions are being requested for the Victims Assistance Program. One option
would be to approve the request, review again at the December budget meeting, or
if not approving a funding increase the Victims Assistance Program would need to
eliminate two employees. Ashley Beatty, Manager of the Victims Assistance
Program reported on the addition of volunteers helping with the workload of the
department. County Administrator Anderson commented on grant funding and the
possibility of asking VOCA/Department of Justice to fully fund a position through a
grant. Ms. Beatty has researched that option. Mr. Anderson suggested an option
where the authorization is made for general fund support.
Medical Examiner: Nancy Davis and Dr. Jana VanAmburg (via Zoom conference
call) presented the budget request for the Medical Examiner's Office. The proposed
budget request reflected no change. (Presentation is attached to the record). Dr.
VanAmburg reported the office has an average of 30 investigations and death
certificates per month. Dr. VanAmburg spoke on the consideration of a tri-county
area of Crook, Jefferson, and Deschutes to form a district for medical examiner
services. There is state funding available to cover expenses of a tri-county district.
BOCC BUDGET MEETING
MAY 27, 2020 PAGE 6 OF 7
Commissioner Henderson excused himself at 4:51 p.m.
Dr. VanAmburg will continue to pursue the district when COVID19 pandemic lifts.
Commissioner DeBone offered to contact the Crook and Jefferson County
Commissioners.
RECESS: At the time of 4:55 p.m., the budget meeting went into recess to continue
the budget meeting to Thursday, May 28, 2020 at 9:00 a.m.
DATED this Day of
Commissioners.
ATTEST:
(AI
OFfJP NG SECRETARY
BOCC BUDGET MEETING
2020 for the Deschutes County Board of
PATTI ADAIR, CHR
ANTHONY DEBONE, VICE CHAIR
HILIP G. HENDERSON, CO MISSIONER
MAY 27, 2020 PAGE 7 OF 7
ednesday, ay 27th, 2020
9:00am
9:00am-9:30am
9:30am-10:OOam
10:00am-10:15am
10:15am-10:45am
10:45am-11:45am
11:45am-12:30pm
12:30pm-12:45pm
12:45pm - 1:00pm
Reconvene Deschutes County Budget Meeting
Natural Resources (Funds 326,327)
• Introduction
• Budget Discussion
County Assessor
• Introduction
• Budget Discussion
Break
Risk Management
• Introduction
• Budget Discussion
Solid Waste
• Introduction
• Budget Discussion
Working Lunch
• Elected Officials Compensation Committee
Deschutes County Extension and 4-H District - Funds 720-721
(Budget Committee, Commissioners, Holly Lyons, Dana
Martin, Candi Blothum)
• Open public meeting and introductions
• Budget discussion
• Public Comment
• Motion to Approve Deschutes County Extension & 4-H
Service District operating budget of $793,574 and set
tax rate at $.0224 per $1,000 of assessed valuation
(Fund 720)
• Motion to be seconded
• Budget Committee votes
• Close Budget Meeting
Sunriver Service District
(Budget Committee, Commissioners, Micke Gocke, Betty
Butler, Phil Holbrook, Debbie Baker)
• Open public meeting and introductions
• Budget discussions
• Public comment
1:OOpm - 1:15pm
1:15pm - 2:15pm
2:15pm ® 3:15pm
3:15pm - 3:30pm
3:30pm - 4:30pm
• Motions to:
o Approve Sunriver Service District operating
budget of $11,196,382 and set tax rate at
$3.3100 per $1,000 of assessed valuation
o Approve Sunriver Service District Reserve
budget of $1,314,274
• Motions to be seconded
• Budget Committee votes
• Close budget meeting
Black Butte Service District
(Budget Committee, Commissioners, Rick Hartnack,
Rosemary Norton, Nora Ellison, Chief Denny Kelly)
• Open public meeting and introductions
• Budget discussion
• Public comment
• Motions to: (budget to be received 5/18/20)
o Approve Black Butte Ranch Service District
operating budget of $ and set
tax rate at $ per $1,000 of assessed
valuation
o Set local option operating tax rate at $
per $1,000 of assessed valuation.
• Motions to be seconded
• Budget Committee votes
• Close Budget Meeting
Adult Parole & Probation/Juvenile (Funds 030,355)
• Introductions
• Budget Discussion
Community Development (Funds 295-301)
• Introductions
• Budget Discussion
Break
District Attorney/Victim's Assistance Program (Funds 001-
005/212)
• Introductions
• Budget Discussion
• Special Requests
4:30pm ® 5:00pm Medical Examiner (Fund 001-023)
• Introductions
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• Budget Discussion
CONTINUE THE DESCHUTES COUNTY BUDGET MEETING TO THURSDAY, MAY 28TH, 2020
SripM-41
5/23/2020
BUDGET COMMITTEE I MAY 27, 2020
1
0/23/2020
1} and
1
• Assume 3% growth in waste flows
Current: ='nt 12 month rolling projection is +7% (Feb 2)2 )
Unknown
V li t„!a fill
• Includes:
tot_li personnel b ._.t,)L_��
retirement of long tt:rrn si"nployet
r)YU total 1\118;- htticlget charlge \/vi...it Ir
Inf a>t.ructiire supplies (leaclli,il:P Ourinp systei
`SI`7,000 o phrirnoier and litter .. ,r iro
u
`p f;t.),000 for sei vice truck l: cs2r 1 .j
5 7,500 tor security ephipmhent.
(L nc e rnamtgettrte
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® $3.68 million transferred to reserves
Continue to budget
$500,000 for potential
Demolition Landfill
remediation cost share
$15,000 for SCADA
system (environmental
monitoring)
Minimum transfer from
610 Operations
2
5/23/2020
Fund 612 - Landfill Post Closure
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• Reduce contribution from 610 Operations to minimum in order
to fund capital and equipment reserve activities
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• Funding:
• Projected waste flows expected to result in $2,3 million contribution
$6 million debt "Proceeds for financing the Negus Transfer Station
construction
• Expenditures:
• "t6 million for NONJS ramsfu Station constr ucUofl
%400,000 101 LicNigrl or Ne?jus Transfer Station
• 00,000 for landfill gas wells
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Fund 614 Equip ent
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million transfer from 610
operations
• Expenditures:
$1,2 million to replace landfill compactor
45,000 to replace ADC:truck
$135,000 to replace one transfer tractor
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SSIMAISSAss ;SAS.
Borrow for Ali
Projections based on borrowing for all - Negus Transfer Station,
Southwest Transfer Station and the New Landfill
Tip fee increases are held off the longest with this scenario
Borrow for Negus, Cash for Southwest and New Landfill
Projections based on borrowing for Negus Transfer Station and using
cash for Southwest Transfer Station and the New Landfill
Borrow for Negus and Southwest, Cash for New Landfill
Projections based on borrowing for Negus Transfer Station and
Southwest Transfer Station and using cash for the New Landfill
Ass
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• Issue: FY19-20 budgeted $225,000 for 2 new transfer
trailers. The approved contract and order was placed
March 2020. With COVID-19, the supplier is not able to
deliver the new trailers until September 2020.
Proposed Resolution: Move the FY19-20 budgeted
$225,000 to the following FY20-21 budget in Fund 614
SW Equipment Reserve,
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Issue: Solid Waste Association of North America
(SWANA) tells us we can expect a 10% to 15% reduction
in waste due to Prnnomir imnArtc of the yin ic. A 1 n%
redi irtinn in kA/Acti, rPRI t n hni it $11 millinn
reduction in revenue.
Proposed Resolution: Similar to our approach to the
revenue reductions we experienced during the
recession, where we encountered a 40% reduction in
waste, the following will be considered.
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5/23/2020
Continuity of Service Plan
Approach:
t e, , r z
A. revenue �� 5, the sirs- irr�;:lac_� �.o our .h�_IcI� .�: �1,11 rxw � ��dlactiori ira trac. funds
transferred to reserves (currently about ` 3 i riijll:?n per year),
At the same time, the hiidget will be scrutinized to determine if expenditures
can be postponed for items such as tools, small equipment, fleet vehicles,
special events, etc.
Next, reductions in ..ta I(In
needs for .:tenting is for sa
will provide adequat.', safety
Next, we would consider a ti
ton increase, after realizing a
about $850,000,
Lastly, we would consider edu(
facilities, es, service level reckicricii
.vets will be considered, One of the primary
U).le will need to ensure staffing levels
for l,t.<' E.`.rtl loyees as well as ..i.,l`jromew.
allow for staff reductio!a s,
incr. o offset lost. revenues, A $5 per
disposal, would gi'ilel cite
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ouid
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motieh to
7
5/23/2020
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Timm Schimke, Director of Solid Waste
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COST OF OPERATIONS:
1 Personnel/Labor
2
3
4
5
Materials & Service
Proposed Debt Service
Debt Service
Capital Outlay
6 TOTAL OPERATING EXPENSES $
RESERVE FUNDS
7 CAPITAL RESERVE FUND
8 Capital Reserve Deposits
9 Interest Earnings
10 Capital Expenditures
11 Subtotal Capital Reserve Activity
12 Capital Reserve Fund Balance
FY 19-20
2,395,279
4,852,740
0
862,100
11,724
8,121,843
C8
2,963,827
80,000
-5,720,253
-2,676,426
3,676,479 1,000,053
FY 20-21
2,659,370
5,228,052
83,646
861,354
162,500
8,994,922
6m bond-Negus
2,342,187
48,400
-528,339
1,862,248
2,862,301
Deschutes County Solid Waste Program
Revenue and Expenditures Forecasting Model
2020
FY 21-22 FY 22-23
2,739,151 2,821,326
5,384,894 5,546,440
395,000 395,000
860,629 863,599
167,375 172,396
9,547,049 9,798,761
C9
1,958,872 2,196,114
51,521 83,028
-260,000 -6,800,000
1,750,393 -4,520,857
4,612,694 91,837
Bond Scenario
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36
2,905,965 2,993,144 3,082,939 3,175,427 3,270,690 3,368,810 3,469,875 3,573,971 3,681,190 3,791,626
5,712,834 5,884,219 6,060,745 6,242,567 6,429,845 6,622,740 8,321,422 8,571,065 8,828,197 9,093,043
395,000 790,000 790,000 1,711,666 1,711,666 1,711,666 1,711,666 1,711,666 1,711,666 1,711,666
866,968 867,048 867,285 864,301 334,825 334,272 335,459 336,188 337,405 337,124
177,568 182,895 188,382 194,033 199,855 205,850 212,026 218,386 224,938 231,686
10,058,335 10,717,306 10,989,351 12,187,995 11,946,880 12,243,338 14,050,447 14,411,276 14,783,396 15,165,144
C10 CL-B&C CL -D&E
6m bond - SW 14m bond - NL
2,321,037 2,752,083 2,278,268 783,818 835,212 855,237 928,935 1,221,536 2,909,915 2,895,874
1,653 38,601 83,614 128 8,479 17,365 26,583 37,099 52,870 99,109
-270,000-290,000-7,000,000-320,000-350,000-360,500-371,315 -382,454 -393,928 -405,746
2,052,690 2,500,685 -4,638,118 463,946 493,690 512,102 584,203 876,180 2,568,856 2,589,237
2,144,527 4,645,212 7,094 471,040 964,731 1,476,833 2,061,036 2,937,216 5,506,073 8,095,310
3,905,375 4,022,536 4,143,212
9,365,834 9,646,809 9,936,213
1,711,666 1,711,666 1,711,666
238,637 245,796 253,170
15,221,511 15,626,806 16,044,261
C2 -NL
3,214,570 3,191,838 3,164,598
145,716 98,201 145,721
-6,000,000 -650,000 -669,500
-2,639,715 2,640,038 2,640,819
5,455,595 8,095,634 10,736,453
13 CLOSURE FUND
14 Closure Fund Deposits
15 Interest Earnings
16 Closure Expenditures
17 Subtotal Closure Fund Activity
18 Closure Fund Balance
19 POST -CLOSURE FUND
20 Post Closure Fund Deposits
21 Interest Earnings
Post Closure Expenditures
Subtotal Post Closure Activity
2._ Post -Closure Fund Balance
100,000 100,000 750,000 750,000 750,000 1,000,000 1,500,000 2,000,000 2,500,000 2,500,000 2,500,000 2,200,000 500,000 500,000 500,000 500,000 500,000
94,000 60,300 83,540 87,743 101,473 115,359 133,996 161,968 20,883 64,783 109,419 154,841 17,228 24,990 32,845 40,794 48,837
-15,450-569,050-600,000-75,000-80,000-80,000-80,000-10,000,000-82,000-85,000-86,000-10,000,000-86,000-88,580 -91,237 -93,975 -96,794
178,550 -408,750 233,540 762,743 771,473 1,035,359 1,553,996 -7,838,032 2,438,883 2,479,783 2,523,419 -7,645,159 431,228 436,410 441,608 446,820 452,043
4,871,298 5,049,848 4,641,098 4,874,638 5,637,381 6,408,854 7,444,213 8,998,209 1,160,177 3,599,060 6,078,843 8,602,263 957,103 1,388,331 1,824,741 2,266,349 2,713,169 3,165,212
100,000 100,000
17,000 13,000
1,065,255 1,182,255 1,295,255
100,000 100,000 100,000 250,000 250,000 350,000 350,000 350,000 0 0 0 0 0 0 0
23,315 25,534 27,794 30,094 35,136 40,268 47,293 54,444 61,724 60,585 59,358 58,040 56,626 55,113 53,497
-125,000-128,750-132,613-136,591 -140,689 -144,909 -149,257
-68,165-73,254-78,551 -84,063 -89,796 -95,760
1,418,570 1,544,104 1,671,898 1,951,992 2,237,128 2,627,396 3,024,689 3,429,134 3,365,858 3,297,693 3,224,439 3,145,888 3,061,826 2,972,029 2,876,269
23 EQUIPMENT RESERVE FUND
24 Equipment Reserve Deposits
25 Interest Earnings
26 Equipment Expenditures
27 Subtotal Equipment Reserve Activity
28 Equipment Reserve Fund Balance
29
30
31
32
Vehicle Replacement Reserve
863,422
100,000 1,100,000
15,000 10,800
-366,468 -1,493,834
-251,468 -383,034
611,954 228,920
32,365
42,091
150,000
4,121
154,121
383,041
42,091
150,000
6,895
-400,000
-243,105
139,935
42,091
150,000 150,000
2,519
5,264
152,519 155,264
292,454 447,718
42,091
42,091
150,000
8,059
-450,000
-291,941
155,777
42,091
150,000 150,000
2,804
5,554
152,804 155,554
308,581 464,136
42,091
42,091
150,000 150,000 150,000
8,354 2,205 4,945
-500,000
-341,646 152,205 154,945
122,490 274,695 429,639
42,091
42,091
42,091
150,000
7,734
-500,000
-342,266
87,373
42,091
150,000 150,000
1,573
4,301
151,573 154,301
238,946 393,247
42,091
42,091
150,000
7,078
-500000
-342,922
50,325
150,000
906
150,906
201,231
42,091 42,091
REVENUE REQUIREMENTS
33 WASTE FLOWS (Tons)
PROJECTED REVENUES $
34 AVERAGE TIP FEE
35 FUND BALANCE CARRYFORWARD
36 TIP FEE REVENUE
37 OTHER
38 TOTAL REVENUES GENERATED
39 REVENUE REQUIREMENTS (from above)
40 NET OPERATING REVENUE
41 CONTINGENCY
0 11,418,035 12,679,200 12,548,012 13,036,967 13,421,463 14,911,480 15,209,710 15,513,904 15,824,182 16,140,666 17,671,474 18,024,903 18,385,401 18,753,109 19,128,172 19,510,735 19,900,950
185,176 190,701 198,329 206,262 212,450 218,824 223,200 227,664 232,217 236,862 241,599
60 60 60 60 60 65 65 65 65 65 70
799,570 1,201,608 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000
11,108,771 11,442,034 11,899,742 12,375,732 12,747,004 14,223,532 14,508,003 14,798,163 15,094,126 15,396,008 16,911,923
711,302 635,558 648,269 661,235 674,459 687,948 701,707 715,742 730,056 744,657 759,551
12,619,643 13,279,200 13,148,012 13,636,967 14,021,463 15,511,480 15,809,710 16,113,904 16,424,182 16,740,666 18,271,474
11,418,035 12,679,200 12,548,012 13,036,967 13,421,463 14,911,480 15,209,710 15,513,904 15,824,182 16,140,666 17,671,474
4,165,435 2,942,187 2,558,872 2,796,114 2,921,037 3,352,083 2,878,268 1,383,818 1,435,212 1,455,237 1,528,935
799,570 1,201,608 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000
246,431 251,359 256,387 261,514 266,745 272,080
70 70
600,000 600,000
17, 250,162 17, 595,165
774,742 790,236
18, 624, 903 18, 985, 401
18, 024, 903 18, 385, 401
1,821,536 3,509,915
600,000 600,000
70
600,000
17,947,068
806,041
19,353,109
18,753,109
3,495,874
600,000
70
600,000
18,306,010
822,162
19,728,172
19,128,172
70 70
600,000 600,000
18,672,130 19,045,572
838,605 855,377
20,110,735 20,500,950
19,510,735 19, 900, 950
3,814,570 3,791,838 3,764,598
600,000 600,000 600,000
Assumed Annual Waste Flow Growth
3% Assumed Annual Cost Increase
1.8% Assumed Interest Earnings
3%
4%
4%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
COST OF OPERATIONS:
1 Personnel/Labor
2 Materials & Service
3 Proposed Debt Service
4 Debt Service
5 Capital Outlay
6 TOTAL OPERATING EXPENSES $
RESERVE FUNDS
7 CAPITAL RESERVE FUND
8 Capital Reserve Deposits
9 Interest Earnings
10 Capital Expenditures
11 Subtotal Capital Reserve Activity
12 Capital Reserve Fund Balance
FY 19-20
2,395,279
4,852,740
0
862,100
11,724
8,121,843
C8
Deschutes County Solid Waste Program
Revenue and Expenditures Forecasting Model
2020
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26
2,659,370 2,739,151 2,821,326 2,905,965 2,993,144 3,082,939
5,228,052 5,384,894 5,546,440 5,712,834 5,884,219 6,060,745
83,646 395,000 395,000 395,000 395,000 395,000
861,354 860,629 863,599 866,968 867,048 867,285
162,500 167,375 172,396 177,568 182,895 188,382
8,994,922 9,547,049 9,798,761 10,058,335 10,322,306 10,594,351
6m bond -Negus
C9
6m - SW
Pay Go
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36
3,175,427
6,242,567
395,000
864,301
194,033
10,871,329
C10 CL-B&C
2,963,827 2,342,187 3,942,162 4,258,736 4,445,538 4,241,201 3,789,268
80,000 48,400 51,521 118,728 75,122 151,634 117,485
-5,720,253-528,339-260,000-6,800,000 -270,000 -6,290,000 -7,000,000
-2,676,426 1,862,248 3,733,684 -2,422,536 4,250,660 -1,897,165 -3,093,247
3,676,479 1,000,053 2,862,301 6,595,985 4,173,449 8,424,109 6,526,944 3,433,697
3,270,690 3,368,810 3,469,875 3,573,971 3,681,190 3,791,626
6,429,845 6,622,740 8,321,422 8,571,065 8,828,197 9,093,043
395,000 395,000 395,000 395,000 395,000 395,000
334,825 334,272 335,459 336,188 337,405 337,124
199,855 205,850 212,026 218,386 224,938 231,686
3,905,375 4,022,536 4,143,212
9,365,834 9,646,809 9,936,213
395,000 395,000 395,000
238,637 245,796 253,170
10,630,214 10,926,672 12,733,781 13,094,610 13,466,730 13,848,478 13,904,845 14,310,140 14,727,595
CL -D&E C2 -NL
1.5m NL 1.5m NL
11m NL
4,238,805 3,312,964 3,956,211 2,245,601 2,138,202 4,226,581 4,212,540
61,807 106,458 134,707 4,044 51,026 97,116 181,827
-1,820,000 -1,850,000 -11,350,000 360,500 371,315 382,454 393,928
2,480,611 1,569,422 -7,259,082 2,610,145 2,560,544 4,706,151 4,788,295
5,914,308 7,483,730 224,648 2,834,794 5,395,337 10,101,488 14,889,783
4,531,236 4,508,504 4,481,264
268,016 246,403 324,791
-6,000,000 -400,000 -412,000
-1,200,748 4,354,906 4,394,055
13,689,035 18,043,941 22,437,996
13 CLOSURE FUND
14 Closure Fund Deposits
15 Interest Earnings
16 Closure Expenditures
17 Subtotal Closure Fund Activity
18 Closure Fund Balance
100,000 100,000 750,000 750,000 750,000 1,000,000 1,500,000 1,000,000 2,500,000 2,250,000 2,500,000 2,600,000 500,000 500,000 500,000 500,000 500,000
94,000 60,300 83,540 87,743 101,473 115,359 133,996 161,968 2,883 46,459 86,265 131,270 433 7,893 15,440 23,076 30,800
-15,450-569,050-600,000-75,000-80,000-80,000-80,000-10,000,000-82,000-85,000-86,000-10,000,000-86,000-88,580 -91,237 -93,975 -96,794
178,550 -408,750 233,540 762,743 771,473 1,035,359 1,553,996 -8,838,032 2,420,883 2,211,459 2,500,265 -7,268,730 414,433 419,313 424,203 429,102 434,006
4,871,298 5,049,848 4,641,098 4,874,638 5,637,381 6,408,854 7,444,213 8,998,209 160,177 2,581,060 4,792,519 7,292,785 24,055 438,488 857,801 1,282,004 1,711,105 2,145,111
19 POST -CLOSURE FUND
20 Post Closure Fund Deposits
21 Interest Earnings
Post Closure Expenditures
Subtotal Post Closure Activity
Post -Closure Fund Balance
100,000 100,000
17,000 13,000
1,065,255 1,182,255 1,295,255
100,000 100,000 100,000 250,000 250,000 350,000 350,000 0 0 0 0 0 0 0 0
23,315 25,534 27,794 30,094 35,136 40,268 47,293 54,444 55,424 54,172 52,830 51,394 49,860 48,225 46,485
-125,000-128,750-132,613-136,591 -140,689 -144,909 -149,257
-74,578-79,783-85,197 -90,829 -96,684 -102,772
1,418,570 1,544,104 1,671,898 1,951,992 2,237,128 2,627,396 3,024,689 3,079,134 3,009,558 2,934,980 2,855,197 2,770,000 2,679,171 2,582,487 2,479,715
23 EQUIPMENT RESERVE FUND
24 Equipment Reserve Deposits
25 Interest Earnings
26 Equipment Expenditures
27 Subtotal Equipment Reserve Activity
28 Equipment Reserve Fund Balance
29
30
31
32
Vehicle Replacement Reserve
100,000 1,100,000
15,000 10,800
-366,468 -1,493,834
-251,468 -383,034
863,422 611,954 228,920
32,365
42,091
150,000
4,121
154,121
383,041
42,091
150,000
6,895
-400,000
-243,105
139,935
42,091
150,000 150,000
2,519
5,264
152,519 155,264
292,454 447,718
42,091
42,091
150,000 150,000 150,000 150,000 150,000 150,000
8,059 2,804 5,554 8,354 2,205 4,945
-450,000 -500,000
-291,941 152,804 155,554 -341,646 152,205 154,945
155,777 308,581 464,136 122,490 274,695 429,639
42,091
42,091
42,091
42,091
42,091
42,091
150,000
7,734
-500,000
-342,266
87,373
42,091
150,000 150,000
1,573
4,301
151,573 154,301
238,946 393,247
42,091
42,091
150,000
7,078
-500000
-342,922
50,325
150,000
906
150,906
201,231
42,091 42,091
REVENUE REQUIREMENTS
33 WASTE FLOWS (Tons)
PROJECTED REVENUES $
34 AVERAGE TIP FEE
35 FUND BALANCE CARRYFORWARD
36 TIP FEE REVENUE
37 OTHER
38 TOTAL REVENUES GENERATED
39 REVENUE REQUIREMENTS (from above)
40 NET OPERATING REVENUE
41 CONTINGENCY
0 11,418,035 12,679,200
185,176 190,701
60 60
799,570 1,201,608
11,108,771 11,442,034
711,302 635,558
12,619,643 13, 279, 200
11,418,035 12,679,200
4,165,435 2,942,187
799,570 1,201,608 600,000
14,531,302 15,099,589 15,545,964 16,005,598 16,325,710 16,652,224 16,985,269 17,324,974 17,671,474 18,024,903 18,385,401 18,753,109 19,128,172 19,510,735 19,900,950
198,329 206,262 212,450 218,824 223,200 227,664 232,217 236,862 241,599 246,431 251,359
70
600,000
13,883,033
648,269
15,131,302
14,531,302
4,542,162
600,000
70
600,000
14,438,354
661,235
15,699,589
15,099,589
4,858,736
600,000
70
600,000
14,871,505
674,459
16,145,964
15,545,964
5,045,538
600,000
70 70 70 70 70 70 70 70
600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000
15,317,650 15,624,003 15,936,483 16,255,213 16,580,317 16,911,923 17,250,162 17,595,165
687,948 701,707 715,742 730,056 744,657 759,551 774,742 790,236
16,605,598 16, 925, 710 17, 252, 224 17, 585, 269 17, 924, 974 18, 271, 474 18, 624, 903 18, 985, 401
16,005,598 16, 325, 710 16,652,224 16, 985, 269 17, 324, 974 17, 671, 474 18, 024, 903 18, 385, 401
4,841,201 4,389,268 4,838,805 3,912,964 4,556,211 2,845,601 2,738,202 4,826,581
600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000
256,387 261,514 266,745 272,080
70
600,000
17,947,068
806,041
19,353,109
18,753,109
4,812,540
600,000
70
600,000
18,306,010
822,162
19,728,172
19,128,172
5,131,236
600,000
70 70
600,000 600,000
18,672,130 19,045,572
838,605 855,377
20,110,735 20,500,950
19,510,735 19, 900, 950
5,108,504 5,081,264
600,000 600,000
Assumed Annual Waste Flow Growth
3% Assumed Annual Cost Increase
1.8% Assumed Interest Earnings
3%
4%
4%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
COST OF OPERATIONS:
1 Personnel/Labor
2 Materials & Service
3 Proposed Debt Service
4 Debt Service
5 Capital Outlay
6 TOTAL OPERATING EXPENSES $
RESERVE FUNDS
7 CAPITAL RESERVE FUND
8 Capital Reserve Deposits
9 Interest Earnings
10 Capital Expenditures
11 Subtotal Capital Reserve Activity
12 Capital Reserve Fund Balance
FY 19-20
2,395,279
4,852,740
0
862,100
11,724
8,121,843
C8
2,963,827
80,000
-5,720,253
-2,676,426
3,676,479 1,000,053
Deschutes County Solid Waste Program
Revenue and Expenditures Forecasting Model
2020
Paygo 2
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36
2,659,370
5,228,052
83,646
861,354
162,500
8,994,922
6m bond -Negus
2,342,187
48,400
-528,339
1,862,248
2,862,301
2,739,151 2,821,326
5,384,894 5,546,440
395,000 395,000
860,629 863,599
167,375 172,396
9,547,049 9,798,761
C9
1,958,872 3,227,425
51,521 83,028
-260,000 -6,800,000
1,750,393 -3,489,546
4,612,694 1,123,148
2,905,965 2,993,144 3,082,939 3,175,427 3,270,690 3,368,810 3,469,875 3,573,971 3,681,190 3,791,626
5,712,834 5,884,219 6,060,745 6,242,567 6,429,845 6,622,740 8,321,422 8,571,065 8,828,197 9,093,043
395,000 790,000 790,000 790,000 790,000 790,000 790,000 790,000 790,000 790,000
866,968 867,048 867,285 864,301 334,825 334,272 335,459 336,188 337,405 337,124
177,568 182,895 188,382 194,033 199,855 205,850 212,026 218,386 224,938 231,686
10,058,335 10,717,306 10,989,351 11,266,329 11,025,214 11,321,672 13,128,781 13,489,610 13,861,730 14,243,478
C10 CL-B&C CL -D&E
6m bond - SW 1.5m NL 1.5m NL 11m NL
3,383,288 3,846,201 3,394,268 3,843,805 2,917,964 3,561,211 1,850,601 1,743,202 3,831,581 3,817,540
20,217 76,620 142,011 79,664 117,526 138,865 1,166 40,987 79,786 157,075
-270,000-290,000-7,000,000 -1,820,000 -1,850,000 -11,350,000 360,500 371,315 382,454 393,928
3,133,504 3,632,821 -3,463,721 2,103,468 1,185,490 -7,649,924 2,212,268 2,155,504 4,293,821 4,368,543
4,256,652 7,889,473 4,425,752 6,529,220 7,714,711 64,786 2,277,054 4,432,558 8,726,379 13,094,922
3,905,375 4,022,536 4,143,212
9,365,834 9,646,809 9,936,213
790,000 790,000 790,000
238,637 245,796 253,170
14, 299, 845 14, 70 5,140 15,122, 595
C2 -NL
4,136,236 4,113,504 4,086,264
235,709 206,404 276,962
-6,000,000 -400,000 -412,000
-1,628,056 3,919,907 3,951,226
11,466,866 15,386,774 19,338,000
13 CLOSURE FUND
14 Closure Fund Deposits
15 Interest Earnings
16 Closure Expenditures
17 Subtotal Closure Fund Activity
18 Closure Fund Balance
19 POST -CLOSURE FUND
20 Post Closure Fund Deposits
21 Interest Earnings
Post Closure Expenditures
Subtotal Post Closure Activity
2. Post -Closure Fund Balance
23 EQUIPMENT RESERVE FUND
24 Equipment Reserve Deposits
25 Interest Earnings
26 Equipment Expenditures
27 Subtotal Equipment Reserve Activity
28 Equipment Reserve Fund Balance
29
30
31
32
Vehicle Replacement Reserve
100,000 100,000 750,000 750,000 750,000 1,000,000 1,500,000 1,000,000 2,500,000 2,250,000 2,500,000 2,600,000 500,000 500,000 500,000 500,000 500,000
94,000 60,300 83,540 87,743 101,473 115,359 133,996 161,968 2,883 46,459 86,265 131,270 433 7,893 15,440 23,076 30,800
-15,450-569,050-600,000-75,000-80,000-80,000-80,000-10,000,000-82,000-85,000-86,000-10,000,000-86,000-88,580 -91,237 -93,975 -96,794
178,550 -408,750 233,540 762,743 771,473 1,035,359 1,553,996 -8,838,032 2,420,883 2,211,459 2,500,265 -7,268,730 414,433 419,313 424,203 429,102 434,006
4,871,298 5,049,848 4,641,098 4,874,638 5,637,381 6,408,854 7,444,213 8,998,209 160,177 2,581,060 4,792,519 7,292,785 24,055 438,488 857,801 1,282,004 1,711,105 2,145,111
100,000 100,000 100,000 100,000 100,000 250,000 250,000 350,000 350,000 0 0 0 0 0 0 0 0
17,000 13,000 23,315 25,534 27,794 30,094 35,136 40,268 47,293 54,444 55,424 54,172 52,830 51,394 49,860 48,225 46,485
-125,000-128,750-132,613-136,591 -140,689 -144,909 -149,257
-74,578-79,783-85,197 -90,829 -96,684 -102,772
1,065,255 1,182,255 1,295,255 1,418,570 1,544,104 1,671,898 1,951,992 2,237,128 2,627,396 3,024,689 3,079,134 3,009,558 2,934,980 2,855,197 2,770,000 2,679,171 2,582,487 2,479,715
863,422
100,000 1,100,000
15,000 10,800
-366,468 -1,493,834
-251,468 -383,034
611,954 228,920
32,365
42,091
150,000
4,121
154,121
383,041
42,091
150,000
6,895
-400,000
-243,105
139,935
42,091
150,000 150,000
2,519
5,264
152,519 155,264
292,454 447,718
42,091
42,091
150,000
8,059
-450,000
-291,941
155,777
42,091
150,000 150,000
2,804
5,554
152,804 155,554
308,581 464,136
42,091
42,091
150,000 150,000 150,000
8,354 2,205 4,945
-500,000
-341,646 152,205 154,945
122,490 274,695 429,639
42,091
42,091
42,091
150,000
7,734
-500,000
-342,266
87,373
42,091
150,000 150,000
1,573
4,301
151,573 154,301
238,946 393,247
42,091
42,091
150,000
7,078
-500000
-342,922
50,325
42,091
150,000
906
150,906
201,231
42,091
REVENUE REQUIREMENTS
33 WASTE FLOWS (Tons)
PROJECTED REVENUES $
34 AVERAGE TIP FEE
35 FUND BALANCE CARRYFORWARD
36 TIP FEE REVENUE
37 OTHER
38 TOTAL REVENUES GENERATED
39 REVENUE REQUIREMENTS (from above)
40 NET OPERATING REVENUE
41 CONTINGENCY
0 11,418,035 12,679,200 12,548,012 14,068,278 14,483,714 16,005,598 16,325,710 16,652,224 16,985,269 17,324,974 17,671,474 18,024,903 18,385,401 18,753,109 19,128,172 19,510,735 19,900,950
185,176 190,701 198,329 206,262 212,450 218,824 223,200 227,664 232,217 236,862 241,599 246,431 251,359 256,387 261,514 266,745 272,080
60 60 60 65 65 70 70 70 70 70 70
799,570 1,201,608 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000
11,108,771 11,442,034 11,899,742 13,407,043 13,809,254 15,317,650 15,624,003 15,936,483 16,255,213 16,580,317 16,911,923
711,302 635,558 648,269 661,235 674,459 687,948 701,707 715,742 730,056 744,657 759,551
12,619,643 13,279,200 13,148,012 14,668,278 15,083,714 16,605,598 16,925,710 17,252,224 17,585,269 17,924,974 18,271,474
11, 418, 035 12, 679, 200 12, 548, 012 14, 068, 278 14, 483, 714 16, 005, 598 16, 325, 710 16, 652, 224 16,985,269 17, 324, 974 17, 671, 474
4,165,435 2,942,187 2,558,872 3,827,425 3,983,288 4,446,201 3,994,268 4,443,805 3,517,964 4,161,211 2,450,601
799,570 1,201,608 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000
70 70
600,000 600,000
17,250,162 17,595,165
774,742 790,236
18, 624, 903 18, 985, 401
18, 024, 903 18, 385, 401
2,343,202 4,431,581
600,000 61)0,000 600,000
70
600,000
17,947,068
806,041
19,353,109
18,753,109
4,417,540
600,000
70 70
600,000 600,000
18,306,010 18,672,130
822,162 838,605
19,728,172 20,110,735
19,128,172 19,510,735
4,736,236 4,713,504
600,000 600,000
70
600,000
19,045,572
855,377
20,500,950
19,900,950
4,686,264
600,000
Assumed Annual Waste Flow Growth
3% Assumed Annual Cost Increase
1.8% Assumed Interest Earnings
3%
4%
4%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
DESCHUTES COUNTY
Summary
Elected Officials - FY21 Compensation Board
Survey Data as of FY20
This survey includes the following elected positions:
Assessor
Clerk
Commissioner
District Attorney
Sheriff
Justice of the Peace
Treasurer
Salary data was collected from the following Oregon Counties:
Population
Clackamas 418,187
Deschutes 193,000
Jackson 221,290
Lane 378,880
Marion 347,760
Bcnten 94T3.20 Voted to Remove June, 2017
www.census.gov
County Compensation Board: https://www.oregonlaws.orq/ors/204.112
-A
Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 — Fax (541) 385-3202 — https://www.deschutes.org/
MINUTES OF ELECTED OFFICIALS COMPENSATION COMMITTEE
(A SUBUNIT OF THE DESCHUTES COUNTY BUDGET COMMITTEE)
3:00 P.M., JANUARY 24, 2020
Allen Conference Room - Deschutes Services Building, 2ND Floor — 1300 NW Wall Street — Bend
**DRAFT**
Attendees: Elected Officials Compensation Committee members Bill Anderson, Mike Maier,
and Bruce Barrett; County Administrator Tom Anderson; County Counsel Dave Doyle; County
Clerk Nancy Blankenship; HR Director Kathleen Hinman; and Deputy County Administrator
Erik Kropp.
CALL TO ORDER
Chair Bruce Barrett opened the meeting.
ACTION ITEMS
Discussion and Consideration of Order No. 2020-001, An Order Authorizing Alternative
Compensation for the Deschutes County Treasurer
Tom Anderson discussed the stipend for the elected Treasurer. He noted that historically the
County's elected Treasurer has also been the Finance Director. Mr. Anderson explained that
the Treasurer stipend has decreased the past several years. Mr. Anderson said that although
he currently is technically the appointed Treasurer, he delegates the role to the Finance
Director. He added that he does not collect the Treasurer stipend.
Mr. Anderson said there were discussions whether the low Treasurer stipend might discourage
candidates from running for the position. He noted that the draft ordinance addresses if a
future elected Treasurer is not also the Finance Director. Bill Anderson asked how this would
impact Greg Munn. Tom Anderson answered that the Finance Director recruitment materials
could have been clearer. At the time, the stipend was $5,110 and then was reduced to $100.
He mentioned that if the Elected Officials Compensation Committee (EOCC) passes the
ordinance, we would look at the CFO salary and Treasurer stipend together.
Elected Officials Compensation Committee Minutes
Friday, January 24, 2020 Page 1 of 2
Mr. Maier asked if the proposed change addressed any legal issues from the County Clerk and
County Counsel. Dave Doyle and Nancy Blankenship both answered that the proposed
changes addressed any legal issues.
Mr. Maier asked about implementation date. Tom Anderson responded that there were several
options: January 1, 2021 should Mr. Munn win election, Mr. Munn's appointment date, when
Mr. Munn assumed the Treasurer's role from retired Finance Director Wayne Lowry, or when
Mr. Lowry's contract was completed. Kathleen Hinman added that Mr. Lowry started receiving
the Treasurer's stipend when he was eligible to be Treasurer.
The EOCC members reviewed the draft Order No. 2020-001, An Order Authorizing Alternative
Compensation for the Deschutes County Treasurer. The draft order provides for a $5,110
annual stipend if the Treasurer is also the Chief Financial Officer (CFO) and a stipend of 10%
of the top step for the CFO position if the Treasurer is not the CFO. Mr. Maier moved approval
of the Order with an effective date of January 1, 2021. Bill Anderson seconded the motion.
[Note: the Order No. was later changed to 2020-005 because Order No. 2020-001 was already
used].
The motion passed 3-0.
OTHER ITEMS
Based on an earlier communication with Mr. Maier, Ms. Hinman discussed the salary scale for
psychiatrist. She also handed out a salary market comparison for the psychiatrist position.
ADJOURN
Chair Barrett adjourned the meeting.
APPROVED this 27th Day of May, 2020 for the Deschutes County Elected Officials
Compensation Committee.
Bruce Barrett, Chair
Mike Maier, Member
Bill Anderson, Member
ATTEST:
Recording Secretary
Elected Officials Compensation Committee Minutes Friday, January 24, 2020 Page 2 of 2
REVIEWED
LEGAL COUNSEL
For Recording Stamp Only
BEFORE THE ELECTED OFFICIALS COMPENSATION COMMITTEE
(A SUBUNIT OF THE DESCHUTES COUNTY BUDGET COMMITTEE)
An Order Authorizing Alternative Compensation
for the Deschutes County Treasurer
*
*
ORDER NO. 2020-001 { 4-`�
WHEREAS, applicable provisions in ORS Chapter 204 authorize the Elected Officials Compensation
Committee (EOCC) to change the compensation of county officials holding elected office; and
WHEREAS, if not filled by the County's appointed Chief Financial Officer (CFO), the position of
Treasurer works in concert with the CFO; and
WHEREAS, the EOCC deems it to be in the best interests of Deschutes County, in order to foster public
involvement in the political process, and fair and equitable compensation for the Treasurer position, to authorize
alternative compensation for the Treasurer, pivoting on whether the Treasurer is or is not the appointed CFO;
now therefore,
THE ELECTED OFFICIALS COMPENSATION COMMITTEE (A SUBUNIT OF THE DESCHUTES
COUNTY BUDGET COMMITTEE), HEREBY ORDERS AS FOLLOWS:
Section 1. An alternative compensation system is authorized.
Section 2. Providing that the Treasurer is also the appointed CFO, the annual compensation shall be
$5110, paid in equal monthly installments at the time and in the manner that county employees are paid.
Section 3. Providing that the Treasurer is not the appointed CFO, the annual compensation shall be10%
of the top -step pay level for the County Finance Director position, as adjusted annually.
Section 4. This Order shall take effect upon timely confirmation by the full Budget Committee.
Dated this of , 2020 ELECTED OFFICIALS COMPENSATION
COMMITTEE
NAME
NAME
ATTEST:
Recording Secretary NAME
PAGE 1 OF 1— ORDER NO. 2020-001
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For Recording Stamp Only
BEFORE THE ELECTED OFFICIALS COMPENSATION COMMITTEE
(A SUBUNIT OF THE DESCHUTES COUNTY BUDGET COMMI IThE)
An Order Authorizing Alternative Compensation *
for the Deschutes County Treasurer
*
ORDER NO. 2020-005
WHEREAS, applicable provisions in ORS Chapter 204 authorize the Elected Officials Compensation
Committee (EOCC) to change the compensation of county officials holding elected office; and
WHEREAS, if not filled by the County's appointed Chief Financial Officer (CFO), the position of
Treasurer works in concert with the CFO; and
WHEREAS, the EOCC deems it to be in the best interests of Deschutes County, in order to foster public
involvement in the political process, and fair and equitable compensation for the Treasurer position, to authorize
alternative compensation for the Treasurer, pivoting on whether the Treasurer is or is not the appointed CFO;
now therefore,
THE ELECTED OFFICIALS COMPENSATION COMMI IThE (A SUBUNIT OF THE DESCHUTES
COUNTY BUDGET COMMITTEE), HEREBY ORDERS AS FOLLOWS:
Section 1. Effective January 1, 2021, an alternative compensation system is authorized.
Section 2. Providing that the Treasurer is also the appointed CFO, the annual compensation shall be
$5110, paid in equal monthly installments at the time and in the manner that county employees are paid. This
amount is subject to adjustment by the EOCC during the annual county budget process conducted in May/June.
Section 3. Providing that the Treasurer is not the appointed CFO, the annual compensation shall be10%
of the top -step pay level for the County Finance Director position, subject to adjustment by the EOCC during
the annual county budget process conducted in May/June.
Section 4. This Order shall take effect upon timely confirmation by the full Budget Committee.
Dated this °' of TR nu* / y , 2020 ELECTED OFFICIALS COMPENSATION
COMMITTEE
ATTEST:
Recording Sec1miar
PAGE 1 OF 1- ORDER NO. 2020-005
//), ,e /41
DESCHUTES COUNTY ELECTED OFFICIALS
COLA SUMMARY
Elected Officials
Assessor
Clerk
Commissioners
District Attorney
Sheriff
Justice of Peace
Treasurer (Stipend)
Elected Official COLA Summary
7/1/2014 7/1/2015 7/1/2016 7/1/2017
COLA COLA COLA COLA
4.0%
4.0%
3.0%
3.0%
3.0%
3.0%
1.5%
6.0%
3.0%
1.0%
0.0%
0.0%
2.0%
3.0%
5%*
1.5%
1.5%
0.0%
6.0%
2.5%
5.0%
2.5%
2.5%
2.5%
7/112018 7/1/2019 7/1/2020
COLA
3.0%
2.1%
3.0%
7.0%
2.1%
2.1 %
COLA
20.0%
17.0%
6.0%
26.0%
9.0%
23.0%
0.0% 0.0% 1.5% 2.5% Adj. to $5112/yr Adj to $426/y
r
Notes: Elected Officials are on a standard 173.33/2080 Pay Schedule
`Treasurer Stipend, Order #2020-005
COLA
TBD
TBD
TBD
TBD
TBD
TBD
*Adj to
$5110/yr
Bargaining Unit
IUOE, FOPPO
911, DCSEA, DCDAA, AFSCME
NON -REP
Non -elected positions
7/1/2014 7/112015 7/1/2016 7/1/2017
COLA COLA COLA COLA
1.6%
1.6%
1.6%
1.5%
1.5%
2.0%
1.5%
1.5%
2.0%
2.5%
2.5%
2.5%
7/1/2018 7/1/2019 7/1/2019
COLA
2.1%
2.1%
2.1%
COLA
1.6%
1.6%
1.6%
COLA
2.5%
2.5%
2.5%
Director Pay Grades
Job Description
Director, Facilities
FY20 Hourly Rates
Annual Salary Reflects 2.5% COLA forFY21
Grade
N425
7 Steps, 5% spread
Min
$ 109,304.23
51.2684
between steps
Mid
$ 126,533.35
59.3496
Max
$ 146,478.42
68.7047
FY20 Hourly Rates
N426
$ 114,769.40
53.8318
$ 132,860.27
62.3172
$ 153,802.27
72.1399
Director, 911
Director, Fair & Expo
Director, Finance/Treasurer
Director, Human Resources
Director, Info Technology
Director, Solid Waste
FY20 Hourly Rates
N427
$ 120,507.89
56.5234
$ 139,502.94
65.4329
$ 161,492.39
75.7469
Director, Community Development
Director, Community Justice
Director, Health Services
Director, Public Works
DESCHUTES COUNTY
Recommendations Summary - Compensation Board
Elected Officials - FY21
Elected Officials
FY21 COLA Recommendation
Assessor
Clerk
Commissioners
District Attorney
Sheriff
Justice of Peace
Treasurer (Stipend)
'Treasurer stipend. Order rt2020-005
2.5% - FY21 budgeted COLA for Union/Non-Reps per CPI
`CFO Classification is eligible for 2.5% COLA
County Compensation Board: hops..rnvww.oreooniaws.orarors2oa. 112
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$ 147,466
$ 123,378
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$ 104,887
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$ 103,784
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$ 94,338
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$ 173,819
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$ 180,424
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$ 126,568
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(State & County
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Total Pay
$ 201,885
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$ 180,159
$ 184,868
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I$ 185,520
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$ 197,853
-9%
Base Salary
$ 194,628
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$ 175,480
$ 180,076
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/
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$ 113,566
$ 119,244
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Base Salary
$ 106,488
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$ 102.205
$@
$ 105,984
-4%
$ 103,851
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$ 107,757
-5%
Assessor`- Clerk
Base Salaryl Total Pay Base Salaryl Total Pay
$ 117,021
\
$ 133,760I
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$ 133,853
$ 118,332
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$ 124,248
8%
$ 116,515
(
$ 129,575
3%
\
$ 100,506
\
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$ 120,000
$ 106,065
§
\«
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$ 114,042
5%
$ 142,080
$ 109,248
$ 137,424
$ 129,678
iimuna$ 151,838
$ 129,607
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$ 114,254
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Jackson
(Lane
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Deschutes
Averag a (excludes DCp
% DC Compared:
Average +5% (excludes DC):
of nr Pnrrtnoriari.
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TI
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% DC Compared:
75th Percentile (excludes DC):
% DC Compared:
DESCHUTES COUNTY FY21 ELECTED OFFICIALS SALARY SURVEY
Survey Data as of FY20
Assessor
The Deschutes County Assessor is responsible for identifying all taxable properties within the County and assigning values and
property taxes to those properties. The County Assessor also prepares the County's annual assessment roll.
County
Annual Salary
PERS
Contribution
401(K)/457
Contribution
Other Add Pay
(Auto, Longevity,
Etc.)
Total Pay
Clackamas
(Assessment & Tax)
$126,552
6.0%
6.3%
$142,080
Jackson (elected)
$103,064
6.0%
0.0%
$109,248
Lane
(Assessment&Taxation)
$120,704
6.0%
2.0%
$6,540
$137,424
Marion (elected, Assessment & Tax)
$114,254
6.0%
7.5%
$129,678
Deschutes County
$136,500
6.00%
3.00%
! $2,880
$151,838
Average (excludes DC):
$ 116,144
$ 129,607
% DC Compared: 18%
17%
Average +5% (excludes DC): $ 121,951
$ 136,088
% DC Compared: 12%
12%
50th Percentile (excludes DC): $ 117,479
$ 133,551
% DC Compared: 16%
14%
75th Percentile (excludes DC): $ 125,090
$ 140,916
% DC Compared: 9%
8%
Deputy Director, Assessor
Annual Salary
Reflects FY21 COLA & Lon9evity Rates
Total Pay
FY21 N424, Top Step:
$ 139,503
Step 5 on 7/1/2020:
$ 126,049
6%
$ 3,060.00
$136,856
Notes:
ORS 308.005 "Assessor" as defined, includes Deputy Assessor. [Amended by 1979 c.689 §25; 1981 c.804 §28; 1995 c.79 §123]
Lane receives a car allowance of $545/mo (6,540 per year)
Lane County is Home Rule
DESCHUTES COUNTY FY21 ELECTED OFFICIALS SALARY SURVEY
Survey Data as of FY20
Clerk
The County Clerk is chief election official, official keeper of all public records, processing all real property transactions, plats,
Commissioners' Journal documents and Board of Property Tax Appeal petitions, and also issues marriage and antique dealers licenses
and accepts passport applications.
PERS 401(K)/457
County Annual Salary Contribution Contribution
Other Add Pay
(Auto,
Longevity, Etc.)
Total Pay
Clackamas $104,232 6.00% 6.3% $117,021
Jackson $100,506 6.00% 0.0% $106,536
Lane (non -elected) $117,312 6.00% 2.0% $6,540 $133,760
Marion $102,211 6.00% 7.5% $116,009
Deschutes County
$120,000
6.00% 3.00%1
$2,880
$133,853
Average (excludes DC):
$ 106,065
$ 118,332
% DC Compared:
13%
13%
Average +5% (excludes DC):
$ 111,369
$ 124,248
DC Compared:
8%
8%
50th Percentile (excludes DC):
$ 103,222
$ 116,515
% DC Compared:
16%
15%
75th Percentile (excludes DC):
$ 114,042
$ 129,575
DC Compared:
5%
3%
Reflects FY21 2.5% COLA
Min Max
2nd Cmnd: Elections/Recording Supervisor $ 67,038.61 $ 89,924.85
Notes:
Lane receives a car allowance of $545/mo (6,540 per year) - included as Other Add Pay
DESCHUTES COUNTY FY21 ELECTED OFFICIALS SALARY SURVEY
Survey Data as of FY20
Commissioner
The Board of County Commissioners is comprised of three elected officials who serve four-year terms.
The Board is elected at large, serves as the public's elected advocate, and is the policy making body of
Deschutes County government. The Board's duties include executive, judicial (quasi-judicial), and
legislative authority over policy matters of countywide concern.
Annual PERS 401(K)/457
County Salary Contribution Contribution
Other Add Pay
(Auto,
Longevity, Etc.)
Total Pay
Clackamas $106,488 6.00% 6.3% $119,554
Jackson $108,180 6.00% 0.0% $4,800 $119,759
Lane $87,869 6.00% 0.0% $6,540 $100,074
Marion $101,213 6.00% 7.5% $114,877
Deschutes County
$102,205
6.00%� 3 0%
$111,403
Average (excludes DC):
$ 100,938
$ 113,566
% DC Compared:
1%
-2%
Average +5% (excludes
DC):
$ 105,984
$ 119,244
% DC Compared:
-4%
-7%
50th Percentile
(excludes DC):
$ 103,851
$ 117,215
% DC Compared:
-2%
-5%
75th Percentile
(excludes DC):
$ 107,757
$ 119,708
% DC Compared:
-5%
-7%
Notes:
*Longevity Pay eliminated for Commissioners and added to base pay in FY17
Jackson receives a car allowance of $4,800 per year
Lane receives a car allowance of 6,540 per year
Lane offered 2% deferred comp contribution, however they have all declined
DESCHUTES COUNTY FY21 ELECTED OFFICIALS SALARY SURVEY
Survey Data as of FY20
District Attorney
The District Attorney's Office represents the State of Oregon in all criminal cases filed in Deschutes County, advocating for victim's rights and
enforcing the laws of the State of Oregon.
County PERS 401(K)/457
County State Salary Stipend Contribution Contribution
Other Add Pay
(Auto,
Longevity, Etc.)
Total County
Pay
Base Salary
(State and
County) Total Pay
Clackamas $135,480 $59,148 6.00% 6.27% $66,405
Jackson $135,480 $29,307 6.00% 0.00% $31,065
Lane $135,480 $45,630 6.00% 2.00% $6,540 $49,803.60
Marion $135,480 $44,297 6.00% 7.50% $50,277
$194,628 $201,885
$164,787 $166,545
$181,110 $185,284
$179,777 $185,757
135,480.00 $40,000 6 00% > 3.00% $990 $44,679
$175,480 $180,159
Deschutes County
Average (excludes DC):
$
$ 135,480
$ 44,596
$ 49,388
$ 180,076
$ 184,868
-10%
-3%
-3%
DC Compared:
0%
-10%
$ 51,857
$ 189,079
$ 194,111
Average +5% (excludes
DC):
$ 135,480
$ 46,825
% DC Compared:
0%
-15%
-14%
-7%
-7%
$ 50,040
$ 180,444
$ 185,520
50th Percentile
(excludes DC):
$ 135,480
$ 44,964
-11%
-3%
-3%
% DC Compared:
0%
-11%
$ 62,373
$ 191,249
$ 197,853
75th Percentile
(excludes DC):
$ 135,480
$ 55,769
-28%
-8%
-9%
DC Compared:
0%
-28%
Chief Deputy DA
Annual Salary
Reflects FY21 COLA & Lon
evity Rates
Total Pay
N424, Both @ Top Step
7:
$ 136,102
6%
$ 3,060.00
$147,512
Notes:
Lane receives a car allowance of $545/mo (6,540 per year) - included as Other Add Pay
Legal Counsel pay: $ 198,333.00 191,595 (base) + 990 (longevity)+5,748 (3% DefComp)
DESCHUTES COUNTY FY21 ELECTED OFFICIALS SALARY SURVEY
Survey Data as of FY20
Sheriff
The Deschutes County Sheriff's Office is a full service organization providing patrol, criminal investigations,
corrections, civil and search and rescue. Special operations include a Marine Patrol, K-9 units, and Forest Patrol.
PERS 401(K)1457
County Annual Salary Contribution Contribution
Other Add Pay
(Auto,
Longevity, Etc.)
Total Pay
Clackamas $178,380 6.00% 6.27% $200,267
Jackson $126,568 6.00% 0.00% $134,162
Lane $150,990 6.00% 2.00% $15,599.40 $179,917
Marion $159,411 6.00% 7.50% $180,931
Deschutes County!
$160,000 6 00% 3.00% $3,840
$178,470
Average (excludes DC):
$ 153,837
$ 173,819
% DC Compared:
4%
3%
Average +5% (excludes DC):
$ 161,529
$ 182,510
-2%
DC Compared:
-1%
50th Percentile (excludes DC):
$ 155,201
$ 180,424
DC Compared:
3%
-1 %
75th Percentile (excludes DC):
$ 173,638
$ 195,433
% DC Compared:
-8%
-9%
Sheriff's salary shall be fixed in an amount which is not less than that for any member of the Sheriff's staff
Reflects FY21 2.5% COLA Min Max
Undersheriff (not assigned): $ 114,769.40 $ 153,802.27
Base Pay
Reflects FY21 COLA &
Longevit Rates
Longevity
Total Pay
Captain
(all 3) @ Top Step 7:
$ 142,907.49
°
6 /0
$ 5,100.00
$ 156,887.94
Notes:
Lane County - receives a car allowance of $545/mo (6,540 per year) and an additional 6% Advanced DPSST
certification pay - - included as Other Add Pay
DESCHUTES COUNTY FY21 ELECTED OFFICIALS SALARY SURVEY
Survey Data as of FY20
Justice of the Peace
Justice Court is a state court administered by the County, under the direction of an elected Justice of the Peace.Justice
Court handles traffic and ordinance violations, small claims and certain civil matters.
County
Annual Salary
PERS
Contribution
401(K)1457
Contribution
Other Add Pay
(Auto,
Longevity,
Etc.)
Total Pay
Clackamas (Atty)
Jackson
Lane (reflects FT salary, currently
at .5 FTE)
Marion
$100,980
$87,672
$97,118
$91,582
6.00%
6.00%
6.00%
6.00%
6.27%
0.00%
2.00%
7.50%
$113,370
$92,932
$104,887
$103,946
Deschutes County (Atty)
(reflects FT salary, currently at' 6
FTE)
$121,000
6.00%•
3.00%
$2 ggp
$134,943
Average (excludes DC):
$ 94,338
$ 103,784
30%
% DC Compared:
28%
$ 108,973
Average +5% (excludes DC):
$ 99,055
24%
% DC Compared:
22%
$ 104,417
50th Percentile (excludes DC):
$ 94,350
29%
% DC Compared:
28%
$ 111,250
75th Percentile (excludes DC):
$ 100,015
21 %
DC Compared:
21 %
Reflects FY21 2.5% COLA
Min
Max
2nd Cmnd: Court Administrator $ 73,981.47 $ 99,142.05
Notes:
JOP an attorney: DC, Clackamas, and Marion
30% of time spent on small claims, 50% on traffic trials and arraignments, 20% of time on admin and misc.
Jackson County justice doesn't do small claims, all in curcuit court
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Total Pay
$139,911
$155,350
$127,989
$115,307
o |
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Other Add Pay
(Auto, Longevity,
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401(K)I457
Contribution
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0.00%
7.50%
et
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$124,620
$146,557
$120,744
$101,592
\
$ 123,378
20%
I$ 129,547
\
$ 122,682
\
1 $ 141,073
Deschutes Treasurer
Annual Stipend
(Order #2020-005)
Iii
Annual
County Salary
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[ } } If;
Clackamas (elected FT Treasurer)
Jackson (non -elected Finance
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Lane (non -elected, Finance Director)
Marlon (elected - Finance
Director/Treasurer)
'Deschutes County
CFO Treasurer= tol )
Average (excludes DC):
% DC Compared:
Average +5% (excludes DC):
% DC Compared:
50th Percentile (excludes DC):
% DC Compared:
75th Percentile (excludes DC):
% DC Compared:
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SUNRIVER
SERVICE DISTRICT
PROPOSED
BUDGET
FISCAL YEAR
2021
SUNRIVER SERVICE DISTRICT
Mission Statement
Protecting life and property, fostering a sense of safety and security in the Sunriver community
District Overview
The Sunriver Service District was established in 2002 to oversee the Sunriver Fire and Police
departments for this unincorporated resort community in Deschutes County. The District
provides full -service police, fire fighting and emergency medical services to the community
under the laws of the state and a management agreement with Deschutes County. The board
meets monthly to conduct business, ensuring professional delivery of public safety services to
the community of Sunriver.
A seven -member board oversees budget, sets policy for the district and hires a Chief of Police,
a Fire Chief and a part-time administrator to manage day-to-day operations. The board is also
responsible for negotiating labor contracts for both departments.
RESOURCES
2% 1%
• Beginning Net Capital
• Property Tax
Charges for Services
• Interest
REQUIREMENTS
• Personnel
• Materials & Services
Capital Outlay
Transfer to Reserves
11Page
Successes and Challenges
Successes in the Past Year
The Sunriver Police and Fire Departments continue to focus on Emergency Preparedness.
Partners in Sunriver are separate private entities that come together under the leadership of
the District to be ready in case of an emergency. External partners including Deschutes County
Emergency Management, the Forest Service, Project Wildfire, ODOT and others are also
important entities to include in this collaboration. An emergency operations drill is held annually
to test the resources and cooperation of these entities. Wildfires or railway incidents are the
greatest threat to our community. Comprehensive messaging is done in partnership with
Sunriver Owners Association to ensure the residents and guests are prepared in the event of an
emergency. Police Chief Cory Darling and Fire Chief Tim Moor both work diligently to provide
professional public safety. The police and fire departments have contracted with Lexipol for
policy manuals which provides best practice procedures that are current with all legal
requirements. Community outreach continues to be a focus of the District. Utilization of Citizen
Patrols, partnering with Deschutes County Search & Rescue in lost person searching, and home
safety inspections are just a few ways in which the District serves our community.
Significant Issues in the Year Ahead
Financial stability for the District in the years to come is a concern of the Managing Board. In
light of the COVID-19 pandemic, there are many uncertainties in revenue projections and
operational needs. The District considered the potential impact of COVID and the submitted
budget reflects adjustments based on the pandemic. Our reserves are healthy to address short-
term fluctuations. The majority of our revenue comes from property taxes, which continues to
increase at a rate of about 3% per year. Because Sunriver is nearly built out, there Is no
anticipated growth much beyond 3% per year. This budget year PERS rates and health
insurance are a significant expense, comprising 27.6% of our $5.1 million budget. The District is
financially solid but these increases could have a negative impact in future years. Each year
the District completes a five-year forecast. The forecast this year shows the operating fund
going into the red in FY 2023-24. This is with the assumption of the current tax rate, the same
graduated transfer to reserves and no other adjustments. Fortunately, this forecasting provides
information to guide decisions to mitigate this negative outcome before 2023.
The Fire Department leases the building from Sunriver Owner's Association. The Fire Station is 25
years old and is in need of significant upgrades or replacement to improve the structural
integrity and its functional obsolesces. Some areas needing to be addressed are bio hazard
decontamination, appropriate accommodation of female employees, adequate work space
2jPage
and various other issues. The Police Department is also in a leased separate building and
cramped for space. A professional space needs analysis was completed this year with
preliminary architectural concepts of both a remodel to the existing building and building a
new facility for a combined public safety building. Additional analysis will continue in light of
the financial projections. Fire Staffing was expanded in the FY 2020-21 budget by two
Firefighter/Paramedics to ensure the ability to respond to two medical emergencies at one
time. The Ambulance Service Area expands to Elk Lake and resources can be stretched at
times by distance. Paramedic certification is the advanced level of medical training deemed
necessary for community expectations.
Tourism in Sunriver continues to be strong, resulting in challenges to providing public safety to
the community during peak months. There are approximately 1500 full time residents and the
population swells to approximately 20,000 in the peak summer months.
Sunriver Service District Operating Fund (Fund 715)
BUDGET SUMMARY - Fund 715
($1,000)
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2020/21 %
$(000)
Actual
Actual
Budgeted
Proposed i
Change
Property Tax
$4,669
$4,822
$4,895
$5,074
3.7%
Gov.'t Payments
6
0
0
n/a
Charges for Services
242
221
254
252
-1
Fines & Fees
19
20
16
12
-25%
Interest Revenue
85
143
100
120
20%
Total Revenue
$5,021
$5,206
$5,265
$5,458
3.7%
Personnel Services
$3,257
$3,588
$3,927
$4,319
10%
Materials & Services
625
$681
$749
$790
5%
Transfers Out to Reserves
310
$319
$329
$339
3%
Total Expenditures
$4,192
$4,588
$5,005
$5,448
8.9%
Net Operating
$829
$618
$ 260
$10
Contingency
n/a
500
515
0
Increase in Working Capital
$829
$118
$-255
$10
Ending Net Working Capital
$4,029
$4,858
$5,738
$5,748
-
The 715 fund is the Operating Fund. The Districts main source of revenue is property taxes. The
District has maintained the same tax rate of $3.31 per $1000 assessed valuation since 2010. The
3IPage
maximum allowed rate is $3.45/$1000 assessed valuation. The $3.31 rate will continue in FY
2020/2021. The remainder of the District's revenue is generated from fire and
medical/ambulance charges, court fines, fees and interest earnings.
Sunriver Service District Reserve (Fund 716)
BUDGET SUMMARY - Sunriver Service District (Fund 716)
($1,000)
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2019/20
$(1,000)
Actual
Actual
Budgeted
Proposed
% Change
Interest Revenue
$12
21$
$15
$15
-
Grants
$221
$
0
0
n/a
Interfund Transfers
$310
$319
$329
$339
3%
Sales of Assets, Land or Equip
$3
1 1$
$8
$5
Total Revenue
$546
$351
$352
$359
2%
Capital Outlay
$505
$511
$221
$209
-7%
Net Reserve
$41
$-160
$131
$150
14%
Contingency
-
-
$250
-
Increase in Working Capital
226
42
-161
301
Ending Net Working Capital
$774
$816
$655
$956
46%
The
Reserve Fund (716) is used to maintain funds for capital asset purchases, such as vehicles
and operating equipment.
Bill Hepburn, Chair
Sunriver Service District Managing Board
4IPage
__ 83 % I 207,420 6,780 3 % 1 40,538 I zare ' I
FY 20-21 I 20.21 req v 19-20budget I 20-21 Bdgt v 19-20 pr0j
uI,'
' '
' '""
' '
'
' '
'"
'
' '
'"
"'
' '
' '
' ' '
I
(6,240)
71,766
3,008
1,410
24,068
101,870
8,400 (580) -6% 30
370,810 83,970 29% 85,826
31,800 1 4,940 18 % 1,106
261,400 I 25,830 11% 70,190
1 '
"'
"
"
""
'
"
"
"
'
I
I
it'
1 8,000 (400) -5/
25,000 (6,700) -21%
'
'
' '
' '
' ' '
' '
' '
"
"
7
"
"
"
95,300 b,l aV
184,700 (12,310)
595,100 13,850
32,000 1,400
62,700 1,660
3
,en
'
000'1.
(009)
'
I
11
I
54,090 1
2,100
-
—
-
- -
P
17,800
—
4,000
2,000
600
5,000
- -
FY 2019-2020
Actual YTD (DEC) I Year End Proj
I I I I
FY 2019-2020
Actual YTD (DEC) Year End Proj
Pct Amount Pct.
'1(111
90,012
190,940
523,334
28,992
61,290
607 7%1 1,2141
16,308 51% 18,000'
781,434 51 % 1,548,252
46,268
2,354
694
900
14,002
4,100
918
2,740
2,436
Pct
55,640 50%
45,006 50%
95,470 48%
261,667 45%
14,496 47
30,645 50%
- 0%
437 27%'.
I
618 124%
210 -26%
572 52%
89,150
197,010
581,250
30,600
8,980
286,840
26,860
235,570
8,400
31,700
1,701,330
Budget
FY 19-20
50,450
2,100
2,700
30,000
800
1,100
25,707
4fi,677
1,505
4,560
528
3,078
1,758
837
14,246
523,173
31,421
57,245
44,709
2,488
4,560
809
40
10,509
869
154
1,681
23,337
434
741
..._ 7,7591
4.875
1,592
20,529
638
272
14,920
POLICE DEPARTMENIT
Account Number Account Description
I I34000422-1020 Polc
7154000422-1143 Police Patrol Officer
715-4000-422-1155 Overtime
715-4000-422-1815 Administrative Assistant
/ b e^..nnal Relief
need a c num er
715-4000-22-1901 Vacation Pay
SALARY SUBTOTAL
715-4000-422-2501 Unemployment
5 P
Contract Services `oV •r-,_,.
E to ee Medical Expenses
mp
Water and Sewer
",tea, „v
Building/Grounds R & M
R&M
Vehic e
Equip (Non -Office) R & M
CA.,. (Office) R & M
Building Rental
Memberships & Dues
Professional Lic and Fees
Education & Training
715-4000422-5330 Cellular
715-4000-422-5390 Communication Services
715-4000-422-5510 Printing
715-4000-422-5820 Travel Expenses
715-4000-422-5830 TraveliMoommodations
715-4000-422-5870 TravetlMileage-Rein,b
715-4000-422-101 Ammunition/Range
715-000-422-6122 Public Educational Supplies
7154000422-6134 General Supplies
715-4000422-6155 Office Supplies
715-4000-422-6161 Postage/Freight
715-4000-22-6197 Uniforms
715-4000-422-6210 Electricity
715-000-422-6220 Gasoline/Diesel/Oil
715-4000-422-6240 Natural Gas
715-4000-422-6320 Meeting Expense/Dept Functions
715-4000-422-6650 Minor Tools and Equipment
7154000422-6665 Minor Office Equipment
MATERIALS & SERVICES
DEPARTMENT 40 REQUIREMENTS TOTAL
715-000-422-3399
4nn 3410
754000
715�1000-422�110
715-4000-422-4330
540004224340
71
7'1540004224460
715-4000422-5010
IL
9714 I 2,778,190 j 292,850 12% 358,828 15% 14I
FY 2020-2021
i.s
ya
n
gelei'Z'41Ueiggigm
N
ni,orT4gg—op1
n
a,
N ,D
Amount
978
LLO
8,790
1,280
-
N
- N
, M
-
20-21 Bdgt v 1
Amount '^
a N
V N
a
v
e m
V' n
cc-
,
12% 293,478
2020-2021
20 budget I 20-21 Bdgt v
u m
d
�-
\ a
,
a NW
a
o
o 0
,
o
M O
M o
o
N,
\
m
20-21 req v 19-20 budget
Amount_ -__ Pct.
V ,n
N
m
,
e
m
M
127,700
(80,000)
(13,500)
1,650
(5,600)
42,570
97,480
N
FY
FY 20-21 20-21 req v 19-
500I
500
(600)
(3,840)
9,450
:L4'EA
19L
332,550
7,500
Requested
43,110
ro
5,500
3,500
22,820
31,420
1,200
500
9,450
20,000
3,800
Mco
6,620
417,220
FY 20-21
Requested
co
267,750
257,960
340,590
124,000
115,200
60,070
25,000
a'ggi
mm
n m
«
as
m
-
o
N V\
e
o '4
N m
Mm,n
M,n
nm
m
FY 2019-2020
Year End Proj
Amount
111,280
108,118
282,036
247,534
208,104
271,852
_ _
N
69% 28,000
50 % 2,067,492
9-2020
Year End Proj
Amount
42,132.00
7,802.00
4,336.00
3,816.00
24.00
10,670.00
34,618.00
27,412.00
63,570.00
10,616.00
26,994.00
17,660.00
C.1
M
2,524.00
12,116.00
16,444.00
416.00
250.00
28,770.0C
1111 5,092.0C
-
... .-
N
d
N
of
FY 201
Actual YTD (DEC)
Pct
21,066 73%
Y
d m
N
,n
00
�-
d
^ yy
a
d
1
w
O
N
m ,n
a m
d ,n
N
Y
O V'
1,262
6,058
8,222
208
125
(' 0
(335)
503
p
55,640
54,059
104,052
135,926
3,060
702,420
148,708
16,265
26,708
1,046,454
0
Gi LL
281,190
247,390
212,690 I
204,000 1
M
M
N
N
Budet
19-20
28,830
9,350
5,000
3,000
850
23,300
32,000
16,420
63,570
8,720
11,040
540
3,500
30,520
1,200
500
36,200
8,300
20,000
3,800
^
d
a LL
104,555
103.804
263,705
229.793
80,411
56,457
M
N
- N
LL
'n fV
160
18,410
29,780
23,224
m
.-
.-
Y
6,296
23,201
26,144
1,513
55,988
8,442
16,757
3,227
M
N
N
aLL
70,152
105,752
256,407
221,057
175,733
266.163
6,476
287,738
29.813
Q^Ma
'
aLL
m
4,845
3 045
312
24.130
29,397
17.900
72
63.018
^
-
pm
�-
M
m
-
N
m
NNN
-
N
2,229
326.924
a
-
N
rNm
aLL
<N
25,249
16 764
�.-
a
Mmm
N
M
Nm
M
2,027,498
aLLa
253,037
207,073
164,851
160 9n1
8,918
278,520
29 274
Account Descri tion
Fire Chief
De u Fire Chief
'ire Captain
ne ngineer
Firefighter/PM
Overtime
Fire Reserve
Ad ' ' V ti Assistant �
minis a ve
Vacation Buyback
Wage Reimbursement
PIO/Seasonal
SALARY SUBTOTAL
A a
W
PERS-Emloyee/Em loyer
Unemployment
Workers' Compensation Ins
c
Account Desoriotion_
w yyy
iwc
Water and Sewer
a
Tod
Vehicle R & M
F E u Non -Office) R&
ve q ip(
Equip (Office) R & M
_ n a
d
Education & Training
715-5500425-5510 Printing
715-5500425-5820 Travel Expenses
715-5500-425-5830
715-5500-425-6110 is lies
715-5500425-6122 Public Educational Supplies
715-5500-425-6134 ben s-a) Fire Station Supplies
715-5500425-6143 Medical Supplies
715-5500425-6155 Office Supplies
715-5500-425-6161 Postage/Freight
715-5500425-6188 Fire Fighting Supplies
715-5500425-6197 Uniforms
715-5500425-6210 Electricity
715-5500-425-6220 Gasoline/Diesel/Oil
715-5500425-6240 Natural Gas
715-5500425-632D Meeting Expense/Dept Functions
715-5500425-6650 Minor Tools and Equipment
715-5500425-6665 Minor Office Equipment
MATERIALS & SERVICES
DEPARTMENT 55 REQUIREMENTS TOTAL
FIRE DEPARTMENT
_Account Number
715-5500-425-1022
715-5500-425-1023
715-5500-425-1151
715-5500-425-1152 F
715-5500425-1153
715-5500-425-1155
715-5500425-1158
715-5500425-1885
715-5500-425-1901
715-5500-425-1156
715-5500-425-1154 ,
715-5500-425-2110
715-5500-425-2150
715-5500-425-2201
715-5500-425-2301
715 5500425 2501
715-5500425-2601
PERSONNEL SERVICE.
FIRE DEPARTMENT
Account Number
99
715-5500-425-33
715-5500-425-3410
iY`
1716-5500-4254260
tY•
4.
715-55004254340
550
71 715- -
5500425-5040
715 5500425 5310
715-5500-425-5330
775 5500425 5390
Q
Z w
Y `fY4
Y 7 Y Y Y a 2
a
Y
W
LL
cl
N
o
i
-
W
LL m
N
N
N
O
O
M
M
o
24
a
N
y
N
oM v
ry
.Q U
0- 0.
N
m
N
m
d
N
N
N
r
M
N
O o
0 budget 20-21 Bdgt v 11
Pct. Amount
1% 1,048_
.-
' m'
m
1
FY 2020-2021
FY 20-21 I 20.21 req v 19-20 budget 20-21 Bdgt v
N N p
n
C
....
-
m
n M
M
^
m
_
N
40,310
O
N
..
m
10,969,464 11,196,382 864,2091 226,911
5,230,979 11,196,382 1,414,982 217,271
5,738,485 - (550,773) _._._ 9,647
C
N
2
`
v oo
Y q
1a>
0
N
o
m
4,675 980IM1521. 5 109 500 433,520 9%
o e
-
I 186,520 86% 1 226,830 11,060
338,750
338,750
(500,000)
300
170
qa
E
6
8,400
153,470
mro
Re uested
51,000
13,000
1,400
800 i
49,000
v
d o
1
m
o o
Etil
o
o,
o,
N m
gl":
m n
m m
N
N m
m M
M
`
M
515,000
FY 2019-2020
Actual YTD (DELI 1 Year End Proj
Q
N
rf7,FjEsM
d
m
a-4u<u
Year End Prot
Amount
48,750
`
2,880
1,975
640
44,000
y
o O
m 0
M
V
M
o 0
0 O
0
-
yd
d
a
ry
a
G
N
y
0
0
u
NNN
m
d
0 e a
O Co N
M
183,600 215,770 74,230
4,029,128
4,029,128
•:_
IN6
0
u
Q
28.326 _
5,851
7.190
n0o
123,701 153,320
9
0)
FY 19-20
46,110 1
m ry
d
m
m
v
m
Budget
FY 19-20
50,000
20,000
20,000
150
3,000
2,570
m
1 _
1,200
700
N
0
N
v
M
500.000
4,605,420
5.105,420
2.
Q
-
LL
N
O
m
a
-
2,574
894
463
43.337
N
.-
El_
N
M M
d m
gg
MM
7,495,377
9 2,836,796
aLLa
6,999
2,400
M
m
aLL<.-ry
ry
M
1,923
125
a
aLL
lV
(V
M
a
<LL
FY 16-17
47,06211,931 toI
d
N '
M
d
`
m
M
b
M
ER
4,064,463
4,029,02
ENSES
Account Description _
Board Administrator
Office Assistant
VEBA
FICA/Medicare
PER.
Workers' Compensation Ins
Account Description
Accounting/Audit Services
Legal
Contract Services
Employee Medical Expense
Building Rental
Membership & Dues
Education & Training
Bank/Trustee Charges
Insurance Premiums
Communication Services
Advertising & Public Notice
Printing
Travel Expenses
General Supplies
715-97004.25-tiles Postage/Freight
715-9700-425-6320 Meeting Expense/Dept Functions
715-9700-425-9500 Fire Bldg. Asset Improvements
715-9700425-6335
E2
tS
E
a m
v
e
O
r
z
K
r
y
tn
Z LLI
w
C
m
2
'"
i2
M
c
O
y ._
Dir-
.1
3
Z
o c
i4
rg
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715-9700-425-5010
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715-9700425-5204
715-9700-425-5390
715-9700425-5401
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Projected Revenue over Expenses 1,084,462 348,397
FY 20-21
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4,029,128 4,857,7021 5,067,513 5,497,903 108% 5,497,903 108%• 5,738,485
siiiiiiii
15,066 I 49%1 30,584 100% ' 31,502
156 045 1 650,0 I 250 000 104% 225,000 1
(96,000) (64,666) 67% (110,000) 115% (90,000)
5,100 2,915 57% 5,830 114% 5,500
35,820 35,820 100% 35,820 1000/0 36,895
13,250 5,662 43% 11,324 85% 600
25,000 6,262 2555 12,524 5075 2,500
16,000 8,194 5155 16,388 102% 12,300
- - 0% _ 0% 40,000
100,000 68,892 69% 1 130,000 ' 130% 120,000
0% - 0%
954 aen 4 852 145 92%1 5.471,561 104% 5,457,897
1
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FY 2019-202u
Actual (Actual Budget ) Actual YTD,(DEC) Year End Proj
l
10,332,173 10,350,048 1
Projected Revenue
30,590
240 000
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277,452 218,551
(127,030) (81,151
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Account Descripti,
Prior Year i ax uouectuon
Fod'I D4S Grant Revenue
State Reimbursement - Confl
Contract Payments- SROA R
Ambulance Charges
Bad Debt Expense
Fire/Medical Charges
Bike Patrol
Miscellaneous Income rohce
Miscellaneous Income Fire
Court Fines & Fees
GEM
Interest on Investments
Account Number
715-1000-342-3100
715-1000-342-3120
715-1000-342-3200
715-1000-342-3300
1715-1000-343-1300 1
yu_tnnn_aea_tant (.
1715-1000-365-1000
715-1000-361-1100
7-45-1480288
ru
co
...
FY 2020-2021
20-21 Bdgt V 19-20 prol
Amount Pct. ^^
CA
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FY 2019-2020
Year End Proj
Amount Pct.
Actual YTD (DEC) l
Pct
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CD
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65,028
68,602
655,132
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93,664
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Bank and Trustee Charges
Building advance work
Fire Vehicles
Police Vehicles
Training facility site dev
Fire Dept list of cap. Items
Police Ooeratina Eauioment
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716-4000-422-9210�__
716-4000-425-9422
716-4000-422-9423
716-4000-422-9210
716-5500-425-9430
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SUMMARY
FUND RESOURCES TOTAL
FUND REQUIREMENTS TOTAL
FUND 716 Surplus (Deficit)
t 19-20 Proj
Pct.
Too
p NM
1
POEM
9n-M1 rwn v 1
sompq
FY 2021
Re nested
955,524
15,000
5,000
20,000
338,750
338,750
1,314,274
358,750
209,286
149,464
1
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1
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28,500
49,114
328,880
328,880
1,033,126
377,994
77,602
1
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ter Exp
Budget
FY 19-20
328,880
T
1111111111111111
Actual Actual Actual Actual Actual
FY 13-14 FY 14-15 FY 15.16 FY 16-17 FY 17-18
II
1p 1
250,000 270,000 291,600 300,000 310,000
250,000 270,000 291,600 300,000 310,000
949,118 1,155,764 1,469,119 865,573 1,320,456
I
II
Account Description I
Beg Net Working Capital
Fed'I DHS Grant
Int on Pooled Investments
Firehouse Grant
Proceeds F/A Dis osition
Fire Grant
SSD Fund 715
i
'RESOURCES
Account Number
716.0000-301.00-00
716-0000-331-1200
716-0000-361.11-00
716-0000-392-1200
REVENUES
716-0000-391.50-00
TRANSFERS IN
TOTAL RESOURCES
iii
BLACK BUTTE RANCH
SERVICE DISTRICT
PROPOSED
BUDGET
FISCAL YEAR
2021
BLACK BUTTE RANCH COUNTY SERVICE DISTRICT
2020-2021
GOVERNING BODY
(DESCHUTES COUNTY COMMISSIONERS)
Anthony DeBone, Chair
Phil Henderson, Vice -Chair
Patti Adair, Commissioner
MANAGING BOARD
Position 1: Current BBRA Board Member Mike Gemmet
Position 2: BBR Non -Resident Property Owner Carl Burnham
Position 3: BBR Resident Property Owner Rikki Godde
Position 4: BBR Resident Property Owner Judy Osborne, Chair
Position 5: BBR Property Owner....... Curtiss Abbott
Resident or Non -Resident
Position 6: BBR Property Owner....... Lee Ferguson
Resident or Non -Resident
Position 7: BBR Property Owner... . Rosemary Norton, Vice -Chair
Resident or Non -Resident
BUDGET COMMITTEE
Anthony DeBone, Chair Rick Hartnack
Phil Henderson, Vice Chair Rosemary Norton
Patti Adair, Commissioner Nora Ellison
ORGANIZATION CHART
utrq
County Commissioners
� O
Governing Body
BBRA
,now,
Service District
Board of Directors
Managing Board
Chief of Police
BLACK BUTTE RANCH COUNTY SERVICE DISTRICT
Fiscal Year 2020-2021
BUDGET NARRATIVE
BLACK BUTTE RANCH COUNTY SERVICE DISTRICT
Fiscal Year 2020-2021
Budget Narrative
Department Description
The Black Butte Ranch Service District is a voter authorized political subdivision of
Deschutes County. The Service District began operations on July 1, 1990 with one
operating department, the Police Department. The Black Butte Ranch Corporation as well
as the Black Butte Ranch Association contract with the Service District for enforcement of
Ranch rules and regulations as well as other private services.
The Police Department is managed by the Black Butte Ranch Service District Managing
Board, comprised of seven Black Butte Ranch homeowners, who are appointed by the
Deschutes County Board of Commissioners. The Service District Managing Board has
staffed the Police Department with eight full-time sworn members, which includes a Chief of
Police, two Sergeants, and four Officers. An Administrative Manager is provided for general
office work, accounting responsibilities, project management, CJIS/LEDS management,
Police Records management and management of outside contractors. The Department
provides the Ranch with patrol and other law enforcement services. The Department is also
involved in crime prevention, disaster mitigation, and planning in cooperation with the
Ranch Management and residents to preserve the safety, security and tranquility of the
Ranch. Sworn department personnel are certified police officers and function as such within
and outside of the District boundaries. Additionally, in emergency situations, the BBR
Police Department will provide support and assistance to other emergency service
agencies.
Successes and Challenges
Fiscal Issues and Conditions
In May of 2021 The voters approved a five-year local option tax levy at $.65 per thousand.
The $.65 Tax Levy represented about one-third of our revenue. This levy was led by two
previous levies at $.55 per thousand over the last decade.
To date, revenues have held pace with projections. Spending is consistently at or below
budget. A contingency of $350,000 provides for uncertainties in the budget, principally in
the cost of unexpected capital purchases, healthcare insurance and emergency related
costs.
BLACK BUTTE RANCH COUNTY SERVICE DISTRICT
Fiscal Year 2020-2021
BUDGET NARRATIVE
Significant Issues for the Year Ahead
The current 5-year Collective Bargaining Agreement will expire on July 1, 2020 Service
district and the represented staff have initiated negotiations. Additionally, the impact of the
COVID-19 Pandemic on the Black Butte Ranch property values is unknown. Property tax
assessments represent 93% of the revenue for the Black Butte Police Service District.
Legislative changes to employer PERS responsibilities for the next few years will have a
significant impact on our direct PERS contributions and our PERS unfunded liability. Some
of the PERS contributions provide no benefit to the Service District nor the employees.
Successes During FY 2019-2020
(Goals identified in the Strategic Plan 2016-2020)
Strategies
GOAL: Continue to advance our professional image
• Maintain a good working relationship with other law enforcement agencies to
keep abreast of local issues facing law enforcement.
o We continue to attend the Law Enforcement Review Committee
Meetings hosted by Deschutes 911. Each department is represented
and work to improve interagency cooperation.
o All officers have attended training in Crisis Intervention Team to
improve skills in dealing with the mentally ill.
o Chief Kelley is the Oregon Association of Chief's of Police District 13
Representative.
o Chief Kelley sits on the Deschutes County 911 User Board
o BBPD members helped coordinate the Central Oregon Law
Enforcement Torch Run which was conducted between Sunriver and
the Old Mill District.
o BBRPD joined other Central Oregon Agencies in an annual Domestic
Violence Sweep.
• Maintain a clean, orderly and professional appearance in our dress, the look
of our department and our vehicles.
o Keep lobby materials up to date and orderly
o Replaced older patrol vehicles
o Conducted Annual Inspection
o Developed a new Department Patch that better symbolizes the
community.
• Continue our involvement with local and regional law enforcement activities,
meetings and civilian events.
o Regularly attended 911 Executive Board quarterly meetings
o Chief Kelley serves as Vice -Chair of the Central Oregon Law
Enforcement Services at monthly meetings
o PD members participated in Shop with a Cop program
o Sgt. Vuysteke is a member of the Central Oregon SWAT Team.
• Improve knowledge and understanding of Department Policies by utilizing
Daily Training Bulletins to stay abreast of low frequency -high risk events
• Enhance service by adding Community Education classes and services
BLACK BUTTE RANCH COUNTY SERVICE DISTRICT
Fiscal Year 2020-2021
BUDGET NARRATIVE
• Joined with Bend PD for In -Service Training.
• Utilize Police Academy One video training for law enforcement.
GOAL: Provide valued programs and services to our community
• We provided training for the BBR Seasonal and Full -Time Employees during
the annual Employee Orientation.
• Administrative Manager also hosted another "Giving Tree" for the Christmas
Season in collaboration with Sister Fire Department
• Continued with our Existing Programs
o Increased Vacation Home Check program by over 100%
o Available Prescription Drug Disposal Box
o Available document shredding box
• Education & Training Program for homeowners, residents and visitors
o Fraud Prevention Training
o First Aid/AED/CPR Training
o Concealed handgun course
o Stroke Awareness course for the public
o Kids safety program
o Bike Safety Eductation
• We remained focused on traditional police operations
o Traffic Control
o Calls for service
o Investigations
o Crime prevention
o Assisting outside agencies
o Market our programs by using fliers and brochures, Facebook and our
Website
GOAL: Attain accreditation
• We attained Accreditation in April 2017
GOAL: Be more approachable and improve our communication in our
community
• We continue to strive to deliver improved customer service
• We used our Social Media presence to
• Inform users regularly with updates and items of interest
• We make it complimentary to the BBRPD Website
• We improve the BBRPD Website by redesigning it using an easier
product. This gave it a cleaner look and better functionality
• Use handout materials and informational brochures for our various programs
and services
• Participated in seasonal employee orientation
• Expanded our Bike Patrol program
• Regularly attended Black Butte Ranch sponsored events
• Independence Day Parade Celebration
• Conducted our first Police National Night Out program
BLACK BUTTE RANCH COUNTY SERVICE DISTRICT
Fiscal Year 2020-2021
BUDGET NARRATIVE
GOAL: Maintain fiscal responsibility, accountability and transparency
• Conducted an annual review of Insurance Policies
• Utilized ODOT Traffic Grants
• Utilized SDAO Grants
• We have documents available on the BBRPD website
o Budget
o Policy Manual
o Annual report
o Strategic Plan
• Use spending tracking tools to monitor budget expenditures
• We keep value as a primary consideration for spending
• Board review & training by SDAO
• Developed an updated Employee Handbook
Actual
Actual
Current
EXPENDITURES
Budgeted
2017-2018
2018-2019
2019-2020
Description
2020-2021
A. >c-
�`°=4,,��
'k^.:
89,527
91,856
97,075
Police Chief (FTE 1)
100,958
73,011
149,808
159,645
Police Sergeant (FTE 2)
166,031
46,196
1,843
-
Police Sergeant (PTE 1)
230,998
256,191
300,000
Patrol Officer (4 FTE)
228,644
5,334
9,498
12,500
PTO Payoff
12,500
7,800
6,900
7,200
Certification Pay
7,200
900
1,538
1,800
Firearm Instructor
900
4,160
3,760
5,000
Longevity
3,840
24,383
12,538
15,000
Overtime
25,000
Admin Assist
56,083
60,697
64,500
Administrative Mngr (FTE 1)
67,080
161,467
207,188
220,500
Health Insurance
220,000
7,780
8,994
9,800
Medicare
9,000
0
2,292
2,000
Social Security
1,000
PERS Employer
150,000
88,386
91,890
135,000
PERS Employer pd. 6%
396
541
670
SUTA
700
Workers' Comp Combined -
9,000
12,780
8,658
11'500
WBF
809,201
914,192
1,042,190 TOTAL
1,001,853
MATERIALS
AND SERVICES
29,635
21,940
42,000
Contract
30,000
1,343
0
2,000
Advertising (Pub Notices)
2,000
795
2,884
2,500
Meeting Supplies
2,500
9,143
15,504
12,000
Subscriptions
12,000
13,820
17,551
15,000
Office and Copier
15,000
824
1,958
3,500
Ammunition/Range
2,500
8,355
9,116
8,500
Telephone
9,000
17,655
328
5,000
Equip (non -office)
5,000
2,482
14,272
10,000
Minor Tools and Equipment
10,000
24,614
17,785
22,500
Insurance Premiums
25,000
1,123
2,252
2,000
Travel/Mileage Reim
2,000
9,351
10,286
13,000
Vehicle R & M
13,000
12,300
14,333
14,000
Gasoline/Diesel/Oil
14,000
56,437
55,489
62,500
Building Rental
62,500
8,403
6,697
10,000
Auditing/Acct Svcs
10,000
125
0
4,000
Legal
6,000
3,708
4,911
8,000
Education and Training
8,000
2,965
9,433
15,000
Uniforms
10,000
203,078
204,739
251,500
TOTAL
23 ,500
CAPITAL EQUIPMENT
0
25,895
40,000
Automobiles and SUVs
40,000
0
0
10,000
Operating Equipment
-
0
25,895
50,000
TOTAL CAPITAL OUTLAY
40,000
i
350,000
General Operating Contingency
350,000
'ilk
581,644
Unappropriated Ending Fund Balance
695,266
1 012,279
1 144 826
2,275,334
TOTAL EXPENSES
2,325,619
Actual
Actual
Current
INCOME
Budgeted
2017-2018
2018-2019
2019-2020
Description
1,156,390
1,192,051
1,178,600
Beginning Net Working Capit
1,135,410
23,049
21,793
12,000
Prior Year Tax Collections
12,000
Property Tax Collections
1,000,392
1,031,964
680,203
BBR CSD @ $1.0499
697,921
356,331
BBR CSD Loc. Opt. @ $.65
432,088
20,745
31,296
15,000
LGIP Interest
15,000
65,332
66,079
20,000
Miscellaneous Income
20,000
12,000
12,000
12,000
BBR Corporation Contract
12,000
1,200
1,200
1,200
BBR Association Contract
1,200
2,279,108
2,356,383
2,275,334
TOTAL RESOURCES
2,325,619
Budget Preparation Notes
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6049 Longevity
5
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6030 Admin. Manager
6160 Healthcare Ins
Note: the COBRA costs are included but are reimbursed for the one retired employee but needs
134,000 + 85,000 = 219,000 (rounded)
0
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Final-5/21/2020
(
There may be savings in the future if the County Option is cheaper.
Equals 1.45% of total salaries, including incentives.
6110 Medicare Ins
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6120 Social Sec.
6130/6131 PERS
Lori is at 16.96% total.
Sgt. Schulz is at 28.67 %.
Chief is at 21.59%.
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officer to join the PD soon and will also be at this same rate.
Final-5/21/2020
See the table below for details.
With the above in mind I recommend rounding to 150,000.
6140 SUTA
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7040 Subscriptions
7050 Office & Copier
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in cost this coming year.
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phones may increase costs. Increase to 9,000.
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replacement of MDTs with the new CAD System.
Maintain at 10,000
25,000 rounded
7220 Insurance
2,000 has been a consistent number for the last few years and remains under budget each year.
7230 Travel/Mileage
013
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7410 Building Rental
7610 Audit Services
Final-5/21/2020
Increase to 6,000.
Legal costs are trending below budget with contract negotiations coming up.
Remains 8,000.
7810 Education & Trng
Currently trending below budget. Decrease to 10,000.
7820 Uniforms
Capital Outlay
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40,000 for Vehicle
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C U
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End Fund Balance
Final-5/21/2020
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4510 Beg.Capital
1i
5010 Prior Yr. Tax
5010 Property Tax
697,921 & 432,088
This is the estimated amount of interest we earn from cash we have in LGIP.
5120 LGIP Int.
Conservative est. 15,000
5910 Misc. Income
O
O
O
O
N
Conservative est.
medical reimbursements, etc. YTD 43,268.
These two items are from contracts with BBR Corp. and BBR Assoc.
5510 BBR Contract
12,000 & 1,200
Final-5/21/2020
fY
W
0
PERS Calculation table
o 01 Lfl Lit
o r.1� to ei
t0 e-i e-i 1.6
ri m 00 to
N 00 v-1 N
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21.59% 22,216.00
28.67% 24,831.79
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Final-5/21/2020
5/21/2020
ES
Deschutes County
Community Justice Department
FY 2021 Proposed Budget
May 27, 2020; 1:15 P.M.
Do it right and change the future for one individual at a time.
Authority and Mandate
County Juvenile Departments
ORS 419A.010 et.al.
County Community Corrections Departments
ORS 423.475 et. al.
z
1
5/21/2020
Department's Service Continuum
Pretrial/Pre-adjudication
■ Juvenile FFT crime prevention, pretrial release supervision, pre -filing intake
& assessment, detention, Formal Accountability Agreement in lieu of
adjudication
• Adult departure eligible safe screen & defendant assessment report
Presentence/Predisposition
■ Juvenile court services, clinical behavioral health evaluations,
predisposition assessments and recommendation
Post Sentencing/Post Disposition
• Juvenile probation supervision
■ Adult probation, transitional leave, parole & post -prison supervision
Juvenile Division Success & Challenges
Successes
• New CBT groups (MRT, Power Source)
■ Research project w/ OSLC for youth w/
SU Ds
• Stabilized detention attrition and OT
usage
Challenges
■ Updating 20+ yr. old detention facility
equipment
■ Community Service shop/space
2
5/21/2020
Adult Division Success & Challenges
Successes
■ Additional cognitive class to address
pre -contemplative offenders.
■ Additional performance dashboards
Challenges
■ Inadequate amount & type of space for
current and future needs
■ Increase service delivery to meet
contract expectations.
5
Fund 030 Financials
State aid figures based on State Biennial FY 2019 — 2021 appropriation
Resources
BNWC
State aid
Program Revenue
County GF
down 1.5%
up 9%
down 7%
up 2.4%
Requirements
Personnel up 3%
M&S up 5%
Cap Outlay up 100%
Contingency down 11
6
3
5/21/2020
Adult Division Financials
State aid figures based on State Biennial FY 2019 — 2021 appropriation
Resources
BNWC up 5%
State Aid up 4%
Program Revenue down .7%
County GF NC
Reserve s up 7%
Requirements
Personnel up 4%
M&S up 9%
Contingency down 21%
COVID 19 Impact
Operational Impact Financial Impact
• Current status response level 2
• Contacts & communications
• Performance management
• Field work & home visits
■ Sanctions
■ Groups
■ FY 2021 possible reduction state aid to
juvenile departments, all sources
$218,000
• FY 2021 possible reduction state aid to
community corrections, all sources
$1,194,000
4
5/27/2020
1
5/27/2020
Budget Themes & Overview
Accomplishments, Challenges &
Emerging Issues
Business Trends
Performance Measures
Financial TrPnrk
Budget Highlights
Summary
Questions
2013-14 Beginning the Recovery
7014-1c Su®ctaenines the Reco ery
2015 16 A New Normal?
2016 17 A New Era ® financial stability, heightened complexity, strengthened
partnerships
2017 18 Efficiency & Sustainability
2018 19 Modest Growth, Complexity & Controversy
2019 20 Stabiliizati5n
2020-21 Navigating the Pandemic
2
5/27/2020
CDD Overview
CDD Director
Building Safety
Division
Planning Division
Environmental
Soils
•
Coordinated
Services Division
1
3
5/27/2020
N
0
�
~ Engaged in Disaster Preparedness: �-- -- -- '
Continuity of operations Plan (C00P): Completed our COOP which details CIDID's plan to continue
operations inthe event nfodisaster; Pre -Disaster p pa�idpat,dmCounty led
effort tocreate acounty-wide plan for pre'u/saster,inc|UdinXcommunitypar�nern�pniza�/on�*�ti"n
Shooter nainin�*vs/edana�|weshoo�er��/nin�a�ourmainurhceincoordinaUonw|ch�he�her�'s
Office and Risk MonvQemenc
^ Succession Planning - Hired and cross trained 2 new staff in preparation of 2 long term
retirements.
~ Code Enforcement: Provided community education to local organizations, coordinated with
inmate work crew to resolve -,olid \A/,]mP cases and aPr)cr,4nhirnI rpaQcinrlt Of staff
~ Building Safety All inspectors certified in all 4 residential certifications; participated in State
and local code rulemaking efforts for wildfire hazard mapping and tiny homes on wheels.
^ pvwnom"°°n~=/m,x=�r""a/.~.~�..�~�n°..,�--^--__�-.--_.._
���'=.`""_`. �..�o."�..�m/`epv�L*^ev�./ transition;s
`mLcuc�Conmxteevnamend on-soeru/esfor new systems. "
*1
�
~ Unknown financial impacts / permitting volumes / service levels,
^ K8aintaining high customer service levels with appropriate staffing levels while practicing
social distancing. mmmnngmtheronfetyrneesfifirestm�—tect everyone. exnandingtraig
for [DD'sonline semicesand deve|oninpcitizenenaaOernentstrateiesformeani:�fu!pub!ic
involvement.
AdusL|�6�CPa1 LmeI [Ld|ope/aduv�,based onOregon-sstate ofemergency dec!anat|onand
recommended practices, including, but not limited to, ongoing in -person front counter services
in Bend, building and septic inspections, and code enforcement investigations.
^ Processing complex and controversial land use applications and appeals while
implementing citizen engagement strategies.
^ Receiving record UexeUsofcode enforcement cases, including increasing levels of
complexity while implementing appropriate safety precautions.
Addressing affordable housing (i,e., land supply, pilot project UGB amendments,
4
5/27/2020
Emerging �����������
��Q0������0���� �������n�/��
m+� w~�
^ Revising department operations based on COVID-19 &recommended safety practices.
` Significantly increased e'permn>tdng & online services:
~ Processing e-permits, email inquiries, update website, project updates,
customizing software, modernizing hardware & peripherals, improving processes
and operations,
` Dedicating staff resources for digital services � increased efficiencies.
~ Reducing natural hazard / wildfire risks, and preparing for disaster resilience (COOP,
Pre -Disaster Recovery Plan, potential code amendments)
^ Addressing wastewater disposal inTerrebonneand Bend.
^ Coordinating with the Road Dept., ODOT, and cities to improve transportation
systems.
o
5/27/2020
!lc r c
1200
1000
800
600
400
200 f
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
100
90
80
70
60
50
40
30
20
10
0
July 2019 -Apr 2020
lw•
6
5/27/2020
1,200
1,000
800
600
400
200
875 957
717
593 `' 663
1
320
376
308
166 218
102 100127
443
556 544 584 July 2019 - April 2020
483
July 2018 - April 2019: 484
Fiscal Year to Date: -0.2%
00'1 00 04 00� 00� 00�' 00� 000" 0N0' ON 0�ti ON ON ON 0N0 0'\ 4N ON
'/ 'ti 'L 'L ', '1. L 1, L L 'L ', 'L 'L 'L ', ',
600
500
400
300
200
100
497 504
552
568
409
204
04 88 74 101
62
133 150
282 July 2019 - April 2020
254 234 254
286
July 2018 - April 2019: 218
Fiscal Year to Date:
+31.2%
7
5/27/2020
1200
1000 -
800
600
400
200
224 r0voc
277
255
348
422
1
606
494
1,002
Jan - April 2019:
Calendar Year to Date: 310
+11%
Jan - April 2020
347
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
July 2018 - April 2019: 753
Fiscal Year to Date: -8.2%
8
5/27/2020
Performance Measures
2019 Performance Measures
Customer Perspective
® Meeting Target
Within Range ® Not Meeting Target
Planning Division
i.omr
lima
Tag9
U{w
1rrA
Numbrgl0.ls
TO P�oun
$wn
Days To Process Administrative Determination Applications Without Prior NOtce
Days To Process Administrative Determination Applications With Prior Notice
14 Days
30 Days
21 Days
45 Days
35 Days
60 Days
14.3
568
lee
Building Division
i,ma
9
irrn
"re v+uw'
9`a1
Residential Plan RevleW Turnaround Tlme - Number of Days
2 Days
5 Days
6 Days
15.29
m
Budding Dltnsion
umi
3a.1at
trig
%onimutw
0101
Inspection Request Completed By Inspector On Day Requested By Customer
90%
95%
100%
98.3%
Environmental Boils Division
umnr
4,1.
i
%oni t'
Sinn
Pre -Cover Inspeodon Request Completed By Inspector On Day Requested By Customer
90%
95%
100%
96.7%
9
5/27/2020
Performance Measures
2019 Performance Measures
Internal Organizational Assets
r. Fargo
Building Plyislon
witmn rta,>gc
Percentag. of Permits Applied For Eleetronicaliy
Bonding Dmflon
!Person taW of Buuong orvrs ion Insp..nons S.I.en_n.w Ebce onrcarty
inYifperlmmwfolli Masi.
a..._._, m..._.
I Percentage of Environmental sops Division Permits App. For ENOtrOnIGliy
Not Atnerrnil rw of
OW
txwee ISa9R w.t %Sctshks
I f I i l
et
t«ae w Sara � ,
ISM
w
in
5/27/2020
11
10
9
8
7
6
5
4
10.3
9,90
8.90
9.7 911_
7.83
5
429 42 -..
Fy � Fy <� F� <6 F� \� F�'\`) Fy '\(o 0N1 Fy <6 Fy 1� F� 20 �� tit
FY 11 - 19 Actual
FY 20 - Year End Projection FY 21 - Proposed Budget
60
55
50
45
40
35
30
25
20
34
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1E 11 $ 29 'L\
F� `� Fy1`ry `ry F�
Full Time Equivalents
FY 16
FY 17
FY 18
FY 19
FY 20
FY 21
Administration & Coordinated Services
12.10
14.85
17.00
18.00
21.00
21.00
Building Safety Division
11.05
13.05
15.00
16.00
17.00
17.00
Planning Division
10.55
13.55
16.00
16.00
15.00
15.00
Environmental Soils
2.30
3.55
4.00
5.00
5.00
5.00
Total Community Development FTE
36.00
45.00
52.00
55.00
58.00
58.00
CURRENT VACANCIES
2 Planners
1 Code Enforcement
Specialist
4 Planned Retirements
from late June -March
11
5/27/2020
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
41,
$1,516,627
$1„ 344 985
$769,387
400,000
$200,000
75,000
200,000
,t4,360
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$166,770
$300,000
$100,000
oi i:s 0
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Department Support (FY 10-13) - $3,174,511 Current Planning (FY 19-21) - $350,000 LR Planning (FY 08-21) $2,992,889
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$4,162,,300
$3,139,800
$1,737,500
$689,100
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FY 08 - FY 19 Actual FY 20 - Year End Projection FY 21 - Proposed Budget
12
5/27/2020
Navigating the Pandemic
Risks / Economic. impacts
• None associated with state revenues (small grants are secured)
• Declines exceed 10% building permit reduction & 30% planning permit reduction
▪ Long-term (6-12 months & beyond) unknowns
Responses / Contingency Plans
• Well positioned for projected declines
o Vacancies & confirmed retirements by not filling the vacancies (Code Enforcement Specialist, BSI III, Asst.
Planner, Associate Planner)
o Delayed funding & initiating Comp Plan Update; may reduce project scope/budget for wildlife habitat update
c Except for increasing code enforcement case load vvrth reduced staffing resources
• Additional declines require action:
e Reassign staff to code enforcement to process increasing case load
o Establish decision -making benchmarks for permit levels & reserve fund balances
13
5/27/2020
• FY 21 Proposed Budget = $9,657,900 (8.46% overall decrease)
o Overall decrease due to reduced BNWC & reserve fund transfers
No Proposed FPP Changes
• Financial Contingency:
o Volume decrease- 10% building permits; 30% land use applications
General Fund Request:
Current Planning _ ._
current lanning - $100,000
• CLG Historical Grant - $11,500
• DLCD - Technical Assistance Grant - $25,000
Reserve funds for financial gaps; 10 mos: operating expenditures
{-il Ili!"iln6 fees are sufficient
For Future Discussion:
• Electrical fee increases to cover actual cost of s:VIC-(ACS)
o Environmental Soils fee increases to cover ACS
• Planning fees (or other options) t( �,CS
options) ia� w CCVer h�.a
o Appeal / hearings officer fees & costs for contested cases that comply
with County Code
o Funding for applications that may be subject: to federal litigation -
RLUIPA, ADA, Fair Housing
s
14
5/27/2020
^ Level staffing 58FTE
o 4 unfilled positions - Code Enforcement Specialist; BSI 111; Asst. Planner; Assoc, Planner
o Coordinated Services 1 limited duration permit technician
~ 2 retirements
* Building Safety Division - 1 new hirejune 20; 1 retirement Oct. 20;
o COLA 2.5%increase
^ Financial contingency: leave positions unfilled, reduce other expenditures
^ Continue use ofon'caU staff in Building Safety and Environmental Soils
^ Minor bui|dingsafety &electrical reserve fund transfers
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^ Fund OZ0-Code Abatement $116.500
n Clean up of chronic nuisance properties
o Dept. collaboration - Solid Waste, juv, Prop & Facilities
^ Fund 2y6-Groundwater Partnership $8Ei308
n S.County Nitrogen Rebate Program $3.750(FY20=8)
o Neighbor|mpaciNon-Conforming Loan Program
Current Balance = $8g'163'noloan issued since 11/2017
Anticipating new |oan(s)soon
o Reserve �nthe Pines $1'5UOPollution Reduction Credit (PR[}per lot (51 lots total)
15
5/27/2020
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` Fund 297 -Newberry Neighborhood $258'8O0(sewer SD[revenue)
^ La Pine Special Service District Sewer Loan -2.8696 interest
SODC's as payment against loan (FY2O-18SD[\)
[rescent Creek #4(Pah||sch Homes) - 51 5FD; 28- 5D(--'q remainin�
143discounte6 SDCsremaining
Habitat for Humanity- 19SFD; 16SD['s remaining
Reserve in the Pines-S1 SFD; 51 SO['s remaining
^ 2012Bond Debt Service -Original $84O321 -2.86V6interest
Annua|debtservice-$56'OOS
Callable 12/1/20Z2-est. $521.00D
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~ Estimated Combined Fund Balance $788700O(10months average operating expJ
Fund 300 - Community Development Reserve - $2,274,000
° Fun��O1 -Bui}d�:�c^r~°'R�serve �����'�DD+
~ F:nd3D2 5!cc|rica|Reserve I Ip5CO) [\0D0+
+Required byORS 45521Uand ORS 47Q.84S.
~ internal Department Reserve Fund Policy:
Intended to address temporary shortfalls, provide stability during economic cycles and
to address future emerp-encies
Department Target -12 months of average operating expenditures
^
,
16
5/27/2020
FY 20 Proposed Budget - $9,657,900 (8.46% decrease
Resources:
Overall decrease due to reduced BNWC and reserve fund transfers
No proposed fee changes; Permit volume budgeted level with FY 20 with potential for
10%--30% declines over 3-6 months
General Fund Request - Current Planning $100,000
CLG Historical Grant - $11,500; Technical Assistance Grant - $25,000
Requirements:
Level staffing - 58 FTE; 25% COLA
Continue use of on -call staff in Building Safety and Environmental Soils.
Minor building safety and electrical reserve fund transfers
Financial Contingency Plan: offset reduced expenditures by not filling vacancies, apply 2
reserve funds as necessary, establish benchmarks for further actions
17
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Launched — June 2015
• Most significant crimes
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Deschutes County Medical Examiner
2020-2021 Budget Request
Mortuary Services
Medical Examiner - Stipend
Medical Examiner Admin
Included in this reimbursement
Office Manager duties,
Medical Death Investigations
Stipend $75 per day
Investigations for ME cases
Education/Training
(Seminar/educational materials)
Travel Airfare
Travel Accommodations
Travel — Mileage
(Investigations)
Office/Medical Supplies
(Includes phone and fax)
430625, 430628, 430630, 430631 County Finance Charges
Total Budget Request:
$25,000 Annually
$6000 mo/$72,000 yr
$2500 mo/$30,000 yr
$27,375.00 yr
$150.00 each/50,400.00 yr
(Approximately 336 cases)
$2500 Annually
$4000 Annually
$1500 Annually
$2000 Annually
$18,000 Annually
$2767.00
$235,542.00
•
No change in the requests for 2020 - 2021
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