Loading...
2020-259-Minutes for Meeting June 22,2020 Recorded 7/30/2020BOARD OF COMMISSIONERS Recorded in Deschutes County C J2020_259 Nancy Blankenship, County Clerk Commissioners' Journal 07/30/2020 10:44:48 AM 1300 NW Wall Street, Bend, Oregon (541) 388-6570 ILIlIlIlIlIlIuuiminuiu FOR RECORDING STAMP ONLY 9:00 AM Wednesd • y, June 22, 2020 BARNES & SAWYER ROOMS VIRTUAL MEETING PLATFORM Present were Commissioners Patti Adair, Anthony DeBone, and Phil Henderson. Also present were Tom Anderson, County Administrator; Amy Heverly, Assistant Legal Counsel; Tim Schimke, Solid Waste Director (present via Zoom conference call Item 2); Peter Russell, CDD Senior Planner (present via Zoom conference call Items 3 and 4); Kristie Bollinger, Manager, Property Management (present via Zoom conference call Item 4); Melissa Bethel, City Manager, City of La Pine (present via Zoom conference call Item 4); Chris Doty, Road Department Director; Peter Gutowsky, CDD Planning Manager (present via Zoom conference call Item 1); Greg Munn, Chief Financial Officer; Kathleen Hinman, HR Director; and Elyse West, Administrative Assistant. No citizens or identified representatives of the media were in attendance. This meeting was audio and video recorded and can be accessed at the Deschutes County Meeting Portal website http://deschutescountyor.igm2.com/Citizens/Default.aspx CALL TO ORDER: Chair Adair called the meeting to order at 9:04 a.m., noting that Commissioner Henderson hopes to join the meeting at 9:30 a.m. PLEDGE OF ALLEGIANCE: CITIZEN INPUT: None offered. BOCC MEETING JUNE 22, 2020 PAGE 1 OF 10 ACTION ITEMS: Item 1 moved for later discussion 2. Consideration of Board Signature of Document No. 2020-334, Amendment for Extension of Heart of Oregon Agreement Timm Schimke, Director, Solid Waste (via conference call) shared the successful, long-term grant agreement with Heart of Oregon, which supplies at -risk youth to assist with Solid Waste cleanup as needed. Commissioner Adair offered reminder that individuals should wear masks. Mr. Schimke confirmed masks were encouraged. DEBONE: Move Board Signature of Document No. 2020-334 ADAIR: Second VOTE: DEBONE: Yes HENDERSON: Absent/excused. ADAIR: Chair votes yes. Motion carried 3. Consideration of TGM Grant Application to 1) Tumalo Community Plan Update and 2) Develop Trail Map, Plans, Polices for Deschutes County TSP to Support Sisters Country Vision Action Plan Peter Russell, Transportation Senior Planner, CDD (via conference call) requested Board's authorization to apply for the TGM grant. The Tumalo Community Plan (from 2010) is in need of updating. Coordination with the Forest Service will occur, with efforts covered by 12% in -kind services. Award letters are expected in September. Commissioner DeBone said he supports both efforts for the communities. Commissioner Adair agreed the Tumalo Plan needs updating, and shared she is participating on the implementation efforts of the Sisters Country Vision Action Plan. County Administrator Anderson asked if either component needs prioritization, and if the La Pine TGM being discussed next should be included in the request. Mr. Russell said the La Pine TGM grant application is submitted by the City of La Pine. He said the Trails Map effort could be integrated in current projects. Both Commissioners showing support for all three projects. Mr. Russell said a Resolution is the next step required by the State. DEBONE: ADAIR: Move support of the TGM Grant Application Second BOCC MEETING JUNE 22, 2020 PAGE 2 OF 10 VOTE: DEBONE: Yes HENDERSON: Absent/excused ADAIR: Chair votes yes. 4. Consideration of TGM Grant Application to Complete Area Planning for County -Owned Property in the City of La Pine Mr. Russel offered a historical review of the property of South County. In 2001, Deschutes County acquired 544 acres from BLM. [Commissioner Henderson joined the meeting at this point.] Kristie Bollinger, Manager, Property Management (via conference call) shared that 368 acres of the property remain after portions were sold for developments. Collaboration with the City of La Pine seeks efforts that will inform the design of this property, including neighborhoods and transportation infrastructure. The grant is a $250,000 request to fund this effort, including a 12% match from the City of La Pine and Deschutes County. A planning consultant will be brought on board. County Administrator Anderson noted the upcoming joint meeting with La Pine Council will feature discussion on master plan efforts that affect these efforts, including the topic of easements and a new lift station. Upon Board support and order, the grant application is due July 31, 2020, and the funds must be used within two years. Deschutes County, the City of La Pine, and the planning consultant will collaborate on planning efforts. Melissa Bethel, City Manager, City of La Pine (via conference call) confirmed that this effort would support the overall planning for the property. Commissioner Henderson asked if ODOT requires a role. He said he believes clarification from the State and the role of Deschutes County should be established first. Ms. Bethel confirmed there are planning principles ODOT will require. Commissioner DeBone agreed optimal choices should occur at an early point. Nick Lelack, Director, CDD agreed that Deschutes County and the City of La Pine should first be in agreement with the TGM grant goals. He confirmed that it is a City of La Pine application due to jurisdiction. He will gather the requested information for the Board and Ms. Bethel by end of day. 5. Consideration of Board Signature of Document No. 2020-387 to Execute New Lease with Peltier Real Estate Company and Document 2020-440 to Execute Termination Agreement with La Pine Disposal & Recycling, Inc. BOCC MEETING JUNE 22, 2020 PAGE 3 OF 10 Ms. Bollinger reviewed the lease termination agreement and new lease document. The Board previously approved transfer of the solid waste franchise from La Pine Disposal & Recycling to Republic Services. The current lease rate is $410 monthly rate for use of three acres in La Pine, with no increase since 2010. Peltier Real Estate Company is the proposed new lessee (associated with Republic), with a 3- year lease term of $710 per month with 3% annual increases. The property would see minor storage use with the footprint remaining the same. Action is requested by June 30, 2020 due to termination of the current lease with La Pine Disposal & Recycling. Commissioner Henderson asked the reasoning behind the new lease terms. Ms. Bollinger said 3% has been the consistent regional average for several years, with South County seeing lower rates than other parts of Deschutes County. Comparable lease amounts are difficult to find in the area. Commissioner Henderson supported a higher rate due to the Peltier Real Estate Company's breadth. Commissioner DeBone supported the rate as appropriate for the location. DEBONE: Move approval of Board Signature of Document No. 2020-387 and Document No. 2020-440. ADAIR: Second VOTE: DEBONE: Yes HENDERSON: No ADAIR: Chair votes yes. Agenda Item 1 pulled for discussion: Continued Discussion of Smith Rock Neighborhood Issues - Chris Doty, Road Department Director Chris Doty, Director, Road Department said he spoke with the Smith Rock State Park Manager and the prior weekend was not as busy as expected, with County roads mostly clear of parking. Commissioner Adair said she visited the Smith Rock State Park over the weekend and agreed the traffic flow seemed clear. She noted that Wilcox Avenue has very little space for parking and would make an emergency route difficult if needed. Mr. Doty confirmed the Terrebonne Neighborhood Alliance requests that the County prohibit parking on county roads within a walking or hiking radius of accessing Smith Rock State Park. A similar request was made in 2016. Commissioner Henderson said he visited the Park over the weekend and noted parking areas were not full. He was interested to know how many days Wilcox Avenue was used for parking during the year, and suggested finding a solution for those specific days. He spoke with a local businessman about a shuttle, BOCC MEETING JUNE 22, 2020 PAGE 4 OF 10 and the location and fee collection are challenges. Usage fees support the State Park and a shuttle may decrease that funding. He asked if there is a portion of Wilcox Road that could be utilized for occasional parking. Mr. Doty noted that the Park does have property for new parking spaces, but additional free parking would also cause a decrease in funding from fees. He confirmed that weekends during March -May is peak season, as well as October -November. Commissioner Henderson requested more parking options and locations be provided before deciding to ban parking on nearby county roads. Peter Gutowsky, Planning Manager, CDD (via conference call) said he believes there are local zoning options to explore for additional parking. Mr. Doty said efforts will be done to offer additional options to the Board. Commissioner Adair supported making immediate parking restrictions on nearby roads, to prepare for the upcoming July 4 holiday and the increased activity in the fall. RECESS: At the time of 10:36 a.m. the Board went into recess and reconvened the meeting at 3:00 p.m. Commissioner Adair shared that there are currently 142 positive COVID-19 cases in Deschutes County; and she encouraged mask wearing, social distancing and washing hands. CONVENE AS THE GOVERNING BODY OF THE DESCHUTES COUNTY 911 SERVICE DISTRICT 6. Consideration of Board Signature of Document No. 2020-439, a Collective Bargaining Agreement with 9-1-1 Employees Association Deputy County Administrator Erik Kropp presented consideration of the union contract with 9-1-1, and mentioned previous Board Executive Sessions' discussion of the topic. He outlined the terms of the agreement, including increase in longevity pay, probationary period extension, and union dues language adjustment. The union ratified the contract earlier today. Commissioner Adair pointed out the CPI is in reference to the January measurement, and she believes the May measurement is low. Commissioner Henderson asked if the Janus language is standard to most contracts. Deputy Administrator Kropp replied that the ruling is applicable and has been added to many contracts, including Deschutes County Sheriff's Office and Parole & Probation. Commissioner DeBone thanked 9-1-1 employees and public BOCC MEETING JUNE 22, 2020 PAGE 5 OF 10 safety staff for their efforts for the community. Sara Crosswhite, Director, 9-1-1 (via conference call) offered her gratitude for staff's assistance. HENDERSON: Move approval of Board Signature of Document No. 2020-439 DEBONE : Second VOTE: HENDERSON: Yes DEBONE: Yes ADAIR: Chair votes yes. RECONVENE AS THE GOVERNING BODY OF DESCHUTES COUNTY 7. Treasurer and Finance Report Greg Munn, Chief Financial Officer (via conference call) offered review of the report. He highlighted the portfolio balance at the end of May was $210M, a decrease of $19 million from last month but an increase of $4.6M (2%) from a year ago. He noted that $13 million of the decrease is due to the transfer of funds to PERS for the new side account. Net investment income for the month is $312,499, which is $20,034 less than last month and $101,559 less than May 2019. While the year to date net interest income is 3% more than the prior year, this difference is expected to narrow as the average portfolio return continues to decline. Revenue YTD in the General Fund is $36.7 million or 101.7% of budget (up from 97.9% last month), an increase of $3.8 million (11 %) from last year which was at 99.5% of budget for the same time period. Mr. Munn noted that unfilled positions have increased by 13, mostly in Health Services. This is partly due to 4 positions added to Environmental Health. County Administrator Anderson noted this is a mix of positions added this year and the hiring freeze after turnover. Mr. Munn said revenue projection is up $400,000 and expense projection is down $2M compared to last month's end. Commissioner Henderson pointed out that changes from department projections can explain the change in these amounts. Kathleen Hinman, Director, HR explained that the Board approved increased claims expenditures in the budget and that this month's projections for claims expenditures are trending downward. Several high -cost claims continue to occur. BOCC MEETING JUNE 22, 2020 PAGE 6 OF 10 Commissioner Adair pointed out that the property tax collection rate could move from the current 101 % to 94% next year. Mr. Munn noted that TRT funds were trending above budget prior to COVID-19, which balances out the year-end. Commissioner Henderson asked if the administrative allocation budget funds for Behavioral and Public Health could be shown in detail. County Administrator Anderson said there is a detailed report to share and it also reflects County Administrative services to departments. Mr. Munn shared the new Annual Fair Fund 616 report and pointed out that most activity is based on the 2019 Fair. The $145,000 variance in transfer out to Fair Expo Fund 615 due to 2020 Fair cancellation affected Fund 615's bottom line. Also new is the Fair Expo Capital Reserve Fund 617 report. Half of the fund will transfer to Fund 615 as part of the budget hearing decision to balance the fund budget. The allocation of TRT funds within DCFE is discretionary each year. 8.2020-21 Budget Committee Follow Up Report • Fair & Expo Center Analysis Work Scope County Administrator Anderson reviewed the report from Erik Kropp, with two items assigned to David Givans, Internal Auditor. Mr. Givans said the Audit Committee supported his Fair & Expo audit proposal. Commissioner Henderson said the expenses and revenues activity needs clarification, particularly during the 3-month hiatus of events. Commissioner Adair said line items need more detail and shared that the Fair Board is working with Finance to create clear reporting. Commissioner Henderson said more detailed financial reports should be shared with the Board, and they should participate more in budget creation. County Administrator Anderson confirmed the main goal of the FY21 budget was how to cover the shortfall. Mr. Munn said specific data has been received from the Fair Board and will be released in report format soon. He said all parties' efforts are for greater transparency. Mr. Givans said the Audit's overview will look at all funds and answer these questions. • Audit Extra Help Pay Method Comparison Mr. Givans shared his cost benefit analysis of utilizing temp agency staffing or an on -call retired PERS member. He noted the 29-30% markup of a local temp agency versus an on -call County employee with limited hours. The result shows a savings of 2.6% utilizing temp staff, but UAL for the County is lost. The staff would receive the same amount of money and on -call staff have minimal employee rights. BOCC MEETING JUNE 22, 2020 PAGE 7 OF 10 Commissioner Henderson noted the County's employee base is not affected by temp staff. County Administrator Anderson pointed out that this does not apply across the board to all departmental on -call positions. HENDERSON: Move approval of continuation of the Internal Audit on -call County position DEBONE Second VOTE: HENDERSON: Yes DEBONE: Yes ADAIR: Chair votes yes. • Pay Equity Study Ms. Hinman offered an update of the Pay Equity study being conducted by HR and Legal. The plan analysis and the rollout is in discussion, and information will be presented to the Board soon. It is a new legal mandate to all sectors and industries. She confirmed it has been completed for the DA's office and a recommendation will be brought forward soon. Comparable work across the county will be analyzed and it is likely that a consultant will be involved in the study. • Hiring Freeze Analysis County Administrator Anderson said the Budget Committee requested analysis of effects of the hiring freeze. Deputy County Administrator Kropp noted that 16 out of 37 recruitment requests between March June were put on hold by the department or HR. 21 of the recruitments were deemed essential positions and moved forward. Commissioner DeBone said it is a good snapshot of management decisions across the departments. County Administrator Anderson cautioned against lifting the hiring freeze, due to COVID-19 uncertainty. Grant -funded and revenue -generating positions are approached differently. HR has a personnel quota to work within and departments normally fill vacant positions within the year. Ms. Hinman said most departments have not requested new positions due to current uncertainty in the country. • Vacant FTE Analysis County Administrator Anderson reviewed the budget committee request to reduce staffing by 1.5%, or 15-17 positions. Some could be done by eliminating vacancies, and a list of vacancies was created with several options for making the reductions. Commissioner DeBone asked the Board to consider scaling it back to 1%, or 10-11 BOCC MEETING JUNE 22, 2020 PAGE 8 OF 10 positions. Commissioner Henderson mentioned the variance across departments and Commissioner Adair noted that some departments can afford to reduce positions while other cannot. Deputy County Administrator Kropp reviewed the provided spreadsheet which started with an HR position status report. Each department head provided justification of keeping or removing the position. Provided is a list of positions he and County Administrator Anderson recommended removing. Also noted are essential, grant -funded, elected official, and revenue - producing positions. Commissioner Henderson asked if Jail staffing levels should change with reduced inmate population. Commissioner Adair expressed the importance of cross -training. Final Board decision can be made before budget approval at Wednesday's meeting, or adjustments into FY21 could also be made on a departmental basis. Commissioner Henderson said he is interested in seeing staffing activity of the new Stabilization Center. • General Fund Support to Health County Administrator Anderson reviewed the budget committee request to reduce general fund support to the Health Department. Another decision was to use non - allocated TRT to support the Environmental Health division. Mr. Munn reviewed both proposed impacts. The total net revenue increase in Health Services from General Fund and TRT is $218,910. County Administrator Anderson pointed out the additional Environmental Health efforts toward COVID-19 efforts. Mr. Munn gave an overview of the budget changes to be presented for adoption at Wednesday's meeting, with the total budget minus Service Districts moving from $507,800,000 to $508,200,000. Commissioner Debone requested new calculation of the vacant FTE adjustment. EXECUTIVE SESSION: At the time of 5:28 p.m., the Board went into Executive Session under ORS 192.660 (2) (e) Real Property Negotiation and ORS 192.660 (2) (i) Employee Evaluation. The Board came out of Executive Session at 5:49 p.m. BOCC MEETING JUNE 22, 2020 PAGE 9 OF 10 ADJOURN Being no further items to come before the Board, the meeting was adjourned at 5:49 p.m. DATED this Day of Commissioners. ATTEST: REC RDING SECRETARY E-44.4_42e4" * 2020 for the Deschutes County Board of PATTI ADAIR, CHAIR ANTHONY DE ( PH LIP G. HENDERS ONE, VICE CHAIR N, COMMISSIONER BOCC MEETING JUNE 22, 2020 PAGE 10 OF 10 Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - www.deschutes.org BOCC MEETING AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 9:00 AM, M O N DAY, J U N E 22, 2020 Barnes Sawyer Rooms - Deschutes Services Center - 1300 NW Wall Street - Bend This meeting is open to the public, and allows the Board to gather information and give direction to staff. Public comment is not normally accepted. Written minutes are taken for the record Pursuant to ORS 192.640, this agenda includes a list of the main topics that are anticipated to be considered or discussed. This notice does not limit the Board's ability to address other topics. Meetings are subject to cancellation without notice. Item start times are estimated and subject to change without notice. CALL TO ORDER MEETING FORMAT In response to the COVID-19 public health emergency, Oregon Governor Kate Brown issued Executive Order 20-16 directing government entities to utilize virtual meetings whenever possible and to take necessary measures to facilitate public participation in these virtual meetings. Beginning on May 4, 2020, meetings and hearings of the Deschutes County Board of Commissioners will be conducted in a virtual format. Attendance/Participation options include: Live Stream Video: Members of the public may still view the BOCC meetings/hearings in real time via the Public Meeting Portal at www.deschutes.org/meetings. Citizen Input: Citizen Input is invited in order to provide the public with an opportunity to comment on any meeting topic that is not on the current agenda. Citizen Input is provided by submitting an email to: citizeninput@deschutes.org or by leaving a voice message at 541-385-1734. Citizen input received before the start of the meeting will be included in the meeting record. Zoom Meeting Information: Staff and citizens that are presenting agenda items to the Board for consideration or who are planning to testify in a scheduled public hearing may participate via Zoom meeting. The Zoom meeting id and password will be included in either the public hearing materials or through a meeting invite once your agenda item has been included on the agenda. Upon entering the Zoom meeting, you will automatically be placed on hold and in the waiting room. Once you are ready to present your agenda item, you will be unmuted and placed in the spotlight for your presentation. If you are Board of Commissioners BOCC Meeting Agenda Monday, June 22, 2020 Page 1 of 3 providing testimony during a hearing, you will be placed in the waiting room until the time of testimony, staff will announce your name and unmute your connection to be invited for testimony. Detailed instructions will be included in the public hearing materials and will be announced at the outset of the public hearing. For public testimony, the Zoom meeting ID and password will also be posted within the agenda packet and listed on the staff report memo for that specific public hearing. PLEDGE OF ALLEGIANCE ACTION ITEMS 1. 9:00 AM Continued Discussion of Smith Rock Neighborhood Issues - Chris Doty, Road Department Director 2. 9:30 AM Consideration of Board Signature of Document No. 2020-334, Amendment for Extension of Heart of Oregon Agreement - Timm Schimke, Director of Solid Waste 3. 9:35 AM Consideration of TGM Grant Application to 1) Tumalo Community Plan Update and 2) Develop Trail Map, Plans, Polices for Deschutes County TSP to Support Sisters Country Vision Action Plan - Peter Russell, Senior Planner 4. 9:45 AM Consideration of TGM Grant Application to Complete Area Planning for County -Owned Property in the City of La Pine - Kristie Bollinger, Property Manager 5. 9:55 AM Consideration of Board Signature of Document No. 2020-387 to Execute New Lease with Peltier Real Estate Company and Document 2020-440 to Execute Termination Agreement with La Pine Disposal & Recycling, Inc. - Kristie Bollinger, Property Manager RECESS taken at 10:00 a.m. and RECONVENE the meeting at 3:00 p.m. 6. 3:00 PM Consideration of Board Signature of Document No. 2020-439, a Collective Bargaining Agreement with 9-1-1 Employees Association - Erik Kropp, Deputy County Administrator 7. 3:10 PM Treasurer and Finance Report - Greg Munn, Chief Financial Officer Board of Commissioners BOCC Meeting Agenda Monday, June 22, 2020 Page 2 of 3 8. 3:40 PM 2020-21 Budget Committee Follow Up Report - Greg Munn, Chief Financial Officer OTHER ITEMS These can be any items not included on the agenda that the Commissioners wish to discuss as part of the meeting, pursuant to ORS 192.640. EXECUTIVE SESSION At any time during the meeting, an executive session could be called to address issues relating to ORS 192.660(2)(e), real property negotiations; ORS 192.660(2)(h), litigation; ORS 192.660(2)(d), labor negotiations; ORS 192.660(2)(b), personnel issues; or other executive session categories. Executive sessions are closed to the public; however, with few exceptions and under specific guidelines, are open to the media. Executive Session under ORS 192.660 (2) (e) Real Property Negotiation and ORS 192.660 (2) (i) Employee Evaluation ADJOURN To watch this meeting on line, go to: www.deschutes.org/meetings Please note that the video will not show up until recording begins. You can also view past meetings on video by selecting the date shown on the website calendar. CU RI Deschutes County encourages persons with disabilities to participate in all programs and activities. This event/location is accessible to people with disabilities. If you need accommodations to make participation possible, please call (541) 617-4747. FUTURE MEETINGS: Additional meeting dates available at www.deschutes.org/meetingcalendar (Please note: Meeting dates and times are subject to change. All meetings take place in the Board of Commissioners' meeting rooms at 1300 NW Wall St., Bend, unless otherwise indicated. If you have questions regarding a meeting, please call 388-6572.) Board of Commissioners BOCC Meeting Agenda Monday, June 22, 2020 Page 3 of 3 Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Monday Meeting of June 22, 2020 DATE: June 17, 2020 FROM: Peter Russell, Community Development, 541-383-6718 TITLE OF AGENDA ITEM: Consideration of TGM Grant Application to 1) Tumalo Community Plan Update and 2) Develop Trail Map, Plans, Polices for Deschutes County TSP to Support Sisters Country Vision Action Plan RECOMMENDATION & ACTION REQUESTED: Staff seeks direction from the Board on the proposed TGM grant application BACKGROUND AND POLICY IMPLICATIONS: Staff proposes to apply for a $75,000 TGM grant. The TGM grant would 1) update the 2010- 2030 Tumalo Community Plan due to changes in the last decade in this unincorporated community as well as the impending U.S. 20 roundabout at Cook-O.B. Riley; 2) develop map, plans, and policies to add to the Deschutes County Transportation System Plan (TSP) to support the Sisters Country Vision Action Plan #4 for trail strategies and goals. FISCAL IMPLICATIONS: The $75,000 grant requires a 12% match or $9,000. The local match would be met by staffs in -kind services. Staffs wages are already budgeted. ATTENDANCE: Peter Russell, CDD, Transportation Senior Planner .----, ® A o CERTIFICATE OF LIABILITY INSURANCE DATE (MMIDD/YYYY) 12/23/2019 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the po icy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Century Ins Group LLC 572 SW Bluff Dr. Suite 100 Bend OR 97702 CONTACT Carolyn Lorimor NAME: PHONE (541) 382-4211 FAX (541) 382-7468 (A/C, No, Ext): (A/C, No): E-MAIL Carolyn@centuryins.com ADDRESS: INSURER(S) AFFORDING COVERAGE NAIC # INSURERA: Cincinnati Insurance Company 10677 INSURED Economic Development for Central Oregon 705 SW Bonnett Way, Ste 1000 Bend OR 97702 INSURER B : SAIF INSURER C : INSURER D : INSURER E : INSURER F : • Master 20/21 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLIC ES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE AD. INSD SUBR WVD POLICY NUMBER POLICY EFF (MM/DD/YYYY) POLICY EXP (MM/DD/YYYY) LIMITS A X COMMERCIAL GENERAL LIABILITY ECP0176946 01/02/2020 01/02/2021 EACH OCCURRENCE $ 1 ,000,000 DAMAGE TO RENTED PREMISES (Ea occurrence) 50,000 $ �/ CLAIMS -MADE I Xi OCCUR MED EXP (Any one person) $ 5,000 PERSONAL&ADV INJURY $ 1,000,000 GENERAL AGGREGATE $ 2'000'OOO GEN'L AGGREGATE LIMIT APPLIES PRO JECT PER: LOC PRODUCTS - COMP/OP AGG $ 2,000,000 Hired & Non -Owned Auto $ 1,000,000 AUTOMOBILE - - LIABILITY ANY AUTO OWNED AUTOS ONLY HIRED AUTOS ONLY - - - SCHEDULED AUTOS NON -OWNED AUTOS ONLY E@iMBM1ED SINGLE LIMIT (Ea accident) $ BODILY INJURY (Per person) $ BODILY INJURY (Per accident) $ PROPERTY DAMAGE (Per accident) $ $ UMBRELLA LIAR EXCESS LIAB OCCUR CLAIMS -MADE EACH OCCURRENCE $ AGGREGATE $ $ DED RETENTION $ B WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED. (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below Y / N NIA 968346 01/01/2020 01/01/2021 PER STATUTE OTH- ER E.L. EACH ACCIDENT $ 5OO'000 E.L. DISEASE - EA EMPLOYEE $ 500'000 E.L. DISEASE - POLICY LIMIT 500,000 $ DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Deschutes County, its officers, agents, employees and volunteers is named as an additional insured with respects to General Liability. CERTIFICATE HOLDER CANCELLATION Deschutes County 1300 NW Wall St Suite 200 Bend OR 97701 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD MEMORANDUM DATE: June 17, 2020 TO: Board of County Commissioners FROM: Peter Russell, Senior Transportation Planner RE: Discussion of Transportation Growth Management (TGM) application to 1) Update Tumalo Community Plan and 2) Develop map, plans policies for trails identified in Sisters Country Vision Action Plan The Transportation and Growth Management (TGM) Program has cyclical program to competitively award two-year grants related to transportation and/or land use. The TGM program is a joint program of the Oregon Department of Transportation (ODOT) and the Department of Land Conservation and Development (DLCD). Staff proposes to apply for a $75,000 TGM grant which would have two components. The County would select a consultant and/or facilitator for both projects and met the required 12% local match via in -kind services. The grant would cover 2020- 2021. Update Tumalo Community Plan ($50,000) The Tumalo Community Plan (TCP) 2010-2030 was originally completed circa 2010. Since then there have been significant changes in population, land use development, and upcoming installation of a two-lane roundabout at U.S. 20/Cook-O.B. Riley intersection. Additionally, Tumalo has witnessed the development of several small-scale craft beverage production sites, produce markets, and food carts. The Oregon State Scenic Bikeway Twin Bridges loop passes through town. Additionally, a small-scale sewage system could be extended across U.S. 20, removing the major barrier to develop in Tumalo, which is the combination of very small Tots on septic systems. The intent of updating the TCP would be to include, but not limited to: • Engage the community to see if the vision still remains the same • Re-examine whether the sidewalk system needs to be expanded • Review zoning designations and development policies • Discuss whether Tumalo should have unique design standards 117 NW Lafayette Avenue, Bend, Oregon 97703 I P.O. Box 6005, Bend, OR 97708-6005 (541) 388-6575 @cdd@deschutes.org www.deschutes.org/cd Develop trail map, plans, policies identified in Sisters Country Vision Action Plan ($25,000) The City of Sisters led a Sisters Country Visioning exercise and resulting action plan in 2018-2020. Deschutes County participated in the process as Sisters Country includes lands within the jurisdiction of Deschutes County. Sisters Country was essentially the boundaries of the Sisters School District, which includes a large area both within and beyond the Sisters city limits. The plan featured focus groups, stakeholders, community outreach, and interviews with elected and government officials. The action plan's Strategy 4 calls for expanding and integrating equestrian, bicycle and hiking trails and connecting unincorporated communities with downtown Sisters. The action plan calls for coordination between the Sisters Trail Alliance and the U.S. Forest Service (USFS) as much of the land within Sisters Country is federal forest. Strategy 4 has four action items. 1) trail expansion outreach; 2) trail expansion funding; 3) regional trails system; and 4) separated bike and equestrian trails on Sisters Tie Trail. The intent of developing map, plans, and policies from the Sisters Country Vision Action Plan would be to include, but not limited to: • Work with the interested parties to better understand the trail priorities • Identify at a minimum general trail corridors and put them on the County TSP • Review and modify County TSP policies and goals as necessary to support the Action Plan • Increase coordination between the County and Deschutes National Forest • Identify potential funding opportunities to implement the mapped trails Staff recognizes as the County does not have a Parks Department and that the lands involved are primarily federal, the County would be more in the position of developing plans and policies that support the trails rather than actually funding them. Page 2 of 2 Support sisters Trans A1Gance and the U.S. Forest Service in expanding and integrating equestrian, bicycle and hiking trails throughout Sisters Country and beyond, connecting unincorporated rural communities with Downtown, linking Sisters to Redmond and Bend, and faciliitatingapproprnate access to recreational areas. SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION POTENTIAL SUPPORTING TIMELINE PARTNER(S) H a N + M H N ~ 07 r Suggested Lead Partner(s): • U.S. Forest Service 1. Conduct community meetings/surveys 4 • Oregon Department of facilitated by C4C to prioritize trail projects. Transportation 2. Solicit input letters from Sisters Country HOAs and residents. Potential Supporting Partner(s): • Citizens4Community • Sisters Trail Alliance • Sisters Country HOAs • City of Sisters — CDD • Deschutes County CDD • Brooks Resources • Deschutes Land Trust 1. Following outreach, develop estimated budget. 4 2. Identify potential funding sources by outside agencies (travel Oregon, etc.) Suggested Lead Partner(s): • Sisters Trail Alliance Potential Supporting Partner(s): • U.S. Forest Service CO Wz to - k 2 § E § « 0 i 5 \ 6 . ƒ\k \ . ,cz { ® o \ . ` } § E ® § �\ �\\- \ ' a t= u± m rod 0 �� 6&23 / _ c } . g � g al «§ jit •4 = Ongoing ./ = Completed 2 $ Timeline key: T 3. Identify key costs, such as securing ROW/Easements. 1. Conduct Feasibility Analysis alongside regional cities. 2. Conduct public outreach within City of Sisters, Redmond, and Bend to identify preferred routes, opportunities, and challenges. 3. Develop stakeholder group to determine project scope. 1. Confirm completion of Indian Ford Bridge crossing. 2. Organize volunteers to construct trail. 3. Flag and complete horse trail. • ODOT • Deschutes County Bicycle and Pedestrian Advisory Committee (BPAC) • City of Sisters • Brooks Resources • Deschutes Trails Coalition • Deschutes Land Trust c u v v .. c-c 1 on I'c s (O u yr c O •.—. to co o 0) 2, U Off. Q y u f` c.) pc '6 p 'b ,^ C } C C >' C In V1 IO m < o o ° C ° u, cu =• 0 a (1.) E° w c E -o tij m Fit a- -o a 3 cr _a c .0 v I-, a O v t Z "' p�C min a 7 s CO o u g 9- v- 4- m U 'C p i� yr bp O O O VI 3= in CI p t�J m m n.. L- O U (J iU N • • • to. • • • • i— • • • • Suggested Lead Partner(s): • U.S. Forest Service • Sisters Trail Alliance • Oregon Equestrian Trails (OET) Potential Supporting Partner(s): • (TBD) Secure funding for trail connections between Sisters and Sisters Country. (see also Resilient Sisters 3.3, 3.4) V "'`°E m MI i h C ._ 'O E ° m a a)a) N s T Q f6 C Yy _ } a' in H p) y V ` O C C C 0) M F C 0) C c cc (a E O O -o d C O O L. m O f6 a co > 4--1,ID v J CCn. -° 1qj n VI N N... Livable 4.4 Separated Bike and Equestrian Trails on Sisters Tie Trail Separate bicycle and equestrian trails from one another on Sisters Tie Trail to allow for ease of use and better access for users. 4 = Ongoing J = Completed Tu.vAc!I,o Covu.m.uwi-t� 2010-2030 m COMPRe!-teNSiV a PLAN idPAA"f"ff TuwtGil,o Cowt.vu.uwau pl,aw 2010-2030 Introduction Community Vision Statement 4 History 5 Land Use 6 Population 6 Land Use Designations and Inventory 8 Public Facilities and Services 12 Domestic Water 12 Wastewater 12 Emergency Services 13 Irrigation Water 13 Recreational Trail 13 Transportation 14 Surrounding Land Uses 16 Agriculture 16 Rural Residential 16 Surface Mining 17 Community Input 18 Community Planning Process 18 Community Character and Features 19 Residential Development 19 Commercial Development 19 Recreational Development 19 Traffic and Circulation 20 Health Impact Assessment 20 TUMALO COMMUNITY PLAN - 2010 TO 2030 Goals and Policies 23 Land Use Goal 23 Community Policies 23 Open Space and Recreation Policies 23 Land Use Policies 24 Residential Area Policies 24 Commercial Area Policies 24 Industrial Area Policies 25 Public Facilities Goal 26 Public Facilities and Services Policies 26 Transportation Goal 27 Road Network Policies 27 Road and Sidewalk Policies 27 U.S. 20 Policies 27 Maps Tumalo Vicinity Map 2 Tumalo Community School Student Attendance Area Map 3 Tumalo Comprehensive Plan Map 10 Tumalo Zoning District Map I I Rural Fire Protection District #2 Map 15 Tables Table I, 2009 Tumalo Population Estimate 6 Table 2, Tumalo Projected Build Out 6 Table 3, Tumalo Population Forecast 7 Table 4, Tumalo Land Use Designations 8 Table 5, Tumalo Land Use Inventory 8 Figures Figure I, Visioning Exercise 21 Figure 2, Pathway Between Improving Safety and Accessibility of U.S. 20 and Community Health 22 Figure 3, Pathway Between Multi -modal Trail Systems, Recreation and Community Health 22 ii TUMALO COMMUNITY PLAN - 2010 TO 2030 A,trool t.toti,ow The Tumalo Community Plan (Community Plan) is an integral part of the Deschutes County Comprehensive Plan and, upon adoption by the Board of County Commissioners, constitutes an official chapter. It can only be changed if the Community Plan goes through an official legislative plan amendment process. The Community Plan's goals and policies provide a guide to decision making for land use planning, capital improvements, and physical development during the next 20 years (2010 — 2030). It is anticipated that Deschutes County, Oregon Department of Transportation (ODOT), special districts, residents, and community leaders will consult the Community Plan when preparing land use or transportation projects in Tumalo. Tumalo is a small rural community located approximately three miles northwest of Bend in the center of Deschutes County. Oregon Administrative Rules recognize areas in Deschutes County like Tumalo as a "Rural Unincorporated Community." Deschutes County plans and regulates land uses in Tumalo under this legal definition because it is recognized as a longstanding rural service center. The Deschutes River and U.S. 20 bisect Tumalo. Residential neighborhoods, a small commercial node, as well as Tumalo Community School all lie north of the highway and west of the river. Additional commercial and industrial properties are located on the south side of the highway. Although this Community Plan only addresses lands within the Tumalo boundary, access to U.S. 20, local businesses, district offices, Tumalo Community School, and Tumalo State Park create a hub that attracts nearby residents and visitors. Tumalo Community School, which is within the Redmond School District, draws 407 students spanning kindergarten through 8th grade. The school's geographic area in addition to Tumalo extends to the outlying areas of Bend. Just one mile away, Tumalo State Park encompasses 115 acres. The park offers camping, picnicking, fishing, hiking, and wildlife viewing and hosts approximately 200,000 visitors per year. Its location provides an excellent place to camp while enjoying Central Oregon's surrounding amenities and year-round recreation. TUMALO COMMUNITY PLAN - 20I 0 TO 2030 1 Tumalo Vicinity Map 2 TUMALO COMMUNITY PLAN - 2010 TO 2030 Tumalo Community School Student Boundary Map TUMALO COMMUNITY PLAN - 2010 TO 2030 3 Cowt.vu.uw%tu visiow Statewt.ewt Tumalo residents craft this community vision for the next 20 years. It is their intent that the Community Plan, developed in cooperation with Deschutes County, will serve as a framework to realize this vision. Retain the livability of Tumalo as a rural small-town, by ensuring safe and efficient ficient public services and collaborating with the surrounding rural community. This vision statement is created to ensure that with vigilance and foresight, the unique rural character of Tumalo will be maintained and enjoyed by present and future generations. 4 TUMALO COMMUNITY PLAN - 2010 TO 2030 Kstorm Situated at an altitude of approximately 3,200 feet, Tumalo lies in the middle of the Upper Deschutes River Basin (river miles 157 and 158). The commercial core of Tumalo lies on an alluvial bowl bounded by the Laidlaw Butte and the bluff of the Deschutes River canyon. The Deschutes River bisects the community. Originally named Laidlaw, Tumalo was platted by the Laidlaw Townsite Company in 1904. However, development actually began in 1899 when the Three Sisters Irrigation Company incorporated. Under the Carey Act, they made plans for diverting water from Tumalo Creek and the Deschutes River to irrigate approximately 60,000 acres of arid land. As the town grew, it became a voting precinct in 1906, with 65 registered voters compared to Bend's 66. Out of nearly 900 platted lots, a third were sold by 1907. Town founder A.W. Laidlaw of Portland and his investors believed that Tumalo would become the heart of Central Oregon. By 1909, the Laidlaw community aspired to establish the junction of two railroads, and thereby creating a new "metropolis" in Central Oregon. There were reasons for optimism. Railroad magnates James Hill and E. H. Harriman, were competing to finish a rail line from the mouth of the Deschutes River to Central Oregon. Mr. Laidlaw assumed the rail line would come south, up the Deschutes River canyon right into the newly platted town. Assertions were also made that the Laidlaw community would benefit from another rail line, one that followed the North Santiam River and crossed over the Cascades. Ultimately, neither of these two projects came to fruition. The Columbia Southern Railroad at the end of 1909 still ended in Shaniko, and the Corvallis and Eastern rail lines remained stalled at the foothills, west of the Cascades, where both languished for approximately 15 years. Following the announcement in 1910 that the Columbia Southern Railroad was coming to Bend instead of Laidlaw, Bend began moving ahead in population. As a result, Laidlaw's population decreased to 250 people, with many businesses relocating to Bend. The small town remained as Laidlaw until the Laidlaw Post Office closed in 1913. It eventually reopened in 1923 as the Tumalo Post Office, and the name of the town changed forever. In those early days, Laidlaw had a weekly newspaper, a barbershop, two-story hotel, lawyers' offices, wallpaper company, bakery, feed stores and bank. Today, legacy buildings include the Laidlaw Bank and Trust Property and Tumalo Community Church. TUMALO COMMUNITY PLAN - 20I 0 TO 2030 5 La wol use The 1979 Deschutes County Comprehensive Plan designated Tumalo as a Rural Service Center because it contained a concentration of residential and commercial properties. A 1979 inventory showed Tumalo consisting of 491 acres and 288 tax lots. In 1994, the Oregon Land Conservation and Development Commission adopted a new Oregon Administrative Rule for unincorporated communities, instituting new land use requirements for Tumalo (OAR 660, Division 22). As part of periodic review, in 1997 Deschutes County updated its Comprehensive Plan and implemented zoning regulations to comply with these state requirements. Based on public input, Tumalo's boundary was amended to accommodate 504.11 acres and 321 tax lots. A 1999 amendment removed three tax lots that were accidently included, leaving Tumalo with 318 tax lots. Population Single-family residences are the predominant land use in Tumalo. Tables I, 2 and 3 cite Deschutes County Assessor data and an adopted twenty year population forecast to estimate Tumalo's 2009, future build out, and 2030 population. Table I - 2009 Tumalo Population Estimate Developed Residential Tax Lots * Deschutes County Coordinated Population Forecast (Household Unit Size) 2009 Population Estimate 96 1.9 372 * Assessor's Data 2009 Table 2 - Tumalo Projected Build Out 2009 Population Estimate Potential Dwelling Units Deschutes County Coordinated Population Forecast (Household Unit Size) Future Population Based on Undeveloped Lots Build Out Population 372 122 1.9 232 604 * Assessor's Data 2009 / Based on land divisions and the number of units per acre allowed in each zone 6 TUMALO COMMUNITY PLAN - 2010 TO 2030 Table 3 - Tumalo Population Forecast Year 2.2% Forecast Average Annual Growth Rate * 2010 380 2.2 2011 389 2.2% 2012 397 2.2% 2013 406 2.2% 2014 415 2.2% 2015 424 2.2% 2016 433 2.2% 2017 443 2.2% 2018 452 2.2% 2019 462 2.2% 2020 473 2.2% 2021 483 2.2% 2022 494 2.2% 2023 504 2.2% 2024 516 2.2% 2025 527 2.2% 2026 539 2.2% 2027 550 2.2% 2028 562 2.2% 2029 575 2.2% 2030 588 2.2% 2031 600 2.2% 2032 614 2.2% County Population Forecast (Ordinance 2004-012) Tumalo's population projection for 2030 is 588. As Table 2 illustrates, a vacant lands inventory performed in 2009 identified 122 undeveloped residential Tots. If all 122 undeveloped lots become developed and household unit size remains at 1.9, Tumalo's population would increase by 232 people, bringing its total to 604. Under this scenario, Table 3 shows that full build out would occur in 2032. TUMALO COMMUNITY PLAN - 2010 TO 2030 7 Land Use Designations and Inventory Deschutes County Comprehensive Plan designations identify general land uses for Tumalo and provide the legal framework for establishing zoning districts. Zoning regulates land uses that are allowed in each respective district. Table 4 lists Tumalo comprehensive plan designations and corresponding zoning districts. Table 5 summarizes existing property inventories within those zoning districts. Tumalo Comprehensive Plan designations are then described in greater detail. Table 4 - Tumalo Land Use Designations Comprehensive Plan Designations Zoning Districts Commercial (TUC) Commercial District (TUC) Floodplain (FP) Floodplain (FP) Industrial (TUI) Industrial District (TUI) Research and Development (TURE) Research and Development District (TURE) Residential (TUR) Residential District (TUR) Residential 5 Acre Minimum (TURS) Residential Five Acre Minimum District (TURS) Table 5 - Tumalo Land Use Inventory * Zone Residential Units Commercial / Industrial Developments Undeveloped Parcels Total Number of Parcels TUC 28 17 57 102 TUR 93 0 37 127 TURS 75 0 27 99 TURE 0 2 I 3 TUI 0 2 I 3 Total 196 21 123 334 * Assessor's Data 2009 Commercial (TUC). A "Commercial" designation allows a range of limited commercial and industrial uses to serve Tumalo and the surrounding area. In general, the designation extends north from the intersection of Cook Avenue and U.S. 20 to 3rd Street between Wood and Wharton Avenues. Commercial lands also comprise an area west of U.S. 20 between 5th and 8th Streets. ANYTiffdDr:tV611411,1* � .'.. This designation was originally intended to accommodate a mixture of small-scale commercial and limited industrial uses. The core commercial area initially encompassed lands adjacent to Cook Avenue, north of U.S. 20. The designation was ultimately expanded between Cook and Wharton Avenues that extends south to U.S. 20. This area includes the "Tumalo Mall," an 8 TUMALO COMMUNITY PLAN - 2010 TO 2030 existing commercial and retail complex. The use of this building received authorization as a nonconforming use in 1986 and site plan alterations in 1987 and 1988. These land use actions brought the uses into compliance with the commercial zone. Floodplain (FP). A "Floodplain" designation protects the public and private property from hazards associated with floodplains; conserves important riparian areas along rivers and streams for fish and wildlife resources; and preserves significant scenic and natural resources. This designation follows the channel of the Deschutes River that bisects Tumalo. The areas of special flood hazard are identified by the Federal Insurance Administration in a report titled Flood Insurance Study for Deschutes County, Oregon and Incorporated Areas. This report was revised in September 2007, and includes accompanying Flood Insurance Rate Maps. The Flood Insurance Study is on file at the Deschutes County Community Development Department. Industrial (TUI). An "Industrial" designation allows a limited range of industrial uses to serve Tumalo and the surrounding area. The designation recognizes nonconforming industrial uses and properties suitable for limited amounts of additional industrial development. This designation is concentrated around the Knife River operation that fronts O.B. Riley Road and U.S. 20. Research and Development (TURE). A "Research and Development" designation allows research and development facilities requiring a more rural, non -industrial location to be sited in Tumalo. This designation contains two parcels in one ownership located on the southeast slope of Laidlaw Butte. It was originally created to accommodate a research and development site and associated uses predating Deschutes County's 1979 zoning ordinance. Residential (TUR). A "Residential" designation allows a mixture of housing types and densities suited to the level of available water and wastewater facilities. The purpose of this district is to allow new residential development that is compatible with the rural character of the area. Originally, the residential district boundary coincided with the boundary of the old Laidlaw Plat including the Deschutes River Homesites plats between Riverview Avenue and the Deschutes River. Today, it also includes the area surrounding the Knife River aggregate site south of U.S. 20. Residential 5-Acre (TUR-5). A "Residential 5 Acre Minimum" designation retains large rural residential Tots. The lands designated Residential-5 acre minimum include the larger parcels east of the Deschutes River and the west slope of Laidlaw Butte. TUMALO COMMUNITY PLAN - 2010 TO 2030 9 Tumalo Comprehensive Plan Map 10 TUMALO COMMUNITY PLAN - 2010 TO 2030 Tumalo Zoning Map TUMALO COMMUNITY PLAN - 20I 0 TO 2030 1 1 PALIZ Fac£l itLes awol services Tumalo is served by four special districts: Laidlaw Water District; Deschutes County Rural Fire Protection District #2; Redmond School District; and, Tumalo Town Ditch Company. Tumalo's public facilities and services are described below in greater detail. Domestic Water The Laidlaw Water District serves the area identified as the old Laidlaw Plat, and the area described as T 16S RI 2E section 29 (W I /2 SW I /4), section 30 (El/2 SW 1/4), (SW 1/4 SE 1/4), and section 31(NE 1 /4, NI/2 SE I /4). The power and authority given to Laidlaw Water Supply District as a government entity is vested and exercised by a board of five commissioners, each of whom is an elector of the district. These commissioners have the authority under ORS Chapter 264 to determine rates and the type and extent of water supply facilities. Deschutes County coordinates with the Laidlaw Water Supply District when a property owner initiates a land use application within their district. During the land use process, Laidlaw Water Supply District identifies conditions they will impose on the development proposal. The Laidlaw Domestic Water District currently depends on three groundwater wells. The District's groundwater source does not exceed current EPA maximum contaminant limits. No treatment is performed and none has been required by the Oregon Health Division. However, a proposed U.S. Environmental Protection Agency groundwater disinfection rule would require continuous disinfection of the water supply. Properties in Tumalo but located outside District boundaries rely on private domestic wells for drinking water. State law, Oregon Revised Statute 537.54 exempts private wells as long as domestic consumption is less than 15,000 gallons per day and irrigation of a lawn or noncommercial garden is Tess than one-half acre. The Oregon Department of Water Resources (WRD) has stated that there is an abundant supply of potable water in multiple water bearing zones based upon a report prepared by a geologist for the Oregon Department of Geology and Mineral Industries, Geology and Mineral Resources Map of the Tumalo Dam Quadrangle. Limitations are imposed by the lack of capacity of domestic pumps, not the aquifer. The WRD has not identified Tumalo as a groundwater limited or groundwater critical area. Wastewater Tumalo does not have a community wastewater facility. Instead, land uses in Tumalo rely on onsite wastewater systems, ranging from newer alternative treatment technologies (ATT) and filter systems, to old drainfields. 1 Septic Flew Onsite systems in some cases, are insufficient and improper for a development site. According to the Deschutes County Environmental Health Division, most of Tumalo's soils are rapidly draining, with rapid or very rapid permeability. Given these soil characteristics, standard septic systems can only be sited on lots greater than an acre. Smaller lots, between a half acre and an acre are obligated to site more expensive onsite systems such as sand filters and ATTs. Additionally, there are 12 TUMALO COMMUNITY PLAN - 2010 TO 2030 circumstances in Tumalo where certain lots cannot be developed or redeveloped because they are too small or lack sufficient area to meet setback requirements for septic system drainfields. Deschutes County zoning regulations restrict the type and intensity of allowed uses to those which can be served by an Oregon Department of Environmental Quality (DEQ) approved on - site wastewater disposal system. The County does not allow uses or densities that are unable to obtain a permit for a DEQ approved onsite system. In addition, County zoning regulations set minimum lot sizes to ensure the onsite systems do not exceed soil capacity of treating wastewater effluent. These circumstances have prompted residents and business owners to express support for exploring funding opportunities to establish a community wastewater facility to maintain surface and groundwater quality. Emergency Services The Deschutes County Rural Fire Protection District #2 was established in 1952 to provide fire prevention, protection, and suppression services to residents living outside municipalities and areas not already served by established fire protection districts. In I991, the district added emergency medical services. Today, District #2 covers approximately 220 square miles of suburban and forested land surrounding Bend, and serves approximately 20,000 constituents. The average population of the district greatly increases seasonally due to tourism. The actual delivery of fire and emergency medical services to district constituents is provided through a contract with the City of Bend Fire Department. Station 302 is located on 46 Street in Tumalo. The station was built in the early 1970s and is staffed with an advance life support equipped fire engine, brush/interface pumper, and ambulance. It is staffed with two personnel. All personnel respond from their assigned station based on calls for their specific response areas. Irrigation Water The Tumalo Town Ditch Company draws irrigation water based on three water right certificates with priority dates of 1904, 1905, 1938, 1950 and 1952. The system consists of a three mile ditch that begins near the bridge at Tumalo State Park, parallels the river, crossing Bailey Road at the Tumalo Feed Company Restaurant, then continuing under U.S. 20 to the commercial district. The ditch serves approximately 35 customers and is used for irrigating lawns and gardens. Recreational Trail The Bend Metro Park and Recreation District (Park District) provides parks, trails and recreation programming for residents encompassing the Bend Urban Area. Tumalo is located outside the district boundary by approximately 2 miles. However, the Park District does have recreational interests that extend outside its current boundary. In 2002, the Park District and the City of TUMALO COMMUNITY PLAN - 2010 TO 2030 13 Bend collaborated on the development of the Deschutes River - Trail Action Plan. This plan identified the desire to complete the Deschutes River Trail through Bend and connect it on both ends to destinations outside the urban area. The northern extent of the planned trail follows the Deschutes River from the Bend Urban Growth Boundary to Tumalo State Park and onto Tumalo. The Park District continues to work with private property owners and the Oregon State Parks and Recreation Department in an ongoing effort to assemble a continuous publicly -owned corridor for the trail. Fortunately, the portions of the trail corridor closest to Tumalo are already in public ownership. The Park District supports the development of this trail corridor between Tumalo and Tumalo State Park as a hard -surfaced shared -use path that utilizes the current grade -separated crossing bridge on the west side of the Deschutes River. Transportation underneath the U.S. 20 Tumalo requires a transportation network that provides safe and efficient through movements for traffic traveling on U.S. 20. Equally important is maintaining local access to residential and commercial areas, as well as the Tumalo Community School. U.S. 20 runs diagonally east -west through Tumalo and contains two travel lanes and a center turn lane. Its volumes and speed make north -south street connections challenging. There are three access points to U.S. 20: 5th Street; 7th Street/Bailey Road; and Cook Avenue/O'B Riley Road. The posted speed on U.S. 20 through Tumalo is 45 mph. Within Tumalo, there are several paved and unpaved streets, totaling approximately 4.7 miles. Average daily traffic (ADT) counts measured the following vehicles: 2008 • 5th Street recorded 2,007 ADT • U.S. 20, 9,700 ADT 2009 • Cline Falls Highway recorded 2,104 ADT • Cook Avenue, 5,130 ADT • O'B Riley Road, 1,182 ADT Tumalo State Park LEFT 1/2 M To protect the function of a highway, it is often necessary to limit access and control turning movements, Deschutes County and ODOT are strategizing an access control solution for U.S. 20. Access control, which normally limits the number of driveways or public streets to a state highway like U.S. 20, reduces the conflict points . A conflict point is a location where vehicles turning or passing through can collide. By redirecting property access to side streets or alleys, the number of crashes on the highway can be lowered. Implementing additional measures such as traffic calming, improved pedestrian crossings, or reducing the travel speed on the highway can benefit an entire community. 14 TUMALO COMMUNITY PLAN - 20I 0 TO 2030 Rural Fire Protection District #2 Map TUMALO COMMUNITY PLAN - 2010 TO 2030 15 S u, rro u. wol 1-wad t_a wol its es Residents outside Tumalo identify with the area because it is where many buy certain goods and services, send their children to Tumalo Community School, or attend church. The following Comprehensive Plan designations and related zoning districts are within a mile of Tumalo. Agriculture An "Agricultural" designation and Exclusive Farm Use (EFU) zone protect farm lands in Deschutes County pursuant to Statewide Planning Goal 3 (Agricultural Lands). As discussed in the Agricultural Lands Section of the Comprehensive Plan, protecting farmlands is one of the primary goals of Oregon's land use system. When the Comprehensive Plan was first adopted in 1979, there was general consensus for an agricultural goal: "To preserve agricultural land in Deschutes County for the production of farm and forestry products, as well as the public need for open space." In 1992, Deschutes County completed a farm study report. The purpose of the study was to ensure that EFU zoning and standards for farm divisions and dwellings were consistent with Goal 3 and relevant administrative rules. The study found that farms in Deschutes County usually contain irrigated and non -irrigated land, as well as soils of different classes. The study identified 7 agricultural subzones. For each subzone, standards determine minimum parcel sizes for farm divisions to protect the commercial agricultural land base. The subzone that is immediately adjacent to Tumalo is the Tumalo/Redmond/Bend subzone (EFUTRB). The minimum acreage for this subzone is 23 acres of irrigated land. About a half -mile farther east, there are approximately six Alfalfa area subzone parcels (EFUAL) that allow a minimum of 35 acres of irrigated land intermixed with the EFUTRB subzone. Refer to the Agricultural Lands section of the Comprehensive Plan for more details about agricultural land in Deschutes County. Rural Residential A "Rural Residential Exception Area" designation and corresponding Multiple Use Agriculture (MUA-10) zone apply to lands for which Deschutes County justified an "exception" to Statewide Planning Goal 3. Multiple Use Agriculture applies to agricultural lands that have been demonstrated to be unsuitable for commercial farming but retain enough agricultural practices that are compatible with rural development. The minimum lot size for new subdivisions in this zoning district is ten acres. There are several MUA-IO subdivisions within a mile of Tumalo. 16 TUMALO COMMUNITY PLAN - 2010 TO 2030 Surface Mining Located just outside Tumalo, a "Surface Mining" designation and corresponding Surface Mining (SM) zone authorize surface mining activities. This district allows development and use of mineral and aggregate resources consistent with Statewide Planning Goal 5 (Natural Resources, Scenic and Historic Areas, and Open Spaces). It applies to two properties, one at the north end of Tumalo, west of the Deschutes River and the other, adjacent to U.S. 20 and bisected by O'B. Riley Road, known as the Knife River operation. The Knife River properties are allowed through a limited combining zone to store, crush, process, sell and distribute aggregate minerals. TUMALO COMMUNITY PLAN - 2010 TO 2030 1 Cowc,wc,u,w�t� ! wputt Community Planning Process At the request of the Deschutes County Board of Commissioners, the Community Development Department in 2008 engaged Tumalo residents in the Comprehensive Plan Update process. Staff began that process in the fall, with the first of four community meetings in Tumalo. These meetings provided opportunities to meet with residents and stakeholders, answer questions, and explain Oregon land use planning and Deschutes County's existing Comprehensive Plan. In February 2009 at the second meeting, staff asked Tumalo residents if they supported the creation of a Community Plan and if so, to describe their land use values and expectations for the area. Residents and stakeholders introduced the following issues: • Tumalo's influence is greater than its rural community boundary; • Maintain Tumalo's rural character, using long-term planning to address future growth; • Create Tumalo's first park; • Consider several transportation alternatives for U.S. 20; and, • Water and sewer limitations affect the community's ability to accommodate growth. A stakeholder group of Tumalo residents was subsequently established in Spring 2009 to discuss with staff a Community Plan that would address land use opportunities over the next twenty years. This group met three times. The purpose was to strategize the format of future community meetings by discussing existing conditions, alternatives for the area and community sentiment. These meetings were beneficial to staff for ultimately presenting growth related options to Tumalo residents and business owners. The issues highlighted above were discussed in small groups during a Fall 2009 community meeting, using several different planning stations. Each station allowed area residents and business owners to ask questions and share ideas or insights. Participants could place a dot on a board showing their preferred land use option, and fill out a questionnaire that most reflected their values for Tumalo over the next 20 years. The outcome of these public involvement techniques revealed, qualitatively, an overwhelming desire for little or no change, with one exception. Tumalo residents emphasized the importance of pursuing funding opportunities to establish a community wastewater facility to maintain surface and groundwater quality. The basis for developing the goals and policies cited in this Community Plan are now described below in greater detail. Planning for growth and preparing for its impact represents the best course of action to maintain Tumalo's unique rural character. I8 TUMALO COMMUNITY PLAN - 2010 TO 2030 Community Character and Features Agricultural activity and rural open spaces help define Tumalo. Residents clearly stated the importance of maintaining the area's agricultural land base. The Community Plan emphasizes the importance of protecting natural features such as ridgelines and the Deschutes River, while supporting opportunities for rural development. Residential Development Residential development is likely to increase in Tumalo over the next 20 years due to Central Oregon's reputation as a desirable place to live and conduct business. While residents expressed concerns that new development could change the rural character of Tumalo, planning for housing and infrastructure will enable the community to understand their costs and respond proactively to changing circumstances. Land use planning implemented through Deschutes County policies and zoning will enable residents, stakeholders, and property owners to integrate the large number of vacant residential lots into the community. Commercial Development Flits STREET Tumalo residents support locally owned businesses and share a common value that future commercial development be modest in scale and incorporate facade designs used by newer businesses adjoining U.S. 20 and Cook Avenue. Located in the core of the community along Cook Avenue, commercial businesses include a market, restaurants, real estate offices, small commercial/retail complex, irrigation district offices and various other small-scale retail businesses. Based on a 2009 buildable land inventory, at the present time, there is an adequate supply of commercial and light industrial land. Of the 102 commercially zoned properties in Tumalo, just 45 are developed with 28 of the 45 containing single family dwellings. Recreational Development Tumalo residents support public spaces that accommodate recreational programs for all age groups, including seniors and school -aged children. Creating Tumalo's first community park including ball fields and play structures would be an extraordinary asset. While some have expressed a desire to rezone commercial lands along Cook Avenue, others support creating a park along the Deschutes River. There exists undeveloped public access to the Deschutes River from Tumalo Road. However, TUMALO COMMUNITY PLAN - 2010 TO 2030 19 residents, businesses, the Oregon Parks and Recreation Department and the Bend Metro Park and Recreation District support a complete trail system that accommodates non -motorized access for bicyclists and pedestrians along the Deschutes River between Tumalo and Tumalo State Park. Access improvements could also assist recreational river users with a safe, convenient take-out location after they run the middle section of the Deschutes River from Bend's Robert W. Sawyer Park. Traffic and Circulation As noted earlier, the transportation system in Tumalo is dominated by U.S. 20, a state highway that bisects the community. Traffic is a major issue for Tumalo residents because the highway traffic volume creates unsafe crossings and long delays for motorized and non -motorized users entering U.S. 20 from 5th Street, 7th Street, Cook Avenue, and O'B Riley Road. Deschutes County and ODOT are currently working on a long-term plan to address the needs of Tumalo and the state highway. The goal is to maintain safe and convenient uses of U.S. 20. In summer 201 0,ODOT constructed a raised median at the intersection of 7th-Bailey and U.S. 20. The raised median limited 7th Street to right -in, right -out turns only and limited Bailey to right -in, right -out, and left -in turns. The raised median has a Z-shaped opening to enable bicyclists and pedestrians to cross U.S. 20 one lane at a time while simultaneously providing a refuge. Health Impact Assessment Health Impact Assessment (HIA) is an emerging practice in the United States, widely promoted by the Centers for Disease Control and Prevention as a tool to influence policy, projects and programs that have short and long-term health consequences. With funding support, training and technical assistance from the Oregon Department of Environmental Health and Deschutes County Health Services, a team of community partners in 2010 chose to implement a HIA through the Community Plan. The HIA evaluated and refined the Community Plan by evaluating the policies contained within it. County Health Services formed an advisory committee consisting of representatives from the Community Development Department, healthcare sectors, Tumalo area residents and community advocates. The committee organized community listening sessions and focused the HIA around three policy areas: safety and accessibility of U.S. 20; access to parks and recreational amenities; and the development of a multi -modal trail system. Figure I encapsulates how residents and members of the advisory committee envision the area at the end of the Community Plan timeline (2030). The committee presented varying perspectives of rural livability, at listening sessions in April 2010. residents, with 20 TUMALO COMMUNITY PLAN - 2010 TO 2030 Figure I - Visioning Exercise COVER STORY BRAINSTORMS f (.prMi5 MK4 /je,rv, Isla / 19og14 G.tdlaw',*Nam CY 1 nirir3.r1;', i'dblitU siA BI6 HEADLINES HEADLINE Os NO. 4,b2ka le. 4, IVod IMAGES e r�;l ;oil ,11A.IsaPrpir• Y P.,.YwZGd t aosiVJ `APP• tarE. QUOTES SIDEBARS HEADLINE 461 Pelioek &k4 FD(4i iPlni % S' {� (got.ty ,me,- s Ak* {c Yvc�,.7aM rCdctHS+b-hay heN Ant WPSt woo won 6.ck.. " HEADLINE dron$s a tierc e"s° AeS&* Co ja,{a•p b5 (;+M p�vM.,ka� 6 14 4ASItn'v i 1�;hv., INS doth+n $,'Ns 01,96, The C,roVe Cowsult4wts Iwterv.AtiowAl An inherent challenge in addressing growth related issues such as traffic congestion is the need to balance land -use and transportation strategies with public interest — which in Tumalo's case is maintaining rural character. Health however, is not always at the forefront of decision making processes. The intent of the advisory committee was to bring health considerations to light as an influencing factor when discussing Tumalo's land -use and economic sector development policies. Improving public health is linked directly to encouraging physical activity, which is of particular concern to populations with few transportation options, such as the elderly, disabled and children. Well designed, integrated transportation infrastructure, including the adoption of complete street policies and multi -modal trail systems, can positively impact the economic and environmental health of a community. It can reduce vehicle use and health care costs, promote tourism, conserve natural landscapes and support the characteristics and values of rural living. Principal Findings and Recommendations The HIA's principal findings and policy recommendations, illustrated in Figures 2 and 3, focus on three areas to promote positive outcomes: improving traffic safety on U.S. 20; establishing a multi -modal trail system; and maximizing nearby recreational assets. TUMALO COMMUNITY PLAN - 2010 TO 2030 21 Figure 2 - Pathway Between Improving Safety and Accessibility of U.S. 20 and Community Health T Traffic calming T Local accessibility of businesses 4, Highway traffic speed —..* T People on the street (i.e. pedestrian, bicycle and Equestrian activity) T Driver alertness T No. children walking and biking to school T Local sales 4, Traffic incidents 1. Pollutants T Daily physical activity T Community monitoring .l- Social isolation —W► Obesity •l- Chronic disease 4' Mental health problems 4' Premature death/disability T Social connectedness and sense of place Improving Traffic Safety on U.S. 20: U.S. 20 accessibility for all transportation modes is an important issue in Tumalo. Though the speed limit through Tumalo on the highway is reduced at 45 MPH, there are few measures in place to enforce it. Related to this, traffic safety continues to be a barrier to rural livability and optimal community health. The County and ODOT have developed a short-term strategy to reduce traffic hazards by constructing a raised median near 7`" and Bailey Streets which will improve conditions greatly. Ultimately however, broader measures such as grade separated crossings across U.S. 20 could provide Tumalo with a myriad of benefits, including improved public safety, greater access to local destinations, new opportunities for physical activity and increases in private investment. Figure 3 - Pathway Between Multi -modal Trail Systems, Recreation and Community Health 1' Pedestrian/bike infrastructure T Park and outdoor - recreation amenities —110. People on the street (i.e. pedestrian, bicycle and equestrian activity) T No. children walking and biking to school T Tourism T Local gathering places and opportunities 4, Pollutants T Daily physical activity T Community monitoring 4, Social isolation T Local business vitality .1, Obesity •l- Chronic: disease •1, Mental health problems y Premature death T Social connectedness and sense of place Establishing a Multi -modal Trail System and Maximizing Nearby Recreational Assets: Many Tumalo residents are concerned about user groups degrading the Deschutes River due to inadequate public facilities. Overcrowded parking and congestion along rural roads, vandalism, littering, loss of sensitive wetland and riparian areas, and public trespassing on private lands warrant investments for a multi -modal trail system. Linking local destinations like Tumalo State Park, with a sufficient transportation network including a multi -modal trail system that ties into the one managed by the Bend Metro Park and Recreation District, can generate immediate benefits for the entire community. Tumalo residents could access miles of trails along the Deschutes River, while local businesses could experience increased economic activity based on a new regional recreational asset. 22 TUMALO COMMUNITY PLAN - 20I 0 TO 2030 4oc Ls a wol Policies The following goals and policies were developed from community and stakeholder meetings, and input from ODOT and the Oregon Department of Land Conservation and Development. Staff also revisited Deschutes County's existing Comprehensive and Transportation System Plans, as well as applicable state law and administrative rules. Land Use Goal Protect and enhance the rural small-town character of Tumalo by supporting public services, healthy active lifestyles and social connections among residents and stakeholders. Community Policies 1. Consider adding Tumalo State Park to the Tumalo Rural Community boundary. 2. Coordinate with community groups and organizations that are working to improve the livability, economy and access to Tumalo. 3. Support economic development initiatives and tourism in the Tumalo area. 4. Review the Tumalo community goals and policies every five years to determine if they meet the current and future needs of the area. 5. Support the school district in improving opportunities to use Tumalo Community School facilities for education, recreation and enrichment programs for students, parents and area residents. Open Space and Recreation Policies 6. Establish Tumalo as a regional bicycle destination through land use, transportation and recreation policies and programs. 7. Encourage parks and open space, and where feasible, acquire land for open space. 8. Preserve public access to the river. 9. Preserve publically owned lands along the Deschutes River by designating them as open space. 10. Support infrastructure improvements including formal river access points, public signage, lighting, sanitary facilities and improved parking conditions. 1 I . Establish a multi -use trail system from Tumalo State Park to Tumalo. 12. Support community efforts to create and maintain local parks. 13. Coordinate implementation of bikeways with signs and best maintenance practices on County arterials and collectors. 14. Support community efforts to designate the segment of the Deschutes River through Tumalo as an Oregon Scenic Waterway for its recreational values. TUMALO COMMUNITY PLAN - 2010 TO 2030 23 15. Support the development of a trails and recreation master plan. 16. Explore the future expansion of the Bend Metro Park and Recreation District to include the Tumalo area. Land Use Policies I. Conform land use regulations to the requirements of Unincorporated Communities as defined in OAR 660 Division 22 or any successor. 2. Ensure County plans and land use regulations require that new uses authorized within Tumalo do not adversely affect agricultural uses in the surrounding exclusive farm use zones. 3. Apply setbacks for homes built along the rim forming the Deschutes River Canyon and Laidlaw Butte to protect scenic views visible from the community. 4. Coordinate with Tumalo Community Association, Tumalo Business Association and similar local organizations on land use issues, where appropriate. 5. Encourage the preservation of historical structures such as the Tumalo Community Church (1905) and the Laidlaw Bank and Trust (1910). Residential Area Policies 6. Designate residential lands on the comprehensive plan map with a corresponding residential district on the zoning map. 7. Designate residential lands so they are proximate to the commercial area. 8. Designate Residential 5 acre lands on the perimeter of the community. 9. Designate higher density residential lands in the bowl formed by the Deschutes River canyon. 10. Permit livestock in the residential districts subject to use limitations. 1 1. Plan and zone for a diversity of housing types and densities suited to the capacity of the land to accommodate water and sewage requirements. Commercial Area Policies 12. Limit access from U.S. 20 so it is safe and economically viable. 13. Encourage design standards in the commercial district so new development is compatible with the rural character of the community and reduces negative impacts on adjacent residential districts. 14. Prohibit livestock from being permanently stabled in the commercial districts. 15. Prohibit additional lands from being designated commercial until an economic analysis review is completed. 24 TUMALO COMMUNITY PLAN - 20I 0 TO 2030 16. Allow residential uses and mixed residential/commercial uses, while preventing residential uses from dominating or setting development standards in the commercial district. 17. Utilize approval standards for conditional uses in the commercial district to consider the impact on nearby residential and commercial uses and the capacity of public facilities and services. 18. Prohibit replatting for exclusively residential purposes in the commercial district. Industrial Area Policies 19. Allow only the following new or expanded industrial uses in the Tumalo rural community boundary: a. Uses authorized under Goals 3 and 4 (farm and forest uses); b. Expansion of a use existing on the date of this rule; c. Small-scale, low impact uses; d. Uses that require proximity to rural resource, as defined in OAR 660-004- 0022(3)(a); e. New uses that will not exceed the capacity of water and sewer service available to the site on the effective date of this rule; or, if such services are not available to the site, the capacity of the site itself to provide water and absorb sewage; f. New uses more intensive than those allowed under subsection (a) through (e) of this section, provided an analysis set forth in the Comprehensive Plan demonstrates, and land use regulations ensure: i. That such uses are necessary to provide employment that does not exceed the total projected work force within the community and the surrounding rural area; ii. That such uses would not rely upon a work force employed by uses within urban growth boundaries; and iii. That the determination of the work force of the community and surrounding rural area considers the total industrial and commercial employment in the community and is coordinated with employment projections for nearby urban growth boundaries. TUMALO COMMUNITY PLAN - 2010 TO 2030 25 Public Facilities Goal Ensure water and sewage treatment systems encompass the appropriate scale and cost. Public Facility Policies I. Determine residential minimum lot sizes by the capacity of the land to accommodate available water and wastewater facilities. 2. Encourage high quality fire protection in Tumalo and the surrounding area. 3. Encourage early planning and acquisition of sites needed for public facilities (e.g. school, roads, water supply facility, parks). 4. Coordinate development within the Laidlaw Water District to determine if connection to its water system is required. 5. Support replatting of lots in the area comprising the Laidlaw Plat and other lands designated commercial to create lots large enough to accommodate a DEQ approved on -site sewage disposal system. 6. Support the protection of the Tumalo Town Ditch easement and its distribution system. 7. Support the development and management of the domestic water system for Tumalo so that cumulative development will not result in public health hazards or adverse environmental impacts that violate state or federal water quality regulations. 8. Coordinate with the Tumalo residents and business owners on the creation of a sewer district, if the community initiates district formation. 26 TUMALO COMMUNITY PLAN - 2010 TO 2030 Transportation Goal Provide a safe and efficient system for all modes of transportation, including active modes, to support local economic development, recreational uses, and community health. Road Network Policies 1. Review the existing Transportation System Plan policies and standards for Tumalo. 2. Review existing roadway design requirements to ensure complete streets which accommodate all modes of travel. Road and Sidewalk Policies 3. Implement road development standards for Tumalo that minimize pavement width and are consistent with the small-scale character of the community. 4. Utilize land development and grant funding opportunities to improve street segments identified for improvement in the Transportation System Plan. 5. Provide functional, cost effective sidewalks that are consistent with the rural character of the community. 6. Provide sidewalks or multi -use paths where they are needed for safety, as set forth in the Transportation System Plan. 7. Construct sidewalks specified on community roads without curbs and gutters, distant from property lines, to allow room for utilities. U.S. 20 Policies 8. Coordinate with the Tumalo community and Oregon Department of Transportation to implement both short and long-term improvements to solve transportation problems, including at the Cook Avenue and U.S. 20 intersection. 9. Enhance the roadside environment, through tree planting, signage or other means. 10. Promote safe access and slower speeds on U.S. 20 through Tumalo. 11. Retain and enhance access across U.S. 20 using above, below, or at grade crossings to support pedestrian, bicycle and equestrian access to recreation and community services. TUMALO COMMUNITY PLAN - 2010 TO 2030 27 Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Monday Meeting of June 22, 2020 DATE: June 18, 2020 FROM: Kristie Bollinger, Property Management, 541-385-1414 TITLE OF AGENDA ITEM: Consideration of TGM Grant Application to Complete Area Planning for County -Owned Property in the City of La Pine RECOMMENDATION & ACTION REQUESTED: Staff recommends your Board support an application to the State of Oregon's TGM grant program to assist with the development of land use and transportation planning for County -owned property in the City of La Pine. If your Board does choose to support applying for the grant, staff will return with an agenda item to memorialize the authorization. PUBLIC HEARING ON THIS DATE? N/A BACKGROUND AND POLICY IMPLICATIONS: In 2001, Deschutes County acquired 544-acres from the Bureau of Land Management in the City of La Pine as a result of the Regional Problem Solving (RPS) Project. In turn, the acquisition assisted in the creation of the Transferable Development Credit (TDC) Program. Since then, portions of the property have been sold for private development, including the Crescent Creek neighborhood, or designated for infrastructure. Deschutes County currently owns property south of Burgess Road, west of US97 and east of Huntington Road consisting of approximately 368-acres referenced as the Newberry Neighborhood; 325-acres known as map and taxlot 2210000000109 located at 16725 Burgess Road, 25-acres known as map and taxlot 2210110000400 located at 51950 Huntington Road and 18-acres known as map and taxlot 2210110000500 located at 51850 Bluewood Avenue. The next phase of this property includes developing an area plan that will inform the design, planning and sculpt the future for this property to benefit the local community, City, County and region collectively. The area plan will result in a mix of housing types, neighborhood commercial, parks/open space and efficient transportation for the County property. The State of Oregon's Department of Land Conservation Development (DLCD) in conjunction with Oregon Department of Transportation (ODOT) are currently accepting applications for their federally funded transportation growth management (TGM) grant program. The purpose of this program is to help local jurisdictions plan for streets and land uses to lead to more livable, sustainable, and economically vital communities. Since the TGM grant aligns with the next phase of this property, staff in collaboration with the City of La Pine, is recommending applying for a $250,000 TGM grant. If a grant is awarded, a planning consultant will be selected through the request for proposal (RFP) process. The City of La Pine has the primary lead on the project, as the resulting area plan will likely require amending the City's Comprehensive Plan and potentially the development code. The County will partner with the City to facilitate the planning process. Grant applications are due by July 31, 2020, with grant awards expected to be announced September 2020. The TGM grants have a 2-year period from award to completion. FISCAL IMPLICATIONS: The TGM program requires grant recipients to provide a 12% match of the grant's amount. This 12% can be cash, in -kind services, or a combination of the two. Deschutes County and the City of La Pine plan to use various staff members to provide in -kind services for the 12% match. Staff members would include Kristie Bollinger, Property Management Manager; Nick Lelack, CDD Director; Peter Russell, Senior Transportation Planner; Tim Berg; GIS Specialist; Melissa Bethel, La Pine City Manager, and Alexa Repko, La Pine Assistant Planner. ATTENDANCE: Peter Russell, Senior Transportation Manager, Community Development Kristie Bollinger, Manager, Property Management Melissa Bethel, City Manager, City of La Pine DISTRIBUTION OF DOCUMENTS: N/A a NEM 40a N m v H 0 N +0.; 0 a� F'" RS ,� tq d N N^ N d 04 cadN" cd ;?- ocd{' 0 an.- A 0N v, �Q '�� 4�NQ cvdc8ttcr • o'�� A y' ;• 0:^ fro.; tIn w • °.b aob) oN+, -�� O 3�^d cd� 0 • a �°�° b�0O-v0N�� co cCS 0�i°04g. Ny y 1 XI N-p�a.� o o rndo Np^'Uogcmo0i.0 y 0%1 '4 0a0.-4-....c9 A:1!"4.9"' .wa9 -4-,c4LUct$ tu:).-1-;°: cnil —"b1) al Gi ta,'.N 0 p .N in as N'rJ 0 +a.U., cn ° •� g cs) 0 1.nN wnO et,0 t•, li A, !. u4 0 U � 4-0 N"C1C,�O, Rt.,, N"ts O N. V ,.., .9 › N 8 w•GA Q+/d 3l° 0 0 9 Ciiit oa; kvo 0 o 0,-.N oC7 t�q� OCC� ccd O 0-4 �co 0 ;.,, N.0 cOi•� PI CCA O,+) 0 o U N p •+� i- +,U•dc,°•W.1 0 w SEC. 7. CO ammo ro o ro To 0 Transferable =CO 411 4 co 4-J Crescent Creek • • G3 -1* a) •• CO C 0 co tio roc E co tap 0 ro CO Qj W e co 12% match CT w CC collaborate on an ro 011 ro w w 4— co c ®�+ !�1 a!,f 4.4 U CO 4 0 v, u ct co 2 CO cr ro Oregon Department of Transportation (ODOT) L. Z • a CU co 0 E so* u ne for grant submittal July 31, 2020 — Application dead 60 0 4-- oJ j'a co CN r9 CD a) L) E c 4.,a) c N 4— CO w 4- -, 4J 4-- s a) 43 co °E)-' 47-, 4-, LCD 4--w - 4-s MEM IS REM 1 3 Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Monday Meeting of June 22, 2020 DATE: June 17, 2020 FROM: Greg Munn, Finance, 541-388-6559 TITLE OF AGENDA ITEM: 2020-21 Budget Committee Follow Up Report BACKGROUND AND POLICY IMPLICATIONS: Several follow up actions were requested as part of the 2020-21 Proposed Budget review with the Budget Committee. Staff will review the following items and update the Board on the status of each: 1. Fair & Expo Center Analysis Work Scope. 2. Vacant FTE Analysis. 3. Hiring Freeze Analysis. 4. Pay Equity Study. 5. Audit Extra Help Pay Method Comparison. 6. General Fund Support to Health. FISCAL IMPLICATIONS: None ATTENDANCE: Tom Anderson, County Administrator and Greg Munn, Acting Treasurer and Chief Financial Officer Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Monday Meeting of June 22, 2020 DATE: June 17, 2020 FROM: Greg Munn, Finance, 541-388-6559 TITLE OF AGENDA ITEM: Treasurer and Finance Report BACKGROUND AND POLICY IMPLICATIONS: None. Report is attached. FISCAL IMPLICATIONS: None. ATTENDANCE: Greg Munn, Acting Treasurer and Chief Financial Officer DATE: TO: FROM: SUBJECT: June 17, 2020 Board of County Commissioners Greg Munn, Acting County Treasurer and Chief Financial Officer Treasury and Finance Report Following is the unaudited monthly finance report for fiscal year to date May 31, 2020. Treasury and Investments • The portfolio balance at the end of May was $210M, a decrease of $19 million from last month but an increase of $4.6M (2%) from a year ago. Note that $13 million of the decrease is due to the transfer of funds to PERS for the new side account. • Net investment income for the month is $312,499, $20,034 less than last month and $101,559 less than May 2019. While the year to date net interest income is 3% more than the prior year, this difference is expected to narrow as the average portfolio return continues to decline. • All portfolio category balances are within limits with the exception of corporate notes and the LGIP. Corporates are at 26.4% of the portfolio (on a 25% policy) and the LGIP balance is $51.6M on $50.4M limit. While the total value of corporates dropped by $3 million from last month, the percent of the portfolio increased as a result of the $13 million transfer to PERS reducing overall total value of the pool. As corporate notes are redeemed, the funds will be reinvested in other categories to bring the value within the category max. • Average portfolio yield continues to decline. Yield average for the month is 1.91% which is down from last month's 2.01% reflecting lower return opportunities in the securities market. • The Local Government Investment Pool rate was reduced from 1.75% to 1.3% during the month. • The weighted average time to maturity is at 0.83 years (vs 0.88 last month) which reflects continued investments in short-term options due to the lack of longer term yield opportunities. Portfolio Breakdown: Par Value by Investment Type Municipal Debt $ 14,730,000 Corporate Notes 55,590,000 Time Certificates U. S. Treasuries Federal Agencies LGIP First Interstate Bank Total Investments 14,000,000 63,465,000 51, 586,172 10,832,328 $ 210,203,499 7.0% 26.4% 0.0% 6.7% 30.2% 24.5% 5.2% 100.0% Investment Income Total Investment Income Less Fee: 5% of Invest. Income Investment Income - Net Prior Year Comparison May-19 May-20 Y-T-D 328,946 4,219,030 (16,447) (210,952) 312,499 4,008,079 414,058 3,893,786 Category Maximums: U.S. Treasuries 100% LGIP ($50,400,000) 100% Federal Agencies 100% Bankers Acceptances 25% Time Certificates 50% Municipal Debt 25% Corporate Debt 25% Weighted Ave Maturity Max 3.54 Years 0.83 FIB/ LGIP Investments Average Yield Percentages Current Month 1.30% 2.15% 1.91% Prior Month 1.75% 2.17% 2.01% Benchmarks 24 Month Treas. LGIP Rate 36 Month Treasury 0.16% 1.30% 0.19% Term Minimum Actual 0 to 30 Days Under 1 Year Under 5 Years 10% 25% 100% 32.2% 66.6% 100.0% Other Corp Issuer Callable Credit W/A Policy 5% 25% AA2 Actual 4.8% 14.2% AA1 4.50% 4.00% 3.50% 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 300, 000, 000 250,000,000 200,000,000 150, 000, 000 100, 000, 000 50,000,000 24 Month Historic Investment Returns Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May 'County Rate 2 Year Treasury Rate Corporate Bond Rate =LGIP Rate Three Year Portfolio Balance r N N IN r 00 W CO CO 00 CO 00 00 00 CO 00 CO 01 0, 0 01 0, 0, 0, 0, 0, 0, 0, 01 0 0 0 0 0 N N 03 - 03 03 00 03 00 <-1 00 N N N N N j Y o OJ n ¢ o a•Ua N oWN vN 2 N z 0 2 a z ^ o a Deschutes County Investments Portfolio Management Portfolio Details - Investments May 31, 2020 Purchases made in May 2019 Purchases made in May 2020 Purchase Maturity Days To Ratings Coupon Par Market Book Inv # ' Inv TYF, ' CUSIP • Security Broke • Date - Date -' Maturi - Mood ' BP/F " Rah - YTM 3 ' Value Value Value '10664 MUN 736688LD2 Portland Community College PJ 11/27/2018 6/1/2020 0 Aal AA+ 3.126 3.126 515,000 515,000 515,000 10479 MUN 686053DH9 Oregon School Boards Assoc DA DAV 11/2/2015 6/30/2020 29 Aa2 AA 5.373 2.05005 875,000 877,835 877,223 10523 MUN 686053DH9 Oregon School Boards Assoc CASTLE 6/24/2016 6/30/2020 29 Aa2 AA 5.373 1.57009 500,000 501,620 501,479 10580 ACB 686053CK3 Oregon School Boards Assoc CASTLE 3/15/2017 6/30/2020 29 Aa2 A+ 2.0626 2.14874 1,000,000 999,020 998,361 10599 MUN 569203MA7 Salern-Keizer School District CASTLE 7/26/2017 6/30/2020 29 Aa2 2.107 1.77835 2,310,000 2,311,964 2,310,590 '10715 AFD 76116FAD9 RFSCP STRIP PRIN MORETN 10/3/2019 7/15/2020 44 Aaa 1.8011 1.85283 3,000,000 2,999,021 2,957,075 '10572 MC1 94974BGM6 Wells Fargo Corporate Note PJ 1/19/2017 7/22/2020 51 A2 A- 2.6 2.35002 1,000,000 1,002,880 1,000,338 '10691 MC1 94974BGM6 Wells Fargo Corporate Note CASTLE 2/22/2019 7/22/2020 51 A2 A- 2.6 2.9402 1,000,000 1,002,880 999,530 '10676 MC1 90331HNW9 U S Bank - Corp Note CASTLE 12/18/2018 7/24/2020 53 Al AA- 2.0509 2.6509 1,500,000 1,500,710 1,499,676 '10680 FAC 3130A5Z77 Federal Home Loan Bank MORETN 12/21/2018 7/29/2020 58 Aaa AA+ 1.83 2.69091 2,000,000 2,005,348 1,997,301 '10717 TRC 912803AU7 U.S. Treasury CASTLE 10/18/2019 8/15/2020 75 Aaa AA+ 1.6379 1.68377 4,000,000 3,999,092 3,945,040 '10742 MC1 89236TFK6 Toyota Mtr Cred - Corp N CASTLE 12/17/2019 - 44064 81 Aa3 AA- 0.5241 1.28862 3,000,000 2,997,371 3,000,807 '10656 TRC 9128284Y3 U.S. Treasury MORETN 9/28/2018 8/31/2020 91 Aaa AA+ 2.625 2.81769 2,000,000 2,012,332 1,999,070 '10633 MC1 053015AD5 AUTOMATIC DATA CASTLE 2/26/2018 9/15/2020 106 Aa3 AA 2.25 2.57022 2,710,000 2,720,652 2,707,586 '10653 TRC 912828L65 U.S. Treasury CASTLE 9/17/2018 9/30/2020 121 Aaa AA+ 1.375 2.75127 2,000,000 2,007,812 1,991,201 '10573 MUN 940093R25 Washington Univ Higher Ed PJ 1/19/2017 10/1/2020 122 Aa3 A+ 5.93 1.97016 400,000 406,072 405,067 '10629 MC1 45905U7J7 International Bonds for Recons CASTLE 2/9/2018 10/5/2020 126 Aaa AAA 2 2.47077 2,000,000 2,012,394 1,995,746 10659 MC1 45905U7J7 International Bonds for Recons CASTLE 10/26/2018 10/5/2020 126 Aaa AAA 2 3.07153 820,000 825,082 816,851 10703 MC1 45905U7J7 International Bonds for Recons CASTLE 6/26/2019 10/5/2020 126 Aaa AAA 2 1.99991 750,000 754,648 750,000 '10657 AFD 76116FAE7 RFSCP STRIP PRIN CASTLE 10/4/2018 10/15/2020 136 Aaa 2.764 2.95083 2,445,000 2,442,886 2,419,469 '10714 MC1 46625HHU7 JPMorgan Chase - Corporate N CASTLE 9/20/2019 10/15/2020 136 A2 A- 4.25 2.05949 3,000,000 3,043,173 3,024,057 '10747 AFD 76116FAE7 RFSCP STRIP PRIN CASTLE 1/29/2020 10/15/2020 136 Aaa 1.6269 1.68812 5,000,000 4,995,677 4,969,269 '10548 MUN 492244OV7 Kern Community College CASTLE 11/15/2016 11/1/2020 153 AA- 2.893 1.80006 500,000 503,345 502,188 '10689 MUN 544587C30 LOS ANGELES MUNI IMP CASTLE 2/11/2019 11/1/2020 153 AA- 3.146 2.87227 2,310,000 2,322,682 2,312,537 10617 FAC 3134GBX56 Federal Home Loan Mtg Corp CASTLE 12/13/2017 11/24/2020 176 Aaa AA+ 2.25 2.17233 3,000,000 3,029,592 3,000,000 10719 MC1 06051GEE5 Bank of America Corp CASTLE 10/22/2019 1/5/2021 218 A2 A- 5.875 1.8832 2,000,000 2,063,030 2,046,675 '10758 MC1 89233P4S2 Toyota Mtr Cred - Corp N PJ 3/25/2020 1/11/2021 224 Aa AA 4.25 2.79599 2,000,000 2,043,070 2,017,400 10745 MC1 94988J5M5 Wells Fargo Corporate Note CASTLE 1/9/2020 1/15/2021 228 Aa2 A+ 2.1413 1.9249 3,000,000 3,003,133 3,004,597 10725 MUN 73209MAC1 POMONA CALIFREDEVAGY PJ 11/22/2019 2/1/2021 245 A+ 3.406 1.80021 1,300,000 1,315,574 1,313,695 '10735 MC1 90331HPA5 US Bancorp PJ 12/6/2019 2/4/2021 248 Al AA- 3 1.85045 2,000,000 2,032,043 2,015,266 10722 FAC 880591 EL2 Tennessee Valley Authority CASTLE 11/5/2019 2/15/2021 259 Aaa AA+ 3.875 1.64993 2,000,000 2,056,187 2,030,922 '10739 TRC 912833LC2 U.S. Treasury CASTLE 12/11/2019 2/15/2021 259 Aaa AA+ 1.6475 1.69748 3,000,000 2,996,394 2,940,690 '10740 TRC 912833LC2 U.S. Treasury CASTLE 12/13/2019 2/15/2021 259 Aaa AA+ 1.6476 1.69757 2,000,000 1,997,596 1,960,640 '10687 VR2 89236TEV3 Toyota Mtr Cred - Corp N CASTLE 1/9/2019 4/13/2021 316 Aa3 AA- 1.5914 2.51526 2,000,000 2,000,197 1,995,279 10702 VR2 ':06051 GFV6 Bank of America Corp ' CASTLE 5/31/2019 4/19/2021 322 Aaa A- 2.5553 3.19016 1,050,000 ' 1,061,251 1,060,271 '10706 MUN 801577NR4 SANTA CLARA CNTY CALIF FING ,CASTLE 7/2/2019 5/1/2021 334 AA+ 2.05 2.26338 1,095,000 1,101,362 1,094,836 10700+MC1 06051GEH8- Bank ofAmerica Corp CASTLE 5/9/2019 5/13/2021 346 A2 A- 52.70027 1,560,000 1,627,634 1,592,954 '10757 MC1 09247XAH4 Federal Home Loan Mtg Corp CASTLE 3/25/2020 5/24/2021 357 Aa3 AA- 4.25 2.65767 2,000,000 2,068,061 2,030,498 '10741 TRC 9128286V7 U.S. Treasury CASTLE 12/13/2019 5/31/2021 364 Aaa AA+ 2.125 1.70172 5,000,000 5,095,510 5,020,730 '10728 MC1 46625HRT9 JPMorgan Chase - Corporate N CASTLE 11/29/2019 6/7/2021 371 A2 A- 2.4 1.92038 3,000,000 3,053,317 3,013,585 10738 MC1 46625HRT9 JPMorgan Chase - Corporate N DA DAV 12/10/2019 6/7/2021 371 A2 A- 2.4 1.95567 2,000,000 2,035,545 2,008,860 10667 MC1 695114CM8 Pacific Corp CASTLE 11/29/2018 6/15/2021 379 Al A+ 3.85 3.35022 1,170,000 1,200,809 1,175,771 10672 MC1 695114CM8 Pacific Corp CASTLE 12/6/2018 6/15/2021 379 Al A+ 3.85 3.35091 830,000 851,856 834,091 10692 MC1 695114CM8 Pacific Corp CASTLE 2/22/2019 6/15/2021 379 Al A+ 3.850 2.850 2000000 2052664.18 2017869.39 10708 FAC 3133EKVC7 Federal Farm Credit Bank CASTLE 7/29/2019 7/19/2021 413 Aaa AA+ 1.875 1.87488 3,000,000 3,053,832 3,000,000 10721 TRC 9128287F1 U.S. Treasury CASTLE 10/31/2019 7/31/2021 425 Aaa AA+ 1.75 1.63127 5,000,000 5,090,235 5,006,755 10705 MUN 797398DK7 SAN DIEGO CNTY CALIF PENSIOFCASTLE 7/1/2019 8/15/2021 440 AA2 AAA 5.835 2.00045 2,000,000 2,108,580 2,090,049 10696 AFD 88059E4M3 Tennessee Valley Authority CASTLE 4/18/2019 9/15/2021 471 Aaa AA+ 2.3733 2.53553 1,020,000 1,009,529 988,328 10648 MC1 45905UC36 International Bonds for Recons CASTLE 7/16/2018 9/28/2021 484 Aaa AAA 2 2.96688 2,000,000 2,000,000 1,975,736 10731 MC1 94988J5T0 Wells Fargo Corporate Note CASTLE 12/5/2019 10/22/2021 508 Aa2 A+ 3.625 1.94977 2,000,000 2,075,659 2,045,541 10724 FAC 3130AFUY0 Federal Home Loan Bank CASTLE 11/8/2019 11/19/2021 536 Aaa AA+ 1.625 1.71093 3,000,000 3,063,094 2,996,295 10744 FAC 3130AHSR5 Federal Home Loan Bank CASTLE 12/20/2019 12/20/2021 567 Aaa AA+ 1.625 1.68014 3,000,000 3,066,568 2,997,485 10732 MC1 46625HJD3 JPMorgan Chase - Corporate N PJ 12/6/2019 1/24/2022 602 A2 A- 4.5 2.01005 2,000,000 2,125,870 2,079,870 10654 MCI 695114CP1 Pacific Corp CASTLE 9/25/2018 2/1/2022 610 Al A+ 2.95 3.32016 700,000 725,751 695,936 10726 FAC 3133EKCY0 Federal Farm Credit Bank CASTLE 11/21/2019 3/14/2022 651 Aaa AA+ 1.95 1.84902 5,000,000 5,005,365 5,007,568 10730 FAC 3133EKCY0 Federal Farm Credit Bank CASTLE 11/29/2019 3/14/2022 651 Aaa AA+ 1.95 1.83828 5,000,000 5,005,365 5,008,379 10720 MC1 90520EAH4 MUFG Union Bank CASTLE 10/25/2019 4/1/2022 669 Aaa A 3.15 2.03755 2,000,000 2,075,991 2,039,585 10750 MC1 90520EAH4 MUFG Union Bank CASTLE 2/5/2020 4/1/2022 669 Aaa A 3.15 1.81145 1,000,000 1,037,995 1,023,948 10759 MC1 037833CP3 Apple Inc CASTLE 3/27/2020 5/11/2022 709 Aal AA+ 2.0809 3.16241 1,000,000 999,237 979,733 10733 MC1 0846648T7 Berkshire Hathaway Inc MORETN 12/6/2019 5/15/2022 713 Aa2 AA 3 1.74 2,000,000 2,112,504 2,048,033 10736 FAC 3133ELCH5 Federal Farm Credit Bank PJ 12/5/2019 6/2/2022 731 Aaa AA+ 1.7 1.71644 2,000,000 2,000,097 1,999,357 10652 MUN 6860538Q1 Oregon School Boards Assoc MORETN 9/14/2018 6/30/2022 759 Aa2 AA 5.48 3.12 925,000 1,004,920 967,493 10748 FAC 3133EKJ56 Federal Farm Credit Bank CASTLE 1/31/2020 8/30/2022 820 Aaa Ms 1.9 1.30349 3,000,000 3,009,564 3,011,316 10727 MC1 06051GEU9 Bank of America Corp CASTLE 11/25/2019 1/11/2023 954 A2 A-1 3.3 2.12008 2,000,000 2,116,763 2,059,288 10753 FAC 3135G0X99 Federal National Mtg Assn CASTLE 2/24/2020 2/14/2023 988 Aaa AA+ 1.7 1.69993 4,000,000 4,010,056 4,000,000 10709 MUN 29270CNU5 Bonneville Power Administratio CASTLE 7/30/2019 7/1/2023 1125 Aal AA- 5.803 2.12492 1,000,000 1,144,730 1,108,247 10713 MC1 361582AD1 Berkshire Hathaway Inc CASTLE 9/9/2019 7/15/2023 1139 Aa3 AA 7.35 2.03065 500,000 592,704 579,475 10754 FAC 3134GVEG9 Federal Home Loan Mtg Corp R W B 2/28/2020 2/28/2024 1367 Aaa AA+ 1.625 1.625 4,000,000 4,006,324 4,000,000 10755 FAC 3133ELQV9 Federal Farm Credit Bank PJ 3/3/2020 9/3/2024 1555 Aaa AA+ 1.7 1.7 2,000,000 2,000,104 2,000,000 10752 FAC 3135G0Y23 Federal National Mtg Assn CASTLE 2/18/2020 2/18/2025 1723 Aaa AA+ 1.9 1.9 2,000,000 2,004,520 2,000,000 10078 RRP SYS10078 Local Govt Investment Pool 7/1/2006 - - 1 1.3 1.3 51,586,172 51,586,172 51,586,172 10084 RR2 SY510084 First Interstate 7/1/2006 - - 1 2.75 2.75 10,832,328 10,832,328 10,832,328 210,203,499 212,308,178 210,797,001 Budget to Actuals Report Revenue YTD in the General Fund is $36.7 million or 101.7% of budget (up from 97.9% last month), an increase of $3.8 million (11%) from last year which was at 99.5% of budget for the same time period. Expenses YTD are $32.9 million and 87.5% of budget compared to $31.0 million and 86.6% of budget last year. Expenses YTD are $1.9 million (6%) more than the same time period last year. County Wide Financial Dashboard Fund Select All Blank! ■ 001 - (Sen Pi al Fund 010-Assort{ielk... 020 lode Abate... 030 - Community 040 - _ our_ Teel in 050 - icnntirin( L... 000 Genet aCCU... 130 aty Library 110 - ,ark AcuulnL. 132 - Park Ceveh;. Monthly GL Period 0 11 $ 9.6 M (Blank) Requirements 87.5% Resources Monthly Expenditures 001 - General Fund Budget to Actuals Beginning Working Capital 11 91.7% Year Complete Budget to ACtuals by Category 86.6% i Fy 0 Pfmjetted Ending Working Capital %ot last year budget f, Monthly Revenues .�_. 99.5% %. of last year budaet Approved FTE 109.66 ,ACANi On the attached pages you will find the Budget to Actuals Report for the County's major funds with actual revenue and expense data compared to budget through May 31, 2020. Position Control Summary Org Jul Aug Sep Oct Nov Dec Jan Feb Mar April May July - June Percent Unfilled Assessor Filled 34.26 34.26 34.26 34.26 34.26 34.26 34.26 33.26 33.26 33.26 33.26 Unfilled 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 3.87% Clerk Filled 8.48 8.48 8.48 8.48 8.48 8.48 8.48 8.48 8.48 8.48 8.48 Unfilled - - - - - - - 1.00 1.00 2.10% BOPTA Filled 0.52 0.52 0.52 0.52 0.52 0.52 0.52 0.52 0.52 0.52 0.52 Unfilled - - - - - - - - 0.00% DA filled 49.95 49.95 49.95 51.95 50.95 51.75 51.75 50.60 51.60 51.60 52.10 Unfilled 2.00 2.00 2.00 - 1.00 1.00 1.45 2.50 1.50 1.50 2.00 2.93% Tax Filled 4.50 4.50 4.50 4.50 4.50 4.50 4.50 4.50 4.50 4.50 4.50 Unfilled - - - - - - - - 0.00% Veterans' Filled 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Unfilled - - - - - - - 0.00% Property Mngt Filled 1.80 1.80 1.80 1.80 1.80 1.80 1.80 0.80 1.80 1.80 1.80 Unfilled - - - - - - - 1.00 - - - 5.05% Total General Fund Filled 103.51 103.51 103.51 105.51 104.51 105.31 105.31 102.16 104.16 104.16 104.66 Unfilled 3.00 3.00 3.00 1.00 2.00 2.00 2.45 5.50 3.50 4.50 5.00 2.96% Justice Court Filled 4.60 4.60 4.60 4.60 3.60 3.60 4.60 4.60 4.60 4.60 4.50 Unfilled - - - - 1.00 1.00 - - 0.10 4.15% CommunityJustice Filled 46.90 47.20 47.20 47.90 47.90 47.90 47.90 47.90 46.90 47.90 47.90 Unfilled 1.00 0.70 0.70 - - - - - 1.00 - - 0.65% Sheriff Filled 221.75 221.75 224.75 220.75 223.75 224.75 223.75 218.75 226.75 225.75 228.75 Unfilled 18.75 18.75 15.75 19.75 16.75 15.75 16.75 21.75 13.75 14.75 11.75 6.96% Health Srvcs Filled 284.55 286.65 291.20 293.95 291.95 293.30 294.10 293.35 293.35 294.45 286.95 Unfilled 20.35 18.25 18.70 16.95 18.75 17.40 17.05 17.80 17.80 16.70 31.70 6.19% COD Filled 53.00 54.00 54.00 56.00 55.00 55.00 56.00 55.00 55.00 55.00 55.00 Unfilled 3.00 2.00 2.00 2.00 3.00 3.00 2.00 3.00 3.00 3.00 3.00 4.59% Road Filled 55.00 55.00 56.00 55.00 54.00 55.00 55.00 54.00 55.00 55.00 54.00 Unfilled 1.00 1.00 - 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 2.11% Adult P&P Filled 37.85 38.55 39.55 38.85 38.85 39.85 39.85 39.60 39.60 39.60 39.60 Unfilled 2.00 1.30 0.30 1.00 1.00 - - 0.25 0.25 0.25 0.25 1.51% Solid Waste Filled 24.00 24.00 24.00 23.00 23,00 23.00 23.00 23.00 23.00 23.00 23.00 Unfilled 0.50 0.50 0.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 5.01% 9-1-1 Filled 55.52 53.53 56.53 56.53 56.53 55.53 53.00 53.00 53.00 53.00 54.00 Unfilled 4.48 6.48 3.48 3.48 3.48 4.48 7.00 7.00 7.00 7.00 6.00 9.07% Victims Assistance Filled 7.00 7.00 7.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Unfilled 1.00 1.00 1.00 - - - - - 3.41% GIS Dedicated Filled 1.30 1.30 1.30 2.30 2.30 2.30 2.30 2.30 2.30 2.30 2.30 Unfilled 1.00 1.00 1.00 - - - - - 11.86% Fair & Expo Filled 12.00 11.00 11.00 11.00 11.00 11.00 11.00 12.00 11.00 11.00 10.91 Unfilled - 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.09 6.89% Natural Resource Filled 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 Unfilled - - - 1.00 1.00 1.00 - - 15.79% ISF - Facilities Filled 19.00 19.00 19.00 19.00 19.00 20.00 20.00 20.00 20.00 20.00 19.60 Unfilled 6.00 6.00 6.00 6.00 6.00 5.00 5.00 5.00 5.00 5.00 5.40 21.96% ISF - Admin Filled 5.75 5.75 5.75 6.75 6.75 6.75 7.75 7.75 7.75 7.75 7.75 Unfilled 1.00 1.00 2.00 1.00 1.00 1.00 - - 8.41% ISF - BOCC Filled 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Unfilled - - - - - - - - 0.00% ISF - Finance Filled 10.00 10.00 10.00 10.00 10.00 10.00 9.00 10.00 10.00 10.00 10.00 Unfilled - - - - - - 1.00 - 0.91% ISF - Legal Filled 6.00 6.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Unfilled 1.00 1.00 - - - - - - 2.60% ISF - HR Filled 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Unfilled - - - - - - - - 0.00% ISF - IT Filled 14.70 14.70 14.70 14.70 15.70 15.70 15.70 15.70 15.70 15.70 15.70 Unfilled 1.00 1.00 1.00 1.00 - - - - 2.32% ISF - Risk Filled 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 U Unfilled 1.00 1.00 - - - - - - - 7•48% Total: Filled 976.68 977.79 991.34 995.09 993.09 998.24 998.51 989.36 998.36 999.46 994.87 Unfilled 66.08 64.98 56.43 56.68 58.48 54.13 54.75 63.80 54.80 54.70 67.79 % Unfilled 6.34% 6.23% 5.39% 5.39% 5.56% 5.14% 5.20% 6.06% 5.20% 5.19% 6.38% 5.64% Budget to Actuals - Countywide Summary All Departments FY20 YTD May 31, 2020 (unaudited) 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 RESOURCES Budget 001 - General Fund 030 - Juvenile 160/170 - TRT 220 - Justice Court 255 - Sheriff's Office 274 - Health Services 295 - CDD 325 - Road 355 - Adult P&P 465 - Road CIP 610 - Solid Waste 615 - Fair & Expo 616 - Annual County Fair 617 - Fair & Expo Capital Reserve 618 - RV Park 619 - RV Park Reserve 670 - Risk Management 675 - Health Benefits 705 - 911 999 - Other TOTAL RESOURCES Actuals Budget Actuals 0/0 33,938,668 34,900,450 103% 786,286 842,485 107% 7,282,600 7,682,623 105% 552,000 608,275 110% 39,225,869 40,517,859 103% 35,444,454 37,595,739 106% 8,153,746 7,755,886 95% 22,876,423 23,035,209 101% 6,360,818 6,463,769 102% 959,104 261,131 27% 11,868,613 11,504,244 97% 1,499,100 1,589,820 106% 1,595,400 1,624,840 102% 7,800 20,791 267% ; 35,797,833 36,465,332 856,930 667,922 7,732,000 7,387,783 578,000 515,461 41,581,807 42,410,920 36,132,298 29,736,217 8,468,820 7,167,653 22,785,827 20,302,503 5,775,278 6,507,609 2,142,893 1,511,115 11, 724, 869 11,164, 785 1,561,500 940,970 1,649,700 1,531,059 93% 16,000 20,011 125% 102% 78% 96% 89% 102% ; 82% 85% 89% 113% 71% 95% 60% Projection 37,445,795 105% 807,339 94% 7,465,178 97% 555,667 96% 42,618,805 102% 34,751,978 96% 7,966,111 94% 22,122,257 97% 6,581,955 114% 2,257,612 105% 11,935,443 102% 1,004,300 64% 1,562,088 95% 21,460 134% 358,600 488,620 136% ; 437,700 374,438 86% ; 396,472 91% 12,550 3,383 27% 3,731 30% 3,569,944 3,477,056 97% ; 3,495,039 3,658,141 105% ; 3,893,539 111% 21,411,563 22,699,675 106% ; 22,318,433 19,908,304 89% 21,708,514 97% 10,260,013 10,514,313 102% ; 10,563,350 10,686,488 101% ; 11,072,264 105% ; 34,727,441 37,041,417 107% ; 29,544,540 31,388,714 106% ; ; 29,743,400 101% ; 240,878,442 248,624,202 103% ; 243,175,367 232,348,805 96% ; ; 243,913,908 100% ; Fiscal Year 2019 1 Fiscal Year 2020 REQUIREMENTS Budget 001 - General Fund 030 - Juvenile 160/170 - TRT 220 - Justice Court 255 - Sheriffs Office 274 - Health Services 295 - CDD Actuals Budget Actuals Projection 17,486,029 16,406,076 94% 18,300,987 15,945,300 87% 17,894,170 98% 7,040,903 6,638,892 94% 7,127,337 6,329,697 89% ; 6,928,059 97% 2,335,678 2,233,953 96% 2,212,140 2,146,959 97% ; 2,201,803 100% 658,081 652,039 99% ; 678,141 614,244 91% ; 665,091 98% 42,853,022 41,553,897 97% ; 44,685,809 40,580,681 91% ; 44,976,915 101% ; 44,974,364 42,441,390 94% 47,589,309 37,718,258 79% ; 43,818,248 92% 7,726,157 7,331,793 95% ; 7,905,639 6,837,367 86% ; 7,438,705 94% 'C ES Budget to Actuals - Countywide Summary All Departments FY20 YTD May 31, 2020 (unaudited) 325 - Road 14,689,753 12,158,904 83% ; 14,573,336 10,998,735 75% ; 355 - Adult P&P 6,505,128 6,208,673 95% ; 6,589,491 5,849,997 89% 465 - Road CIP 8,309,501 5,484,366 66% ; 13,835,913 4,924,403 36% 610 - Solid Waste 8,310,720 7,643,635 92% ; 8,384,039 5,912,580 71% 615 - Fair & Expo 2,688,885 2,789,095 104% ; 2,464,787 2,171,942 88% 616 -Annual County Fair 1,352,402 1,362,448 101% ; 1,504,700 1,595,104 106% 617 - Fair & Expo Capital 450,000 298,175 66% : 1,662,775 321,987 19% Reserve 618 - RV Park 521,971 499,108 96% ; 540,373 405,851 75% 619 - RV Park Reserve 100,000 1,694 2% 670 - Risk Management 3,858,097 2,862,764 74% ; 4,132,295 2,207,748 53% 675 - Health Benefits 23,144,255 21,211,086 92% ; 22,115,011 19,329,355 87% 705 - 911 13,379,064 10,570,113 79% ; 12,250,336 9,743,960 80% 999 - Other ; 44,989,660 33,602,228 75% ; 57,540,907 34,319,791 60% TOTAL REQUIREMENTS 251,273,671 221,948,635 88% ; 274,193,325 207,955,651 76% 91.7% Year Complete 13,831,717 95% 6,433,848 98% 7,446,438 54% 8,103,232 97% 2,342,806 95% 1,615,214 107% 502,278 30% 494,960 92% 24,641 25% 2,916,598 71% 24,034,403 109% 11,772,457 96% 57,300,610 100% 260,742,194 95% VCES Budget to Actuals - Countywide Summary ss All Departments FY20 YTD May 31, 2020 (unaudited) TRANSFERS 001 - General Fund 030 - Juvenile 160/170 - TRT 220 - .Justice Court 255 - Sheriffs Office 274 - Health Services 295 - CDD 325 - Road 355 - Adult P&P 465 - Road CIP 610 - Solid Waste 615 - Fair & Expo 616 - Annual County Fair 617 - Fair & Expo Capital Reserve 618 - RV Park 619 - RV Park Reserve 670 - Risk Management 705 - 911 999 - Other TOTAL TRANSFERS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals (18,077,559) (18,091,539) 100% ; (19,023,310) (16,734,109) 88% 5,744,015 5,744,015 100% ; 5,874,465 5,399,418 92% (4,649,866) (4,449,866) 96% (4,133,128) (3,629,417) 88% 30,000 30,000 100% ; 2,981,253 2,981,254 100% ; 3,119,936 2,837,248 91% 6,177,535 6,179,204 100% ; 6,102,365 5,123,153 84% (1,152,624) (1,170,172) 102% ; (1,448,081) (1,063,667) 73% (14,464,308) (14,464,308) 100% ; (11,910,575) (6,612,088) 56% 165,189 165,189 100% ; 223,189 214,915 96% 13,811,725 13,393,963 97% ; 12,014,914 5,298,487 44% (4,688,023) (5,000,029) 107% ; (3,296,192) (1,624,273) 49% 1,220,994 1,164,996 95% ; 1,022,863 758,511 74% (322,998) (267,000) 83% ; (145,000) (62,500) 43% 830,083 630,083 76% 286,687 215,013 75% 160,000 160,000 100% (3,168) (3,168) 100% 12, 237, 752 12, 997, 378 106% (307,000) (64,750) 21% 502,000 251,000 50% ; (6,918) (5,187) 75% - 999% 11,123,785 9,698,246 87% Projection (19,023,310) 100% 5,874,465 100% (4,070,557) 98% 3,119,936 100% 6,285,920 103% (1,110,268) 77% (11,910,575) 100% 223,189 100% 11,893,453 99% (3,296,192) 100% 826,348 81% 0% 275,631 96% (307,000) 100% 502,000 100% (6,918) 100% 10,723,878 96% Budget to Actuals - Countywide Summary All Departments FY20 YTD May 31, 2020 (unaudited) 91.7% Year Complete Fiscal Year 2019 1 Fiscal Year 2020 ENDING FUND BALANCE Budget 001 - General Fund 030 - Juvenile 160/170 - TRT 220 - Justice Court 255 - Sheriffs Office 274 - Health Services 295 - CDD 325 - Road 355 - Adult P&P 465 - Road CIP 610 - Solid Waste 615 - Fair & Expo 616 - Annual County Fair 617 - Fair & Expo Capital Reserve 618 - RV Park 619 - RV Park Reserve 670 - Risk Management 675 - Health Benefits 705 - 911 999 - Other Actuals Budget Actuals Projection 9,265,080 12,349,379 133% 9,563,536 16,135,302 12,877,694 135% 689,399 1,296,490 188% ; 694,058 1,034,133 1,050,235 151% 2,261,401 2,565,255 113% ; 3,686,732 4,176,662 3,758,073 102% 67,919 144,227 212% ; 64,859 45,444 34,803 54% ; 13,191,907 16,818,660 127% ; 14,732,933 21,486,146 17,580,486 119% ; 3,850,339 10,638,105 276% ; 4,766,157 7,779,218 ; 7,857,755 165% ; 1,478,676 1,783,536 121% ; 1,097,104 1,050,155 ; 1,200,673 109% ; 2,416,014 6,726,840 278% ; 2,303,905 9,418,519 3,106,805 135% ; 2,220,879 2,754,005 124% ; 1,998,976 3,626,532 3,125,301 156% ; 14,148,365 17,759,555 126% ; 15,938,430 19,644,754 24,464,182 153% ; 600,000 799,570 133% ; 644,638 4,427,502 1,335,589 207% ; 31,209 (94,564) -303% ; 199,576 (567,025) (606,722) -304% ; (80,000) 98,629 -123% ; (27,916) 45,503 999% `, 1,145,883 1,143,224 100% ; 1,056,260 938,037 999% ; 315,629 592,992 188% ; 150,327 496,829 ; 187,504 125% 414,550 252,689 481,090 116% 5,308,679 7,193,407 136% ; 5,455,826 8,638,613 8,163,430 150% 14,318,894 16,563,905 116% ; 16,309,716 17,142,854 14,238,016 87% 5,505,949 8,604,816 156% ; 6,066,720 9,547,344 7,904,623 130% 57,804,050 73,981,336 128% ; 54,618,580 67,748,505 ; 57,148,003 105% TOTAL FUND BALANCE 134,540,271 181,719,367 135% ; 138,706,623 193,112,520 ; ; 164,891,080 119% Budget to Actuals Report General Fund - Fund 001 FY20 YTD May 31, 2020 (unaudited) RESOURCES Property Taxes - Current Property Taxes - Prior Other General Revenues Assessor Clerk BOPTA District Attorney Tax Office Veterans Property Management TOTAL RESOURCES REQUIREMENTS Assessor Clerk BOPTA District Attorney Medical Examiner Tax Office Veterans Property Management Non -Departmental TOTAL REQUIREMENTS TRANSFERS Transfers In Transfers Out TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) A B C D E F G H J K TOTAL FUND BALANCE 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals Ok 27,318,385 389,000 2,685,500 870,658 1,787,270 12,700 389,782 198,950 166,423 120,000 27,774,133 102% : 29,046,840 433,798 112% 391,000 3,272,354 122% 3,020,400 823,127 95% 837,283 1,702,762 95% 1,615,280 12,119 95% 12,220 386,919 99% 383,806 206,292 104% 195,390 168,945 102% 1 175,614 120,000 100% : 120,000 29,227,259 940,567 2,695,301 919,329 1,996,868 13,659 267,126 252,124 132,461 20,638 101% 241% 89% 110% 124% 112% 70% 129% 75% 17% 33,938,668 34,900,450 103% ; 35,797,833 36,465,332 102% Projection % $ Variance 29,256,769 101% 950,000 243% 3,134,100 104% 920,000 110% 2,192,569 136% 15,000 123% 421,743 110% 260,000 133% 175,614 100% 120,000 100% 209,929: A 559,000: B 113,7001 C 82,717 577,289; D 2,780 37,937! E 64,610; F G 37,445,795 105% ; 1,647,962: Budget Actuals Budget Actuals 4,802,452 1,854,397 73,125 7,372,932 173,129 872,020 572,287 287,858 1,477,829 4,530,558 1,598,764 69,565 6,993,244 160,296 779,330 539,026 278,966 1,456,326 94% 86% 95% 95% 93% 89% 94% 97% 99% 4,993,290 2,049,501 77,950 7,873,159 235,542 846,307 589,551 281,985 1,353,702 4,304,411 86% 1,516,533 74% 66,980 6,948,721 88% 167,746 71% 793,361 94% 481,205 82% 277,181 98% 1,389,163 103% 86% 17,486,029 16,406,076 94% ; 18,300,987 15,945,300 87% Projection % $ Variance 4,810,019 96% , 183,271, H 1,958,455 96% 1 91,046! H 76,783 99% 1,167! 7,684,402 98% ; 188,757! H 192,746 82% 42,796! 856,057 101% ; (9,750) 586,570 99% ; 2,981 302,436 107% r (20,451); I 1,426,702 105% r ; (73,000): J 17,894,170 98% 406,817: Budget Actuals % Budget Actuals Projection % $ Variance 326,122 289,065 89% : 260,000 195,000 75% ; 260,000 100% (18,403,681) (18,380,604) 100% (19,283,310) (16,929,109) 88% : (19,283,310) 100% 1 (18,077,559) (18,091,539) 100% ; (19,023,310) (16,734,109) 88% ; (19,023,310) 100% -1 K Budget Actuals % Budget Actuals 10,890,000 11,946,544 16,452,639 18,494,374 k (18,077,559) (18,091,539) 110% : 11,090,000 12,349,379 111% 17,496,846 20,520,031 (19,023,310) (16,734,109) $ 9,265,080 $ 12,349,379 Projection % $ Variance 12,349,379 111% 19,551,625 (19,023,310) 1,259,379: 2,054,779; 133% ; $ 9,563,536 $ 16,135,302 169% ; ; $ 12,877,694 135% ; $3,314,158: Actual 19-20 TAV is a 5.36% increase compared to FY 18-19 vs. 5.5% budgeted. Collection rate is projected to be 95.8% versus 95% budgeted. TDS Baja deferred biting credits per ORS 305.286 in addition to settlement payment PILT payment of $500,000 received in July. Includes $112,566 of Marijuana tax YTD. Recording fees are up 50.5% YTD compared to the prior year Discovery Fee revenues expected to be collected in full by the end of the fiscal year Oregon Dept. of Veteran's Affairs grant reimbursed quarterly. Interfund land -sale management revenue recorded at year-end. Savings related to FTE vacancies YTD and forecasted vacancy rates consistent with YTD experience. Retirement payout not anticipated when the budget was developed Deschutes County's contribution to small business loan program Repayment to General Fund from Finance Reserves for ERP Implementation 1ESc Budget to Actuals Report Juvenile - Fund 030 FY20 YTD May 31, 2020 (unaudited) RESOURCES OYA Basic & Diversion ODE Juvenile Crime Prev Leases Inmate/Prisoner Housing DOC Unif Crime Fee/HB2712 Interest on Investments OJD Court Fac/Sec SB 1065 Gen Fund -Crime Prevention Food Subsidy Miscellaneous Contract Payments Case Supervision Fee TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS Transfers In- General Funds Transfers Out-Veh Reserve TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) A 8 c D E G H J K L TOTAL FUND BALANCE 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Ok Budget Actuals % Projection % $ Variance 407,113 413,320 102% : 442,601 295,641 67% 390,000 88% : (52,601): A 91,379 92,492 101% ; 91,379 62,455 68% 80,000 88% ! (11,379). A 85,000 87,311 103% t 86,400 82,057 95% ; 95,000 110% : 8,600: B 70,000 97,200 139% ; 80,000 93,900 117% ; 95,000 119% ! 15,000, C 35,000 43,681 125% , 35,000 49,339 141% ! 49,339 141%; 14,339! D 25,000 31,318 125% ! 31,000 25,149 81% , 27,000 87% (4,000) E 17,000 27,158 160% ! 26,000 19,368 74% ! 22,000 85% (4,000); 20,000 20,000 100% ; 20,000 15,000 75% ; 20,000 100% F 18,744 12,052 64% ; 16,000 12,072 75% , 14,500 91% (1,500) G 2,050 4,603 225% ; 14,050 3,569 25% 4,000 28% (10,050) H 8,000 7,269 91% ; 8,000 5,085 64% ! 5,500 69% (2,500) I 7,000 6,081 87% ; 6,500 4,286 66% ! 5,000 77% (1,500), J 786,286 842,485 107% ; 856,930 667,922 78% ; ; 807,339 94% ; (49,591): Budget Actuals Budget Actuals % Projection % $ Variance 5,705,245 1,327,658 8,000 5,412,349 95% 1,218,976 92% 7,566 95%! 5,797,927 5,175,927 89% 5,653,649 98% : 144,278: K 1,329,410 1,153,770 87% 1,274,410 96% ; 55,000! L kk 7,040,903 6,638,892 94% 7,127,337 6,329,697 89% ; ; 6,928,059 97% ; 199,278: Budget Actuals 0/0 Budget Actuals % Projection % $ Variance 5,831,015 (87,000) 5,744,015 5,831,015 100% , k (87,000) 100% 5,744,015 100% 5,961,465 (87,000) 5,874,465 5,464,668 92% � k, 5,961,465 100% (65,250) 75% ; ; (87,000) 100% i 5,399,418 92% ; ; 5,874,465 100% Budget Actuals Budget Actuals 0/0 1,200,000 1,348,881 112% ; 1,090,000 1,296,490 119% (6,254,617) (5,796,407) (6,270,407) (5,661,775) 5,744,015 5,744,015 5,874,465 5,399,418 $ 689,399 $ 1,296,490 Projection % $ Variance 1,296,490 119% (6,120,720) 5,874,465 206,490: 149,687; i 188% ; $ 694,058 $ 1,034,133 149% ; ; $ 1,050,235 151% ; $356,177; Quarterly Reimbursement based on actual expenses; COVID impacted lowered projection Projection based on YTD actuals. Leased a second office to J Bar J Youth Service. Out of county juvenile detention housing. Fluctuates in accordance with other county policy/usage. Current YTD trend higher than budgeted. Annual payment received from State Dept. of Corrections based on new state formula higher than budgeted Interest projection based on current investment rate and anticipated cash balances Quarterly Reimbursement based on actual expenses; COVID impacted lowered projection Projection based on YTD actuals. Less than anticipated qualifying juvenile detention meals. Anticipated grant revenue from youth substance abuse research study lower than budgeted due to project start-up delays. Payments for community service crew projects. Fluctuates depending on community need/request. Covid impact lowered projection. Projection based on YTD actuals. COVID impact lowered projection further. Projected Personnel savings based on YTD average vacancy rate of 0.7% Projected based on YTD actuals. COVID impact lowered many staff and youth expense projections. Budget to Actuals Report TRT - Fund 160/170 FY20 YTD May 31, 2020 (unaudited) RESOURCES Room Taxes Interest TOTAL RESOURCES REQUIREMENTS COVA Interfund Contract Interfund Charges Auditing Services Software Office Supplies Printing Public Notices Sunriver Service Dist Refunds & Adjustments Temporary Help TOTAL REQUIREMENTS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals • Projection 7,260,000 7,618,179 105% 22,600 64,444 285% 7,282,600 7,682,623 105% % $ Variance 7,670,000 7,303,415 95% 7,375,475 96% (294,525)i A 62,000 84,367 136% ! ! 89,703 145% ! 27,703; B 7,732,000 7,387,783 96% , 7,465,178 97% ; (266,822): Budget Actuals Ok Budget Actuals 1,946,668 59,121 39,087 12,501 60,000 4,000 2,200 3,101 200,000 9,000 2,067,761 59,121 39,087 10,800 51,533 1,589 209 1,834 106% 100% 100% ! 86% 86% 40% 9% 59% 0% 2,020 22% 2,064,221 79,160 37,309 14,500 10,350 3,000 2,000 1,600 1,982,316 72,563 34,200 4,200 5,600 741 642 1,540 36,500 8,657 96% 92% 92% 29% 54% 25% 32% 96% 999% 999% 2,335,678 2,233,953 96% Projection % $ Variance 1,983,227 79,160 37,309 14,500 10,350 3,000 2,000 1,600 62,000 8,657 96% 100% 100% 100% 100% 100% 100% 100% 999% 999% i 80,994; C -! D -i (62,000); E (8,657) 2,212,140 2,146,959 97% ; 2,201,803 100% ; 10,337: TRANSFERS Budget Transfer Out - RV Park Transfer Out - Annual Fair Transfer Out - F&E Reserve Transfer Out - F&E Transfer Out - Sheriff TOTAL TRANSFERS Actuals Budget Actuals (150,000) (830,083) (517,996) (3,151,787) (4,649,866) (150,000) 100% (630,083) 76% (517,996) 100% (3,151,787) 100% t (4,449,866) 96% ; (35,000) (250,000) (286,687) (409,654) (3,151,787) (4,133,128) (26,250) 75% (187,500) 75% (215,013) 75% (311,526) 76% (2,889,128) 92% (3,629,417) 88% Projection % $ Variance (35,000) 100% (250,000) 100% (275,631) 96% (358,139) 87% (3,151,787) 100% 11,056! 51,515 (4,070,557) 98% ; 62,571: FUND BALANCE Budget Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE Actuals Budget Actuals • Projection % $ Variance 1,964,345 4,946,922 1,566,452 80% 5,448,669 (4,649,866) (4,449,866) 2,300,000 2,565,255 112% 5,519,860 5,240,824 (4,133,128) (3,629,417) $ 2,261,401 $ 2,565,255 113% ; 2,565,255 112% 5,263,375 (4,070,557) 265,255: (256,485) 62,571; $ 3,686,732 $ 4,176,662 113% ; ; $ 3,758,073 102% ; $71,341: A Prior year collections YTD was 98% of budget, compared to current year collections YTD of 95%; remaining than budget due to COVID. g Includes interest payments from delinquent tax collections. c COVA is estimated to receive less TRT revenue than budgeted due to COVID D Contracted services with the Finance Department for operating TRT program E The BOCC approved EDCO's Q4 payment to be paid with TRT funds instead of Video Lottery Funds FY20 revenue assumed to be lower Budget to Actuals Report Justice Court - Fund 220 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals OA Budget Actuals % Projection % $ Variance Court Fines & Fees 550,000 605,344 110% 575,000 513,796 89% : ; 553,967 96% ; (21,033); A Interest on Investments 2,000 2,931 147% ; 3,000 1,664 55% ; 1,700 57% ; (1,300) 5 ! ! TOTAL RESOURCES 552,000 608,275 110% ; 578,000 515,461 89% 555,667 96% (22,333): REQUIREMENTS Budget Actuals Ok Budget Actuals Projection % $ Variance Personnel Services 508,650 508,098 100% 516,868 482,804 93% 523,818 101% ; (6,950); B Materials and Services 149,431 143,941 96% 161,273 131,440 82% 141,273 88% 20,000; C TOTAL REQUIREMENTS ; 658,081 652,039 99% ; 678,141 614,244 91% ; ; 665,091 98% ; 13,050: TRANSFERS Transfers In- Genera! Fund TOTAL TRANSFERS FUND BALANCE Budget Actuals % Budget Actuals 30,000 30,000 100% 30,000 30,000 100% Projection % $ Variance Budget Actuals % Budget Actuals Projection % $ Variance Beginning Fund Balance 144,000 157,990 110% : 165,000 144,227 87% 144,227 87% : (20,774); Resources over Requirements (106,081) (43,764) (100,141) (98,783) (109,424) (9,283) Net Transfers - In (Out) 30,000 30,000 i TOTAL FUND BALANCE $ 67,919 $ 144,227 212% ; $ 64,859 $ 45,444 70% ; , $ 34,803 54% ; ($30,057): A Loss of revenue is a result of not accepting small claims filings in March, April & May due to COVID 19 g Projected Personnel overage attributed to payout for terminated employee; however, overage reduced from March's projections because temporary help have been laid off due to COVID 19 c Projection based on actuals to date and estimated spending through June 30, 2020 Budget to Actuals Report Sheriffs Office - Fund 255 FY20 YTD May 31, 2020 (unaudited) RESOURCES LED #1 Property Tax Current LED #2 Property Tax Current Sheriff's Office Revenues LED #1 Property Tax Prior LED #2 Property Tax Prior LED #1 Interest LED #2 Interest LED #1 Foreclosed Properties LED #2 Foreclosed Properties 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals % Projection % $ Variance 24,780,245 25,153,487 102% : 26,293,470 26,422,092 100% , 26,432,672 101%; 139,202; A 10,027,098 10,171,051 101% ; 10,632,014 10,666,539 100% ; 10,670,810 100% ; 38,796, A 3,675,026 4,153,450 113% ; 3,922,323 3,844,418 98% ; 4,007,323 102% ; 85,000; B 312,000 326,275 105% , 312,000 733,246 235% ; 740,000 237% ; 428,000, C 166,500 157,143 94% ; 148,000 318,915 215% , 322,000 218% 174,000; C 145,000 288,269 199% ; 138,000 273,025 198% ; 285,000 207% , 147,000; D 120,000 193,301 161% ; 136,000 152,686 112% ; F 161,000 118% ; 25,000; D 53,322 - - 21,561 TOTAL RESOURCES 39,225,869 40,517,859 103% ; 41,581,807 42,410,920 102% ; ; 42,618,805 102% ; 1,036,998: REQUIREMENTS Sheriff's Services Civil/Special Units Automotive/Communications Detective Patrol Records Adult Jail Court Security Emergency Services Special Services Training Crisis Stabilization Center Other Law Enforcement Non - Departmental TOTAL REQUIREMENTS TRANSFERS Budget Actuals Budget Actuals % Projection % $ Variance 2,997,984 3,068,683 102% : 3,105,057 2,782,022 90% : : 3,112,179 100% : (7,122); E 1,181,695 1,149,677 97% 1,232,158 1,093,232 89% 1,196,668 97% 1 35,490, 2,644,785 2,532,545 96% , 2,858,337 2,575,427 90% 2,911,538 102% ! (53,201): 2,033,077 2,044,686 101% ! 2,303,072 2,029,916 88% ! 2,227,068 97% ! 76,004 10,003,952 10,040,921 100% ; 10,592,002 10,425,255 98% 11,244,212 106% (652,210)! F 881,182 892,837 101% ! 1,004,600 756,124 75% 870,564 87% , 134,036 18,357,098 17,364,464 95% ; 18,379,998 16,316,751 89% ; ; 18,331,567 100% ; 48,431; G 551,494 531,409 96% 556,740 422,400 76% 463,658 83% : 93,082! 328,581 341,586 104% , 402,734 460,326 114% 479,474 119% ! (76,740) 1,520,623 1,451,124 95% i 1,601,871 1,570,926 98% 1,687,343 105% , (85,472); 667,647 874,923 131% ; 743,334 841,425 113% 900,050 121% ; (156,716) 559,308 82,308 15% 571,267 77,245 14% ! 185,201 32% ; 386,066 1,017,266 1,070,404 105% , 1,330,214 1,124,084 85% 1,261,476 95% 68,738! 108,329 108,329 100% ; 4,425 105,549 999% ! ! 105,917 999% ; (101,492)! 42,853,022 41,553,897 97% ; 44,685,809 40,580,681 91% : : 44,976,915 101% : (291,106): Budget Actuals Budget Actuals % Projection % $ Variance Transfer In - TRT 3,151,787 3,151,787 100% : 3,151,787 2,889,128 92% , : 3,151,787 100% Transfer In - General Fund 103,132 103,132 100% ; 240,249 220,220 92% ; ; 240,249 100% Transfers Out - Debt Service (273,666) (273,666) 100% (272,100) (272,100) 100% ; :I (272,100) 100% TOTAL TRANSFERS ; 2,981,253 2,981,254 100% ; 3,119,936 2,837,248 91% ; ; 3,119,936 100% FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance Beginning Fund Balance 13,837,807 14,873,445 107% : 14,716,999 16,818,660 114% , 16,818,660 114% : 2,101,661: Resources over Requirements (3,627,153) (1,036,039) (3,104,002) 1,830,239 ; ! (2,358,110) 745,892 Net Transfers - In (Out) 2,981,253 2,981,254 3,119,936 2,837,248 3,119,936 E TOTAL FUND BALANCE $ 13,191,907 $ 16,818,660 127% ; $ 14,732,933 $ 21,486,146 146% ; ; $ 17,580,486 119% ; $2,847,553: A While 19-20 TAV was 0.14% lower vs budget, the collection rate is estimated at 95.8% vs. 95.0% in the budget g Projected to exceed budget due to additional SB 395 Prisoner Housing funds in Adult Jail c TDS Baja deferred billing credits per ORS 305.286 in addition to settlement payment D Interest projection based on current investment rate and anticipated cash balances E Variances in most Divisions are from projections based on YTD personnel and positions that are unfilled or over -filled; includes projection for an interfund payment to Fair & Expo for 1.00 FTE in May and June. F Variance due to over hiring for open and soon -to -be open positions; up to 18-months of lead time is necessary for background and training. Though temporary, the forecast assumes the trend continues for the remainder of the year. G In addition to variance described in Footnote E, projection includes estimated one-time medical expenses Budget to Actuals Report Health Services - Fund 274 FY20 YTD May 31, 2020 (unaudited) RESOURCES State Grant OHP Capitation Title 19 Federal Grants Local Grants Environmental Health Fees State Miscellaneous State - OMAP Patient Fees Other Vital Records Divorce Filing Fees Interest on Investments Liquor Revenue Interfund Contract- Gen Fund State Shared- Family Planning CCBHC Grant TOTAL RESOURCES REQUIREMENTS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals 13,262,344 13,053,849 98% 8,652,200 8,142,094 94% 1,345,100 3,069,162 228% i 990,189 1,311,567 132% 1,208,623 1,025,508 85% 1,169,600 1,076,036 92% t 899,734 1,808,299 201% 1,147,168 1,108,622 97% 236,500 637,910 270% 422,593 477,834 113% 212,000 241,727 114% , 157,603 157,603 100% 135,000 218,767 162% 151,000 166,372 110% 127,000 127,000 100% 168,007 5,327,800 4,805,382 90% G 35,444,454 37,595,739 106% ; 14,080,644 7,242,430 4,862,726 3,277,616 1,567,331 1,058,206 1,040,153 991,900 564,750 484,712 220,000 173,030 171,000 150,800 127,000 120,000 10,535,706 75% 7,517,032 104% 3,654,774 75% 2,234,367 68% 1,419,819 91% 1,067,755 101% 465,313 45% 783,725 79% 558,470 99% 445,935 92% < 236,350 107% 173,030 100% 219,539 128% 121,966 81% 127,000 100% i 175,437 146% 36,132,298 29,736,217 82% Projection % $ Variance 12,521,818 7,887,425 4,010,805 3,067,215 1,666,746 1,078,815 1,424,390 851,478 600,967 534,624 254,817 173,030 239,497 133,220 127,000 180,131 89% ; (1,558,826): 109% , 644,995, 82% (851,921) 94% (210,401) 106% ! 99,415! 102% ! 20,609! 137% ; 384,237! 86% ; (140,422); 106% ; 36,217! 110% ! 49,912! 116% ; 34,817 100% ! - 140% ! 68,497! 88% ! (17,580); 100% 150% ; 60,131 34,751,978 96% (1,380,320); Budget Actuals Budget Actuals Administration Allocation Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS Transfers In- General Fund Transfers In- OHP Mental Health Transfers Out TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 31,702,065 13,033,299 239,000 44,974,364 29,780,257 12,455,102 206,031 42,441,390 94% 96% 86% 94% 33,186,830 13,707,479 695,000 47,589,309 Projection % $ Variance 29,301,334 88% 8,416,924 61% 0% !, 37,718,258 79% 32,233,870 11,137,009 447,370 97% 81% 64% 952,960 i 2,570,470 247,630! 43,818,248 92% 3,771,061; Budget Actuals Budget Actuals °A° Projection % $ Variance F 6,366,223 (188,688) 6,177,535 6,367,892 100% (188,688) 100% 6,179,204 100% ; 5,747,090 548,601 (193,326) 6,102,365 5,268,146 92% - 0% (144,993) 75% 5,123,153 84% ; , 5,747,090 100% 732,156 133% (193,326) 100% E 183,555! 6,285,920 103% ; 183,555: Budget Actuals Budget Actuals °A° Projection 7,202,714 (9,529,910) 6,177,535 9,304,552 129% ; 10,120,803 (4,845,651) (11,457,011) 6,179,204 E 6,102,365 10,638,105 105% (7,982,040) 5,123,153 $ 3,850,339 $ 10,638,105 276% ; $ 4,766,157 $ 7,779,218 163% ; $ Variance 10,638,105 105% ; 517,302 (9,066,270) i 2,390,741; 6,285,920 183,555 $ 7,857,755 165% ; $3,091,598: 1 Budget to Actuals Report Health Services - Admin - Fund 274 FY20 YTD May 31, 2020 (unaudited) RESOURCES Federal Grants Interest on Investments Other State Miscellaneous CCBHC Grant TOTAL RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuais Ok 108,940 135,000 9,000 946,400 1,199,340 303,065 218,767 16,192 876,190 1,414,215 278% 162% 180% 93% 118% 726,655 171,000 9,000 Projection % $ Variance 586,374 81% E i 219,539 128% 8,688 97% 710,824 98% 239,497 140% 9,478 105% 194,541 (15,831): A 68,497! B 478 194,541! C 906,655 814,601 90% ; 1,154,340 127% ; 247,685: REQUIREMENTS Budget Personnel Services Materials and Services Capital Outlay Administration Allocation TOTAL REQUIREMENTS Actuals Budget Actuals Ok 5,067,132 4,600,091 5,000 (8,327,487) 1,344,736 4,946,052 98% 4,688,516 102% 0% (8,295,196) 100% 1,339,372 100% 5,241,264 4,971,179 5,000 (9,308,295) 909,148 4,442,132 85% 4,298,355 86% 0% (8,530,500) 92% 209,987 23% TRANSFERS Budget Transfers In- General Fund Transfers Out TOTAL TRANSFERS Actuals Projection % $ Variance 4,956,060 95% 99% 0% E (9,317,874) 100% 557,985 61% 4,919,799 285,204: D 51,380, E 5,000 9,579 351,163: Budget Actuals % Projection % $ Variance (188,688) (188,688) (188,688) 100% (188,688) 100% 40,000 (193,326) (153,326) 36,661 92% : : 40,000 100% (144,993) 75% i s; ; (193,326) 100% (108,332) 71% ; , (153,326) 100% FUND BALANCE Budget Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE Actuals Ok Budget Actuals Projection % $ Variance 2,642,514 2,862,108 108% : 2,660,832 2,748,263 103% : : 2,748,263 103% : 87,431; (145,396) 74,843 (2,493) 604,614 ! ! 596,355 598,848 ; (188,688) (188,688) (153,326) (108,332) (153,326) $ 2,308,430 $ 2,748,263 119% ; $ 2,505,013 $ 3,244,545 130% ; ; $ 3,191,292 127% ; $686,279: A Federal grants are reimbursed on a quarterly basis. g Interest projection based on current investment rate and anticipated cash balances c Note: Projections include $194,541 expected reimbursement from Cares Relief Funds for activities March 1 - May 15, 2020 D Projected Personnel savings based on YTD Personnel expenditures E The Crisis Stabilization Center construction bids came in $135,000 higher than original cost estimates, which was approved by the Board in September 2019. Health Services agreed to fund up to $90K from Fund 274 to assist in covering the cost differential, and that $90K is reflected in projected expenses. V'(ES Budget to Actuals Report Health Services - Behavioral Health - Fund 274 FY20 YTD May 31, 2020 (unaudited) RESOURCES State Grant OHP Capitation Title 19 Federal Grants Local Grants Patient Fees State Miscellaneous Other Divorce Filing Fees Liquor Revenue State - OMAP Interfund Contract- Gen Fund CCBHC Grant TOTAL RESOURCES REQUIREMENTS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals Ok 10,187,361 9,796,391 8,652,200 8,142,094 1,345,100 3,069,162 499,249 639,680 412,987 424,012 236,500 515,196 351,200 995,622 334,545 346,812 157,603 157,603 151,000 166,372 131,900 270,591 127,000 127,000 4,381,400 3,929,191 96% 94% 228% 128% 103% 218% 283% , 104% 100% 110% 205% 100% 90% 11,203,914 7,242,430 4,862,726 2,168,961 994,331 443,450 437,100 395,352 173,030 150,800 131,900 127,000 7,847,339 70% 7,517,032 104% 3,654,774 1,349,354 62% 698,214 70% 434,024 8,643 2% 332,789 84% 173,030 100% 121,966 81% 162,206 123% 127,000 100% 75% 98% Projection $ Variance 9,264,112 7,887,425 4,010,805 1,904,442 852,687 474,520 337,739 415,303 173,030 133,220 177,170 127,000 83% (1,939,802): A 109% 644,995: B 82% (851,921)! C 88% (264,519): D 86% (141,644): G 107% 31,070: E 77% (99,361), F 105% 19,951 100% 88% (17,580)• 134% , 45,270 100% _ 26,968,045 28,579,727 106% ; 28,330,994 22,426,370 79% 25,757,453 91% ; (2,573,541)i Budget Actuals Budget Actuals % Projection % $ Variance Administration Allocation Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS 6,253,121 19,172,838 6,509,514 234,000 32,169,473 6,248,556 100% 17,819,840 93% 5,549,421 85% 199,979 85% 29,817,796 93% 6,978,412 20,174,804 6,889,404 690,000 34,732,620 6,395,510 92% , , 6,981,611 100% , (3,199); 17,913,273 89% : ! 19,749,364 98% : 425,440, H 2,700,362 39% : : 4,145,962 60% : 2,743,442:1 - 0% : ! 447,370 65% : 242,630: J 27,009,145 78% ; , 31,324,307 90% ; 3,408,313; Budget Actuals Budget Actuals Transfers In- General Fund 2,282,708 2,282,580 100% : 1,734,107 Transfers In- OHP Mental Health , 548,601 TOTAL TRANSFERS ; 2,282,708 2,282,580 100% ; 2,282,708 FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE Projection % $ Variance 1,589,583 92% 1 E - 0% 1,589,583 70% Budget Actuals Budget Actuals 3,976,398 5,628,746 142% : 6,122,347 (5,201,428) (1,238,069) (6,401,626) 2,282,708 2,282,580 2,282,708 6,673,256 109% (4,582,775) 1,589,583 1,734,107 100% 732,156 133% ! 2,466,263 108% 183,555! K 183,555; Projection % $ Variance 6,673,256 109 (5,566,854) 2,466,263 % : 550,909; 834,772; 183,555; E $ 1,057,678 $ 6,673,256 631% ; $ 2,003,429 $ 3,680,065 184% ; $ 3,572,665 178% ; $1,569,236 A Budgeted funds was a pass -through from the Behavioral Health State IGA for residential treatment provides, which will be paid directly during an 18 -month contract. g The calendar year 2020 PacificSource contract went into effect February 1, 2020, and an estimated additional $255,000 is expected to be received during FY20 c There is less in Title 19 fees collected relative to budgeted expectations. D CCBHC Expansion was originally budgeted in the "CCBHC" funding line; however, the grant through the US Department of Health and Human Services is a traditional grant and more appropriately placed in the "Federal Grants" line. A revised budget corrects this amount. Any continuation of CCBHC through the state will come through as a "CCBHC Grant" line item. E There is an uptick in patient insurance fees collected relative to budgeted expectations. F Previous months included estimated resources from I/DD participating in the Local Match Program. It is not expected for I/DD to expend resources related to a proportional share of a North County facility purchase in FY20. As a result, I/DD will not need to participate in the Local Match Program. State Miscellaneous is reduced to reflect this change. Projections also include $125,885 expected reimbursement in Cares Relief Funds for activities March 1 - May 15, 2020. Central Oregon Health Council awarded DCHS $581,431 in one-time funds to expand hours at the Stabilization Center. The Stabilization Center has experienced a delay in opening due to COVID-19, and the funds will be awarded as of July 1, 2020. Funds are budgeted in FY20, yet have been removed from the projections. Local Grants also includes an early release of quality improvement measure funds through COHC. H Projected Personnel savings based on YTD Personnel expenditures i Reduction in Materials and Services primarily related to footnote A j Projected expenditures include estimated expenses for the Deschutes County Stabilization Center K Transfer of Mental Health Reserve funds include transfer to offset service element funds as part of participation in CCBHC Continuation through the State. Budget to Actuals Report Health Services - Public Health - Fund 274 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Ok Budget Actuals Projection % $ Variance State Grant 3,074,983 3,257,457 106% , 2,876,730 2,688,366 93% : 3,257,706 113% : 380,976, A Environmental Health Fees 1,169,600 1,076,036 92% : 1,058,206 1,067,755 101% ! 1,078,815 102% ! 20,609! B State - OMAP 1,015,268 838,031 83% 4 860,000 621,519 72% 674,308 78% : (185,692) State Miscellaneous 548,534 812,677 148% ! 603,053 456,671 76% : 892,110 148% ! 289,057: C Local Grants 795,636 601,497 76% : 573,000 721,605 126% ! 814,059 142% : 241,059! D Federal Grants 382,000 368,821 97% : 382,000 298,638 78% ; 451,949 118% : 69,949! Vital Records 212,000 241,727 114% ; 220,000 236,350 107% 254,817 116% : 34,817! Patient Fees 122,714 121,300 124,446 103% : 126,447 104% ; 5,147! State Shared- Family Planning 168,007 120,000 175,437 146% 180,131 150% ; 60,131! Other 79,048 114,830 145% ! 80,360 104,459 130% : 109,843 137% , 29,483! TOTAL RESOURCES 7,277,069 7,601,797 104% ; 6,894,649 6,495,246 94% : 7,840,185 114% ; 945,536: REQUIREMENTS Administration Allocation Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS Transfers In- General Fund TOTAL TRANSFERS FUND BALANCE Budget Actuals % Budget Actuals Projection % $ Variance 2,074,366 2,046,640 99% : 2,329,883 2,134,990 92% , : 2,336,262 100% : (6,379); 7,462,095 7,014,365 94% ! 7,770,762 6,945,930 89% ! ! 7,528,446 97% ! 242,316, E 1,923,694 2,217,165 115% 1,846,896 1,418,206 77% ! ! 2,071,248 112% (224,352): F 6,051 999% ! - - 11,460,155 11,284,222 98% ; 11,947,541 10,499,126 88% ; , 11,935,956 100% ; 11,585; Budget Actuals % Budget Actuals % Projection % $ Variance 4,083,515 4,085,312 100% : 3,972,983 3,641,902 92% , 3,972,983 100% 4,083,515 4,085,312 100% ; 3,972,983 3,641,902 92% ; 3,972,983 100% ; Budget Actuals % Budget Actuals % Projection % $ Variance Beginning Fund Balance 583,802 813,698 139% : 1,337,624 1,216,586 91% Resources over Requirements (4,183,086) (3,682,425) , (5,052,892) (4,003,880) Net Transfers - In (Out) 4,083,515 4,085,312 3,972,983 3,641,902 TOTAL FUND BALANCE 1,216,586 91% : (121,038): (4,095,771) 957,121; 3,972,983 $ 484,231 $ 1,216,586 251% ; $ 257,715 $ 854,608 332% ; ; $ 1,093,797 424% ; $836,082: A Public Health State IGA increased funds for Regional and Local Public Health Modernization, as well as increased funds in Communicable Disease and Emergency Preparedness to assist with COVID-19 community response. g Fees were budgeted at an increase of 3%, but were adopted at an 8.5% rate increase c Payments are reimbursed on a quarterly basis, and include the Medicaid Administrative Claims payment. Projections also include $149,843 expected reimbursement in Cares Relief Funds for activities March 1 - May 15, 2020. D Funds include the Diabetes Prevention Program, which was awarded for the calendar year 2020 as well as an early release of quality improvement measure funds through COHC for COVID-19 activities. These funds will be utilized during FY 2021 and show in the ending fund balance. E Projected Personnel savings based on YTD Personnel expenditures F Additional expenditures are related to notes A and D. 1EscoBudget to Actuals Report Community Development - Fund 295 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Ok Budget Actuals % Projection % $ Variance Admin - Operations 114,500 152,827 133% : 162,000 125,572 78% : : 142,000 88% (20,000); A Code Enforcement 664,291 635,453 96% : 693,960 593,936 86% : : 656,310 95% (37,650) B Building Safety 3,312,714 3,075,409 93% 3,433,780 2,847,685 83% : : 3,219,292 94% (214,488); B Electrical 804,849 738,580 92% 809,500 704,319 87% : : 745,231 92% (64,269) Environmental On -Site 782,984 819,608 105% 877,400 817,181 93% : = 891,100 102% 13,700 Current Planning 1,795,453 1,701,840 95% 1,807,176 1,490,129 82% : : 1,647,796 91% (159,380); C Long Range Planning 678,955 632,170 93% 685,004 588,830 86% t 664,382 97% (20,622) D TOTAL RESOURCES 8,153,746 7,755,886 95% ; 8,468,820 7,167,653 85% ; , 7,966,111 94% ; (502,709): REQUIREMENTS Admin - Operations Code Enforcement Building Safety Electrical Environmental On -Site Current Planning Long Range Planning TOTAL REQUIREMENTS TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance 2,477,738 2,386,276 96% 456,162 445,254 98% 1,676,037 1,565,140 93% 445,433 439,104 99% 612,596 547,203 89% 1,554,847 1,456,128 94% 503,344 492,687 98% 7,726,157 7,331,793 95% 2,492,316 2,314,357 93% : : 2,460,143 99% 32,173: E 535,590 420,373 78% : 463,535 87% 72,055: E 1,743,298 1,443,944 83% 1,605,951 92% 137,348: F 462,183 411,622 89% 450,387 97% 11,796: F 616,279 519,230 84% : 558,922 91% 57,357: F 1,501,588 1,306,687 87% 1,434,835 96% 66,753 F 554,385 421,154 76% 464,933 84% 89,452: G 7,905,639 6,837,367 86% ; ; 7,438,705 94% ; 466,934: Budget Actuals 0/0 Budget Actuals % Projection % $ Variance Transfers In - General Fund 300,000 289,193 96% : 100,000 75,000 75% : : 100,000 100% Transfers Out : (79,945) (79,945) 100% ; (85,695) (64,266) 75% : : (85,696) 100% ; (1) Transfers Out - CDD Reserve ; (1,372,679) (1,379,420) 100% ; (1,462,386) (1,074,401) 73% : ; (1,124,572) 77% : 337,814, H TOTAL TRANSFERS (1,152,624) (1,170,172) 102% : (1,448,081) (1,063,667) 73% : : (1,110,268) 77% : 337,813 FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance Beginning Fund Balance 2,203,711 2,529,615 115% : 1,982,004 1,783,536 90% , : 1,783,536 90% ; (198,468); Resources over Requirements 427,589 424,093 563,181 330,286 527,406 (35,775); Net Transfers - In (Out) (1,152,624) (1,170,172) (1,448,081) (1,063,667) (1,110,268) 337,813; TOTAL FUND BALANCE $ 1,478,676 $ 1,783,536 121% ; $ 1,097,104 $ 1,050,155 96% ; , $ 1,200,673 109% ; $103,569: Note: Requirements projection decreased across divisions to reflect credits from the PERS Reserve Fund A Interest projection based on current investment rate and anticipated cash balances g Projection revised to reflect 10% reduction in permit activity and building valuation April - June 2020 due to COVID c Change in accounting procedure for hearing officer deposits, which are held as a liability instead of recognized as revenue. Projection revised to reflect 30% reduction in application activity April - June 2020 due to COVID. D Projection revised to reflect 10% reduction in building valuation April - June 2020 due to COVID E Projection reflects unfilled FTEs and reduced Materials and Services and increased to include unbudgeted health benefits trust F Projection reflects unfilled FTEs and reduced Materials and Services G Projection increased due to time management leave payout; also reflects unfilled FTEs and reduced Materials and Services H Projection revised to reflect decrease in transfers to CDD Reserve Funds ��ES` Budget to Actuals Report Road - Fund 325 FY20 YTD May 31, 2020 (unaudited) RESOURCES Motor Vehicle Revenue Federal - PILT Payment Other Inter -fund Services Forest Receipts Cities-Bend/Red/Sis/La Pine Sale of Equip & Material Interest on Investments Federal Reimbursements Mineral Lease Royalties Miscellaneous State Miscellaneous Assessment Payments (P&I) TOTAL RESOURCES REQUIREMENTS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals 16,234,849 16,726,428 103% ! 17,609,539 15,852,045 90% 1,900,000 2,153,308 113% < 1,510,450 2,310,002 153% 1,044,353 1,096,023 105% < 1,156,581 377,429 33% < 963,410 801,125 83% ! 915,000 709,742 78% 635,000 400,849 63% : 660,000 153,780 23% 365,000 327,920 90% < ! 358,000 221,878 62% 150,000 220,062 147% ! 246,000 166,909 68% 544,000 363,910 67% : 181,757 363,514 200% 175,000 69,422 40% : 60,000 54,184 90% < 45,000 118,699 264% , 57,500 71,241 124% ! 739,811 735,114 99% 20,000 9,844 49% 80,000 22,350 28% , 11,000 11,935 108% ! 22,876,423 23,035,209 101% ; 22,785,827 20,302,503 89% Projection % $ Variance 16,461,256 93% : (1,148,283): A 2,310,002 153% ! 799,552: B 1,095,581 95% < (61,000): C 768,191 84% : (146,809); D 404,553 61% : (255,447); E 349,835 98% (8,165) 179,500 73% ; (66,500), F 363,514 200% : 181,757! G 60,000 100% - 79,000 137% 21,500, H 34,325 172% 14,325! I 16,500 150% ! 5,500, 22,122,257 97% (663,570): Budget Actuals % Budget Actuals Projection % $ Variance Personnel Services 6,595,561 6,246,351 95% ; 6,447,671 5,732,414 89% : 1 6,281,371 97% : 166,300; J Materials and Services 8,094,192 5,912,553 73% 8,092,165 5,238,615 65% 7,517,930 93% , 574,235; K Capital Outlay < - 33,500 27,706 83% , , 32,416 97% ! 1,084, L TOTAL REQUIREMENTS ; 14,689,753 12,158,904 83% ; 14,573,336 10,998,735 75% ; : 13,831,717 95% : 741,619: TRANSFERS Budget Actuals Ok Budget Actuals Ok Projection % $ Variance Transfers Out : (14,464,308) (14,464,308) 100% ; I 4 (11,910,575) (6,612,088) 56% : : (11,910,575) 100% TOTAL TRANSFERS ; (14,464,308) (14,464,308) 100% ; (11,910,575) (6,612,088) 56% (11,910,575) 100% FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance Beginning Fund Balance 8,693,653 10,314,842 119% ! 6,001,989 6,726,840 112% 6,726,840 112% 724,851 Resources over Requirements < 8,186,670 10,876,306 8,212,491 9,303,768 8,290,540 < 78,049! Net Transfers - In (Out) , (14,464,308) (14,464,308) (11,910,575) (6,612,088) < (11,910,575) < -< TOTAL FUND BALANCE $ 2,416,014 $ 6,726,840 278% ; $ 2,303,905 $ 9,418,519 409% ; ; $ 3,106,805 135% ; $802,900: A Preliminary projections based on COVID reduction factors (County projection, not ODOT projection) g PILT payment received in July. Exceeded amounts as budgeted due to a decrease in Timber revenue (offset by increase in PILT). c Decrease in vehicle repair revenue due to new vehicles in the fleet D Revised projection based on federal legislation and projections from AOC E Contracted work for City of Redmond will be completed in FY 21 instead of FY 20 F Interest projection based on current investment rate and anticipated cash balances G Full amount of George Millican Road FLAP chip seal project reimbursed to Deschutes County per IGA with Crook County H Restitution receipts are higher than anticipated I Updated based on actual receipts j Projected Personnel savings based on YTD average vacancy rate of 2.0% K Contracted road services and on -call engineering anticipated to be less than budgeted due to lack of snow and emergency work. Aggregate & Asphalt anticipated to be less than budgeted due to City of Redmond work being pushed to FY 21. Includes projection for an interfund payment to Fair & Expo for 5.0 FTE for May and June. L Updated based on revised estimate \ ESC Budget to Actuals Report Adult P&P - Fund 355 FY20 YTD May 31, 2020 (unaudited) RESOURCES DOC Grant in Aid SB 1145 CJC Justice Reinvestment DOC Measure 57 Probation Supervision Fees DOC-Family Sentence Alt Interest on Investments Interfund- Sheriff Gen Fund/Crime Prevention State Subsidy Probation Work Crew Fees Electronic Monitoring Fee Miscellaneous Oregon BOPPPS State Miscellaneous TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Ok Budget Actuals Projection % $ Variance 4,781,604 4,781,604 100% ; 4,353,626 4,621,782 106% : 4,621,782 106% ; 268,156, A 844,831 853,831 101% ; 712,530 1,014,690 142% ; 1,061,670 149% ; 349,140; B 233,900 233,900 100% ; 236,142 239,005 101% ; 239,005 101% ; 2,863; A 210,000 191,536 91% ; 160,000 166,545 104% ; 170,000 106% ; 10,000; C 114,683 114,683 100% ; 114,682 223,746 195% ; 223,746 195% ; 109,064; D 40,000 77,778 194% ; 77,500 60,997 79% ; 66,600 86% ; i 1 I (10,900); E 50,000 51,034 102% ; 50,000 50,417 101% ; 55,000 110% ; 5,000; F 50,000 50,000 100% 50,000 37,500 75% 50,000 100% 17,000 16,337 96% ; 16,298 16,703 102% , 16,703 102% : 405; 4,000 2,800 70% : 2,000 1,843 92% : 2,000 100% : - 10,000 84,165 842% : 2,000 19,933 997% : 21,000 999% 19,000: G 500 6,102 999% : 500 13,515 999% : 13,515 999% : 13,016: H - , - 40,933 40,934 40,934:1 i 4,300 - 0% : -^ 6,360,818 6,463,769 102% ; 5,775,278 6,507,609 113% ; ; 6,581,955 114% ; 806,677; Budget Actuals Ok Budget Actuals % Projection % $ Variance 4,656,363 4,522,266 97% ; 4,809,644 4,339,001 90% ; 4,729,001 98% ; 80,643; J 1,828,765 1,686,408 92% ; 1,764,847 1,500,996 85% ; 1,694,847 96% ; 70,000; K 20,000 - 0% ; 15,000 10,000 67% , 10,000 67% : 5,000: L 6,505,128 6,208,673 95% : 6,589,491 5,849,997 89% : 6,433,848 98% : 155,643: Budget Actuals % Budget Actuals % Projection % $ Variance Transfers In- General Funds 285,189 285,189 100% ; r 285,189 261,415 92% : 285,189 100% re � Transfer to Vehicle Maint (120,000) (120,000) 100% ; (62,000) (46,500) 75% (62,000) 100% TOTAL TRANSFERS ; 165,189 165,189 100% ; 223,189 214,915 96% ; , 223,189 100% FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE A B C D E F G H 1 K L Budget Actuals % Budget Actuals Ok 2,200,000 2,333,720 106% ; 2,590,000 2,754,005 106% (144,310) 255,096 (814,213) 657,612 165,189 165,189 223,189 214,915 Projection % $ Variance 2,754,005 106% ; 164,005: 148,107 962,320; 223,189 k E i $ 2,220,879 $ 2,754,005 124% ; $ 1,998,976 $ 3,626,532 181% ; ; $ 3,125,301 156% ; $1,126,325; State Dept. of Corrections and Criminal Justice Commission received more funding for dispersal than anticipated at time of budgeting State Criminal Justice Commission received more funding for dispersal than anticipated at time of budgeting incl. supplemental grant funding Projection based on YTD actuals and anticipated COVID related impact on client ability to pay fees State Dept. of Corrections under allocated resources at the time of budgeting Interest projection based on current investment rate and anticipated cash balances Projection based on YTD actuals. Includes additional DCSO support for Family Drug Court electronic monitoring services. Revenue from prior pretrial EM clients more than anticipated at time of budgeting due to account close-out offer in June -Aug 2019 and Dept. Revenue fees from closed/previous accounts. Revenue includes miscellaneous refunds, staff uniform overage fees and payment from participants attending a Nov 2019/March 2020 training event hosted by Adult P&P State makes one payment per biennium to conduct hearings for sanctioned offenders. Received both FY19 and FY21 biennial payments in FY20. Projected Personnel savings based on YTD average vacancy rate of 1.6% less anticipated retirement vacation payouts Projection based on YTD actuals. Electronic monitoring expenses less than budgeted due to new fee structure with contractor; some COVID- impacted reduction in operating expenses. Projection based on YTD actuals. DCSO auction vehicle was less expensive than budgeted. Budget to Actuals Report Road CIP - Fund 465 FY20 YTD May 31, 2020 (unaudited) RESOURCES State Miscellaneous Interest on Investments Interfund Payment TOTAL RESOURCES REQUIREMENTS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals Ok Projection % $ Variance 853,104 - 0% ! 1,944,893 1,058,217 54% ; ; 1,777,052 91% : (167,841)i A 106,000 261,131 246% ' 198,000 341,337 172% 369,000 186% ! 171,000. B 111,560 111,560 111,560! C 959,104 261,131 27°/a ; 2,142,893 1,511,115 71% 2,257,612 105% ; 114,719: Budget Actuals % Budget Actuals % Projection % $ Variance Materials and Services 73,153 73,153 100% 1 71,748 65,769 92% < 71,748 100% Capital Outlay 8,236,348 5,411,213 66% ! 13,764,165 4,858,634 35% 7,374,690 54% ! 6,389,475! D TOTAL REQUIREMENTS ; 8,309,501 5,484,366 66% ; 13,835,913 4,924,403 36% 7,446,438 54% ; 6,389,475; TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance Transfers In 13,811,725 13,393,963 97% 12,014,914 5,298,487 44% 11,893,453 99% : (121,461) E TOTAL TRANSFERS 13,811,725 13,393,963 97% 12,014,914 5,298,487 44% 11,893,453 99% (121,461); FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) Budget Actuals % Budget Actuals % Projection % $ Variance 7,687,037 9,588,827 125% : 15,616,536 17,759,555 114% : : 17,759,555 114% : 2,143,019: (7,350,397) (5,223,236) ; (11,693,020) (3,413,288) (5,188,826) 6,504,194 13,811,725 13,393,963 12,014,914 5,298,487 11,893,453 (121,461) ; TOTAL FUND BALANCE : $ 14,148,365 $ 17,759,555 126% ; $ 15,938,430 $ 19,644,754 123% ; $ 24,464,182 153% ; $8,525,752: A Updated based on reimbursable projects planned to be completed this fiscal year g Interest projection based on current investment rate and anticipated cash balances c Unbudgeted revenue to offset expenses for Spring River Road Improvements D Variance due to unanticipated project delays projected to advance FY 20 budgeted CIP project costs into FY 21, including $5M for US 97 Bend North Corridor project E Revised estimate based on SDC eligible projects anticipated to be completed in fiscal year Budget to Actuals Report Road CIP (Fund 465) - Capital Outlay Summary by Project FY20 YTD May 31, 2020 (unaudited) Burgess Road / Day Road Inter. Deschutes Market / Dale Road Inter. Erickson Road Paving Old Bend Redmond Highway Phase II 3rd Street Drainage Extension US 20 at Tumalo Paving Knott Rd S. Canal / Helmholtz Way S. Canal - "Six" Corners Six Corners Irrigation Tumalo Road / Tumalo Place Quail Road Improvements La Pine Guardrail Repair C Avenue: Hwy 97 to 6th St Impry Solar Drive Bridge Old Bend Rdm/Tumalo Rd Inter Sisemore Bridge Spring River Bridge Parking Imp Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals Ok 900,106 1,500,000 658,203 73% 1,285,822 86% 468,544 300,000 112,655 38% 300,000 1,100,000 367% 850,286 495,978 58% 714,937 141,751 20% 798,699 537,724 67% 406,879 49,123 12% 100,000 100,000 100% 40,099 Projection 91.7% Year Completed % $ Variance 300,000 0% - 0% 300,000 800,000 841,141 105% 900,000 885,417 98% 769,521 188,983 25% i I 841,141 105% (41,141) 1,008,108112%1 (108,108) 389,788 51% 1 379,733 180,746 35,351 20% 300,000 369,705 123%€ 369,705 123% I (69,705)` 160,000 70,334 44% 346,426 50,355 15% 625,642 237,418 38% 772,150 123% (146,508)' 22Q000 100,596 46% 632,174 107,544 17% 675,503 107% (43,329)' 163,776 12,122 € 12,122 (12,122) NE Negus and 17TH 360,000 221 0% € 1,025,472 31,176 3% € 18Q000 18% € 845,472= Paving Ward Road 339,810 681 0% 598,269 715,504 120%1 715,504 120% (117,235) Hunnel Rd: Loco Rd to Tumalo Rd 275,000 33,918 12% 75,000 27% I 200,000 Cascade Lakes Hwy Bike Facilities 39,856 11,856 30% 1 11,856 30% 1 28,000 Paving Fyrear Rd 300,000 0% 300,000 100% Alfalfa Mkt Rd: Powell Butte Hwy 300,000 919,940 307% _ 450,000 150% I (150,000); Bend District Local Roads 558,459 - 0% City of LaPine Local Roads 500,000 0% E 0% € 500,0001 US 97 Bend North Corridor 5,000,000 0% = 0% 1 5,000,000 Tumalo Res Rd: OB Riley to Bailey Rd 247,342 - 0% i 0% i 247,342 US 20 Ward Rd to Hamby 500,000 500,000 100% 500,000 100%= Transportation System Plan Update - 250,000 253 0% 80,000 32% 1 170,000 Gribbling Rd Bridge 60,000 0% _ 30,000 50% 30,000 Slurry Seal 2020 959 _ 300,000 (300,000)' Paving of S. Century Dr 2,265 484,813 (484,813) Sisemore Rd Canal Piping Terrebonne Wastewater Feasibility St. - - 217 50,000 (50,000) Signage Improvements 100,000 - 0% 60,144 € 28,000 47% = 32,144 Guardrail Improvements 100,000 - 0% 100,000 0%0% ` 100,000 100% ARTS Project 180,746 0% _ - 0% € 180,746 Rickard Rd: Groff Rd to US 20 217 1,000 (1,000) TOTAL CAPITAL OUTLAY $ 8,236,348 $ 5,411,213 66% $ 13,764,165 4,858,634 35% $ 7,374,690 54°/o1 $ 6,390,475 Budget to Actuals Report Solid Waste - Fund 610 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals % Franchise Disposal Fees 6,497,676 6,356,636 98% : 6,437,500 5,936,703 92% Private Disposal Fees 2,709,370 2,379,061 88% : 2,419,046 2,247,737 93% Commercial Disp. Fee 2,042,050 2,060,523 101% : 2,252,225 2,186,564 97% Franchise 3% Fees 265,000 291,340 110% : 265,000 293,033 111% Yard Debris 216,761 268,830 124% : 216,761 254,738 118% Interest 44,000 58,235 132% : 59,000 45,595 77% Miscellaneous 49,955 57,067 114% : 48,336 164,148 340% Special Waste 15,000 21,487 143% : 15,000 25,606 171% Recyclables 18,000 11,063 61% : 12,000 10,660 89% Leases 10,801 1 0% : 1 1 100% TOTAL RESOURCES 11,868,613 11,504,244 97% 11,724,869 11,164,785 95% REQUIREMENTS Projection Variance 6,437,500 100% 2,419,046 100% 2,252,225 100% 296,328 112% 271,780 125% < 51,500 87% 167,140 346% 27,923 186% 12,000 100% 1 100% ; 11,935,443 102% 31,328: A 55,019: B (7,500); C 118,804. D 12,923: E 210,574: Budget Actuals % Budget Actuals % Projection % $ Variance Personnel Services 2,504,623 2,331,135 93% : 2,538,776 2,173,402 86% . 2,386,698 94% i 152,078. F Materials and Services 4,772,159 4,341,881 91% 4,927,163 3,363,757 68% 4,842,710 98% . 84,453! G Capital Outlay 173,000 109,681 63% 56,000 11,724 21% 11,724 21% : 44,276: H Debt Service 860,938 860,937 100% 862,100 363,697 42% 862,100 100% . 1 TOTAL REQUIREMENTS ; 8,310,720 7,643,635 92% ; 8,384,039 5,912,580 71% ; ; 8,103,232 97% 280,807: TRANSFERS SW Capital & Equipment Reserve Budget Actuals % Budget Actuals % Projection % $ Variance (4,688,023) (5,000,029) 107% (3,296,192) (1,624,273) 49% TOTAL TRANSFERS (4,688,023) (5,000,029) 107% (3,296,192) (1,624,273) 49% FUND BALANCE (3,296,192) 100% (3,296,192) 100% Budget Actuals 0/0 Budget Actuals 0/0 Projection % $ Variance Beginning Fund Balance 1,730,130 1,938,991 112% : 600,000 799,570 133% , 799,570 133% : 199,570: Resources over Requirements t 3,557,893 3,860,608 3,340,830 5,252,205 3,832,211 491,381 Net Transfers - In (Out) 1 (4,688,023) (5,000,029) (3,296,192) (1,624,273) : (3,296,192) -4 $ 600,000 $ 799,570 133% ; $ 644,638 $ 4,427,502 687% ; ; $ 1,335,589 207% ; $690,951: TOTAL FUND BALANCE J A Received the annual fees due April 15, 2020; projecting the remaining Wilderness Garbage in monthly installments g Revenue is seasonal with higher utilization in the summer months; historically high month in April was partially offset by extended Fire Free event in May c Interest projection based on current investment rate and anticipated cash balances D Includes an unbudgeted sale of loader 7-279 for $95K, CEC LED light incentive and Taylor NW royalty payments E Revenue source is unpredictable and dependent on special clean-up projects; April had large contaminated soil and asbestos projects F Projected Personnel savings based on YTD average vacancy rate of 5.0% G Projecting to be slightly less than budget; seasonal items such as mulching from the Fire Free events and bird control are anticipated by the end of the fiscal year H FY19 extended the life of an existing vehicle and did not purchase a second pick-up; FY20 purchased the budgeted gas monitoring equipment and moved the fencing project to FY21 I Principal and interest payments due in Nov and May j Quarterly reserve transfer on hold to evaluate potential economic changes TES Budget to Actuals Report Fair&Expo-Fund615 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals % Projection % $ Variance Events Revenue 655,000 615,300 94% : 687,000 369,202 54% , 370,000 54% i (317,000) A Food & Beverage 540,000 629,875 117% , 568,000 294,907 52% ; 308,000 54% , (260,000) B Rights & Signage 105,000 115,650 110% : 120,000 96,100 80% ! 99,000 83% i (21,000); Storage 83,100 76,735 92% , 71,000 68,778 97% : 76,000 107% , 5,000, C Horse Stall Rental 57,000 71,855 126% ! 62,000 37,296 60% ! 37,300 60% ! (24,700)!E Interfund Payment 30,000 54,573 182% : 30,000 71,264 238% : 109,000 363% , 79,000, D Camping Fee } 18,200 19,975 110% : 18,000 5,600 31% : 6,000 33% : (12,000) E Miscellaneous 8,400 6,374 76% 3,500 2,236 64% : 4,000 114% , 500 Interest 2,400 (518) -22% 2,000 (4,414) -221 % t (5,000) -250% : (7,000)1 } } � f TOTAL RESOURCES 1,499,100 1,589,820 106% ; 1,561,500 940,970 60% ; ; 1,004,300 64% : (557,200); REQUIREMENTS Budget Actuals Budget Actuals Projection % $ Variance Personnel Services 1,248,512 1,259,337 101% : 1,176,169 1,026,562 87% : : 1,106,006 94% t 70,163: F Personnel Services - F&B 149,296 149,947 100% : 157,430 145,666 93% t ! 159,000 101% , (1,570); G Materials and Services 967,441 912,724 94% , 795,788 726,814 91% ; : 760,000 96% : 35,788, H Materials and Services - F&B 222,500 365,951 164% ; 234,600 216,696 92% ; } 217,000 92% : 17,600: B Debt Service 101,136 101,136 100% 100,800 56,205 56% 100,800 100% } TOTAL REQUIREMENTS ; 2,688,885 2,789,095 104% ; 2,464,787 2,171,942 88% ; ; 2,342,806 95% ; 121,981; TRANSFERS Budget Actuals Budget Actuals % Projection % $ Variance Transfers In - Room Tax 517,996 517,996 100% : 409,654 311,526 76% ; , 358,139 87% : (51,515)0 i Transfers In - County Fair 472,998 417,000 88% : 395,000 250,000 63% : : 250,000 63% : (145,000) J Transfers In - General Fund 200,000 200,000 100% , 200,000 183,326 92% ; : 200,000 100% Transfers In - Park Fund 30,000 30,000 100% , 30,000 22,500 75% < 30,000 100% ; - Transfers Out } � 1f (11,791) (8,841) 75% (11,791) 100% : -, TOTAL TRANSFERS 1,220,994 1,164,996 95% ; 1,022,863 758,511 74% ; , 826,348 81% ; (196,515); FUND BALANCE Budget Actuals Budget Actuals % Projection % $ Variance Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE (60,285) 999% : 80,000 (94,564) -118%; ; (94,564) -118% (174,564); K (1,189,785) (1,199,275) i (903,287) (1,230,972) ; (1,338,506) (435,219). 1,220,994 1,164,996 1,022,863 758,511 826,348 (196,515); 1f } f $ 31,209 ($ 94,564) -303%; $ 199,576 ($ 567,025) -284%; ; ($ 606,722) -304%; ($806,298); A Current year receipts are 54% of budget YTD; prior year receipts were 82% of budget at this point last year. All March, April, May & June events cancelled due to COVID. g Net earnings from F&B activities YTD are $(67,455). Monthly fixed costs have a greater impact on earnings during off-season months. All March, April, May and June events cancelled due to COVID. c Allowing storage to continue additional months due to event cancellations. D Reimbursement from RV Park for personnel expenditures recorded in F&E. Includes interfund payment for 7.0 FTE whose cost is being absorbed by Roads (5.0 FTE), Sheriff's Office (1.0 FTE) and BOCC (1.00 FTE). E Reduced due to loss of ONSET and COHSET F Projected Personnel savings based on YTD average vacancy rate of 6.6% and reduction in some staff hours G Net earnings from F&B activities YTD are $(67,455). Monthly fixed costs have a greater impact on earnings during off-season months. H Projected to be lower than budget based on April -June event cancellations. I Projected to be lower than budget based on COVA's estimates for TRT revenue for the remainder of FY20 j Net proceeds from the County Fair are recorded in a separate fund and transferred in at year-end (Final estimate of $250k) K Prior year losses, relative to budget, are compounded into the beginning working capital to start the fiscal year. NycEs ` Budget to Actuals Report Annual County Fair - Fund 616 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals Ok Projection % $ Variance Gate Receipts 550,400 551,012 100% : 560,000 561,460 100% : 561,460 100% : 1,460: Concessions and Catering 412,000 424,225 103% ; 425,000 469,378 110% : 468,000 110% ; 43,000; A Carnival 327,000 326,650 100% ; 340,000 328,274 97% ; 328,274 97% ! (11,726); Commercial Exhibitors 117,000 114,125 98% ! 122,000 40,575 33% 95,575 78% _ (26,425) State Grant 52,000 53,167 102% ! 52,000 53,167 102% 53,167 102% ! 1,167 Concert 50,000 54,000 108% ! 50,000 37,000 74% 12,000 24% ; (38,000); A Fair Sponsorship 36,000 41,125 114% ; 37,500 25,108 67% 27,500 73% ; (10,000) RN Camping/Horse Stall Rental 25,000 28,625 115% ; 26,000 625 2% 625 2% ! (25,375) Rodeo 20,000 26,485 132% ; 25,000 5,650 23% 5,650 23% ; (19,350) Livestock Entry Fees 6,000 4,819 80% : 7,000 4,731 68% 4,731 68% ;(2,269); Merchandise Sales 5,000 5,246 105% 5,246 105% ; 246 Interest on Investments 607 200 (155) -78% (140) -70% : (340) TOTAL RESOURCES 1,595,400 1,624,840 102% ; 1,649,700 1,531,059 93% ; : 1,562,088 95% ; (87,612): REQUIREMENTS Budget Actuals % Budget Actuals Ok Personnel Services 160,733 158,121 98% : 164,638 144,662 88% Materials and Services 1,191,669 1,204,327 101% 1,340,062 1,450,441 108% TOTAL REQUIREMENTS 1,352,402 1,362,448 101% ; 1,504,700 1,595,104 106% TRANSFERS Projection % $ Variance 157,374 96% : 7,264: 1,457,840 109% f ; (117,778): 1,615,214 107% ; (110,514): Budget Actuals % Budget Actuals Ok Projection % $ Variance Transfer In - TRT 1% 150,000 150,000 100% : 250,000 187,500 75% : : 250,000 100% Transfer Out - Fair & Expo (472,998) (417,000) 88% (395,000) (250,000) 63% (250,000) 63% ! 145,000 TOTAL TRANSFERS (322,998) (267,000) 83% ; (145,000) (62,500) 43% ; ; - 0% ; 145,000: FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance Beginning Fund Balance 103,237 - 98,629 999% Resources over Requirements 242,998 262,393 145,000 (64,045) Net Transfers - In (Out) (322,998) (267,000) (145,000) (62,500) TOTAL FUND BALANCE ($ 80,000) $ 98,629 -123% 98,629 999% : 98,629: (53,126) (198,126)! 145,000: - ($ 27,916) ; ; $ 45,503 999% ; $45,503: Note: The majority of the revenues and expenditures are from the 2019 Fair. Expenses incurred for the 2020 Fair include Personnel Services and Interfund Charges. A Projection includes refunds issued in June 2020 Budget to Actuals Report Fair & Expo Capital Reserve - Fund 617 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Ok Budget Actuals Interest on Investments 7,800 TOTAL RESOURCES REQUIREMENTS Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS Transfers In - TRT 1% TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 20,791 267% ; 16,000 20,011 125% Projection % $ Variance 21,460 134% ; 5,460: 7,800 20,791 267% ; 16,000 20,011 125% ; ; 21,460 134% ; 5,460: Budget Actuals Ok Budget Actuals % Projection % $ Variance 370,000 228,803 62% ; 275,000 239,590 87% 80,000 69,372 87% 1,387,775 82,397 6% 450,000 298,175 66% : 1,662,775 321,987 19% ; 502,278 30% : 1,160,497: 240,090 87% : 34,910: 262,188 19% ; 1,125,587; A Budget Actuals % Budget Actuals Ok Projection % $ Variance 830,083 630,083 76% ; 286,687 215,013 75% : ; 275,631 96% ; (11,056): 830,083 630,083 76% ; 286,687 215,013 75% ; , 275,631 96% : (11,056): Budget Actuals % Budget Actuals % Projection % $ Variance 758,000 790,525 104% ; 1,360,088 1,143,224 84% : : 1,143,224 84% : (216,864); (442,200) (277,384) (1,646,775) (301,977) (480,818) 1,165,957 830,083 630,083 286,687 215,013 275,631 (11,056) $ 1,145,883 $ 1,143,224 100% ; - $ 1,056,260 999% ; ; $ 938,037 999% ; $938,037: A The full expansion and remodel of the Sisters Conference Center has been placed on hold due to the impacts of COVID. The focus has shifted to deferred maintenance, including flooring in South Sister and painting in South, North and Middle Sister conference rooms. Also included in the projected expense is an LED lighting renovation in the Event Center. s` Budget to Actuals Report RV Park - Fund 618 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Ok Budget Actuals % Projection % $ Variance RV Park Fees < 31 Days 340,200 458,331 135% i 405,200 344,284 85% 364,284 90% : (40,916): A Interest on Investments 4,400 12,255 279% : 12,000 10,389 87% : 11,000 92% : (1,000): B Cancellation Fees 4,000 12,497 312% s 5,000 5,096 102% : 5,496 110% : 496 RV Park Fees > 30 Days 5,000 11,600 232% 5,000 13,050 261% : 13,050 261% ! 8,050 Washer / Dryer 3,500 4,650 133% : 4,000 4,642 116% : 5,042 126% ; 1,042 Vending Machines 1,500 1,716 114% : 3,000 1,671 56% ! 1,954 65% (1,046) Miscellaneous 2,231 2,000 1,939 97% 2,279 114% : 279 Good Sam Membership Fee 2,561 1,500 476 32% 476 32% : (1,024): C Good Sam Discounts (17,220) 999% k (7,109) 999% (7,109) 999% (7,109); C TOTAL RESOURCES 358,600 488,620 136% ; 437,700 374,438 86% : : 396,472 91% ; (41,228): REQUIREMENTS Budget Actuais Ok Budget Actuals Ok Projection % $ Variance Materials and Services 298,870 276,007 92% : 318,273 244,323 77% : ; 272,860 86% : 45,413: Debt Service 223,101 223,101 100% 222,100 161,528 73% 222,100 100% TOTAL REQUIREMENTS 521,971 499,108 96% 540,373 405,851 75% 494,960 92% ; 45,413: TRANSFERS Transfers In - Park Fund Transfers In - TRT Fund Transfer Out - RV Reserve TOTAL TRANSFERS FUND BALANCE Budget Actuals Ok Budget Actuals Ok Projection % $ Variance 160,000 160,000 100% : 160,000 160,000 100% : 160,000 100% 35,000 26,250 75% 35,000 100% (502,000) (251,000) 50% E (502,000) 100% 160,000 160,000 100% ; (307,000) (64,750) 21% (307,000) 100% Budget Actuals % Budget Actuals Ok Projection % $ Variance Beginning Fund Balance 319,000 443,480 139% ; 560,000 592,992 106% ; 592,992 106% ; 32,992: Resources over Requirements 4 (163,371) (10,488) (102,673) (31,413) (98,488) 4,185 Net Transfers - In (Out) 160,000 160,000 (307,000) (64,750) (307,000) E � TOTAL FUND BALANCE $ 315,629 $ 592,992 188% ; $ 150,327 $ 496,829 330% ; ; $ 187,504 125% ; $37,177: A 10,012 RV spaces, 28.19% utilization YTD. Prior year comparable was 8,432 RV spaces, 31.30% utilization YTD; projection decreased due to COVID. g Interest projection based on current investment rate and anticipated cash balances c The Good Sam incentive program was discontinued during Fall 2019. TES Budget to Actuals Report RV Park Reserve - Fund 619 FY20 YTD May 31, 2020 (unaudited) RESOURCES Interest on Investments TOTAL RESOURCES REQUIREMENTS 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals Projection % $ Variance 12,550 3,383 27% , 3,731 30% : (8,819): 12,550 3,383 27% ; 3,731 30% (8,819): Budget Actuals % Budget Actuals % Projection % $ Variance Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS 100,000 1,694 2% ti 100,000 1,694 2% 6,641 999% 18,000 18% r (6,641); A 82,000: A 24,641 25% ; 75,359: Budget Actuals Budget Actuals % Projection % $ Variance Transfer In - RV Park Ops 502,000 TOTAL TRANSFERS Resources over Requirements Net Transfers - In (Out) TOTAL 251,000 50% 502,000 100% 7 1 f 502,000 251,000 50% ; , 502,000 100% (87,450) 1,689 (20,910) 66,540 502,000 251,000 502,000 -f $ 414,550 $ 252,689 61% ; $ 481,090 116% ; $66,540: A Repairs/replacement of parts on the well/pump to be able to provide enough water pressure and flow to meet the current and future needs of the park. Budget to Actuals Report Risk Management - Fund 670 FY20 YTD May 31, 2020 (unaudited) RESOURCES 91.7% Year Complete Fiscal Year 2019 1 Fiscal Year 2020 Budget Actuals Ok Budget Actuals Ok Projection % $ Variance Workers' Compensation 1,247,279 1,273,816 102% ; 1,255,108 1,202,471 96% 1,255,108 100% ; General Liability 1,063,675 1,063,675 100% ; 1,072,326 967,529 90% 1,072,326 100%; -! Property Damage 394,291 394,291 100% ! 392,923 362,928 92% 392,923 100% ; -! Unemployment 280,921 297,540 106%; 323,572 301,940 93% 323,572 100%; - !A Vehicle 195,250 195,250 100%; 195,580 186,088 95% 195,580 100% Interest on Investments 85,000 148,890 175% ! 137,000 140,704 103% 157,000 115% ; 20,000! B Claims Reimbursement 269,198 57,073 21% ! 82,000 460,881 562% 461,000 562%; 379,000 C Skid Car Training 32,000 44,910 140% 34,000 34,740 102%; 35,000 103%; 1,000 Process Fee- Events/ Parades 1,800 1,575 88% 2,000 855 43% 900 45% (1,100) Miscellaneous 500 5 1% ! 500 5 1% : 100 20% (400); Loss Prevention 30 30 100% ! 30 - 0% 30 100% TOTAL RESOURCES 3,569,944 3,477,056 97% ; 3,495,039 3,658,141 105% ; : 3,893,539 111% ; 398,500: REQUIREMENTS Workers' Compensation General Liability Insurance Administration Property Damage Vehicle Unemployment TOTAL REQUIREMENTS TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance 1,360,000 1,013,256 75% : 1,460,000 646,238 44% : : 850,000 58% : 610,000; 900,000 633,248 70% 1,400,000 275,956 20% ! 400,000 29% ; 1,000,000 D 599,459 529,833 88% 592,059 433,437 73% ! 531,598 90% ; 60,461 E 728,638 548,796 75% ! 400,236 699,618 175% ! 900,000 225% ; (499,764) F 120,000 100,150 83% 150,000 126,887 85% ! 200,000 133% ; (50,000); 150,000 37,481 25% 130,000 25,612 20% ! 35,000 27% ; 95,000; G i s t a 3,858,097 2,862,764 74% ; 4,132,295 2,207,748 53% : : 2,916,598 71% : 1,215,697: Budget Actuals Ok Budget Actuals % Projection % $ Variance Transfers Out - Vehicle Replace (3,168) (3,168) 100% TOTAL TRANSFERS (3,168) (3,168) 100% FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE (6,918) (6,918) (5,187) 75% ; (5,187) 75% ; (6,918) 100% (6,918) 100% Budget Actuals % Budget Actuals % Projection % $ Variance 5,600,000 6,582,283 118% : 6,100,000 7,193,407 118% : : 7,193,407 118% : 1,093,407: (288,153) 614,292 (637,256) 1,450,393 976,941 1,614,197 (3,168) (3,168) (6,918) (5,187) (6,918) $ 5,308,679 $ 7,193,407 136% ; $ 5,455,826 $ 8,638,613 158% ; ; $ 8,163,430 150% ; $2,707,604: A Unemployment collected on first $25K of employee's salary in fiscal year g Interest projection based on current investment rate and anticipated cash balances c Payment associated to repair of the Fair and Expo roof. Payment was expected last fiscal year, but received in this fiscal year. D Claims are difficult to project, but General Liability claims are trending less than budget E Part of projected Personnel savings based on 1.00 vacant FTE in July and August, which has been transferred to Administrative Services F Majority of Fair/Expo roof replacement costs were expected in FY19, but significant portion incurred in FY20. G Fewer unemployment claims than anticipated. Budget to Actuals Report Health Benefits - Fund 675 FY20 YTD May 31, 2020 (unaudited) RESOURCES Internal Premium Charges COIC Premiums Retiree / COBRA Premiums Employee Co -Pay Interest Prescription Rebates Claims Reimbursement & Other TOTAL RESOURCES REQUIREMENTS Health Benefits Deschutes On -Site Pharmacy Deschutes On -Site Clinic Wellness TOTAL REQUIREMENTS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 91.7% Year Complete Fiscal Year 2019 Fiscal Year 2020 Budget Actuals Budget Actuals 17,054,563 1,834,000 1,280,000 963,000 220,000 60,000 18,051,440 1,794,789 1,144,088 1,016,748 366,207 148,847 177,557 106% 98% 89% i 106% 166% 248% 17,411,292 1,967,021 1,433,000 1,041,120 346,000 75,000 45,000 16,318,341 1,398,480 769,730 966,963 316,463 131,394 6,932 94% E 71% 54% 93% 91% 175% I 15% 21,411,563 22,699,675 106% 22,318,433 19,908,304 89% Budget Actuals Budget Actuals 19,559,777 2,284,744 1,114,864 184,870 23,144,255 17,493,075 89% k 2,514,038 110% 1,045,588 94% E 158,384 86% z k 21,211,086 92% 18,550,836 2,242,104 1,141,691 180,380 22,115,011 16,106,204 2,170,900 901,985 150,266 19,329,355 Projection % $ Variance 17,818,341 1,528,480 814,730 1,061,963 340,000 135,000 10,000 21,708,514 102% 78% i 57% E 102% k 98% 180% i 22% 97% 407,049: (438,541); A (618,270); B 20,843; E (6,000); 60,000 (35,000): (609,919): Projection % $ Variance 87% ; E; 97% ; 79% Ei 83% 87% Budget Actuals Budget Actuals 16,051,586 (1,732,692) 20,245,980 2,416,352 1,191,691 180,380 24,034,403 109% ; (1,695,144) C 108% (174,248); C 104% (50,000), C 100% , C 109% ; (1,919,392): Projection % $ Variance 15,075,316 94% : 16,106,294 16,563,905 103% : : 16,563,905 103% : 457,611 1,488,590 203,422 578,949 (2,325,889) ; (2,529,311) k -k $ 14,318,894 $ 16,563,905 116% $ 16,309,716 $ 17,142,854 105% $ 14,238,016 87% ($2,071,700; A Prior year monthly average was $149K, whereas YTD monthly average is—$127K; COIC rates reduced by 5% at start of fiscal year B Prior year monthly average was $95K, whereas YTD monthly average is $70K c Amounts are paid 1 month in arrears; projection compared to historical costs for reasonableness yESc a Budget to Actuals Report 911 - Fund 705 FY20 YTD May 31, 2020 (unaudited) RESOURCES Property Taxes - Current Yr Telephone User Tax Police RMS User Fees Interest State Reimbursement Property Taxes - Prior Yr Data Network Reimbursement Contract Payments User Fee Property Taxes - Jefferson Co. Miscellaneous TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS FUND BALANCE 91.7% Year Complete Fiscal Year 2019 1 Fiscal Year 2020 Budget Actuals Ok Budget Actuals OA 8,311,833 890,000 300,680 200,000 125,000 110,000 50,000 51,300 180,000 30,000 11,200 8,426,089 101% 955,187 107% 335,192 111% 205,570 103% 162,900 130% 108,419 99% 106,592 213% , 175 0% 141,980 79% , 33,453 112% , 38,757 346% 8,809,419 900,000 250,000 157,000 125,000 100,000 55,000 51,300 73,680 30,000 11,951 10,260,013 10,514,313 102% ; 10,563,350 8,851,823 100% 717,021 80% 324,633 130% 174,323 111 104,881 84% 252,740 253% 84,928 154% 27,737 54% 98,527 134% , 33,788 113% 16,088 135% 10,686,488 101% Projection $ Variance 8,856,617 101% i 900,000 100% 356,000 142% 188,500 120% 125,000 100% 255,000 255% , 95,928 174% , 75,000 146% 167,647 228% 34,000 113% , 18,572 155% , 47,198; A - B 106,000! C 31,500; D E 155,000! F 40,928 23,700: C 93,967! C 4,000 6,621 11,072,264 105% ; 508,914: Budget Actuals Budget Actuals 7,646,307 3,370,357 2,362,400 13,379,064 6,743,116 3,297,619 529,377 10,570,113 88% 98% , 22% , 79% 7,462,575 3,387,761 1,400,000 12,250,336 Projection % $ Variance 6,414,696 86% ; 2,861,336 84% 467,927 33% . 9,743,960 80% 6,984,696 94% , 3,387,761 100% 1,400,000 100% 11,772,457 96% ; 477,879i 477,879; G Budget Actuals Budget Actuals Beginning Fund Balance 8,625,000 8,660,615 100% ! 7,753,706 Resources over Requirements (3,119,051) (55,800) (1,686,986) Net Transfers - In (Out) TOTAL FUND BALANCE 8,604,816 111% 942,528 Projection % $ Variance 8,604,816 111% : 851,109: (700,193) 986,793; $ 5,505,949 $ 8,604,816 156% ; $ 6,066,720 $ 9,547,344 157% ; ; $ 7,904,623 130% ; $1,837,903: A Actual 19-20 TAV is a 5.36% increase compared to FY 18-19 vs. 5.5% budgeted; however collection rate is projected to be 95.8% versus 95% g Telephone maintenance reimbursements are received in a lump sum by early spring c Majority of billings sent at the end of March, revenue expected at the end of May D Interest projection based on current investment rate and anticipated cash balances E State GIS reimbursements are received quarterly F TDS Baja deferred billing credits per ORS 305.286 in addition to settlement payment G Projected Personnel savings based on YTD average vacancy rate of 8.3%