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2022-140-Minutes for Meeting March 28,2022 Recorded 4/15/2022BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County C J2022_140 Steve Dennison, County Clerk Commissioners' Journal 04/15/2022 9:31:42 AM G2� IIIflIHhI2022- IIIIUIIIUhII Iu BOCC MEETING MINUTES 1:00 PM MONDAY March 28, 2022 Barnes Sawyer Rooms Live Streamed Video Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Nick Lelack, County Administrator; David Doyle, County Counsel; and Sharon Keith, BOCC Executive Assistant (via Zoom conference call). This meeting was audio and video recorded and can be accessed at the Deschutes County Meeting Portal website www.deschutes.org/meetings CALL TO ORDER: Chair Adair called the meeting to order at 1:01 p.m. PLEDGE OF ALLEGIANCE ACTION ITEMS: 1. Consideration of State Homeland Security Grant Application to support response and preparation activities Deschutes County Sheriff's Office Sgt. Nathan Garibay presented the item via Zoom conference call. Federal funding administered through the Oregon Office of Emergency Management. Four projects were recommended for this application: support for personal protective equipment for Fire/EMS, support of La Pine fire district for radio system, night vision technology, and Crooked River Ranch community emergency response team. BOCC MEETING MARCH 28, 2022 PAGE 1 OF 6 DEBONE: Move approval of grant application CHANG: Second VOTE: DEBONE: Yes CHANG: Yes ADAIR: Chair votes yes. Motion Carried 2. Notice of Intent to Award Contract to Pinnacle Architecture for Design Services Facilities Director Lee Randall and Captain Michael Shults presented the item for consideration for the public safety campus master plan. Three firms submitted proposals and the recommendation for award is for Pinnacle Architecture. The scope of work was reviewed. CHANG: Move Chair Signature of Document No 2022-305 DEBONE: Second VOTE: CHANG: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried 3. Notice of Intent to Award Contract to LRS Architects for design of the Deschutes County Courthouse Expansion Project Facilities Director Lee Randall and Captain Michael Shults as well as Gerard Mulrooney and Mike Dipasquale via Zoom conference call presented the item for consideration for the courthouse expansion project. Three firms submitted proposals and LRS Architect is recommended for the award. DEBONE: Move Chair Signature of Document No. 2022-312 CHANG: Second VOTE: DEBONE: Yes CHANG: Yes ADAIR: Chair votes yes. Motion Carried BOCC MEETING MARCH 28, 2022 PAGE 2 OF 6 4. Deschutes County Emerging Adult Program Restorative Justice Grant Application Kathleen Meehan -Coop, District Attorney's Office Management Analyst, presented the consideration of grant application via Zoom Conference Call. Currently the program serves 12 people and the goal is to expand to 50 cases under the grant funded program. CHANG: Move approval of grant application DEBONE: Second VOTE: CHANG: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried 5. Request approval to apply for the Oregon Criminal Justice Commission Impacts grant Holly Harris, Behavioral Health Program Manager presented the grant application for consideration. Ms. Harris also reported on a Central Oregon Health Council grant that the department would be interested in which would complement the grant application for the Oregon Criminal Justice Commission Impacts grant. DEBONE: Move approval to apply for the grants for both the Oregon Criminal Justice Commission Impacts and the Central Oregon Health Council. CHANG: Second VOTE: DEBONE: Yes CHANG: Yes ADAIR: Chair votes yes. Motion Carried 6. County Treasurer and Finance Report as of February 28, 2022 Chief Financial Officer Greg Munn presented the report including investment income and budget to actuals report. Mr. Munn reported on the Budget Committee member selection process and two candidates will be appointed to fill the recent vacancies. Commissioner Adair thanked Greg for his work with Deschutes County. BOCC MEETING MARCH 28, 2022 PAGE 3 OF 6 7. Special Project Grants Discussion Administrative Analyst Laura Skundrick presented the discussion regarding funding allocated for special projects from Deschutes Basin Water Collaborative, Deschutes Collaborative Forest Project, and Friends of the Children. Ms. Skundrick provided options for future allocations for special projects. Whitney Hale, Deputy County Administrator, reported on the format of the spreadsheet that will be reviewed during the video lottery funds allocation. Commissioner Chang would support a second round of special projects grants or adding to the list of service partners. Commissioner Adair requested a report on the existing service partners with a one page update from each of the 13 service partners. Ms. Skundrick reported the service partners do submit a one page report at the end of each year. Commissioner DeBone would like to see the uses of the funds provided to the service partners. Commissioner DeBone explained the video lottery funds and the process of investment. Commissioner Chang would support including the three listed in our service partners. Commissioner Adair recommends reviewing the current list of service partners. Ms. Hale and Ms. Skundrick will prepare a report for the Commissioners. 8. Consideration of Revisions to the Deschutes County Policy GA-20 Grant Application and Administration County Counsel Dave Doyle reported on recommended revisions to the grant policy suggesting processes for approval levels. Commissioner Chang would approve the new process and suggests notification through Consent Agenda listing. Commissioner Adair feels it's the Board's responsibility to review and approve all grants. Commissioner DeBone spoke on grant tracking and reporting and the process follow through and the Commissioners need to know in some fashion even through a spreadsheet or reporting mechanism. Commissioner Chang supports staff responsibility at the identified limits which in turn allows more time for Commissioners on major discussions. DEBONE: Move approval of GA20 policy revisions including a monthly reporting mechanism. CHANG: Second VOTE: DEBONE: Yes CHANG: Yes ADAIR: Chair votes no. Motion Carried BOCC MEETING MARCH 28, 2022 PAGE 4 OF 6 OTHER ITEMS: • Commissioner Chang reported on the State Board of Forestry meeting that will be scheduled this spring that will include noticed board meetings and field trips and the Commissioners will be invited. • Commissioner Adair reported on the work to be done next week through COACT for Connect Oregon projects. • Whitney Hale, Deputy County Administrator presented draft letters of support related to congressionally directed spending requests. CHANG: Move approval of Deschutes County Congressionally Directing Spending Request for an alternate access to the 4606 Road and Deschutes National Forest DEBONE: Second VOTE: CHANG: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried DEBONE: Move approval of Deschutes County Congressionally Directing Spending Request for the La Pine Community Health Center CHANG: Second VOTE: DEBONE: Yes CHANG: Yes ADAIR:Chair votes yes. Motion Carried A request was submitted from the City of Sisters for a letter of support for the Sisters Roundabout Project. Ms. Hale will bring further information to the Commissioners on Wednesday. EXECUTIVE SESSION: At the time of 3:15 pm, the Board went into Executive Session under ORS 192.660 (2) (e) Real Property Negotiations. The Board came out of Executive Session at 3:36 p.m. BOCC MEETING MARCH 28, 2022 PAGE 5 OF 6 ADJOURN Being no further items to come before the Board, the meeting was adjourned at 3:36 p.m. DATED this Day of Commissioners. ATTEST: RECORDING SECRETARY 2022 for the Deschutes County Board of PATTI ADAIR, CHAIR ANTHONY DEBONE, VICE CHAIR PHIL CHANG, OMMISSIONER BOCC MEETING MARCH 28, 2022 PAGE 6 OF 6 BOARD OF COMMISSIONERS BOARD OF COUNTY COMMISSIONERS MEETING 1:00 PM, MONDAY, MARCH 28, 2022 Barnes Sawyer Rooms - Deschutes Services Bldg - 1300 NW Wall St - Bend (541) 388-6570 I www.deschutes.org AGENDA MEETING FORMAT: The Oregon legislature passed House Bill (HB) 2560, which requires that public meetings be accessible remotely, effective on January 1, 2022, with the exception of executive sessions. Public bodies must provide the public an opportunity to access and attend public meetings by phone, video, or other virtual means. Additionally, when in -person testimony, either oral or written is allowed at the meeting, then testimony must also be allowed electronically via, phone, video, email, or other electronic/virtual means. Attendance/Participation options are described above. 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 by noon on Tuesday will be included in the Citizen Input meeting record for topics that are not included on the Wednesday agenda. 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 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 Hearings, the link to the Zoom meeting will be posted in the Public Hearing Notice as well as posted on the Deschutes County website at https://www.deschutes.org/bcc/page/public- hearing-notices. CALL TO ORDER PLEDGE OF ALLEGIANCE ACTION ITEMS 1. 1:00 PM Consideration of State Homeland Security Grant Application to support response and preparedness activities 2. 1:10 PM Notice of Intent to Award Contract to Pinnacle Architecture for Design Services 3. 1:20 PM Notice of Intent to Award Contract to LRS Architects for design of the Deschutes County Courthouse Expansion Project 4. 1:30 PM Deschutes County's Emerging Adult Program Restorative justice Grant Application 5. 1:45 PM Request approval to apply for the Oregon Criminal justice Commission Impacts grant 6. 2:00 PM County Treasurer and Finance Report as of February 28, 2022. 7. 2:30 PM Special Project Grants Discussion 8. 2:45 PM Consideration of Revisions to the Deschutes County Policy GA-20, Grant Application and Administration 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. 9. Executive Session under ORS 192.660 (2) (e) Real Property Negotiations ADJOURN March 28, 2022 BOARD OF COUNTY COMMISSIONERS MEETING Page 2 of 3 ta 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. March 28, 2022 BOARD OF COUNTY COMMISSIONERS MEETING Page 3 of 3 BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: 3/2812022 SUBJECT: Deschutes County's Emerging Adult Program Restorative Justice Grant Application RECOMMENDED MOTION: Move to approve authorization to apply for the Commission Justice Commission's FY22 Restorative Justice Grant Program BACKGROUND AND POLICY IMPLICATIONS: In July 2021 the Deschutes County DA's Office launched a pilot Emerging Adult Program to test the concept of using restorative justice methodologies rather than sending cases with young adult offenders through the traditional criminal justice system. The purpose of this program was to help young adult offenders change their life trajectory. Current research informs us that the brains of young adult are not fully developed, which results in many making poor decisions. Unfortunately, these poor decisions can often create lifelong complications. Research also indicates that this point in life is pivotal for both positive and negative consequences, so with the right support after a bad decision has been made there are significant opportunities to change that trajectory. So by adjusting how we work with young adults, we feel confident that we can change recidivism rates for this population. The pilot program has been running for eight months and we have enrolled nine individuals for their six-month intervention program. To date, one young adult has graduated, one has been revoked, and three on are schedule to graduate in April. Although it is a very small sample, this test has allowed us to learn a lot and has been positive enough to indicate that we should consider expanding this opportunity to a larger group to test it further. To do that we know that we need dedicated staff to oversee these cases and we need to enhance our partnerships with community organizations. Simultaneously, the concept of restorative justice has been gaining momentum across the country and the Oregon Legislature recently gave the Criminal Justice Commission $4M for the FY22 biennium to encourage counties to implement restorative justice initiatives. The Deschutes County DA's Office, in partnership with Community Solutions of Central Oregon, Thrive Central Oregon, Deschutes County Behavioral Health - Intensive Youth Services, and Deschutes Defenders want to apply for this funding to expand the Emerging Adult Program. Draft proposal and budget are attached. BUDGET IMPACTS: Projected Grant Request: • Approximately $1,000,000 -July 1, 2023 to December 31, 2024 Personnel - DA Office • 1 FTE Program Technician • 0.75 FTE Victim Advocate • 0.5 FTE DDA Sub awards/Contracts • Community Solutions of Central Oregon • Thrive Central Oregon • Greg Stewart, Portland State University Researcher ATTENDANCE: Kathleen Meehan Coop, Management Analyst (District Attorney) C' O LA 4) bA -a E a, • a) E X C O • Ncii 'P- ao N C C. Q TA 0 t0 O O Q• a) ra U' O 476 4..'_a c 0) Q a) O • E O o� - O f0 'Q i E w 0) 0 0 00 C f6 aJ es. a) _co @o s • :a C • •= E v o O 'a - 0) ? :C 0 C ate) E 2 W • n 0- .c cOE. N O 2 i— o 7 o a) a) a) C c c Total Amount a) 4-, a) 0 a) CC N m 00 Lf1 csi c-I N CO M Ln CO c-1 0 O r•I 0 O O O O O M 00 N n. Ln O O O N O N N 0)) •C ro CC IL + T 4, - a) 110 C N cO ? M L0 Lo a) E 1— W Equivalent (FTE) O O Lf) N O Personnel Total: New or Existing v z a, z Employing Organization Deschutes County DA's Office Deschutes County DA's Office Deschutes County DA's Office Position Title v U 0 E U r-I N M Lf) E N a`o O Q a) O c 0) c 0 Q a a 9, cs- O 4-, a) a) E O 0 to i6 C O 0 a) J2 fa a) 'O O Q a) 0 fO E aJ a) a) O a) H N M If) 0) 4-, tn a) s v CC O 0 0 0 0 0 O O O 0 0 0 O O M N M M cI 0 0 0 0 0 0 # Units Required O N O N O Price per Unit O O 0 O O O O 0 O O 0 CO O O 0 O O Lf) 0 O 0 0 0 v 0L) a) 11' Y a) a) n • a) > a c • a, a) 0 ZS" tic - 4- v > to al OCL • C O a. U N N O 00 C C.) O 40 v a) 0 C ▪ C A as v r a ro v an a) a) 9 a) a) Ln v O 0) O Select Option Organization Served Community Solutions of Central Oregon Thrive Central Oregon C 0 ou v 0 f0 Y C a) 0 a) t H O c 0 O !n ice+ C E E O U Central Oregon Contract Purpose Restorative Justice Circle C 0 CO U LL c 0) E a) OA CC a) 0 Participant Support Contractual Total: N M Lf) Narrative: For each requested item above provide a brief justification as to how it meets or fulfills the purpose/intent of the program c-1 N M d' c 0 (1) Q Y E a a) cr • a) _c vCU a) O C 4, a i ,a) aJ ro a N 0 _o O • Q. O ▪ C aY_) c @ E • 3 0 a o .5 5 CI- • .3 c o a) Y >- N Y • YE a) c E ai v Y s ,a; Y C @ v3 U_ C C _ - v- N 4= N 'O 1✓ > L) O ▪ In cr 0. O cc0) U Y to a) N' o C N @ 4- O -C ▪ .0 c 4 Y Y C C C Tota 0) v Y CD CU 1C # Units Required Price per Unit 0 0 0 0 Organization Served Item Description 0 I N M to Equipment Total: E @ an O a v 4- 0 Y C a) O a a a) t Y !n 4- O a) 0 E 0 O @ c 0 ro 9F- 444 @ a) 0 O Q a) > 0 .O as E a) a▪ ) a) 13 v @0 N O LL i-1 N M 0 V w 0 0 a) to @ t U v a as a) U O Y 0. 0. N O ▪ a) += o i a) 0 v -o a 0 '> a= N 3 c 4- Y O a) 0 a) Y >44_Q Y Y a) E c @ v a) Y .474 CDC C ▪ • • C N . N trz N c > v O sn 7 a c a) •c O CC U '• . 1A 1A @ Y Q NC C @ 4- N 1._ O (1) v a) 4 � C C C Total Amount -. Y a) 1S a) CC 0 0 0 0 Price per Unit Organization Served C 0 a a) 0 E a) Y Q 0 N 0 0 0 0 N a) O 0 0 0 0 0 0 0 0 0 Supplies Total: E 3- O 0_ 4- 0 c a) aJ 0 0 0 v L 4- 4 0 a) Ca) C 0 O O d QI O a) a) i-4 a) O- a) L ma, co L L Z LOi c-I N m Lfl Total Amount 0 CD v 0 v CC v a' CC a) O O O c 0 2 a) 0_ a) 0- C O Q .` U a) 0 E 0) O O O O O O O O O O O O O O nn a 'O a) O as c C o c o c m vs v ao CDv at c -CS c in c c v 30 o Q c= 0 N N CU VI v aU 0 i.C 0) U OL N 44 0_2 a) 0 -' 0 7) c v -- Cp o > 'i (0 m t `L° 'Cs = N vi N M O eni-o L N 0 -- .0 N _ NL+ f0 a) L7 O T- (/) Y qA -a .i... ns O a1 + N N a) E -', C 0 = ;,d N a) Cr; Y Q. a) in CO 2 0 C c O0 3_ u > 4- o V) -0 O v 0 w go a) E -a�, o o vs 9u0. "c c N ro L.)O C N a) � c E a) in on v v O. H- o U ,i., 4., ++ O LL Q C C C Total Amount v Y a! 0 a) O O 0 O O O O Travel Costs O O a) C 0 c C v Organization(s) Served Whole EAP team a) 1- °A c c 1- Trauma Informed training O 0 0 0 0 0 0 0 0 0 0 0 0 0 01, Travel/Training Total: N m Lfl E s_ 0. 0.0 Q a) Y 0 c a) a, 0 O O. Cl. a) s V) 4- 4- L O a) E N 3 0 0 c 0 0 N 44. d CO a) 0 a 0 E > a) O Y L CV v 3 v 110 U n7 L ra L L Z u 4- CO CO N a) t O 0 c .E c N oa a) a) co 0) 3 a) 0 0 a) a) a) s 0 t h0 0 L v V) a) .474 s.+O 0) 0 LO a a co c c (1) (0 0) 0 0 Lf1 Total Amount c 0 a) 0 0 (0 (0 t 0 c 0 Q LU v 0 E a) 0 0 0 fulfills the purpose/intent of the program on as to how it meets o CO 4- a) CO a) 0 0 u 4) O co (0 E a) i-+ 0) v v s 0) t U (0 a) 0 LL '0. it; 0 a) 0 01 O ccs c 0 '0 0 6A c 4- CO Cl. V c (0 0 c 4) U C c C 0 0) tri 73 c 4) U c a) c 0 CU L O v 4- CD > v m 4- a) 0_ CD t >. 4 v 75. 4) `+- c 0 Y Q v 0 a) t 4.) C 01 c 0 (0 c 0 c c i 0 a (o 4,(0(1) E N 4) c 0 a) 0 c 4- c C0 co a) S 4) 0 c 0 a) (0 O E (0 H 4) s c Total Amount or v ro Y cco C Y uJ W i 0 0 0. 4- 0 CU Q T 0 0 0 (1.1 t0 to z 111©©51© i-) 0) 0 0) CC to 0 1- 9- 0 Y 0) 01 0 0) L 0 0 0) u x 0 a+ 0 i-+ s 0) L cO C O iF 0 O O (o 0 r Administrative Costs H Z w Ud f1f W rx 0 W et C' 0 c O 5 O M II 0) oo (0 C N E 0). co U 0) E 4- S0 s (0 E O 0) Y iZ L c 3 00 0) CO 4-, w L 0A •L (0 tea p 0 4.4 c (1) ro - U U 0) O -O a 0) _ 0 0) Y' x o a) n aco 'c 0 0 0 .c () L O a 0. CO V)a)c 4- ') U 0) (1) E o -cL O 0) O CO fl E 0) 0) 0 co c c a) (� c o f0 U 'C �+ 3 •- N E o 0 o ,. ) v= -p 0) a) T 4-, 0 0 24) E g CO W 0) Q C s v c o E o2i= u v 0) 4-, C Cc Total Amount a) 4-, 0) 7 a 0) CC O O 0, N N O O O O O O O O O 00 0) (13 CC T t c C0 m M co If)" O O 0 O 00 0) E Equivalent (FTE) O O O O New or Existing 0 N 0 d 0) O z Select Option 0 y 0 0 (1) 0 N 0 Q 0 0) a) N 0 0 oL.o 0 00 c O 0 E W Ocean Coast Restorative Justice Non -Profit Ocean Coast Restorative Justice Non -Profit Personnel Total: Position Title Restorative Justice Community Coordinator Restorative Justice Resource V) CL 0) M E ro 0 a 0) O C 0) a) O Q a) t N 4- 0 c 0c E 0 O t O (0 C O u N a m 0) O Q O ca (0 E 0) a) a) C a 0) > � L L Z � N m V1 4-4 L-; 0) O 0 00 C>' 0 To c 0 U 0) 0) 0) a) s �I 00 O U U s_ s- = 0 O U , 0) +' 4L-' �C U !> c (1.) 0) v CO 4' (0en J•' C v Ca -C3 -0 0) w v - - v 0) L a) C a0 i.; U CO (73 (13 C " v v t Y 4-, C Total Amount # Units Required Price per Unit O O O O O O rl O O 0 O O 10 4 coo O O o O O O O o o O Lc to i-1 n in O O dr O O 0 0 S 0 Y Q 0 U 0) 0) Select Option Select Option 4-, o.' s- 10 0 L N CU 0 U U Select Option Select Option Select Option 0) L a) c 0 CO c (0 00 0 Ocean Coast Restorative Justice Non -Profit Ocean Coast Restorative Justice Non -Profit Contract Purpose 4-, 0 U '•' 0) 0) O V) 0) c Bling Media Design Contractual Total: N 1n Narrative: For each requested item above provide a brief justification as to how it meets or fulfills the purpose/intent of the program University researchers will be assisting our program with data infrastructure building and perform an evaluation of first -year program data in year two of our project. This Bling Media Design will assist us by creating community outreach materials, an initial webpage design, and ongoing outreach needs through the project period. , e NJ m « m § \ Total Amount 7 \ ec # Units Required / \ 7 Organization Served 0 \ a \ Item Description E 0 0 0 Ocean Coast Restorative ƒ \ \ / 0 \ 0 \ 0 110 ID D \ \ 0 \ e % \ k E cr � \ / k E § & 2 4-4 } 0) E k CU 4-4 -5 \ { f \ \ / k co \ 0 \ 2 CO $ f \ / co 1IDDD -44 0 � ƒ 9 o 0 Total Amount / $ / 0 \ 5 \ /./ E 2 \ CL 0.\\ /%C » / t � tE fa ƒ E : 2 a) a) 444 _04.- \ • -en• c CU 7 "CS- 0.) // CU 0 $\ ± § = 0 \ ( § o 0 3 \ / 7 \ \ \ # Units Required R Price per Unit 0 \ Ocean Coast Restorative Justice Non -Profit Item Description j / \ .474 E i e (0 0 F- 0) a) Q Q. N m cf Lfl a) 4h' (0 z N m Total Amount 0, a) N a) CT (1) CC c cO G 0, a) 0 a) CC Price per Month Organization Served Item Description O O N O O O 01 N Ocean Coast Restorative Justice Non -Profit `-i O O O O O O O O IN Ocean Coast Restorative 0 d O z a) 0) N O 0 uo n a) .(0 z E (a ba O O. a) -C 4▪ - O c 4) C a) O O. O_ 0) s N V- 4- O V) a) 0) C 4 Y O O co' C O u 0) w d O a) O a. 0 ro E a) 0, +a)+ CT 10) 0 (0 CO a) O LL fa bA O Q a) .c a) N 0) Q O O 4) 0.)‘- 8 0) a) U ro • a) 0) c 0) c 0) c O a v s E.D. v U fa Q O 0, a) c N cc ©©©0© '0 c a) 0) a) c a) Q X 0, a) U 0 (0 C 00 c C co a) c 0 0, a) a) 0, 0) 0, O s E a) t W C O a) tN in U L Li- CU a) 0 O CO O C a) CO in a) 0. X a) X 0 .474 (0 0 0) a) N (i 0) 0, c Q a) a 4- 0 0 0) E 0) C a) 02 v a) 4- 00 0 a) 4- (0 a) O a) Q. a] co as L L 0) 13. c v a) t 0) 0) 9- 0, 0) L CD 0) c O (0 1,4 as 0 a) t C Total Amount 0 0 0 0 o o 0 O o o 0 0 0 0 0 0 0 0 0 Travel Costs al a) E O U N a)al 0) c c E CO U (0 N L a) Q -0 c -' (a) 0 O 0 CO C (13 O :F (0 t�A y E' O L To 48 > O a) (0 ('00 0 E +' � a) a) co E -c a Y N O- a1 5 v 0- r N O N C u O -' " 0 (0 L v s_ CC I - a) a) 4-, 4-, C C 0 0 000 "474 0 l0 1- N N 4-+ 0) 0 a) 0CC 0 # Individuals h0 c_ a) a Online via the ro C 0 (0 Z Consortia of Restorative a) tn Practitioners Organization(s) Served Ocean Coast Restorative Justice Non -Profit Travel/Training Total: Training Title Restorative Justice: New Nc a) u E U (1) OA ro 0 w N a, a) r o E E o Q 0 N M Ls E (0 on O L Q 0) 4- 0 C a) i� 0) an 0 CL a 0) -c 4- O N a-+ a) a) E 0 O s O C O (0 u 0) (0 0) > O Q > 0 cc cc a) 0) a) 0) a v s U ro a1 L L Z LLO '- N M c O U m 0 0 0 a) -c 4-, >- vs CU 73 a1 > c U c 0 (6 0 ap a) • vs CO 0 O vsQ C Ncu U ((00 C = a1 (0 -0 -C a, 0 c C 0) +� o _o u V O -0 'c '^ 0 Z ,v 0 4- 4- al _ > ((0 U — 6 ro 3 U 0 w (moo o Qu)S-+ � Q Y 4C1 CD c 0) 4-' a) X a) ++ y.. 0 (1.)4- C -O 0: - C (0 -0 0) E 0 N c O N 0 O = (1) Q. c a>-+ .0 0 CO 0, (0 L 0 N O 'c E 40 + ' o -0 4.(0 L - H c c Total Amount a) 1 a) CC v Organization Item Description 0 0 O o 00 0 N Ocean Coast Restorative 4- 0 d c 0 a1 4- 0 al a) v a) 0. 0 -C O L O 0) 0 (115 V1 a, -o E E (0 0 0 0 N E (a O L Q 4- O c a) c 0 O) 0 0. O_ a) i 01 w 4- O V) N a) E 0 O t O CO C 0 (0 Lit a) 'c (0 a1 > O 0 > 0 E a) a1 0) 0 0 a; _c U (0 N O LL m Ln sts 0 a c 0 a) 7 CO 21) CD a3 c E O v, ' a) c 0 c O -0 co a) co - 0 c c -0 O 0 4- GJ ti) a 0 a) c +� a c .— +, 'a U C C ( 0 U 0 4- E V @ co Q t 0. N ++ (0 'a o c •"- c:-� a) 0 47- 4.0 a) >- - 2 c as O O p. C a-' '% O tn a Q -c E co .0 c a; N 0) 4, C C C Total Amount or 0 0 co r-i c 0 0. .c U a) 0 E a) Kind Donation IW 0 Q 0 U v 0) Outdoors, NW 0) C 0 00 C f0 0_ CO Q Use of 3 offic aJ U Q 0 Q 0 U 0) v 0 0_ 0 U N v O Q 0 U 0) 0) V) 0 0 0 co CO 0 0 0 CO CO 0 0 l0 0 X a) a ,•n (a 0) 0 0 O E 0 U 0) O w Y O Y N 0) O 0) Y 0) co co 0) Cr CU CC tH O co 0 0 Q Q 00 0 t/? Application: Deschutes County EmergingAdult Program Kathleen Meehan Coop - kathleen.meehancoop@dcda.us 21-23 Restorative Justice Grant Program Summary ID: 0000000010 Cover Sheet Incomplete Cover Sheet Cover Sheet ra Instructions: Micamn C n ct Provide the contact information for the primary person submitting the application. Name Title/Position Organization Email Phone Kathleen Meehan Coop Management Analyst Deschutes County DA's Office Kathleen.meehancoop@ dcda.us 541-317-3175 1/7 ant Fisca ontact Instructions: Identify the organization that will serve as the fiscal agent and funds recipient, and provide the contact information for the primary fiscal contact. Legal Name of Organization for Payment Deschutes County DA's Office Payment Remittance Address 1164 NW Bond St., Bend, OR 97703 Name Kathleen Meehan Coop Title/Position Management Analyst Email Kathleen. meehancoop@ dcda.us Phone 541-317-3175 Ili p sit If awarded grant funds, does your organization prefer ACH payment processing (direct deposit)? Yes 2/7 rogra Ty Identify which type of program would be funded. Established: Applicant and/or its associated entity(ies) has an existing restorative justice program (e.g., request includes expanding collaboration, increasing program capacity, or making other program improvements or changes). Implementation: Applicant and/or its associated entity(ies) has never operated a restorative justice program (i.e., there is no programmatic framework in place and requires complete buildup of program). 3f word Max m 263 The Deschutes County DA's Office in partnership with two community -based NGOs, Community Solutions of Central Oregon (CSCO) and Thrive Central Oregon (Thrive), along with Deschutes County Behavior Health and Central Oregon Intergovernmental Council are implementing the Emerging Adult Program (EAP), a pilot pre -charge restorative justice initiative, which has helped us lay the ground work for our proposed FY23 expanded and improved Emerging Adult Program. The Deschutes County EAP team has learned a lot due to our pilot and this grant funding will enable us to improve our program, allowing us to better serve our victims, increase organizational capacity, incorporate more cases and expand our eligibility, enhance the level of service we provide and develop additional critical partnerships. These changes will occur through a phased approach to ensure they are done effectively and take into account the capacity of all the agencies. We will start by considering young adults with prior adult history. We will move half the management of our restorative justice circles out of the DA's Office to CSCO for victim -centered cases. We will begin partnering with our public defenders (Deschutes Defenders) to provide legal advice to potential participants. We will enrich the training opportunities provided to our staff and community volunteers who facilitate our restorative circles, and we will establish connections with our surrounding counties (Crook & Jefferson) to allow us to include program participants that live in our tri-county region. We will also create new partnerships with other regional service provides to enhance the resource offerings we can provide to both the victims (harmed party) and the offenders (responsibility party). Narrative Questions Incomplete Narrative Questions It is strongly recommended that applicants first read through all application questions and closely review the evaluation criteria provided in the Request for Grant Proposals (see Appendix A, pg. 12) before drafting responses. 3/7 Applicants with either type of program —established or implementation —must answer all questions and should read questions as applied to their program. Example: If a prompt reads, "Describe how your program centers the experiences of those harmed and supports them in identifying solutions that promote healing." Implementation programs may read the prompt as, "Describe how your program will center the experiences of those harmed and support those harmed in identifying solutions that promote healing." Program Overview (I) Describe your program's theory of change. A program's theory of change should explain the applicant program's core values and principles, desired and actual outcomes, and the forms in which those outcomes will be achieved. A theory of change should contemplate the applicant program's: a. Impact: The systemic and/or long-term changes expected. b. Outcomes: The intended and unintended changes that are expected to occur due to the program's work. c. Outputs: The immediate results of the program's activities that are necessary to achieve outcomes. d. Activities: The activities needed to achieve outputs. e. Inputs: Resources or investments needed to ensure activities can occur. (500 word max) — 539 4/7 IMPACT: The Emerging Adult Program is committed to redirecting young adults out of the criminal justice system into a restorative justice program that will improve victim and offender outcomes. By engaging in restorative justice and providing targeted services to the harmed and responsible parties, we aim to: 1) make victims whole at a higher rate than the current criminal justice system; 2) improve victim satisfaction with the criminal justice system and the feeling that justice has been achieved; and 3) reduce the lifelong impact that an arrest record can have on the offender. OUTCOMES: Up to 50 young adult offenders will be provided the opportunity to enroll in EAP between August 2022 through October 2023. Approximately half of the cases will be referred to CSCO for a victim -centered RJ circle. The other half that either do not have an invested victim or a corporate victim that chooses not to engage will continue to be managed by the DA's Office as they have been during the pilot. This two tiered approach will enable the DC EAP team to grow from 12 cases per year to 50, while providing more enhanced service for cases with victims. We anticipate graduating 75% of program participants and expect to see a 30% increase in restitution payments from offenders engaged in EAP. We expect to see an increase in victim's having a voice in the criminal justice system and the ability to gain access to more targeted and enhanced services. We also expect to see our young adult offenders more prepared for adult life upon completing the program by securing stable housing, employment, completing their education. In addition, victims and offenders will be more engaged in their communities through receiving needed resources, experiencing the positive impacts of restorative justice, and knowing that the community cares about them and their future success. OUTPUTS: Our target audience is often difficult to contact and connect with, so dedicated staff is need to connect with them and to follow-up over the course of the program for support and compliance. This level of work requires full commitment by a dedicated staff at the DA's Office, CSCO, Thrive and Deschutes Defenders along with other partner agencies and community volunteers, who will need to communicate frequently with each other, the offender and victim. Without this fully funded team, the agencies will not be able to improve or expand the program at this time. ACTIVITIES: To achieve these outcomes and outputs there will be a staffing for all cases involving 18-24 year old offenders; a victim advocate to connect with all the victim(s); a bi-weekly partner meeting to discuss eligible cases; an EAP RJ orientation for offenders that includes a private meeting with a defense attorney; preparation meetings for each victim and offender; an initial EAP RJ Circle; three (3) follow-up EAP circles; an individualized intervention plan for the offender; comprehensive case management & support; and a network of community -based services and resources for both the victim and offender. We will also track outputs and outcomes. Our pilot program provided us with baseline indicators that restorative justice circles with community facilitators and case management are effective. Current articles and research show us that a more victim centered approach may have even greater results. See attached program timeline. Answer needs additional language and space to address the rubric bullet about evidence -based practices in more detail. 5/7 (2) Describe your program's participant eligibility criteria. If applicable, explain how your program: a. Addresses case types as defined in OAR 213-003-0001(14) and OAR 213-003-0001(15) (definitions describing person felonies and person misdemeanors); b. Addresses case types that carry a presumptive sentence of prison pursuant to the criteria in OAR 213- 004-0001 through OAR 213-004-0013 (describing the sentencing guidelines grid); or c. Qualifies or disqualifies program participants based on prior criminal history. Max 300 words - 294 All non -charged cases involving a defendant between the ages of 18-24 years old will be flagged for EAP staffing. Prior criminal history will not be an immediate eliminating factor; however, discretion will be provided to the EAP DDA on whether the severity of the criminal history may prevent consideration. All cases (felony and misdemeanor) will be considered (except sex crimes, Measure 11); however, cases that are better served in one of our other diversion programs (i.e. Drug Court or Mental Health Court, DUII Diversion, DV diversion, Early Disposition) will be referred to those programs. Cases will also be considered ineligible for EAP should the DDA deem the case as a 'no file,' allowing for immediate dismissal. The victim advocate will connect with the victim on all potentially eligible cases prior to a case being marked eligible. A victim advocate will screen the harmed party and will share the victim's views with the DA EAP team. A victim's veto will not automatically exclude a case from being enrolled in the EAP, but the victim's concerns and needs will be taken into full consideration. Need more detail on screening process done for victims or we need to create/find something. If the harmed party does not wish to engage with the offender, but the case is eligible the victim will still be contacted by the case manager to discuss services, and the victim advocate will represent the victim in the restorative circles. Deschutes County is open to potentially including other types of crimes, case types, and criminal history, but given prior community safety surveys we feel a more measured approach is the best method to start. When our RJ program has substantial data we can consider expanding further. Our pilot only considered cases with offenders that did not have any adult history. 6/7 (3) Identify and describe your program's referral source(s). Max 0 words - 291 The DA's office has established a Karpel report that captures all cases with an 18 to 24-year-old offenders that is entered into our case management system at intake and meets the program's criteria. The DA Office will also be trained to refer any cases back to the EAP team if they are inadvertently missed. This is a process has been successfully implemented for other pre -charge diversion programs in Deschutes County. The EAP TA will review the report daily tagging all cases that meet our baseline criteria (age, live in the tri-county and non -measure 11) as an EAP referral. The referral adds a note to the case indicating that the case should not be charged while under EAP review. Referred cases will be staffed weekly by the DA Office EAP team, which includes the DA EAP team (DDA, Program Specialist, Victim Advocate, and Investigator). When a case is deemed eligible the Investigator will contact the offender and record the conversation. A list of eligible cases will be shared with the partners during the bi-weekly EAP Partner/Case meeting. The DA's team will invite all eligible and interested offenders to attend an EAP Orientation to learn more about the program, the concept of restorative justice and to meet with a defense attorney. Community Solutions will work with the Victim Advocate to connect with victims to invite them to separate meetings to prepare them for the experience. Over the course of the grant, we look at ways to address the challenges of a pre -charge program for individuals in custody. We will also consider potential program expansion into other crime areas when we have additional data that shows program impact and success. The DA's Office will track all refereed cases, eligibility status and reason for ineligibility. 7/7 (4) Identify and describe your program's service area. If applicable, explain how your program offers services that engage in and serve rural or other historically underserved regions or areas in Oregon. Max 300 wrds ® 285 Our primary program service area is Deschutes County, but also includes young adult offenders that committed a crime in Deschutes County but live within our tri-county area (Crook & Jefferson). Deschutes County has a population of approximately 200,000 individuals and is a mix of urban and rural communities. Ninety-four percent of the population identifies as white alone, 8% as Hispanic, 3% as two or more races and just over 1% each for Native American and Asian. Given Deschutes County's recent rapid population growth, our community seems to be experiencing a substantial increase in the un- housed population due to rents doubling and rentals being sold. As of 2019, U.S. census data states that the percentage of persons in poverty was 8%, but that number is flagged and we except that it could be adjusted much higher. EAP pilot participants were by and large economically disadvantaged, and the majority were white men. We compared our program referral and eligible case numbers against our county's historic referred criminal cases and our county's demographics and noted our program participation matched the type of participants we should expected. However, by offering program participation to offenders that live in Crook and Jefferson Counties, we anticipate seeing an increase in the number of Native Americans and Hispanic individuals being eligible for the program based on the demographics for those two counties. We are looking to establish a relationship with our local Latino Community Association and the Confederated Tribes to help us better serve the victims and offenders of this expanded demographic. In addition, our restorative circles involve two to three volunteer community members that are committed to the concept of restorative justice and at least one has lived experience as an offender. 8/7 (5) Provide an overview of your program's operation and current capacity, as well as your anticipated needs to build and/or increase capacity. Max 300 words - 355 EAP starts with the DA EAP team staffing 400 cases per year; contacting and screening the victims on =200 cases; inviting and determining interest in participating in = 100 offenders; and enrolling 50 cases in EAP. Next the DA's Office will host EAP orientations for the 50 offenders. The orientations will involve CSCO, defense attorney and the DDA. The victim advocate and CSCO will reconnect with victims on the 25 eligible victim -centered cases to prepare them for the RJ process (up to 3 meetings) and CSCO will also connect with the offender to help them prepare for the experience (up to 3 meetings). CSCO and the DA's Office will then each host 25 initial RJ circles. A comprehensive offender intervention plan will be established during those circles and three follow-up circles will be scheduled by the assigned agency and hosted over a six-month period. After the initial circle, Thrive will begin case management to support and assist both the victim and the offender. Other external partners will be contacted to provide direct services. At the end of the six -months, if the offender has not reoffended, completed the action items outlined in their individualized intervention plan, and attended all their RJ circles, the case will earn a no - file and the offender, victim and defense attorney will be notified. See attached flowchart for additional details (currently not attached) During the pilot program available staff was a critical issue -- program meetings were frequently canceled and we only reviewed 100 cases and enrolled 9 young adults. To achieve our EAP goals and outcomes a dedicated EAP part-time DDA, and fulltime Program Specialist/Trial Assistant and Victim Advocate will be hired. In addition, the RJ Circles were facilitated entirely by community volunteers. Going forward, CSCO will expand their team to include additional professional facilitators to facilitate the victim -centered circles and will train more EAP community volunteers to facilitate the DA's hosted circles and to assist with CSCO's circles. CSCO will also hire a program coordinator to manage scheduling and program tracking. The increase in cases and being more victim focused also requires Thrive to increase their EAP case manager to half-time. 9/7 Programmatic Activities (I) Describe how your program centers the experiences of those harmed and supports those harmed in identifying solutions that promote healing. If applicable, explain how your program provides culturally appropriate services to socially disadvantaged individuals. Max 300 words-313 The victim advocate and the DDA (when needed) will connect with the victim to talk with them about restorative justice program and why their case is being considered for the program. A victim's point of view will always be taken into consideration regarding case eligibility. Whether the victim participates in the restorative circle or not, an advocate will talk with them about what they would like to see as an outcome for the process so they feel there is justice. CSCO specializes in conflict mediation and restorative justice practices. Working in partnership with the victim advocate they will help prepare victims interested in participating in the restorative circles for the experience. The RJ circles will include community members as volunteer facilitators to provide a broader range of life experiences and knowledge to the conversations. At least one volunteer will have lived experience in the criminal justice system as an offender. We will grow our network of volunteers by recruiting from culturally and socially diverse groups. Many of our members have been trained in trauma informed practices but we will provide training to the whole team to build awareness and buy -in in this area. Our connections with victims and offenders is about building relationships and being person centered. Victims can also participate in the circles in - person or via videoconference, and they will receive regular check -ins by the victim advocate and case manager. Part of the recruitment work will be established and occur as we develop more robust relationships with Neighbor Impact and the Latino Community Association in Deschutes County. And as we expand the program to work with individuals cited for a crime in Deschutes County, but who reside in Crook or Jefferson we will also connect with community organizations in those areas and the Confederated Tribes in Warm Springs. All of which with the goal to help us improve victim and offender services. 10/ (2) Describe how your program works to encourage those who caused harm to take responsibility and repair the harm and supports responsible parties in identifying solutions that promote healing. If applicable, explain how your program provides culturally appropriate services to socially disadvantaged individuals. Max 3 ;0 words - 257 As noted previously the entire team will receive training in trauma informed practices which are critical for both the harmed and responsible parties. Being person -centers is also a key reason that there will be 3 follow-up circles with the original RI facilitation team for the offender to check -in and share progress and challenges. The pilot has shown this creates trust and builds relationships, which we believe improves success rates. Through the restorative circles the lead facilitator, two community facilitators, the responsible party, and when appropriate the victim, participate in open dialogue. The victims in this process is invited to share their story. Victims have a voice in this process, which is often missed in the traditional criminal justice system. However, since our program is pre -charge we know that some victims may or may not be ready to engage at that point. In those circumstances a victim advocate will participate in the circle for victim and provide that perspective. But for the victims that are ready, our model provides the opportunity for accelerated healing. We also leave open the opportunity for a victim that is not ready to come back in a later point. Eligible program participants are required to accept responsibility for their actions which is addressed during the orientation and in the offender preparation before the restorative circle. A 6-month tailored intervention plan developed with the offender during the initial circle will include detailed action items that require accepting and repairing harm. Action items may include writing an apology letter, community service, paying restitution, and/or engaging in conflict mediation or communication training. The plan also focuses on improving the offender's own life. Services and support include but are not limited to housing assistance, mental health counseling, and job placement. It will be monitored by the case manager through frequent meetings, and during the check -ins circles with the facilitators. These meetings and check -ins create a support network that promotes adherence and accountability, which will allow the offender to earn a no -file on their pre -charge case. 11/ (3) Describe how your program works to support impacted community members in identifying solutions that promote healing. Max 300 words ® 183 During the team meetings, case information will be shared and the participating partners will discuss potential solutions that might be most appropriate to directly or indirectly assist the victim and the community to heal. These ideas and suggestions will be explored with our partners and other organizations that can help us gain additional insight into the impact these crimes have on the broader community and how to improve our outcomes and what should be expected from the offender. To also support the healing process, EAP engages community members as volunteer RJ circle facilitators. These volunteer community members provide a direct connection to the community, in order to help the responsible party, see that their actions can have a further reach then just the immediate victim and that taking responsibility can repair harm in all areas. And since victims and offenders will be able to bring a support person to the circles, we will invite these individuals to also complete our pre & post surveys, which will provide us with additional insight into the impact of the crime and the program on the broader community. Really struggling with an answer for this question. 12/ (4) Describe your program's coordination with community -based organizations. Max 300 words - 2 8 Community Solutions of Central Oregon and Thrive Central Oregon are both local non -profits that will be sub-awardees on our grant application. We currently have contracts with both organizations which will be updated and expanded under the grant. CSCO's role will focus on having the hard conversations that ultimately result in restorative justice for the victim and offender. The team at Community Solutions will prepare victims and offenders for the restorative justice process for our victim -centered cases; coordinate and facilitate the initial EAP victim - centered circles, as well as the three corresponding follow-up circles; attend the EAP Case meetings; participate in the EAP offender orientation for all cases; maintain confidential circle information; provide circle summaries; collect and share agreed upon circle and service data; transfer unsuccessful offender's names back to the DA's Office for charging, lead RJ facilitator training, and assist with volunteer recruitment. Thrive will provide a dedicated case manager to the program to offer comprehensive offender case management and victim resource assistance. The case manager will attend the EAP offender orientations, and the EAP Case meetings; regularly connect with the offenders to provide active support for successful completion of the intervention plan; and offer services and resources that go beyond the scope of the intervention plan as new information is learned. Thrive will also connect with the victim advocate to determine what services and resources might be most appropriate for the victim and will reach out as needed to provide direct support. The EAP team also plans to connect with Heart of Oregon Corps, the Latino Community Association and Neighbor Impact, among other community -based organizations to explore how they may be able to provide resources and services to our victims and/or offenders as the program grows and expands. 13/ (5) Describe your program's ability to work collaboratively with system partners, such as local law enforcement entities, district attorney offices, and criminal defense attorneys and criminal defense law firms or consortia. Max 300 words - 322 Many of the partners below have already been working on the pilot through MOUs. Our work and roles will be expanded and the MOUs update with the changes outlined in our updated plan, or will be established as necessary. The DA's Office will take the lead on case identification and overall grant and program management. The tasks the DA's Office will include: contracts and MOU development, case staffing and case transfer, program liaison, data management, initial offender contact, offender orientation coordination, host RJ circles on "victim -less" cases, provide case oversight (referral, ineligible, revoke), initial victim contact and support services, connecting victims with Thrive and CSCO; program material development; training coordination, and assist with volunteer recruitment Deschutes Defender will provide a public defender who will participate in partner planning and EAP Case meetings. The attorney will attend the EAP orientation and provide legal clarity on program as it relates to each offender's individuals case, walk the young adult through the program ROI and can represent the offender if they are unsuccessful in the program. Central Oregon Intergovernmental Council/WorkSource team attends the partner planning meetings and provides direct services to the offenders and victims that need assistance with job placement and training or GED requirements. Will participate in program training to help inform our facilitators on the services they offer. DCBHS - Intensive Youth Services attends the partner planning and case discussion meetings. Provides direct services through their Intensive Youth Services programs and connects offenders and victims with mental health counseling and services. Will also participate in program training for the facilitators. Given the preliminary success of the EAP pilot -- being run out the DA's Office, we feel the full involvement of the systems partners is relevant and effective. During this enhanced program plan our community partners will have a more robust role and will help us improve our victim -center case. Our plan that includes shared responsibility is the best approach for Deschutes County. 14/ (6) If applicable, describe any funding included in your budget that is for direct services to the party harmed and the person who committed the harm. Max 30(1 words - 2 10 We are requesting $XXXX through the grant to assist the harmed party and the responsible party with resources and services. Through a separate sub -award contract with Thrive, the case manage will have direct access to these funds to address emergency needs and/or to provide targeted services for these individuals. Many of these needed services will be outline within the intervention plan for the offender and/or the victim in the victim service document (needs to be developed). However, if the case manager identifies additional needs for either party, the case manager will provide and track the use of those funds automatically if the total amount is under $XX. If the amount needed exceeds that total, the case manager will seek approval from the EAP Partner team at a case discussion meeting. Funds are also being requested through the grant to assist with restitution payments. If an offender is actively engaged in the program and has made appropriate payments toward their restitution requirements, but the EAP Partner team feels that paying the restitution in full could negatively impact the offenders progress, the team can approve to cover a percentage of the remaining restitution. This action will help to make the harmed party whole, while not causing additional unintended consequences for the offender. 15/ Evaluation and Data Collection (I) Describe your program's outcome evaluation. Max 0 words w 221 Given the short time frame of this program and the proposed participation numbers (50 cases), we do not feel it is prudent to hire a researcher conduct a full evaluation until we will have enough data and information that will produce a realistically evaluation of our outcomes. However, the EAP team does plan to write a full summary report detailing our outputs and outcomes, lessons learned and where we believe the program is trending. We will aggregate our victim and offender data from their intake forms, review responses in our pre/post program surveys, and track accessed services, as well as assess demographic and crime type data, and enrollment, recidivism, retention and graduation rates. We will; however; develop the questions in our pre and post surveys for the victims and offenders in partnership with a researcher to ensure the surveys are an effective tool and accurately address our program outcomes and vision. This will ensure that when there are enough participants to complete a full evaluation that our prior data is useful. Throughout the program, the EAP team will meet quarterly to discuss program information and will review current quantitative information that may directly impact decisions on the program's plans. The final summary report will also be used as a guide to help us plan for the next phase of the program. 16/ (2) Identify and describe your program's method(s), ability, and mean(s) for collecting data (e.g., satisfaction/feelings of safety surveys, recidivism rates, etc.). ax 300 words ® 2I8 As noted above, we do not plan to conduct a formal external program evaluation at this time, but we are requesting funds to hire a researcher to help us develop our pre & post surveys for our victims, offenders and stakeholders that will put as in a better position to conduct a comprehensive evaluation at a later date. To collect and store all this information we will keep private program information related case notes in forms within Cognito Forms, this will keep the information completely separate from our case management system, in case an offender is revoked from the program and the case is charged. The data in these forms will be updated after each meeting and circle that involves a victim or offender. These forms will be updated by DA's Office staff, CSCO and Thrive. We will also track program retention and graduation rates, as well as eligibility and ineligibility status, crime and cases types and compare our program information to date and county data. To collect, track and monitor the data we will use reports in Karpel, create documents and upload information into Cognito Forms, surveys will be developed in Survey Monkey, and we will also use Excel. The DA's Office has established many of these methods and practices for tracking and monitoring on our other diversion programs. 17/ (3) Will you be partnering with a researcher or research entity to track and report on any outcome measures for your program? If yes, identify the researcher or entity and their affiliation with the program, and describe their role/responsibilities with program evaluation and/or data collection. Max 3 (1 words - 72 We will hire, Greg Stewart an evaluator from Portland State University to assist us with developing the pre and post surveys and to help us write the survey portion of our summary report. We have worked with Greg on other projects and will be able to bring him up to speed on this program relatively quickly. The goal of this partnership is to ensure that we are prepared for a future evaluation. Budget Expense Sheet Incomplete Click here to download the : udget Expense Sheet All budget details must be submitted on the Budget Expense Sheet provided. All required information (including the narratives) must be completed. Any category of expense not applicable to your budget may be left blank. Evidence of Commitment Incomplete Submission of letters of support, Memoranda of Understanding, etc. specific to collaborations with referral sources, community -based organizations, or system partners. (NOT REQUIRED) 18/ BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: March 28, 2022 SUBJECT: Request approval to apply for the Oregon Criminal Justice Commission Impacts grant RECOMMENDED MOTION: Move approval to apply for the Oregon Criminal Justice Commission Impact grant. BACKGROUND AND POLICY IMPLICATIONS: In 2019, the Oregon Legislature passed Senate Bill (SB) 973, which created the Improving People's Access to Community -Based Treatment, Supports, and Services (IMPACTS) Program. This legislation was informed by a statewide Behavioral Health justice Reinvestment Steering Committee, organized in 2018, which used a data -driven approach to examine ways to improve outcomes for individuals who are frequent utilizers of both behavioral health and criminal justice resources. Informed by the analysis of the Steering Committee, the IMPACTS Program was enacted in recognition of the shortage of comprehensive community supports and services for individuals with mental health or substance use disorders, leading to their involvement with the criminal justice system, hospitalizations, and institutional placements. The purpose of the IMPACTS Program is to address this need by awarding grants to Oregon counties and federally recognized tribal governments to establish evidence -based and tribal -based programs to provide needed supports and services in local communities. The IMPACTS grant "target population" is defined as individuals who receive services and supports funded through the IMPACTS Program, have one or more behavioral health disorders, and are booked into a jail an average of four or more times in a one-year period or are high utilizers of criminal justice resources, hospital or urgent healthcare resources, or institutional placements. With the award of these grant funds, Deschutes County Health Services will be able to continue 24/7 staffing at the Deschutes County Stabilization Center, and operate 24 hours a day, 7 days a week. This will allow us to continue to provide up to 23 consecutive hours of crisis observation, or stabilization, for individuals in crisis, in order to de-escalate the severity of the crisis. The 23 hour stabilization, combined with a full array of services, improves our ability to divert individuals in crisis from emergency departments and jail. BUDGET IMPACTS: Revenue of $2,403,519 for the two year term, July 1, 2022 to June 30, 2024. Please see attached 5-year Analysis and Staff Estimate. ATTENDANCE: Holly Harris, Program Manager, Behavioral Health STAFF ESTIMATE CJC IMPACTS GRANT July 1, 2022-June 30 2024 ;% } ; { ( \6} \o; ;MI IMLO0.Q<p< £ (} j 1 1> }: I BEHAVL HLTH SPEC I » q>N r}®!M k q 0 %. 0 Lci -1 m g 0 0 0 e-I 0 0 (0 ƒ 73 u- Analysis performed on a fiscal year � / \ 0 q \ q e k \ 0 \ cf.). 0 0 0 q ? / 0 q -1 VI- \ kozi Tv (0 $ / / m co 0 / /. Contracted Services Total Indirect - Total Costs ) 2 / Cl. % BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: March 28, 2022 SUBJECT: County Treasurer and Finance Report as of February 28, 2022. RECOMMENDED MOTION: N/A. BACKGROUND AND POLICY IMPLICATIONS: See attached Treasury and Finance Report. BUDGET IMPACTS: N/A. ATTENDANCE: Greg Munn, Treasurer and Chief Financial Officer DATE: TO: FROM: SUBJECT: MEMORANDUM March 28, 2022 Board of County Commissioners Greg Munn, Treasurer and Chief Financial Officer Treasury and Finance Report for February 2022 Following is the unaudited monthly finance report for fiscal year to date February 28, 2022. Treasury and Investments • The portfolio balance at the end of February was $278 million, a decrease of $8 million from January but an increase of $22 million from last year (February 2021) — most of the increase due to the receipt of $19 million in ARPA funds in May 2021. • Net investment income for the month is $124,654, approximately $5,000 less than last month and $52,000 Tess than February 2021. YTD earnings of $1,041,821 are $657,000 less than the YTD earnings last year. • All portfolio category balances are within policy limits. • No change in the LGIP interest rate during the month. However, the rate will increase by 10 basis points from 45 to 55) effective March 16, 2022. Benchmark returns for 24 and 36 month treasuries are up again from the prior month by 26 and 23 basis points, respectively. • Average portfolio yield is 0.60%, no change from last month. • The portfolio's weighted average time to maturity is at 1.56 years (no change from last month). Portfotic tkdown Par Value by Investmet Municipal Debt Corporate Notes Time Certificates U.S. Treasuries Federal Agencies LGIP First Interstate Bank Total Investments 5 49,590,000 66,102,000 1,245,000 15,000,000 85.490,000 51.541,335 8,595,238 $ 277,563,573 'yp 17.9% 23.8% 0.4% 5.4% 30.8% 18.6% 3.1% 100.0% Total Portfolio: By investment Types First Interstate Bank 3.1% Federal Agencies 30.8% Municipal Debt 179% U. S. Treasuries 5.4% Corporate Notes 23.8% Time Certificates 0.4% $100 5 580 2 560 540 520 $- Portfolio by Broker S86.8 nvestanent incom Total Investment Income Less Fee: $5,000 per month Investment Income - Net Prior Year Comparison Feb-21 Feb-22 129,654 (5,000) 124,654 176,794 Y-T-D 1,081,821 (40,000) 1,041,821 1,698,637 Categoty Maximum U.S. Treasuries LGIP ($52,713,000) Federal Agencies Bankers Acceptances Time Certificates Municipal Debt Corporate Debt 100% 100% 100% 25% 50% 25% 25% Maturity (Years) Max Weighted Average 4.7123 1.56 Yield Parcentage FIB/ LGIP Investments Average Current Month 0.45% r 0.49% 0.60% Prior Month 0.45% 0.47% 0.60% nchmarks 24 Month Treasury LGIP Rate 36 Month Treasury 1.44% 0.45% 1.62% Term Minimum A 0 to 30 Days Under 1 Year Under 5 Years 10% 25% 100% 25.3% 42.1% 100.0% Corp Issuer Callable Credit W/A Policy 5% 25% AA2 A+ 3.2% 18.4% AA1 Investment Activ DA Davidson Moreton Capital Markets Robed W Piper Baird & Co Sandler Great Pacific Securities Caste 0* Purchases in Month Sales/Redemptions in Month $ 4,000,000 $ 24 Month Historic Investment Returns 3.50% 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00 Mar May July Sept Nov Jan Mar May Jul 350,000,000 300,000,000 250,000,000 200,000,000 150,000,000 100,000,000 50,000,000 Sep Nov Jan County Rate = 2 Year Treasury Rate w Corporate Bond Rate = LGIP Rate Three Year Portfolio Balance yo, y�i \,y°i yo, , yo, p `,tip �,L9 J\,LO �,ti0 of L0 a tiv a�.L'\' aJ'y ,�\'1> e Ly o_sl> 0'L \at `Sea �� se,•�o \' �a �a \ se \ c, 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 Five Year Maturity Distribution Schedule N N N M M N N N N N a > ,a 4 O N a N N en N ▪ N Q 0 C N N N n Z N 7) N N ry N N ▪ N N • N N ▪ N ▪ N ▪ N ▪ N O > ra T Q > C a) — 0 t6 N t6 -�� a)O (0 Z (0 Z Deschutes County Investments Portfolio Management Portfolio Details - Investments February 28, 2022 ;Pa ohases ?lade In F86 ParY2021'- lP4rohas682nada 16 Ftahraaiy 2022i Purchase Maturity Days To Ratings Coupon Inv " nv Tj CUSIP Security i Broke - I Data - Date -I, Maturl ' Mood ' S&P/Fi ^ I Rate i YTM 36' 10856 MUN 558770059 CITY OF MADRAS OR DA DAV 10/12/2021 3/1/2022 0 AA 0.3210 0.3210 10726 FAC 3133EKCY0 Federal Farm Credit Bank CASTLE 11/21/2019 3/14/2022 13 Aaa 10730 FAC 3133EKCYO Federal Farm Credit Bank CASTLE 11/29/2019 3/14/2022 13 Aaa 10720 MCI 90520EAH4 MUFG Union Bank CASTLE 10/25/2019 4/1/2022 31 A3 10750 MCI 90520EAH4 MUFG Union Bank CASTLE 2/5/2020 4/1/2022 31 A3 10759 MCI 037833CP3 Apple Inc CASTLE 3/27/2020 5/11/2022 71 Aa1 10733 MCI 084664BT7 Berkshire Hathaway Inc MORETN 12/6/2019 5/15/2022 75 Aa2 10886 FAC 3133ELZN7 Federal Farm Credit Bank CASTLE 12/28/2021 5/18/2022 78 Aaa 10877 MUN 38122NA44 GOLDEN ST TOBACCO SECURITI GPAC 12/8/2021 6/1/2022 92 Aa3 10887 FAC 3133ELE75 Federal Farm Credit Bank CASTLE 12/29/2021 6/2/2022 93 Aaa 10888 FAC 3133ELN26 Federal Farm Credit Bank CASTLE 12/29/2021 6/22/2022 113 Aaa 10652 MUN 6860531301 Oregon School Boards Assoc MORETN 9/14/2018 6/30/2022 121 Aa2 10885 MUN 801315LU4 SANTA BARBARA CA UNIF SCH DI GPAC 12/23/2021 6/30/2022 121 10889 TRC 912828XW5 U.S. Treasury GPAC 12/30/2021 6/30/2022 121 Aaa 10881 MCI 89233HG16 TOYOTA MOTOR CREDIT DA DAV 12/9/2021 7/1/2022 122 P 1 A-1 10633 MUN 757889BRO REDW000 CITY CA SCH DIST sDA DAV 2/24/2021s, 8/1/2022 153" AA 10748 FAC 3133EKJ56 Federal Farm Credit Bank CASTLE 1/31/2020 8/30/2022 182 Aaa AA+ 10890 TRC 912828L24 U.S, Treasury GPAC 12/30/2021 8/31/2022 183 Aaa 10883 FAC 313383WD9 Federal Home Loan Bank GPAC 12/13/2021 9/9/2022 192 Aaa 10891 TRC 912828L57 U.S. Treasury GPAC 12/30/2021 9/30/2022 213 Aaa 10882 FAC 3133EMDA7 Federal Farm Credit Bank GPAC 12/13/2021 10/13/2022 226 Aaa 10790 MUN 014365000 10884 MCI 90520EAK7 10879 MCI 90331HPF4 10727 MCI 06051GEU9 10854 MC1 06051GEU9 740189AG0 3135GOT94 3133END00 10813 MC1 10878 FAC 10869 FAC 10893 TRC 10857 MUN 10880 MC1 10859 MCI 10867 FAC 10866 TRC ALDERWOOD WA WTR & MUFG Union Bank US Bank Bank of America Corp Bank of America Corp Precision Castparts Corp Federal National Mtg Assn Federal Farm Credit Bank WSTW1 R W B 11/12/2020 12/1/2022 275 Aa2 CASTLE 12/14/2021 12/9/2022 283 A2 CASTLE 12/10/2021 1/9/2023 314 Al CASTLE 11/25/2019 1/11/2023 316 A2 PS 8/16/2021 1/11/2023 316 4,2 CASTLE 12/17/2020 1/15/2023 320 A2 R W B 12/9/2021 1/19/2023 324 Aaa GPAC 11/18/2021 2/10/2023 346 Aaa 558770DT7 CITY OF MADRAS OR DA DAV 10/12/2021 3/1/2023 365 78015K7G3 Royal Bank of Canada PS 12/10/2021 4/17/2023 412 A2 46625HRL6 JPMorgan Chase - Corporate N CASTLE 10/29/2021 5/18/2023 443 A2 3133ENEW6 Federal Farm Credit Bank GPAC 11/23/2021 5/23/2023 448 91282CCD1 U S Treasury MORETN 11/17/2021 5/31/2023 456 10836 MUN 010831OQ5:.. ALAMEDA:CNTY CA JT PWRS ALT CASTLE < 2/24/2021 6/1/2023 459 Aal 10838 MUN 73473RDW2 MORROW PORT TRANS FAC R W B 4/1/2021 6/1/2023 457 10760 MUN 736746XU7 PORTLAND OR URBAN RENEWAL PS 7/14/2020 6/15/2023 471 Aa1 10839 MUN 984674JZ5 MCMINNVILLE SCHOOL DIST VAN PS 6/15/2021 6/15/2023 471 Aal 10709 MUN 2927OCNU5 Bonneville Power Administratio CASTLE 7/30/2019 7/1/2023 487 Aa2 10713 MCI 361582AD1 Berkshire Hathaway Inc CASTLE 9/9/2019 7/15/2023 501 Aa3 10802 MC1 08053FAA7 ? Bank of America Corp DA DAV 2/23/2021 7/24/2023 510 A2 10868 FAC 3133ENEY2 Federal Farm Credit Bank GPAC 11/24/2021 7/24/2023 510 10769 FAC 3137EAEV7 Federal Home Loan Mtg Corp CASTLE 8/21/2020 8/24/2023 541 Aaa 10768 MUN 67232TBM6 OAKLAND CA REDEV SUCCESSO PS 8/21/2020 9/1/2023 549 10780 MUN 476453GR0 JEROME IDAHO SCHOOL DISTRI( PS 10/13/2020 9/15/2023 10843 MUN 098419MM3 BONNEVILLE & BINGHAM CNTYS PS 7/28/2021 9/15/2023 10819 MCI 3133EMLE0 Federal Farm Credit Bank PS 12/30/2020 9/22/2023 10860 TRC 91282CDA6 U.S. Treasury MORETN 11/1/2021 9/30/2023 10794 FAC 3137EAEZ8 Federal Home Loan Mtg Corp CASTLE 11/5/2020 11/6/2023 10802 MCI 459058JM6 International Bonds for Recons CASTLE 11/24/2020 11/24/2023 10789 MUN 0143650R8 ALDERWOOD WA WTR & WSTWI R W B 11/12/2020 12/1/2023 10837 MUN 73473RDH5 MORROW PORT TRANS FAC R W 6 4/1/2021 12/1/2023 10836 MCI 31422XBV3 Federal Agriculture Mtg Corp GPAC 3/15/2021 12/15/2023 10923 MCI 06051GFB0 Bank of America Corp CASTLE 1/12/2021 1/22/2024 10873 MCI 46625HJT8 JPMorgan Chase - Corporate N CASTLE 12/2/2021 2/1/2024 10872 FAC 3135GOV34 Federal National MIS Assn GPAC 12/1/2021 2/5/2024 10862 MCI 037833CG3 Apple Inc GPAC 11/17/2021 2/9/2024 10861 FAC 3130APUV5 Federal Home Loan Bank DA DAV 11/23/2021 2/23/2024 10834 MC1 '3133EMR27 Federal Farm Credit Hank CASTLE 10829 MUN 10851 MC1 10874 MUN 10864 MCI 10846 MCI 10776 MUN 10777 MUN 10779 MUN 10785 MUN 10807 MUN 10809 MUN 10815 MUN 10771 MC1 10853 MUN 10782 MUN 10842 FAC 10828 MC1 10848 BCD 10847 BCD 10844 BCD 10858 MC1 10784 MUN 10786 MUN 10805 MUN 10811 MUN 10812 MUN 10849 BCD 10850 BCD 10816 MC1 10810 MUN 10775 FAC 10830 MC1 10778 MUN 10781 MUN 10808 MUN 10783 FAC 10791 FAC 10797 MCI 10823 MC1 10799 FAC 10788 MUN 10814 MC1 10820 MC 10806 MC1 10821 MC 10817 MC1 10826 MC1 10762 FAC 10792 FAC 10822 MC1 10801 MC1 10800 MUN 10818 MC 10824 MC1 10825 MUN 10798 MUN 10840 MUN 10841 MUN 10787 MUN 10831 MUN 10763 FAC 10764 FAC 10766 FAC 10767 FAC 10765 FAC 10772 FAC 10774 FAC 10770 FAC 10773 FAC 10793 FAC 10796 FAC 10845 MUN 10871 MUN 10870 MUN 10863 MUN 10875 MUN 10865 MC1 10876 MUN 10078 RRP 10084 RR2 68607VZ73 06051GFF1 68609TWC8 46625HJX9 06051 GJY6 568571CZ4 179093K01 906429EE1 939307KV5 179198JF4 736688MD1 625517MG9 68583RCT7 68583RCY6 584288ER1 3133EMT51 3133EMNK4 795451AA1 38149MXG3 05580A678 91159HHX1 732098PE2 835569GR9 68609TZR2 68608US W 7 68608US09 89235MLF6 90348JR85 30231GBC5 Oregon State Lottery PS Bank of America Corp CASTLE Oregon State Lottery R W B JPMorgan Chase - Corporate N CASTLE Bank of America Corp CASTLE SILVER FALLS SD PS CLACKAMAS SCHOOL DISTRICT PS UNION CTY OR SCHOOL DISTRIC PS Washington County SD Municipal PS CLACKAMAS SCHOOL DISTRICT DA DAV Portland Community College PS MULTNOMAH COUNTY OR SCHO/ R W B OR ST COMMUNITY COLLEGE DI R W B OR ST COMMUNITY COLLEGE DI PS MEDFORD OR REVENUE R W B Federal Farm Credit Bank R VV B Federal Farm Credit Bank DA DAV SALLIE MAE GPAC GOLDMAN SACHS GPAC BMW GPAC US Bank PS POMONA CALI UNI SCH DIST TAX PS SONOMA CCD PS Oregon State Lottery R W B Oregon Slate Lottery R W B Oregon State Lottery R W B TOYOTA FINANCIAL SGS BANK GPAC UBS BANK USA GPAC XTO Energy Inc GPAC 73474TAB6 MORROW PORT TRANS FAC R W B 3134GWF84 Federal Homo Loan Mtg Corp CASTLE 225460AP2 CREDIT 80198E NY 'i CASTLE 4511527C0 IDAHO ST BOND BANK AUTH REV PS 476453GS8 JEROME IDAHO SCHOOL DISTRir PS 13034AL57 CALIFORNIA INFRASTRUCTURE 8 GPAC 3133EMCNO Federal Farm Credit Bank CASTLE 3134GW3W4 Federal Home Loan Mtg Corp CASTLE 822582CC4 ROYAL DUTCH SHELL PLC GPAC 822582CC4 ROYAL DUTCH SHELL PLC CASTLE 3134GW7F7 Federal Home Loan Mtg Corp CASTLE 014365056 ALDERWOOD WA WTR & WSTWI R W B GPAC 931142DV2 WALMART 3133EMLP5 Federal Farm Credit Bank 0378330E4 Apple Inc 3134GXKK9 Federal Home Loan Mtg Corp 46625HKG3 JPMorgan Chase - Corporate N 46625HKG3 JPMorgan Chase - Corporate N 313604E74 Federal National Mtg Assn 3134GWSO5 Federal Home Loan Mtg Corp 125720AG0 CME GROUP 30231061-14 XTO Energy Inc 98459LAA1 YALE UNIVERSITY 166764BW9 Chevron Corp 1667646W9 Chevron Corp 625506PX2 MULTNOMAH CO-REF-TXBL GPAC 938429V61 Washington County SD Municipal PS 498368E61 KLAMATH CNTY OR SCH DIST PS 625517NE3 MULTNOMAH COUNTY OR SCHOI CASTLE 88675ABS4 TIGARD OR WTR SYS REVENUE PS 7990550115 SAN MATEO CA FOSTER CITY SC DA DAV 2/10/2021 3133EL3P7 Federal Farm Credit Bank R W B 8/12/2020 MORETN 8/12/2020 CASTLE 8/14/2020 CASTLE 8/18/2020 MORETN 8/21/2020 R W B 8/27/2020 R W B 9/3/2020 PS 8/28/2020 CASTLE 8/28/2020 R W B 11/4/2020 CASTLE 11/12/2020 563 Aaa 563 Aaa 570 Aaa 578 615 633 Aaa 640 Aa2 640 654 692 A2 702 A2 706 Aaa 710 Aaa 724 Aaa 2/26/2021: 2/26/2024 727 Aea 1/26/2021 4/1/2024 762 Aa2 8/12/2021 4/1/2024 762 A2 12/2/2021 5/1/2024 792 A91 11/18/2021 5/13/2024 804 A2 7/27/2021 6/14/2024 836 A2 9/17/2020 6/15/2024 837 A91 10/1/2020 6/15/2024 837 Aal 10/8/2020 6/15/2024 837 A91 10/28/2020 6/15/2024 837 Aal 12/3/2020 6/15/2024 837 Aal 12/17/2020 6/15/2024 837 A41 12/30/2020 6/15/2024 837 A81 8/27/2020 6/30/2024 852 Ae1 8/31/2021 6/30/2024 852 10/14/2020 7/15/2024 867 7/19/2021 7/19/2024 871 Aaa 1/22/2021 7/22/2024 874 Aaa 7/21/2021 7/22/2024 874 7/28/2021 7/29/2024 881 7/30/2021 7/30/2024 882 10/29/2021 7/30/2024 882 A2 10/20/2020 8/1/2024 884 Aa3 10/21/2020 8/1/2024 884 Aa2 12/1/2020 8/1/2024 884 A41 12/17/2020 8/1/2024 884 Aal 12/17/2020 8/1/2024 884 Aal 8/5/2021 8/5/2024 888 8/11/2021 8/12/2024 895 12/21/2020 8/16/2024 899 Aa1 AA 12/14/2020 9/1/2024 915 Aa2 9/9/2020 9/9/2024 923 Aaa 2/1/2021 9/9/2024 923 Aa3 AA+ AA+ A AA+ AA AA+ A+ AA+ AA+ AA AA AA+ AA+ AA+ A AA- A- A- AA - AA+ AA+ AA A- 0.4500 0.6684 0.4500 0.6595 3.1500 2.0375 1.8114 1.7245 1.7400 0.1613 0.2000 0.1824 0.1821 3.1200 0.2016 0.1700 3.1500 0.4995 3.0000 0.1600 0.5020 0,2500 0,2600 5.4800 0.2500 1.7500 0.2800 6.0000 0.5062 0.4000 0.3783 1.8750 0.2000 3.1250 0.1900 1.7500 0.2300 0.1600 02309 11.3760 0,5700 ,0000 0 5004 2.1000 0.6120 1.9500 0.6161 3.3000 2.1201 3.3000 0.2702 2.5000 0.5548 2.3750 0.3868 0.1600 0.2900 0,1250 0.8500 0.4510 0.4510 1.6000 0.6405 2.7000 0,7306 0.3750 0.3708 0.1250 0.3701 AA+ 3.0950 0.3959 A- 0.7000 0.7001 4,0230 2.8950 0.2800 0.2800 AA- 5.8030 2,1249 AA 7.3500 2.0306 A- 4.1000 0.2303 0.4500 0.4500 AA. 0.2500 0,2841 3133EL3H5 Federal 3134GWND4 Federal 3136G4L84 Federal 3136G4N74 Federal 3136G4N74 Federal 3136G4N74 Federal 3136G4X24 Federal 3136G4X24 Federal 3135GA2N0 Federal 3135G06G3 Federal Farm Credit Bank Home Loan MIS Corp National Mtg Assn National Mfg Assn National Mtg Assn National Mtg Assn National Mtg Assn National Mtg Assn National Mtg Assn National Mtg Assn PS GPAC R W B CASTLE CASTLE CASTLE CASTLE GPAC GPAC GPAC GPAC CASTLE 10/8/2020 10/13/2020 12/17/2020 10/16/2020 10/30/2020 11/13/2020 1/7/2021 11/18/2020 11/12/2020 12/17/2020 12/30/2020 12/3/2020 1/15/2021 12/22/2020 1/11/2021 7/31/2020 10/30/2020 1/4/2021 11/19/2020 11/18/2020 12/28/2020 1/7/2021 1 /21 /2021 11/17/2020 7/1/2021 7/15/2021 736688MF6 Portland Community College MORETN 7/23/2021 250325UL9 DESCHUTES CTY SCH DIST #1 R W B 12/7/2021 569280EX4 Salem-Keizer School District PS 12/7/2021 68583RCV2 OR ST COMMUNITY COLLEGE DI GPAC 11/18/2021 68587FAW4 OR EDU DISTS FF&C PENSION OI R W B 12/8/2021 037833DN7 Apple Inc GPAC 11/18/2021 68607DVC6 ODOT HVJY USER TAX REV R W B 12/8/2021 SYS10078 Local Govt Investment Pool 7/1/2006 SYS10084 First Interstate 7/1/2006 8/21/2025 8/21/2025 8/21/2025 8/29/2025 8/29/202E, 11/4/2025 11/7/2025 6/15/2026 6/15/2026 6/15/2026 6/30/2026 6/30/2026 9/11/2026 11/15/2026 9/15/2024 929 Aal 9/15/2024 929 Aaa 10/1/2024 945 10/15/2024 10/28/2024 11/7/2024 11/7/2024 11/18/2024 12/ 1 /2024 12/15/2024 12/23/2024 1/13/2025 1/15/2025 1/23/2025 1/23/2025 1/29/2025 1/29/2025 3/15/2025 3/19/2025 4/15/2025 5/11/2025 5/11/2025 6/1/2025 AA+ AA+ AAA AA+ A- AA+ AA+ AA+ AA+ AAA AA+ AA+ AA AA - AA+ AA+ A+ AA AA+ AA+ AA+ 3.1250 5.0000 4.0000 0.1900 0.2500 0.2500 0.2500 1,0000 0,7000 0,2200 4.1250 3.8750 2.5000 3,0000 0.6015 0.4794 0.4308 0.1900 0.4554 0.2801 0.3204 0,5501 0.7001 0.2149 0,5217 0.9290 0.5902 0.9122 0,6501 0,2500 0,2621 2.5050 0.3902 4,0000 0,7950 3.6250 0.5230 0.5500 0.6130 0.6750 0,5900 0.8300 0.5720 2.0000 5.6600 0.5830 2.0000 0.4200 0.3100 0.5500 0.5500 0,5500 2,4000 0,7700 2.0610 0.6380 2.6770 2.6770 0,5500 0,5500 2.0190 0,6053 0.7301 0,9770 0.5211 0.5500 0.6130 0.6750 0.5841 0.4802 0,5720 0.4053 0.6000 0.5830 0.6504 0.4284 0.3100 0.5500 0.5500 0.5500 0,8420 0.6002 0.6002 0.4149 0.9387 0.9387 0.5500 0.5362 0,5432 3.2210 0,4202 0.4800 0O 6718 -5.0000 .6103 5.0000 0.6103 5.0000 AAA 0.6450 959 Aaa AA+ 0.4000 972 Aaa 0.4100 982 Aa2 AA- 2.0000 982 Aa2 AA- 2.0000 993 Aaa 0.3750 1006 Aa2 AA+ 1.0000 1020 Aa2 AA 2.6500 1028 Aaa AA+ 0.3200 1049 Aal AA+ 2.7500 1051 Aaa 0.3500 1059 A2 A- 3.1250 1059 A2 A- 3.1250 1065 Aaa AA+ 0.5700 1065 Aaa 0.4500 1110 Aa3 AA- 3.0000 1114 Aaa AA 2.9920 1141 Aaa AAA 0.8730 1167 Aa2 AA 1.5540 1167 Aa2 AA 1.5540 1188 Aaa AAA 1.0000 6/15/2025 1202 Aa1 0.9120 6/15/2025 1202 AA+ 0.8600 6/30/2025 1217 Aa2 AA 0.9500 8/1/2025 1249 Aa3 AA 2.0000 8/12/2025 1260 Aaa AA+ 0.5300 8/12/2025 1260 Aaa AA+ 0.5700 8/12/2025 1260 Aaa 0.6000 8/18/2025 1266 Aaa AA+ 0.5700 1269 Aaa AA+ 0.5600 1269 Aaa AA+ 0,5600 1269 Aaa AA+ 0.5600 1277 Aaa AA+ 0.6000 1277 Aaa AA+ 0,6000 1344 Aaa AA+ 0,5500 1347 Aaa AA+ 0.5000 1567 Aal 0.8990 1567 Aal 1.4000 1567 Aal 1,4380 1582 Aal AA+ 5.6800 1582 Aaa AA 1.1040 1655 Aa1 AA+ 2.0500 1720 Aa1 AAA 0.9340 1 0.5500 1 0.5500 0.7253 0.6450 0.4402 0.4163 0.7055 0.5429 0.3750 0.6502 0.5705 0.3200 0.6389 0.8061 0.8272 0.5700 0,4524 0.6491 0,8138 0.5784 0.6470 0,6,5 0.5001 0.6449 0.8600 0.6871 0,8504 0.4701 0.5300 0.5700 0.6102 0.5901 0.5600 0.5651 0.5600 0.6000 0.6000 0.5500 0.5729 0.8000 1.2301 1.2900 1.4000 1 .3862 1 .4552 1,3661 0,5500 0,5500 Par Market Book Value Value Value -j 115,000 1 15, 000 1 15, 000 5,000,000 5000,631 5,000.176 5,000,000 5,000,631 5,000.194 2.000.000 2,000,000 2,001,799 1, 000,000 1,000, 000 1,001,089 1,000,000 1.000,752 997, 974 2,000,000 2009,598 2,005,049 1,000,000 999,553 999,997 1.000,000 099,550 1,000,749 1 .505.000 1,504,116 1.505, 257 630,000 629,699 630,151 925,000 939,717 3,015,816 931,751 1,500,000 1,4957910 1. 500. 239 3,000.000 3,012.18 2,000,000 1,996.te9 1,998,102 125,000 127,28:k: 127.468 :- 3,000,000 3,004,8419 3,002,513 3,000,000 3,017,460 3,025,049 1,645,000 1,666,758 1,670,181 3,000,000 3,017,460 3,026,510 1.14 O, O 0O 1,136, 025 1,139, 502 2,000,000 2,007,500'. 2,009,015 200,0o0 199.019 200,745 1, 730, 000 1, 740, 626 1, 749, 788 2.279,000 2,294,729 2,304,879 2,000,000 2.033,523 2,019,553 1,000,000 1,016.761 1,026,022 2,772,000 2.794,059 2.818,695 1,000.000 1.01 t,289 1,017, 506 2,000000 1.987,840 1,997,558 2,000000 9,9$1,250` 1,210000 208,213 210,000 2,000.000 2,002.844 2,021.509 2,000.000 2,023.133 2.047.452 2000,000 1,981,070 2,000,000 2,000,000 1,973,516 1,993,893 3,080,000 3,146,2$4: 3.186.876 215.000 830,000 170,000 1.000000 500,000 1,000.000 2,000.000 5,000,000 2,500,000 200,000 1,000,000 2,000,000 2,000,000 5,000,000 2,000,000 270,000 1,000,000 2,000.000 2.000,000 1,000,000 2.000,000 2,000,000 1.670,000 2.000.000 2,350.000 2,000.000 500.000 1,500.000 1,000,000 1.900.000 500,000 490,000 1,500,000 300,000 1,000,000 2,750,000 90,000 1,000,000 815,000 1,000,000 2,000,000 249.000 249,000 249,000 2,000.000 1,200.000 1,200.000 505.000 755,000 500,000 249.000 249.000 2,000,000 1,750.000 1,000 000 ,950,000 1,000,000 220,000 1,000,000 2,000,000 2,000.000 3,000.000 1,708,000 2,000,000 935,000 2,000,000 2,000,000 2,000.000 2,000,000 2.000,000 2,000,000 1,400,000 2,500,000 2.000,000 2,000,000 2,000,000 1.663,000 2,000,000 2,165.000 350,000 400,000 387,356 1,255,000 1,215.982 350,000 351,677 3,000,000 2,876,235 3,000,000 2879,080 2,000,000 1521.644 2,000,000 1532525 3,000000 2,876,561 1,000,000 958,854 2000,000 1.917,707 1,000,000 960,622 1.000,000 950,622 2,000,000 1,917,466 2000,000 1,909,857 1,250,000 1,198,575 2,000,000 1,965,260 2,000,000 1,963,500 210000 238568 250,000 242,030 2,000.000 260,000 51,541,335 8,595,238 212.497 215,000 831,129 841,480 168,082 170,000 1,059.790 1,040809 537,933 534,929 1,033.8661,053.886 1.977,813 2,000,000 4,924,829 4,997,490 2,549,200 25913,331 210,602 213,8601 1,038.810 1,054,620 1,972,029 2,000.000 1.966,250 1.993,531 4,906.827 4.997,482 1.960,742 1,997,520 267,419 272,105 980030 1,000,000 1,960.311 2,000.000 2,080,407 2,135,075 1,036,796 1,055,765 2,039,490 2.073,047 2,049,303 2079,948 1.649,131 1,670,000 1,961,476 1.999.523 2,392.582 2,452,795 2076.225 2,140.105 491.490 500.696 1,550.095 1,586.121 982,215 1,000,044 1.848,757 1.900,000 487,655 500, 000 478.039 490,000 1,460.880 1,500,000 294,840 302,379 975,050 1.000000 2,767,848 2,849504 97,115 100,476 964,420 1,000,000 817,698 840,738 972,013 999,801 1,943,782 2,000,000 241,984 249,000 242,507 249,000 242,496 249,000 2,024.023 2.074,185 1,170, 504 1, 204,863 1,210.620 1,241,821 492.426 507,699 768.069 786,110 509.700 520,602 242.428 249,000 242,349 249,000 2.006.459 2,071,742 1,810.883 1,871.453 974,776 1,000000 3.045.638 3.174624 1,077. 770 1,109,957 236.881 243,499 972.650 1.000,000 1,938.052 1.997,9147 1,933.281 1.999.667 3,009,499 3,102573 1,713,408 1,773.997 1.936,244 2,000.000 914,636 943,863 2048,575 2,114.517 1,928,369 2000,000 2,049,177 2,119,266 1 .936,266 2,000,000 2,043,980 2.131,784 2043,980 2,130,551 1.353,395 1,400,000 2.405062 2499,829 2,053.401 2.140,721 2.054.873 2130,286 1,938,370 2,018,134 1,639.136 1.710.428 1,971,300 2,058,941 2,116,439 2,199.753 340,389 353.025 400,000 1,265,824 363,447 019,029 3,000,000 ,999,30 1,998,618 1598,628 3.000000 999,826 2,000,000 1,000,000 1,000,000 2,000.000 1,255, 1,04,1913 2,014,131 2,012,291 247,561 25825 1,996.200 2, 251,,904 247.437 54,335 51,591,238 51,541,335 8.595238 8595,238 277,563,573 276,478,051 281,080,360 Position Control Summary Org Jul Aug Sep Oct Nov Dec Jan Feb July - June Percent Assessor Filled 33.26 33,26 33.26 33.26 33.26 33.26 33.26 32.63 Unfilled 2.00 2.00 2.00 2,00 2.00 2.00 2.00 2.63 5,90% Clerk Filled 8.58 8.48 8.48 9.48 9.48 9.48 10.48 9.48 Unfilled 0.90 1.00 1.00 - - 1.00 5.01% BOPTA Filled 0.42 0.52 0.52 0.52 0.52 0.52 0.52 0.52 Unfilled 0.10 - - - - - 240% DA Filled " 51.70 54.50 56.50 55.50 55.60 54.60 56.60 ` 55.60 Unfilled 6.30 3,50 1.50 2.50 1.50 2.50 1.00 2.90 4.69% Tax Filled 5.50 5.50 5.50 5.50 5.50 5.50 5.50 5.50 Unfilled - - - - - - - - 0.00% Veterans' Filled 5.00 5.00 5.00 5.00 5.00 5.00 5.00 4.00 Unfilled - - - - - - 1.00 2.50% Property Mngt Filled 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Unfilled - - - - - - - - 0.00% Total General Fund Filled 106.46 109.26 111.26 111.26 111.36 110.36 113,36 109.73 Unfilled 9.30 6.50 4.50 4.50 3.50 4.50 3.00 7.53 4.68% Justice Court Filled 4.60 4.60 4.60 4.60 4.60 4.60 4.60 4.60 Unfilled - - - - - - - - 0.00% Community Justice Filled 45.90 45.90 45.90 44.90 44.90 44.90 44.90 42.90 Unfilled 2.00 2.00 2.00 3.00 3.00 3.00 3.00 5.00 6.00% Sheriff Filled 229.75 235.75 232.75 238.75 235.25 234.25 232.25 221.25 Unfilled 27.25 21.25 24.25 18.25 21.75 24.75 26.75 37.75 9.80% Health Srvcs Filled 320.33 319.85 320.40 331.20 331.50 339.50 344.20 344.30 Unfilled 55.47 57.95 64.90 54.50 55.20 50.30 46.10 53.00 14.16% CDD Filled 61.00 61.00 56.80 56.80 58.80 58.80 57.80 59.80 Unfilled 4.00 6.00 11.20 11.20 9.20 9.20 11.20 9.20 13.14% Road Filled 57.00 57.00 57.00 56.00 56.00 56.00 56.00 57.00 Unfilled - - - 1.00 1.00 1.00 1.00 - 0.88% Adult P&P Filled 37.60 37.60 37.60 36.85 36.85 35.85 36.85 36.85 Unfilled 3.25 3.25 3.25 4.00 4.00 5.00 4.00 4.00 9.41% Solid Waste Filled 23.00 24.00 24.00 27.00 26.00 26.00 26.00 26.00 Unfilled 2.00 4.00 4.00 1.00 2.00 2.00 2.00 2.00 8.60% Victims Assistance Filled 8.00 8.00 8.00 8.00 8.00 7.00 8.00 8.00 Unfilled - - - - - 1.00 - - 1.56% GIS Dedicated Filled 2.30 2.30 2.30 2.30 2.30 2.30 2.30 2.30 Unfilled - - - - - - - - 0.00% Fair & Expo Filled 9.00 9.00 9.00 9.00 9.00 8.00 9.00 9.00 Unfilled 3.50 3.50 3.50 3.50 3.50 4.50 3.50 3.50 29.00% Natural Resource Filled 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Unfilled - - - - - - - - 0.00% ISF - Facilities Filled 21.60 19.60 21.60 21.60 20.60 21.60 20.60 20.75 Unfilled 2.40 3.40 2.40 2.40 3.40 2.40 3.40 3.25 12.07% ISF - Admin Filled 7.75 7.75 6.75 8.75 7.75 7.75 7.75 8.35 Unfilled 1.00 1.00 2.00 1.00 2.00 2.00 2.00 1.40 16.53% ISF - BOCC Filled 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Unfilled - - - - - - - - 0.00% ISF - Finance Filled 9.00 9.00 9.00 8.00 10.00 10.00 10.00 10.00 Unfilled 2.00 2.00 2.00 3.00 1.00 - - - 11.76% ISF - Legal Filled 7.00 7.00 7.00 6.00 6.00 6.00 6.00 6.00 Unfilled - - - 1.00 1.00 1.00 1.00 1.00 8.93% ISF - HR Filled 8.00 8.00 8.00 8.00 8.00 8.00 8,00 9.00 Unfilled 1,00 1.00 1.00 1.00 1.00 1,00 1.00 - 9.72% ISF - IT Filled 15.70 15.70 15.70 15.70 15.70 16.70 16.70 16.70 Unfilled - - - - - - - - 0.00% ISF - Risk filled 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 U Unfilled - - - - 0.00% Total: Filled 981.24 988.56 984.91 1,001.96 999.86 1,004.86 1,011.56 999.78 Unfilled 113.17 111.85 125.00 109.35 111.55 111.65 107.95 127.63 %Unfilled 10.34% 10.16% 11.26% 9.84% 10.04% 10.00% 9.64% 11.32% 10.33% Budget Committee The County recently received resignations from two of the three sitting Budget Committee citizen members. A recruitment was held, and we received twelve applications for the two positions. The Commissioners reviewed the applications and selected four to be interviewed by three separate panels consisting of a county commissioner and two county staff. The four finalists were interviewed by each panel and scored individually by each panel member. While the interviews revealed that any of the four could serve the committee well, the two applicants receiving the highest rankings were selected and notified of their appointment. An orientation meeting for the new members has been scheduled for end of March. Budget to Actuals Report General Fund Revenue YTD in the General Fund is $37.1 million or 91% of budget, a $1.4 million increase from the prior month. By comparison, last year revenue YTD was $42.1 million and 112% of budget. This year's YTD revenue collections would be greater except for one-time, unbudgeted CARES Act funds received last year in the General Fund. Expenses YTD are $27.3 million and 63% of budget compared to $32 million and 80% of budget last year. Overall expenses are lower this year and represent a smaller portion of the budget this year due to unbudgeted CARES Act expenditures last year offset by an increase in the approved budget transfers this year which are made on a regular monthly basis. Beginning Fund Balance is $15M or 111.3% of the budgeted $13.5M beginning fund balance. County Wide Financial Dashboard Fund Select all (Blank) 1111 001 - General Fund. 010 - Assmt-Clerk_. 020 - Code Abate... 030 - Community ... 040 - Court Techn... 050 - Economic D... 060 - General Cou... 070 - General COLL. 090 - Project Nev... 120 - Law Library 130 - Park Acquisi... 132 - Park Develo_. Monthly GI_ Per... 0 8 $11.0M (Blank) 4011 Requirements $27.3M 63.1% Resources 91.0% Monthly Expenditures 001 - General Fund Budget to Actuals Beginning Working Capital 80.3% % of last year budaet 10 BS Last Year Actuals *Current Year Actuals Monthly Revenues 112.4 % 0 Last Year Actuals ®Current year Actuals % of last year budaet 10 111.3% c? LM ar01,1 8 66.7% Year Complete Budget to Actuals by Category f Actuals 0 Budget t0 Projection Materiels& Capaal So00ces 000,y Projected Ending Working Capital ( Approved FTE <.01.1 0100r1 11.014 0 Budget *Projection 117.26 VACANT 6.69% FILLED) 93.31% All Major Funds 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 February 28, 2022. Budget to Actuals - Countywide Summary All Departments FY22 YTD February 28, 2022 (unaudited) 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 RESOURCES Budget 001 - General Fund 030 - Juvenile 160/170 -TRT 200 - American Rescue Fund 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 OA 45,149,632 47,633,001 106% 975,090 975,868 100% 10,669,865 11,229,510 105% 19,000,000 46,273 0% 40,504,168 36,913,529 91% 901,143 537,501 60% 11,659,435 9,634,529 83% 19,000,000 19,237,665 101% Projection 40,116,674 99% 826,610 92% 14,440,248 124% 38,109,180 201% 489,850 501,563 102% ; 550,832 317,078 58% ; 550,767 100% ; 43,449,298 44,938,851 103% ; 44,947,745 42,563,547 95% ° 44,940,783 100% ; 43,207,563 45,921,554 106% ; 48,727,400 33,315,367 68% ' 49,696,244 102% ; 8,251,726 9,687,451 117% ; 9,580,316 6,644,962 69% ' 10,562,675 110% ; 20,681,110 23,538,925 114% ; 22,629,649 16,365,927 72% ; 24,000,892 106% ; 5,995,287 6,040,170 101% ; 5,840,250 4,454,456 76% ; 6,179,212 106% ; 2,467,800 2,942,827 119% ; 2,471,190 83,041 3% ; 173,450 7% 12,077,592 13,463,285 111% ; 13,350,600 9,039,472 68% ; 13,404,161 100% ; 1,466,050 1,791,835 122% ; 1,395,724 975,405 70% ; 1,569,289 112% ; 52,000 53,038 102% ; 1,560,500 1,913,275 123% ; 1,914,539 123% ; 14,000 8,532 61% ; 8,544 4,943 58% 7,090 83% ; , 436,050 654,204 150% ; 497,524 347,523 70% ; 529,335 106%; 1,100 7,787 708% ; 7,546 4,198 56% ; 6,250 83% ; • 3,263,646 3,239,580 99% 3,146,973 3,232,608 103% ; 4,261,612 135% ; 21,884,538 22,761,820 104% ; 23,027,177 16,567,889 72% ; 23,966,030 104% ; 11,064,698 12,080,426 109% ; 12,019,306 10,900,029 91% 12,283,550 102% ; 34,434,902 36,750,860 107% ; 50,071,869 22,697,570 45% 48,230,606 96% ; TOTAL RESOURCES 285,031,797 284,267,359 100% ; 311,897,891 235,750,514 76% ; ; 335,769,197 108% REQUIREMENTS 001 - General Fund 030 - Juvenile 160/170 - TRT 200 - American Rescue Fund 220 - Justice Court 683,508 650,926 95% 701,142 464,788 66% ; 701,142 100% ; Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals Projection 27,262,513 26,227,705 96% 7,390,349 7,038,218 95% 3,619,872 3,566,960 99% 19,000,000 32,136 0% 21,094,809 12,749,951 60% 7,496,355 4,422,630 59% 3,358,388 2,559,029 76% 38,000,000 5,815,100 15% 20,334,699 96% 6,878,329 92% 4,136,850 123% 37,699,772 99% 0VES °G2 Budget to Actuals - Countywide Summary ` All Departments FY22 YTD February 28, 2022 (unaudited) 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 Budget Actuals yo 66.7% Year Complete Budget Actuals % Projection 51,263,220 49,625,248 97% ; 54,162,360 33,264,950 52,285,174 49,994,157 96% ; 58,872,642 33,462,572 8,474,142 8,086,137 95% 9,978,889 5,838,376 14,513,205 12,506,257 86% ; 15,024,128 8,165,298 7,081,268 6,365,601 90% ; 7,079,915 4,152,625 20,036,050 11,742,022 59% 29,722,691 5,795,372 8,853,213 8,107,298 92% ; 9,709,991 4,926,671 2,070,371 2,011,440 97% ; 2,504,877 1,580,484 127,000 189,611 149% : 1,468,131 1,291,190 401,940 90,523 23% 568,000 580 543,902 512,967 94% 100,000 - 0% 3,794,344 2,391,380 63% 23,620,173 23,336,074 99% 12,576,839 10,534,248 84% 59,118,720 32,830,422 56% 61% ; 57% 59% ; 54% ; 59% 19% 51% 63% 88% 0% 496,188 344,512 69% 100,000 - 0% 4,027,292 3,919,796 97% 23,924,393 16,867,623 71% 14,563,007 7,441,036 51% 86,322,366 23,360,475 27% TOTAL REQUIREMENTS 322,815,803 255,839,328 79% 52,624,679 97% ; 53,626,113 91% ; 9,277,763 93% ; 14,802,675 99% ; 6,439,859 91 % ; 25,865,989 87% ; 9,748,155 100% ; 2,436,957 97% ; 1,345,791 92% ; 568,000 100% ; 460,878 93% ; 20,000 20% 5,792,332 144% ; 25,924,393 108% ; 13,946,566 96% ; 85,541,249 99% ; 389,175,564 176,423,056 45% ; : 378,172,191 97% ; \'(ES Budget to Actuals - Countywide Summary All Departments FY22 YTD February 28, 2022 (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 66.7% Year Complete Fiscal Year 2021 1 Fiscal Year 2022 Budget Actuals Budget Actuals (20,308,890) (19,944,234) 5,957,854 5,957,854 (5,278,036) (4,963,905) 107,235 111,521 3,119,077 3,119,949 8,026,313 6,945,413 (55,480) (1,104,998) (6,683,218) (6,683,218) 187,496 187,496 7,517,657 6,819,612 (3,684,280) (3,684,280) 894,967 1,144,277 75,000 75,000 453,158 385,418 98% 100% 94% 104% 100% 87% 999% 100% 100% 91% 100% 128% 100% 85% (436,628) (369,173) 85% ; 621,628 549,173 88% (3,500) (3,500) 100% 9,078,924 11,341,195 125% (21,927,604) (14,371,413) 66% 6,223,387 4,166,256 67% (5,757,574) (3,838,352) 67% 205,956 137,304 67% 3,500,737 2,448,321 70% 6,122,830 4,081,867 67% (270,622) (539,887) 199% (11,757,547) (6,985,536) 471,072 314,045 12,193,917 4,772,011 (6,029,323) (3,015,304) 800,736 583,816 (75,000) (100,000) 728,901 485,928 59% (11,757,547) 67% 39% 50% 73% 133% 67% 47,958 85,304 178% 132,042 88,024 67% (3,500) (2,328) 67% - 0% 15,393,726 11,689,945 76% (410,723) (116,400) 91 Projection (21,827,604) 100% 6,223,387 100% (6,098,758) 106% 205,956 100% 3,500,737 100% 6,122,830 100% (996,081) 368% 100% 471,072 100% 12,193,917 100% (6,029,323) 100% 1,039,565 130% ; (75,000) 100% 831,256 114% 47,958 100% 132,042 100% (3,500) 100% = 100% 16,019,094 104% Budget to Actuals - Countywide Summary ( ES All Departments FY22 YTD February 28, 2022 (unaudited) 66.7% Year Complete Fiscal Year 2021 1 Fiscal Year 2022 ENDING FUND BALANCE Budget 001 - General Fund 030 - Juvenile 160/170 - TRT 200 - American Rescue Fund 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 9,678,629 14,990,575 155% 616,595 965,223 157% 5,484,351 6,189,395 113% 14,137 999% 10,952,375 24,782,740 596,681 1,246,350 8,433,816 9,426,543 13,436,702 57,804 0% 55,646 (10,406) 13,981,322 17,266,520 123% 12,160,633 29,013,438 5,727,266 10,689,975 187% :, 6,011,534 14,624,637 • 734,798 1,749,673 238% i 763,172 2,016,372 2,180,473 8,566,521 393% i 2,231,806 9,781,614 1,816,329 2,982,055 164% i 1,971,182 3,597,931 13,103,814 23,533,004 180% :, 5,316,460 22,592,684 • 719,918 3,957,273 550% 583,520 5,054,770 655,550 923,473 141% i 442,256 902,210 • (109,033) 17,369 413,052 . : 1,208,442 1,029,596 85% : 1,271,108 1,519,887 , 43,512 0% i 49,294 88,316 1,012,728 1,054,426 104% : 824,054 1,146,648 . , 6,465,802 9,521,450 147% : 7,445,296 8,831,934 13,588,094 15,527,580 114% 13,875,402 15,227,846 6,829,277 10,709,072 157% 9,307,082 14,168,065 50,123,088 84,474,181 169% 55,847,562 95,528,220 Projection % 12,944,946 118% 1,136,891 191% 10,394,036 123% 423,545 999% 55,581 100% 13,083,361 108% 12,882,937 214% 2,038,504 267°/c, 6,007,192 269% 3,192,480 162% : 10,034,382 189% 1,583,956 271% : 1,095,370 248% 384,715 999% 1,299,942 102% 116,415 236%, 1,172,718 142% 7,987,230 107% 13,569,217 98% 9,046,056 97% 56,506,037 101% TOTAL FUND BALANCE 134,027,792 214,035,094 160% 138,156,248 273,389,553 164,955,511 119% X\01ES c c Budget to Actuals Report General Fund - Fund 001 FY22 YTD February 28, 2022 (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 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 30,105,307 358,000 10,450,871 836,713 2,153,741 12,220 467,138 419,927 223,715 122,000 Projection % $ Variance 30,896,789 103% 32,410,716 31,791,971 98% :: 32,464,815 683,563 191% 460,000 248,693 54% 460,000 10,355,769 99% 2,689,926 2,319,465 86% 2,592,810 1,291,220 154% 987,411 470,966 48% 0 987,411 3,168,198 147% 2,741,215 1,619,715 59% 2,541,215 19,236 157% 14,588 7,087 49% _ 14,588 426,613 91% 448,201 133,501 30% 303,724 510,878 122% 341,004 197,789 58% 341,004 158,931 71% 259,107 91,009 35% 259,107 121,804 100% 152,000 33,333 22% 152,000 45,149,632 100% 100% 96% 100% 93% I 100% 68% 100% I 100% I 100% 1 47,633,001 106% ; 40,504,168 36,913,529 91% ; , 40,116,674 99% Budget Actuals Budget Actuals 5,237,507 2,051,015 79,945 8,234,075 236,358 1,016,608 687,678 332,533 9,386,794 27,262,513 4,897,531 1,882,622 76,042 8,157,354 220,618 989,386 610,692 312,615 9,080,846 26,227,705 94% 5,454,784 92% 2,080,739 95% 82,911 99% 9,715,707 93% ! 242,652 97% 932,570 89% 795,189 94% 376,061 97% 1,414,196 96% ; 21,094,809 3,439,235 1,027,602 53,161 5,655,378 174,250 620,222 467,787 240,545 1,071,771 12,749,951 54,099: A (97,116): B (200,000): C (144,477): D I E F (387,494): Projection $ Variance 63% 1 E 49% 64% ! 1 I I 58% I I 72% E I 67% 1 � 59% 64% ! 1 I f 76% E e 60% , Budget Actuals Budget Actuals 5,454,784 100% 2,080,739 100% 82,911 100% 8,960,798 92% 242,652 100% 932,570 100% 788,849 99% 377,200 100% 1,414,196 100% G H I 754,909! 1 6,340! J (1,139); K 1 20,334,699 96% 760,110: Projection % $ Variance 260,000 260,000 100% : 260,000 173,328 67% : : 260,000 100% ; L (20,568,890) (20,204,234) 98% ; 1 (22,187,604) (14,544,741) 66% (22,087,604) 100% 100,000! M 8 I E (20,308,890) (19,944,234) 98% ; (21,927,604) (14,371,413) 66% ; (21,827,604) 100% ; 100,000: Budget Actuals Budget Actuals OA Beginning Fund Balance 12,100,400 13,529,514 112% 13,470,620 Resources over Requirements 17,887,119 21,405,296 19,409,359 Net Transfers - In (Out) (20,308,890) (19,944,234) (21,927,604) A B c D E F G H J K L M Projection % $ Variance 14,990,575 111% : : 14,990,575 111% : 1,519,955: 24,163,578 1 1 19,781,975 372,616' � � I I (14,371,413) (21,827,604) 100,000; TOTAL FUND BALANCE : $ 9,678,629 $ 14,990,575 155% ; $ 10,952,375 $ 24,782,740 226% ; ; $ 12,944,946 118% ; $1,992,571: Current year taxes received primarily in November, February and May; actual FY21-22 TAV is 5.58% over FY20-21 vs. 5.40% budgeted PILT payment of $500,000 received in July 2021; Interest earnings expected to lower than budget FY22 Recording Fees are trending less than budget Revenue projected to be lower than budgeted due to the reduction of two State Grants along with the termination of Discovery Fee payments per the Office of Public Defense Services Oregon Dept. of Veteran's Affairs grant reimbursed quarterly Interfund land -sale management revenue recorded at year-end FY22 average vacancy rate is 5.7%; however, savings are riot expected at this time due to several retirements and overfills FY22 average vacancy rate is 4.31%; however, savings are not expected at this time due to an added FTE and a backfilled position Projected Personnel savings based on FY22 average vacancy rate of 4.7% Projected Personnel savings based on FY22 savings to date Projected Personnel based on FY22 overage to date Repayment to General Fund from Finance Reserves for ERP Implementation Transfer to Current Planning will be reduced Budget to Actuals Report Juvenile - Fund 030 FY22 YTD February 28, 2022 (unaudited) RESOURCES OYA Basic & Diversion ODE Juvenile Crime Prev Gen Fund -Crime Prevention Leases Inmate/Prisoner Housing DOC Unif Crime Fee/HB2712 OJD Court Fac/Sec SB 1065 Interest on Investments Food Subsidy Contract Payments Miscellaneous Case Supervision Fee TOTAL RESOURCES REQUIREMENTS 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals Projection % $ Variance 472,401 497,387 105% 432,044 249,434 58% 402,044 93% : (30,000): A 109,000 118,909 109% 100,517 62,249 62% 100,517 100% 89,500 89,500 100% = 89,500 89,500 100% _ 89,500 100% 88,000 82,522 94% 0 88,000 59,814 68% 88,000 100% 90,000 64,350 72% 80,000 36,150 45% 50,000 63% . (30,000): B 49,339 49,339 100% 49,339 12,616 26% 49,339 100% . C 26,000 13,503 52% 20,000 7,043 35% 15,000 75% : (5,000): D 17,300 13,796 80% 14,243 4,543 32% 6,210 44% : (8,033) 12,000 13,028 109% 12,000 5,310 44% 8,500 71% : (3,500); E 8,000 2,795 35% , 8,000 7,824 98% _ 10,000 125% : 2,000: F 7,550 28,312 375% : 7,500 3,018 40% 7,500 100% 1 I I + 6,000 2,427 40% : - _ -, 975,090 975,868 100% ; 901,143 537,501 60% ; , 826,610 92% ; (74,533): Budget Actuals Budget Actuals 0/0 Projection % $ Variance Personnel Services 5,970,797 5,762,391 97% : 6,082,895 3,628,492 60% : : 5,534,869 91% : 548,026: G Materials and Services I 1,372,016 1,233,835 90% ! 1,363,409 780,912 57% ! ! 1,293,409 95% : 70,000: H Capital Outlay 47,536 41,992 88% 50,051 13,226 26% : : 50,051 100% TOTAL REQUIREMENTS ; 7,390,349 7,038,218 95% ; 7,496,355 4,422,630 59% : : 6,878,329 92% : 618,026: TRANSFERS Budget Actuals Budget Actuals Projection % $ Variance Transfers In- General Funds 6,034,966 6,034,966 100% : 6,304,397 4,202,920 67% : : 6,304,397 100% Transfers Out-Veh Reserve (77,112) (77,112) 100% (81,010) (36,664) 45% (81,010) 100% a 7 I 1 TOTAL TRANSFERS 5,957,854 5,957,854 100% ; 6,223,387 4,166,256 67% ; , 6,223,387 100% FUND BALANCE Budget Actuals Budget Actuals Projection % $ Variance Beginning Fund Balance 1,074,000 1,069,720 100% 968,506 965,223 100% : 965,223 100% : (3,283): Resources over Requirements (6,415,259) (6,062,350) (6,595,212) (3,885,129) ; ; (6,051,719) 543,493 Net Transfers - In (Out) 5,957,854 5,957,854 6,223,387 4,166,256 6,223,387 1 I + I I $ 616,595 $ 965,223 157% ; $ 596,681 $ 1,246,350 209% ; ; $ 1,136,891 191% ; $540,210: TOTAL FUND BALANCE A Quarterly reimbursement of biennial award based on actuals g Out of County Juvenile department usage of detention facility trending lower than projected at time of budgeting C Quarterly payment from Department of Corrections D Projected lower revenue due to less than budgeted state court fee program revenue E Dept. of Education subsidies for detention meals lower due to smaller population than projected at time of budgeting F Projected higher revenue due to more than budgeted community service fee -for -service projects G Projected Personnel savings based on FY22 average vacancy rate of 6.0% H Projected underspending based on FY22 trends Budget adjustment approved in Feb to increase transfers. Actual transfers will be caught up in March. TRT - Fund 160/170 FY22 YTD February 28, 2022 (unaudited) Budget to Actuals Report RESOURCES Room Taxes Interest State Miscellaneous TOTAL RESOURCES , 10,669,865 11,229,510 105% ; 11,659,435 9,634,529 83% 14,440,248 124% ; 2,780,813: 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 10,615,965 53,900 11,068,364 104% : 11,600,987 61,146 113% ! 58,448 100,000 1 - 9,600,489 83% 34,040 58% Projection % $ Variance 14,390,068 124% : 2,789,081: A 50,180 86% ; (8,268) REQUIREMENTS Budget Actuals Budget Actuals 0/0 Projection % $ Variance COVA 3,038,805 2,998,091 99% : 3,136,659 2,390,227 76% : ' 3,903,621 124% : (766,962): B Interfund Contract 114,481 114,481 100% 121,817 81,211 67% : 1 121,817 100% o C Software 11,500 - 0% 45,000 53,508 119% : 55,000 122% : (10,000) Interfund Charges 35,861 35,861 100% 39,709 26,473 67% : 39,709 100% Administrative 15,225 4,526 30% 15,203 7,611 50% 16,703 110% : (1,500) Grants & Contributions 404,000 414,000 102% - - -' TOTAL REQUIREMENTS ; 3,619,872 3,566,960 99% ; 3,358,388 2,559,029 76% ; , 4,136,850 123% : (778,462): TRANSFERS Budget Actuals 0/0 Budget Actuals % Projection % $ Variance Transfer Out - RV Park (20,000) (20,000) 100% : (20,000) (13,328) 67% t (20,000) 100% Transfer Out - Annual Fair (75,000) (75,000) 100% (75,000) (50,000) 67% (75,000) 100% Transfers Out - (205,956) (137,304) 67% (205,956) 100% Transfer Out - F&E Reserve (453,158) (385,418) 85% (428,901) (285,928) 67% (531,256) 124% (102,355): D Transfer Out - Health (406,646) (406,646) 100% (444,417) (296,272) 67% (444,417) 100% Transfer Out - F&E 1 (1,171,445) (925,054) 79% (931,513) (621,000) 67% 1 (1,170,342) 126% (238,829) Transfer Out - Sheriff (3,151,787) (3,151,787) 100% (3,651,787) (2,434,520) 67% (3,651,787) 100% f TOTAL TRANSFERS ; (5,278,036) (4,963,905) 94% : (5,757,574) (3,838,352) 67% ; ; (6,098,758) 106% : (341,184): FUND BALANCE Budget Actuals 0/0 Budget Actuals % Projection % $ Variance Beginning Fund Balance 3,712,394 3,490,749 94% 5,890,343 6,189,395 105% 6,189,395 105% 299,052: Resources over Requirements 7,049,993 7,662,551 8,301,047 7,075,500 10,303,399 2,002,352 Net Transfers - In (Out) 1 (5,278,036) (4,963,905) (5,757,574) (3,838,352) (6,098,758) 1 (341,184); I I I I i TOTAL FUND BALANCE $ 5,484,351 $ 6,189,395 113% ; $ 8,433,816 $ 9,426,543 112% ; ; $ 10,394,036 123% ; $1,960,220: A Collections coming in higher than budgeted g Payments to COVA based on a percent of TRT collections c Contracted services with the Finance Department for operating TRT program D The balance of the 1 % F&E TRT is transferred to F&E reserves Budget to Actuals Report ARPA — Fund 200 FY22 YTD February 28, 2022 (unaudited) RESOURCES Interest State & Local Coronavirus Fiscal Recovery Funds TOTAL RESOURCES REQUIREMENTS Services to Disproportionately Impacted Communities Negative Economic Impacts Administrative Public Health Infrastructure TOTAL REQUIREMENTS 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 19,000,000 14,137 32,136 0% 19,000,000 70,124 19,167,541 101% 19,000,000 46,273 0°A° 19,000,000 19,237,665 101% Budget Actuals % Budget Actuals OA 19,000,000 - 0% 32,136 999°A° 20,650,098 901,397 4% 6,035,840 5,981,005 3,283,057 2,050,000 2,450,000 54,600 2,021,418 387,685 19,000,000 32,136 0% 38,000,000 5,815,100 15% FUND BALANCE Budget Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE Actuals Budget Actuals 14,137 19,000,000 (19,000,000) 14,137 0% 13,422,565 $ 14,137 999% - $ 13,436,702 999% Projection % $ Variance 109,180 38,000,000 200% 109,180 19,000,000 38,109,180 201% 19,109,180 Projection % $ Variance 20,650,098 100% 6,035,840 100% 5,981,005 100% 3,283,05' 100% 2,050,000 100% 38,000,000 100°A° Projection % $ Variance 14,137 0% 109,180 (18,985,863) 19,109,180 $ 123,317 999% $123,317 A The revenue received in FY21, but unspent at 06.30.21, was recorded as Deferred Revenue and recognized in FY22 g Includes $6.77M in childcare/early education funding, $6.9M in housing support for unhoused persons and over $7.3M in affordable housing projects c Administration holds the balance of the ARPA funds, as well as an approved budget analyst for ARPA reporting and administration D Majority of funding is for food programs, $2.5 million in small business assistance and additional funding for Ronald McDonald House and an Apprenticeship E Approved ARPA funding consists of Isolation Motel Liability Insurance, COVID-19 testing done by Dr. Young, UV sanitizer for the jail to prevent COVID-19 in F Consists of modernization of irrigation systems, Terrebonne wastewater system, and a regional broadband infrastructure needs and assessment A D C E F a'` Justice Court - Fund 220 FY22 YTD February 28, 2022 (unaudited) Budget to Actuals Report RESOURCES Court Fines & Fees Miscellaneous Interest on Investments TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services TOTAL REQUIREMENTS TRANSFERS 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals Projection % $ Variance 488,750 500,818 102% : 550,000 317,057 58% : : 550,000 100% 736 : 737 - 0% : • 737 100% 1,100 9 1% : 95 21 22% : ; 30 32% 489,850 501,563 102% ; 550,832 317,078 58% : : 550,767 100% ; (65): (65): Budget Actuals % Budget Actuals OA Projection % $ Variance 531,006 519,650 98% ; 542,209 361,220 67% : : 542,209 100% 152,502 131,276 86% 158,933 103,568 65% 158,933 100% 683,508 650,926 95% 701,142 464,788 66% ; , 701,142 100% Budget Actuals % Budget Actuals Projection % $ Variance Transfers In - TRT 205,956 137,304 67% : 205,956 100% Transfers In- General Fund 107,235 111,521 104% TOTAL TRANSFERS 107,235 111,521 104% ; 205,956 137,304 67% ; , 205,956 100% FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE Budget Actuals % Budget Actuals Projection % $ Variance 144,227 37,842 26% : : : 0: (193,658) (149,363) (150,310) (147,710) (150,375) (65) 107,235 111,521 205,956 137,304 205,956 $ 57,804 - 0% $ 55,646 ($ 10,406) -19% ; ; $ 55,581 100% ; ($65): A One time yearly software maintenance fee paid in July for entire fiscal year A Budget to Actuals Report Sheriff's Office - Fund 255 FY22 YTD February 28, 2022 (unaudited) RESOURCES LED #1 Property Tax Current LED #2 Property Tax Current Sheriff's Office Revenues LED #1 Property Tax Prior LED #1 Interest LED #2 Property Tax Prior LED #2 Interest LED #2 Foreclosed Properties LED #1 Foreclosed Properties TOTAL RESOURCES REQUIREMENTS Sheriffs Services Civil/Special Units Automotive/Communications Detective Patrol Records Adult Jail Court Security Emergency Services Special Services Training Other Law Enforcement Non - Departmental TOTAL REQU!REMFNTS TRANSFERS Transfer In - TRT Transfer In - General Fund Transfers Out - Debt Service TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 27,476,763 11,092,307 4,259,128 280,000 101,100 120,000 120,000 27,912,029 11,269,119 4,693,854 579,513 170,066 194,726 72,488 13,534 33,522 • 102% 102% 110% 207% 168% 162% 60% 28,448,529 11,813,562 3,993,964 330,000 147,416 145,000 69,274 27,939,392 11,593,241 2,654,766 210,668 62,582 86,440 16,458 98% 98% 66% 64% 42% 60% 24% Projection % $ Variance 28,467,681 11,824,026 4,083,866 330,000 73,350 145,000 16,860 100% 100% 102% 100% 50% 100% 24% 19,152; A I 10,464! A 89,902 (74,066) I (52,414): 43,449,298 44,938,851 103% ; 44,947,745 42,563,547 95% ; , 44,940,783 100% ; (6,962): Budget Actuals Budget Actuals 3,864,843 1,232,618 3,312,477 2,515,536 13,284,465 1,038,130 20,347,342 490,401 543,565 2,052,586 1,156,993 1,328,675 95,589 4,435,626 1,083,411 3,184,547 2,546,467 13,388,793 954,506 18,424,567 413,143 886,331 1,787,984 1,186,921 1,331,363 1,589 115% 88% 96% 101% 101% 92% 91% 84% 163% 87% 103% 100% 2% 4,002,499 1,154,204 3,576,342 3,029,130 14,015,461 1,025,023 21,033,697 444,617 789,912 1,775,588 1,626,207 1,389,684 299,998 2,803,168 720,911 1,993,407 2,090,324 8,630,395 494,038 12,371,706 275,880 408,513 1,360,017 1,078,259 1,038,332 70% 62% 56% 69% 62% 48% 59% 62% 52% 77% 66% 75% 0% 51,263;220 49,625,248 97% 54,162,360 33,264,950 61% Budget Actuals Budget Actuals 3,151,787 240,290 (273,000) 3,119,077 3,151,787 100% 240,290 100% I (272,128) 100% f 3,119,949 100% 3,651,787 121,950 (273,000) 3,500,737 Projection % $ Variance 4,106,756 1,117,407 3,462,203 3,097,958 13,488,892 776,779 19,796,784 419,804 714,211 2,087,523 1,680,038 1,576,328 299,998 103% 97% 97% 102% 96% 76% 94% e 94% 90% 118% 103% 113% 100% (104,257); 36,797 114,139! (68,828) 526,569. 248,244! 1,236,913! 24,813 75,701! (311,935); (53,831); (186,644) 52,624,679 97% ; 1,537,681: Projection % $ Variance 2,434,520 67% 3,651,787 100% ; I � I 81,296 67% 121,950 100% (67,495) 25% 1 (273,000) 100% i I I 2,448,321 70% ; , 3,500,737 100% Budget Actuals Budget Actuals 18,676,167 (7,813,922) 3,119,077 18,832,967 101% ; 17,874,511 (4,686,396) a (9,214,615) 3,119,949 3,500,737 17,266,520 97% 9,298,597 2,448,321 Projection % $ Variance 17,266,520 97% (7,683,896) 3,500,737 (607,991): 1,530,719; I $ 13,981,322 $ 17,266,520 123% ; $ 12,160,633 $ 29,013,438 239% ; ; $ 13,083,361 108% ; $922,728: Note: Vacant positions are driving projected department savings, with OT and other fluctuations causing projected budget overages A Current year taxes received primarily in November, February and May; actual FY21-22 TAV is 5.58% over FY20-21 vs. 5.40% budgeted 0 vTEs c Budget to Actuals Report Health Services - Fund 274 FY22 YTD February 28, 2022 (unaudited) RESOURCES State Grant OHP Capitation Federal Grants State Miscellaneous OHP Fee for Service CCBHC Grant Local Grants Environmental Health Fees Medicaid Other Patient Fees Vital Records Divorce Filing Fees State - Medicare Liquor Revenue Interest on Investments State Shared- Family Planning Interfund Contract- Gen Fund State - Medicaid/Medicare TOTAL RESOURCES REQUIREMENTS Administration Allocation Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS Transfers In- General Fund Transfers In - TRT Transfers In- OHP Mental Health Transfers Out TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Ok Budget Actuals 15,156,802 8,279,406 4,833,096 2,850,731 3,265,627 3,639,059 1,091,652 350,491 965,971 672,995 237,296 173,030 210,287 99,500 147,400 155,000 127,000 952,220 14,869,697 8,403,083 5,641,391 3,493,477 3,877,425 3,829,781 1,106,707 933,393 1,106,718 483,754 317,189 173,030 217,833 158,977 153,426 146,074 127,000 882,600 105% 101% 266% 115% 72% 134% 100% 104% 160% 104% 94% 100% 93% 17,641,302 8,947,837 4,303,483 4,129,465 3,627,151 2,627,291 1,936,838 1,086,019 1,014,100 884,036 468,415 280,000 173,030 172,200 157,000 156,549 152,634 127,000 843,050 13,257,826 7,856,572 1,796,869 2,336,290 2,270,949 38,587 1,968,310 1,008,461 539,593 482,045 361,470 211,373 178,331 139,503 109,740 65,166 72,801 127,000 494,483 75% 88% 42% 57% 63% 1% 102% 93% 53% 55% 77% 75% 103% 81% 70% 42% 48% 100% 59% 43,207,563 45,921,554 106% 48,727,400 33,315,367 68% Budget Actuals Budget Actuals 37,622,192 14,523,515 139,467 0 999% 35,975,598 96% 13,886,895 96% 131,664 94% 43,994,358 14,721,284 157,000 Projection % $ Variance 18,569,467 105% 11,615,128 130% 4,188,600 97% 3,790,315 92% 3,406,067 94% 200,000 8% 2,530,583 131% 1,239,966 114% 809,389 80% 872,682 99% 537,264 115% 353,378 126% 178,331 103% 207,139 120% 177,575 113% 93,450 60% 120,335 127,000 100% 679,575 81% 79% 928,165 2,667,291 (114,883) (339,150) (221,084) (2,427,291) 593,745 153,947 (204,711) (11,354) 68,849 73,378 5,301 34,939 20,575 (63,099) (32,299) (163,475) 49,696,244 102% 968,844 Projection % $ Variance (0) 25,893,759 59% 39,022,636 89% 7,514,045 51% 14,449,670 98% 54,768 35% 153,807 98% 52,285,174 49,994,157 96% 58,872,642 4,971,722 271,614 3,193 33,462,572 57% 53,626,113 91% Budget Actuals Budget 5,246,529 Actuals % Projection % $ Variance 5,472,710 406,646 2,379,865 (232,908) 5,472,710 100% 406,646 100% 1,298,965 55% (232,908) 100% 5,909,168 3,939,400 67% 444,417 296,272 67% (230,755) (153,806) 67% 8,026,313 6,945,413 87% 6,122,830 4,081,867 67% Budget Actuals Budget Actuals 6,778,564 (9,077,611) 8,026,313 7,817,166 115% (4,072,603) 6,945,413 10,033,946 (10,145,242) 6,122,830 10,689,975 107% (147,205) 4,081,867 $ 5,727,266 $ 10,689,975 187% $ 6,011,534 $ 14,624,637 243% 5,909,168 100% 444,417 100% (230,755) 100% 6,122,830 100% Projection % $ Variance 10,689,976 107% (3,929,869) 6,122,830 656,030 6,215,373 $ 12,882,937 214% $6,871,403 ��1Es Co Budget to Actuals Report Health Services - Admin - Fund 274 FY22 YTD February 28, 2022 (unaudited) RESOURCES Federal Grants State Grant CCBHC Grant Interest on Investments Other OHP Capitation State Miscellaneous TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Capital Outlay Administration Allocation TOTAL REQUIREMENTS TRANSFERS Transfers Out TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 1,237,245 2,636,157 213% 147,400 153,426 104% 14,391 12,622 88% 347,105 1,438,843 769,319 486,804 156,549 9,200 348,441 24% 747,421 97% 6,938 1% 65,166 42% 10,599 115% 112,867 1,399,036 3,149,311 225% 2,860,715 1,291,433 45% Budget Actuals Budget Actuals OA 5,914,729 5,679,486 96% 4,991,353 6,435,511 129% (9,645,743) (9,645,743) 100% 6,904,224 6,580,649 (10,188,902) 3,763,092 55% 3,843,297 58% 16 999% (5,028,475) 49% 1,260,339 2,469,254 196% 3,295,971 2,577,929 78% Budget Actuals Budget Actuals OA (232,908) (232,908) 100% (219,794) (146,499) 67% (232,908) (232,908) 100% (219,794) (146,499) 67% Budget Actuals Projection Ok $ Variance 1,346,350 94% (92,493) A 754,987 98% (14,332) 35,961 7% (450,843) B 93,450 60% (63,099) 12,668 138% 3,468 436,443 436,443 B 2,679,859 94% (180,856) Projection % $ Variance 5,730,945 83% 6,618,693 101% (10,188,901) 100% 1,173,279 (38,044) (1) 2,160,737 66% 1,135,234 Projection % $ Variance (219,794) 100% (219,794) 100% Budget Actuals % Projection 2,772,840 3,322,793 120% 138,696 680,056 (232,908) (232,908) 3,552,000 3,769,942 106% (435,256) (1,286,496) (219,794) (146,499) $ 2,678,628 $ 3,769,942 141% $ 2,896,950 $ 2,336,947 81% Ok $ Variance 3,769,942 106% 519,122 (219,794) 217,942 954,378 $ 4,069,270 140% $1,172,320 A Federal grants are reimbursed on a quarterly basis. g Increased OHP enrollment is resulting in higher than budgeted OHP Capitation payments and less than budgeted CCBHC State Grant revenues c Personnel projections based on year to date vacancy savings and assume 3% moving forward D Expenditures projected over budget are related to contracts for vaccine rollout under FEMA funds, which were budgeted in Personnel C D Budget to Actuals Report Health Services - Behavioral Health - Fund 274 FY22 YTD February 28, 2022 (unaudited) RESOURCES State Grant OHP Capitation OHP Fee for Service Federal Grants CCBHC Grant State Miscellaneous Local Grants Medicaid Other Patient Fees Divorce Filing Fees State - Medicare Liquor Revenue Interfund Contract- Gen Fund 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals % 10,348,047 8,279,406 3,265,627 3,298,243 1,544,455 1,897,762 350,491 927,605 522,300 173,030 210,287 99,500 127,000 TOTAL RESOURCES 31,043,753 REQUIREMENTS 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 9,920,554 8,403,083 3,877,425 2,715,411 1,285,829 1,717,173 933,393 1,076,144 382,906 173,030 217,833 158,977 127,000 30,988,758 96% 101% 119% 82% 83% 90% 266% 116% 73% 100% f 104% 160% 100% 100% 11,907,014 8,947,837 3,627,151 2,725,623 2,140,487 1,934,643 1,093,055 1,014,100 682,180 372,115 173,030 172,200 157,000 127,000 35,073,435 8,932,445 75% 7,743,705 87% 2,258,873 62% 1,372,399 50% 31,649 1% 986,309 51% 1,098,495 100% 539,593 447,135 66% 290,439 78% 178,331 103% 139,503 81% 109,740 70% 127,000 100% 24,255,616 69% , 53% Budget Actuals % Budget Projection % $ Variance 12,402,404 11,178,685 3,387,954 2,710,980 164,039 1,767,650 1,382,062 809,389 667,981 430,952 178,331 207,139 177,575 127,000 35,592,141 104% : 495,390: A 125% 2,230,848! B 93% (239,197); C 99% (14,643); D 8% (1,976,448). B 91% 126% 80% 98% 116% 103% 120% 113% 100% 101% (166,993); E 289,007; F (204,711); G (14,199); 58,837 5,301 34,939! 20,575; 518,706: Actuals % Projection % $ Variance 7,434,938 23,060,066 5,998,817 125,267 36,619,088 22,131,010 96% 4,097,273 68% 106,122 85% 33,769,343 92% 7,434,938 100% : 7,523,855 26,606,065 4,882,963 80,000 39,092,883 3,734,328 50% 7,523,855 100% 16,083,920 60% 24,030,566 90% ; 2,575,499: H 2,103,574 43% e f 4,767,379 98% ; 115,584 54,752 68% . 79,875 100% ; 125; f � f f 21,976,574 56% ; , 36,401,675 93% : 2,691,208: Budget Actuals Budget Actuals % Projection % $ Variance 2,036,117 2,036,117 100% : 2,278,087 2,298,179 1,217,279 53% - 0% (10,961) 4,334,296 3,253,396 75% ; 2,267,126 1,518,696 67% (7,307) 67% 1,511,390 67% 2,278,087 100% (10,961) 100% 2,267,126 100% Budget Actuals 0/0 Budget Actuals 0/0 Beginning Fund Balance f Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 3,008,705 (5,575,335) 4,334,296 3,397,853 113% (2,780,585) 3,253,396 3,612,014 (4,019,448) 2,267,126 Projection % $ Variance 3,870,664 107% 1f 2,279,041 1,511,390 f f 3,870,664 107% : 258,650: (809,534) 3,209,914, 2,267,126 $ 1,767,666 $ 3,870,664 219% ; $ 1,859,692 $ 7,661,094 412% ; ; $ 5,328,256 287% ; $3,468,564: A Additional funds received for Aid & Assist ($285K), Parent Child Interactive Therapy ($78K) and School Based Health Centers ($22K) B Increased OHP enrollment is resulting in higher than budgeted OHP Capitation payments and less than budgeted CCBHC State Grant revenues. CCBHC Grant is reimbursed on a quarterly basis. 2022 PacificSource contract effective April 2022, which increases projected revenue by $240,000. c A high vacancy rate and reduction in services is leading to less than budgeted fee for services D Projections include an extension of unspent funds for the Crisis Program's Bureau of Justice Assistance and SAMHSA CCBHC Expansion grants E Reduction in projected revenue associated with the I/DD local match program F Carryforward of unspent FY21 COHC Crisis Services Grant and Choice Model funds. Also includes unbudgeted 2020 Q1 COHC Covid QIM funds. G Medicaid services tracking lower than budget H Personnel projections based on year to date vacancy savings and assume 6% moving forward Budget to Actuals Report Health Services - Public Health - Fund 274 FY22 YTD February 28, 2022 (unaudited) RESOURCES 66.7% Year Complete Fiscal Year 2021 1 Fiscal Year 2022 Budget Actuals Budget Actuals % Projection % $ Variance State Grant 4,808,755 4,949,143 103% : 4,964,969 3,577,960 72% : : 5,412,076 109% : 447,107: A State Miscellaneous 1,306,276 1,860,543 142% ! 2,194,822 1,349,981 62% ! ! 2,022,665 92% . (172,157); B Environmental Health Fees 1,091,652 1,106,707 101% 1,086,019 1,008,461 93% 1,239,966 114% ; 153,947. C Local Grants 1,741,297 2,112,608 121% 843,783 869,815 103% 1,148,521 136% 0 304,738; D Vital Records 1 237,296 317,189 134% 280,000 211,373 75% 1 353,378 126% ° 73,3781 Other 23,975 17,952 75% 192,656 24,311 13% 192,033 100% : (623) State Shared- Family Planning 155,000 146,074 94% 152,634 72,801 48% 120,335 79% (32,299) Federal Grants 297,609 289,822 97% 139,017 76,029 55% 131,270 94% (7,747); Patient Fees 150,695 100,848 67% 96,300 71,031 74% 106,312 110% 10,012 OHP Fee for Service 1 12,076 1 1 18,113 0 18,113 State - Medicaid/Medicare 1 952,220 882,600 93% 843,050 494,483 59% = 679,575 81% , 1 I (163,475): E I 1 0 1 TOTAL RESOURCES 10,764,775 11,783,485 109% : 10,793,250 7,768,319 72% ; , 11,424,244 106% : 630,994: REQUIREMENTS Budget Actuals Budget Actuals Projection % $ Variance Administration Allocation 2,210,805 2,210,805 100%: 2,665,047 1,294,147 49%:: 2,665,046 100% 1i Personnel Services 8,647,397 8,165,103 94% ' 10,484,069 6,046,747 58% o ' 9,261,125 88% 1,222,944; F Materials and Services 3,533,345 3,354,111 95% ; 3,257,672 1,567,175 48% ; 3,063,598 94% 194,074, Capital Outlay 14,200 25,542 180% . 77,000 - 0% ; 1 73,932 96% . I 3,068 1 9 1 1 TOTAL REQUIREMENTS ; 14,405,747 13,755,560 95% : 16,483,788 8,908,069 54% : , 15,063,701 91% : 1,420,087: TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance Transfers In- General Fund 3,436,593 3,436,593 100% : 3,631,081 2,420,704 67% ; : 3,631,081 100% ; Transfers In - TRT 406,646 406,646 100% , 444,417 296,272 67% ; ' 444,417 100% ' -' I 1 1 I 1 Transfers In- OHP Mental Health . 81,686 81,686 100% , , - , -_ TOTAL TRANSFERS 3,924,925 3,924,925 100% : 4,075,498 2,716,976 67% : , 4,075,498 100% : FUND BALANCE Budget Actuals Budget Actuals cyo Projection % $ Variance Beginning Fund Balance 997,019 1,096,520 110% ; 2,869,932 3,049,370 106% : ; 3,049,370 106% : 179,438: Resources over Requirements (3,640,972) (1,972,075) (5,690,538) (1,139,750) (3,639,457) : 2,051,081 Net Transfers - In (Out) 3,924,925 3,924,925 4,075,498 2,716,976 ; ' 4,075,498 1 1 1 1 1 TOTAL FUND BALANCE $ 1,280,972 $ 3,049,370 238% ; $ 1,254,892 $ 4,626,596 369% ; $ 3,485,411 278% ; $2,230,519: A Revenue over budget primarily due to additional state funds in Tobacco Prevention ($61K), Oregon Mothers Care ($75K) and WIC ($92K), Public Health Modernization ($544K), COVID Vaccine Delivery ($120k), and reduction in School Based Health Center funds ($73K). g EISO projections under budget due to vacancies and staffing adjustments. c Environmental Health Fee projections updated based on 2022 prepared billing statements D Includes unbudgeted 2020 Q1 COHC Covid QIM funds ($210K) E Medicaid/Medicare services tracking lower than budgeted F Personnel projections based on year to date vacancy savings and assume 3% moving forward Budget to Actuals Report Community Development - Fund 295 FY22 YTD February 28, 2022 (unaudited) RESOURCES Admin - Operations Code Compliance Building Safety Electrical Environmental On -Site Current Planning Long Range Planning TOTAL RESOURCES REQUIREMENTS Admin - Operations Code Compliance Building Safety Electrical Environmental On -Site Current Planning Long Range Planning TOTAL REQUIREMENTS TRANSFERS Transfers In - General Fund Transfers In - CDD Electrical Reserve Transfers Out Transfers Out - CDD Reserve TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 137,450 722,028 3,362,450 720,600 867,700 1,738,304 703,194 152,710 111% 783,094 108% 3,921,591 117% 915,357 127% 1,118,994 129% 2,054,192 118% 741,514 105% 138,716 842,906 3,819,940 914,750 1,056,678 1,980,521 826,806 92,982 649,372 2,706,378 616,541 614,507 1,371,986 593,195 67% 77% 71% 67% 58% 69% 72% 8,251,726 9,687,451 117% ; 9,580,316 Projection % $ Variance 147,716 106% 1,030,906 122% 4,266,940 112% 983,600 108% 1,010,678 96% 2,168,161 109% o 954,675 115% 9,000: 188,000: A 447,000: B 68,850: B (46,000) 187,640. B I 127,869: A 6,644,962 69% ; , 10,562,675 110% ; 982,359: Budget Actuals Budget Actuals • Projection % $ Variance 2,818,748 568,320 1,867,662 524,979 634,452 1,479,294 580,687 8,474,142 2,740,077 539,584 1,768,376 487,253 639,025 1,465,772 446,049 8,086,137 97% 95% 95% 93% 101% 99% 77% 95% 3,137,795 617,012 2,284,444 556,531 765,935 1,769,333 847,839 9,978,889 1,974,138 63% 3,035,254 97% : 102,541: C 368,797 60% I 628,443 102% : (11,431)! 1,339,132 59% 2,091,602 92% 192,842. C 363,832 65% 549,881 99% 6,650! C 400,697 52% I 637,068 83% 128,867! C 1,044,841 59% ! I 1,633,476 92% ! 135,857. C 346,939 41% ! I 702,039 83% i � 145,800! C I i 5,838,376 59% ; : 9,277,763 93% : 701,126: Budget Actuals Budget Actuals • Projection % $ Variance 100,000 93,264 0% 0% 290,000 178,825 62% (100,518) (100,518) 100% (99,360) (66,216) 67% ; (148,226) (1,004,480) 678% o (461,262) (652,496) 141 % a I (55,480) (1,104,998) 999% ; (270,622) (539,887) 199% Budget Actuals Budget Actuals 190,000 66% (100,000)i D (99,360) 100% (1,086,721) 236% (625,459);i E (996,081) 368% ; (725,459): ▪ Projection % $ Variance 1,012,694 (222,416) (55,480) 1,253,356 124% 1,601,315 (1,104,998) 1,432,367 (398,573) (270,622) 1,749,673 122% I I 806,586 I 1 (539,887) 1,749,673 122% : 317,306: 1,284,912 ! 1,683,485; (996,081) (725,459); $ 734,798 $ 1,749,673 238% ; $ 763,172 $ 2,016,372 264% ; ; $ 2,038,504 267% ; $1,275,332: A YTD revenue collection is higher than anticipated due to increased building valuations g YTD revenue collection is higher than anticipated due to permitting volume and increased building valuations c Projections reflect unfilled FTE D Reduction of General Fund transfers to Current Planning E Transfer out projection increased as Building Safety and Electrical revenues are anticipated to be higher than budget as well as underspending due to unfilled positions Budget to Actuals Report Road - Fund 325 FY22 YTD February 28, 2022 (unaudited) RESOURCES Motor Vehicle Revenue Federal - PILT Payment Other Inter -fund Services Forest Receipts Cities-Bend/Red/Sis/La Pine Sale of Equip & Material Miscellaneous Mineral Lease Royalties Interest on Investments Assessment Payments (P&I) State Miscellaneous Federal Reimbursements TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS TRANSFERS Transfers Out TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) A B c D E F G H TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 14,810,507 17,342,054 1,690,574 2,061,977 1,114,070 1,198,004 723,085 660,298 385,000 627,694 396,000 333,109 54,000 73,562 60,000 51,642 114,000 65,094 8,000 24,578 7,048 1,325,874 1,093,866 20,681,110 23,538,925 117% 122% 108% 91% 163% 84% 136% 86% 57% 307% 17,485,000 2,096,751 1,221,632 627,207 560,000 449,150 67,340 60,000 59,109 3,460 83% 114% ; 22,629,649 13,349,147 2,195,918 320,008 155,269 246,156 49,436 10,358 36,114 3,522 76% 105% 26% 0% 28% 55% 73% 17% 61% 102% 16,365,927 72% Projection % $ Variance 19,000,000 2,195,918 1,181,132 640,441 310,000 474,150 67,546 50,000 56,310 5,395 20,000 109% 105% 97% 102% 55% 106% 100% 83% 95% 156% 1,515,000: A 99,167! B (40,500); C 13,234; D (250,000); E 25,000. A 206! F (10,000); D (2,799); C 1,935, C 20,000! G 24,000,892 106% ; 1,371,243: Budget Actuals Budget Actuals 6,709,180 7,753,525 50,500 14,513,205 6,422,847 96% 6,065,466 78% 17,944 36% a 12,506,257 86% 6,916,229 7,843,400 264,500 15,024,128 Projection % $ Variance 4,405,961 64% 6,689,948 97% 3,671,270 47% ! ! 7,852,613 100% 88,067 33% ! ! 260,115 98% a a 8,165,298 54% ; , 14,802,675 99% 226,281: H (9,213); I 4,386; C a 221,453: Budget Actuals Budget Actuals Projection % $ Variance (6,683,218) (6,683,218) 100% (11,757,547) (6,985,536) 59% (11,757,547) 100% (6,683,218) (6,683,218) 100% ; (11,757,547) (6,985,536) 59% ; ; (11,757,547) 100% Budget Actuals Budget Actuals % Projection % $ Variance 2,695,786 6,167,905 (6,683,218) 4,217,071 156% 6,383,832 11,032,669 a 7,605,521 (6,683,218) (11,757,547) 8,566,521 134% : : 8,566,521 134% , 2,182,690: a a a a 8,200,629 . 0 9,198,217 , 1,592,696; a a a (6,985,536) (11,757,547) -: $ 2,180,473 $ 8,566,521 393% ; $ 2,231,806 $ 9,781,614 438% ; ; $ 6,007,192 269% ; $3,775,386: Updated based on YTD actuals trending higher than budgeted Actual payment higher than budget Updated based on YTD actuals Based on revised projections from State City of Bend work will not happen this FY Parking Fees for Judicial Trailer increased over budget New grant for Terrebonne WW Feasibility Study Projected Personnel savings based on FY22 savings to date Fuel costs trending higher than budgeted due to price increases Budget to Actuals Report .,` Adult P&P - Fund 355 FY22 YTD February 28, 2022 (unaudited) RESOURCES DOC Grant in Aid SB 1145 CJC Justice Reinvestment DOC Measure 57 Probation Supervision Fees State Miscellaneous DOC-Family Sentence Alt Interfund- Sheriff Gen Fund/Crime Prevention Interest on Investments Oregon BOPPPS Electronic Monitoring Fee Probation Work Crew Fees Miscellaneous State Subsidy TOTAL RESOURCES REQUIREMENTS 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 4,621,780 4,621,782 100% 4,202,885 3,550,840 84% 797,504 793,044 99% 781,597 446,019 57% 239,005 264,005 110% = 255,545 244,606 96% 170,000 189,458 111% = 170,000 3,606 2% - 18,453 138,000 51,098 37% - - 118,250 58,958 50% 50,000 55,000 110% ! 50,000 36,667 73% 50,000 50,000 100% ! 50,000 50,000 100% I 37,700 43,276 115% , 45,193 12,100 27% 24,281 0% 10,000 3,973 40% 2,500 258 10% 2,000 600 30% 1,500 - 0% 1,000 579 58% 500 305 61% 16,298 - 0% 5,995,287 6,040,170 101% ; 5,840,250 4,454,456 76% Projection % $ Variance 4,734,453 113% 531,568:A 871,753 112% ! 90,156; A 244,606 96% (10,939); B I 3,607 2% (166,393); C 123,453 89% (14,547): D 59,250 50% (59,000): B 50,000 100% , , 1 50,000 100% a 17,010 38% , (28,183): I 24,281 100% , 300 12% I I (2,200): E 0% (1,500): C 500 100% 6,179,212 106% : 338,962: Budget Actuals 0/0 Budget Actuals % Projection % $ Variance Personnel Services 5,157,473 4,950,715 96% : 5,379,503 3,202,623 60% : : 4,790,947 89% : 588,556: F Materials and Services 1,923,795 1,414,886 74% ' 1,700,412 950,002 56% ' ' 1,648,912 97% ' 51,500: G 1 ! 9 1 1 9 TOTAL REQUIREMENTS ; 7,081,268 6,365,601 90% ; 7,079,915 4,152,625 59% : : 6,439,859 91% : 640,056: TRANSFERS Budget Actuals 0/0 Budget Actuals % Projection % $ Variance Transfers In- General Funds 285,189 285,189 100% : 662,046 441,360 67% , 662,046 100% Transfer to Vehicle Maint I (97,693) (97,693) 100% (190,974) (127,315) 67% o ! (190,974) 100% 1 9 1 1 1 TOTAL TRANSFERS 187,496 187,496 100% : 471,072 314,045 67% ; : 471,072 100% FUND BALANCE Budget Actuals % Budget Actuals Projection % $ Variance Beginning Fund Balance 2,714,814 3,119,990 115% 2,739,775 2,982,055 109% o : 2,982,055 109% e 242,280: Resources over Requirements (1,085,981) (325,431) (1,239,665) 301,831 a I (260,647) 979,018 Net Transfers - In (Out) 187,496 187,496 471,072 314,045 ' ' 471,072 1 I 1 1 1 I TOTAL FUND BALANCE $ 1,816,329 $ 2,982,055 164% ; $ 1,971,182 $ 3,597,931 183% ; ; $ 3,192,480 162% ; $1,221,298: A State Dept. of Corrections and related allocations were approved at higher levels than budgeted g State Dept. of Corrections and related allocations were approved at lower levels than budgeted c State law terminates probation supervision related fees as of 1/1/22. The department ceased collection on 7/1/21 and Dept of Revenue has closed any preexisting garnished accounts. D Criminal Justice Commission Adult Treatment Court final grant award was less than budgeted E Final payments from electronic monitoring clients prior to when the division shifted to a contract program received and Dept of Revenue has closed any garnished accounts F Projected Personnel savings based on FY22 average vacancy rate of 9.4% G Projected underspending based on FY22 trends Budget to Actuals Report Road CIP - Fund 465 FY22 YTD February 28, 2022 (unaudited) RESOURCES 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals Projection % $ Variance State Miscellaneous 2,258,100 2,670,996 118% : 2,191,461 - 0% : = 50,000 2% : (2,141,461)o A Interest on Investments 209,700 271,831 130% 279,729 83,041 30% 0 123,450 44% : (156,279); B I TOTAL RESOURCES 2,467,800 2,942,827 119% ; 2,471,190 83,041 3% ; , 173,450 7% ; (2,297,740): REQUIREMENTS Budget Actuals % Budget Actuals Projection % $ Variance Materials and Services 158,465 158,465 100% : 109,870 73,247 67% , : 109,870 100% Capital Outlay 19,877,585 11,583,557 58% : 29,612,821 5,722,125 19% : 25,756,119 87% ; 3,856,702; C 1 e e o a TOTAL REQUIREMENTS ; 20,036,050 11,742,022 59% : 29,722,691 5,795,372 19% : , 25,865,989 87% : 3,856,702: TRANSFERS Budget Actuals Budget Actuals % Projection % $ Variance Transfers In 7,517,657 6,819,612 91% 12,193,917 4,772,011 39% 12,193,917 100% ; TOTAL TRANSFERS 7,517,657 6,819,612 91% ; 12,193,917 4,772,011 39% ; , 12,193,917 100% FUND BALANCE Budget Actuals % Budget Actuals Projection % $ Variance Beginning Fund Balance 23,154,407 25,512,586 110% 20,374,044 23,533,004 116% : 23,533,004 116% 3,158,960: Resources over Requirements (17,568,250) (8,799,195) (27,251,501) (5,712,331) ; (25,692,539) 1,558,962 Net Transfers - In (Out) 7,517,657 6,819,612 12,193,917 4,772,011 12,193,917 TOTAL FUND BALANCE ; $ 13,103,814 $ 23,533,004 180% ; $ 5,316,460 $ 22,592,684 425% ; ; $ 10,034,382 189% ; $4,717,922: A Revised ODOT funding agreement reduces revenue and offsetting expense for Terrebonne Refinement Plan by $1.7 million. COVID 19 relief funding budgeted in FY 22 was received in FY 21. Reimbursable work will be reduced to $50k with remainder being pushed to FY 22. g Updated based on YTD actuals c Updated based on anticipated completion of projects in FY22 coming in under budget or delayed to FY23 Budget to Actuals Report Road CIP (Fund 465) - Capital Outlay Summary by Project FY22 YTD February 28, 2022 (unaudited) Terrebonne Refinement Plan Tumalo Road / Tumalo Place Old Bend Rdm/Tumalo Rd Inter NE Negus and 17TH Hunnel Rd: Loco Rd to Tumalo Rd Transportation System Plan Update Gribbling Rd Bridge Terrebonne Wastewater Feasibility St. Rickard Rd: Groff Rd to US 20 Paving Powell Butte Hwy Smith Rock Way Bridge Replace Deschutes Mkt Rd/Hamehook Round Paving Cottonwood: Us 97 To BSNF RR Paving Desch Mkt Rd: Yeoman Hamehoo Paving Alfalfa Mkt Rd: Mp 4 Dodds Paving Of Hamby Rd: Us 20 To Butler Powell Butte Hwy/Butler Market RB Wilcox Ave Bridge #2171-03 Replacem US 20: Cook Ave/OB Riley Rd (Tumalo US 20: Tumalo Multi -Use Path Crossing Highway Warning Systems 2021 Tumalo Wastewater Feasibility Study FY 22 Guardrail Improvements Redmond District Local Roads Bend District Local Roads Sidewalk Ramp Improvements Signage Improvements TOTAL CAPITAL 66.7% Year Completed Fiscal Year 2022 Budget Actuals Projection OA $ Variance 10,000,000 - 0% 67,998 16,907 2,363,532 2,134,966 2,168,940 74,031 108,510 64,899 279,575 - 31,642 1,716,142 1,391,051 931,140 1,319,374 505,000 253 671,000 100,943 618,144 499,075 310,838 0% 265,000 0% 200,000 - 0% 150,000 248 0% 100,000 0% 6,700,000 0% 1,250,000 100,000 500,000 500,000 75,000 100,000 90% 3% 60% 0% 20,018 219 502 1% 0% 0% 0% 8,346,405 74,870 16,907 2,144,966 91% 918,137 42% 165,318 152% 50,000 18% 111,092 1,391,051 81% 1,319,612 142% 50,000 10% 564,000 84% 499,075 81% 0% 265,000 100% 410,000 205% 60,000 40% 0% 6,700,000 100% 1,200,000 96% 69,286 50,000 120,400 500,000 500,000 120,000 110,000 83% 120% 100% 100% 160% 110% 1,653,595 (74,870) (16,907) 218,566 1,250,803 (56,808) 229,575 (111,092) 325,091 (388,472) 455,000 107,000 119,069 310,838 (210,000)1 90,0001 100,0001 50,000 (69,286) (50,000)1 (20,400) (45,000) (10,000) $ 29,612,821 5,722,125 19%1 $ 25,756,119 87°/01 $ 3,856,702 ` Solid Waste - Fund 610 FY22 YTD February 28, 2022 (unaudited) Budget to Actuals Report RESOURCES Franchise Disposal Fees Private Disposal Fees Commercial Disp. Fee Yard Debris Franchise 3% Fees Miscellaneous Interest Special Waste Recyclables Leases Equip & Material TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Capital Outlay Debt Service TOTAL REQUIREMENTS TRANSFERS SW Capital & Equipment Reserve TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals Projection % $ Variance 6,630,625 6,764,888 102% : 7,124,000 4,650,060 65% : : 7,124,000 100% : A 2,491,617 2,985,124 120% 2,827,000 2,065,884 73% 2,827,000 100% ' 2 A 2,319,792 2,830,984 122% 2,686,000 1,892,075 70% 2,686,000 100% : a A 216,761 301,824 139% 300,000 170,932 57% 286,000 95% . (14,000): B 280,000 389,402 139% 290,000 148,161 51% 332,000 114% : 42,000. C 88,096 102,595 116% 55,000 47,908 87% . 68,700 125% . 13,700. D 23,700 42,794 181% 41,599 20,332 49% 31,460 76% : (10,139): 15,000 34,292 229% 15,000 34,892 233% 37,000 247% ' 22,000; E 12,000 11,180 93% 12,000 9,228 77% 12,000 100% 1 1 100% 1 - 0% 1 100% a a s a a - 200 - -, y i t a a , 12,077,592 13,463,285 111% ; 13,350,600 9,039,472 68% ; , 13,404,161 100% ; 53,561: Budget Actuals Budget Actuals 2,518,594 5,227,119 162,500 945,000 8,853,213 2,510,986 100% 4,705,435 90% 29,523 18% 861,354 91% 8,107,298 92% • 2,754,132 5,651,103 53,141 1,251,615 9,709,991 1,696,764 62% 2,882,334 51% 76,304 144% 271,269 22% 4,926,671 51% Projection % $ Variance 2,754,132 100% 5,651,103 100% 91,305 172% 1,251,615 100% a 9,748,155 100% (38,164): F a G (38,164): Budget Actuals Budget Actuals % (3,684,280) (3,684,280) 100% (6,029,323) (3,015,304) 50% (3,684,280) (3,684,280) 100% (6,029,323) (3,015,304) 50% Projection % $ Variance (6,029,323) 100% (6,029,323) 100% Budget Actuals Budget Actuals 0/0 1,179,819 3,224,379 (3,684,280) 2,285,566 194% : 2,972,234 5,355,987 3,640,609 (3,684,280) (6,029,323) 3,957,273 133% 4,112,801 (3,015,304) Projection % $ Variance 3,957,273 133% : 985,039: 3,656,006 15,397 a (6,029,323) $ 719,918 $ 3,957,273 550% ; $ 583,520 $ 5,054,770 866% ; ; $ 1,583,956 271% ; $1,000,436: A Fiscal YTD disposal tons are typically higher in the summer with reductions in winter. YTD volumes are running over 9% higher than last year-to- date g Revenue is seasonal with higher utilization in summer months; there is a 8% reduction when comparing this fiscal YTD to the abnormally high volumes of last year-to-date c Annual fees due April 15, 2022; received December year-to-date monthly installments from Republic D FY22 projection includes the unbudgeted sale of a utility terrain vehicle and electricity capital credits; miscellaneous tire and appliance revenue is slightly exceeding budget E Revenue source is unpredictable and dependent on special clean-up projects; recent large contaminated soil projects from remediation of a gas station and illegal dumping site F The new 1 ton service truck and service box ordered in FY21 was rolled into FY22 due to delayed availability G Principal and interest payments due in Nov and May for existing debt; budget includes an interest estimate for funding the Negus Transfer Station 01ES Budget to Actuals Report Fair & Expo - Fund 615 FY22 YTD February 28, 2022 (unaudited) RESOURCES Events Revenue Food & Beverage Rights & Signage Storage Horse Stall Rental Interfund Payment Camping Fee Interest Miscellaneous TOTAL RESOURCES REQUIREMENTS Personnel Services Personnel Services - F&B Materials and Services Materials and Services - F&B Debt Service TOTAL REQUIREMENTS TRANSFERS 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals Ok 625,000 548,500 125,000 75,000 52,000 30,000 12,500 (2,200) 250 1,194,701 191% 209,297 38% 62,500 50% 77,897 104% 11,378 22% 226,786 756% 5,630 45% 1,051 -48% 2,596 999% Projection 0/0 $ Variance 578,000 422,285 73% 726,000 126% ' 148,000: A 513,500 425,342 83% 611,000 119% 97,500; A 105,000 23,792 23% 72,000 69% (33,000) 77,500 29,274 38% ! a 53,000 68% (24,500) 71,500 48,827 68% ! ! 61,000 85% ! (10,500) 30,000 20,000 67% 30,000 100% 19,500 575 3% 9,000 46% (10,500): 474 3,480 734% : 0 5,340 999% 4,866, 250 1,829 732% ! ! 1,949 780% 1,699! a a a a 1,466,050 1,791,835 122% ; 1,395,724 975,405 70% ; , 1,569,289 112% ; 173,565: Budget Actuals Budget Actuals • Projection % $ Variance 840,704 165,518 702,149 257,600 104,400 2,070,371 1,031,160 123% 165,801 100% 576,528 82% 134,431 52% 103,519 99% 2,011,440 97% 1,118,980 181,593 818,804 282,500 103,000 2,504,877 739,643 108,320 533,734 141,864 56,923 1,580,484 66% 60% 65% 50% 55% 63% 1,112,637 162,320 805,000 254,000 103,000 2,436,957 99% 89% 98% 90% 100% a 97% 6,343: B 19,273, B 13,804 28,500 67,920: Budget Actuals Budget Actuals • Projection % $ Variance Transfers In - Room Tax 650,000 899,310 Transfers In - County Fair Transfers In - Park Fund 30,000 30,000 Transfers In - Room Tax (as 25,744 25,744 needed) Transfers In - General Fund 200,000 200,000 Transfers Out a (10,777) (10,777) TOTAL TRANSFERS 894,967 1,144,277 FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 138% 905,769 150,000 100% ! 30,000 100% ! 25,744 100% 100% (310,777) 128% ; 800,736 603,840 67% a � 150,000 100% 20,000 67% 17,160 67% a (207,184) 67% a a 583,816 73% Budget Actuals Budget Actuals 1,144, 598 126% : 238,829: C 150,000 100% 30,000 100% 25,744 100% (310,777) 100% 1,039,565 130% _i 238,829: • Projection % $ Variance 364,904 (604,321) 894,967 (1,199) 0% (219,605) 1,144,277 750,673 (1,109,153) 800,736 923,473 123% a a (605,079) 583,816 i a 923,473 123% (867,668) 1,039,565 172,800: 241,485; 238,829; a $ 655,550 $ 923,473 141% ; $ 442,256 $ 902,210 204% ; ; $ 1,095,370 248% ; $653,114: A Events continue to be impacted by Covid19, and is currently experiencing abnormal revenue fluctuations. F&E continues to be fluid in adapting to changing event requirements and concerns to maximize revenue opportunities safely and responsibly. B c Room tax revenue projected to be higher than budget Projected Personnel based on savings to date Budget to Actuals Report �..` Annual County Fair - Fund 616 FY22 YTD February 28, 2022 (unaudited) RESOURCES Gate Receipts Concessions and Catering Carnival Commercial Exhibitors Fair Sponsorship State Grant RN Camping/Horse Stall Rental Rodeo Livestock Entry Fees Merchandise Sales Interest on Investments TOTAL RESOURCES REQUIREMENTS 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals Projection 0/0 $ Variance 550,000 738,029 134% ; : 738,029 134% ; 188,029: 385,000 526,737 137% 526,919 137% 141,919 330,000 415,716 126% 415,717 126% 85,717 110,000 85,100 77% 85,100 77% o (24,900); - 83,500 42,935 51% 43,025 52% (40,475); 52,000 53,167 102% 52,000 53,167 102% 53,167 102% 1,167 - - 0 25,500 19,944 78% ! 19,944 78% (5,556) 20,000 24,600 123% . 24,600 123% 4,600 4,500 - 0% - 0% a (4,500) - 5,239 5,239 5,239. (129) 999% 0 1,808 : 2,800 2,800 52,000 53,038 102% ; 1,560,500 1,913,275 123% ; ; 1,914,539 123% ; 354,039: Budget Actuals % Budget Actuals 0/0 Projection % $ Variance Personnel Services 110,000 163,282 148% : 155,959 22,414 14% : : 33,619 22% : 122,340: A Materials and Services 17,000 26,328 155% . 1,312,172 1,268,776 97% 1,312,172 100% TOTAL REQUIREMENTS 127,000 189,611 149% ; 1,468,131 1,291,190 88% ; , 1,345,791 92% ; 122,340: TRANSFERS Transfer In - TRT 1% Transfer Out - Fair & Expo TOTAL TRANSFERS FUND BALANCE Budget Actuals 0/0 Budget Actuals % Projection % $ Variance 75,000 75,000 100% : 75,000 50,000 67% : : 75,000 100% (150,000) (150,000) 100% ! (150,000) 100% 75,000 75,000 100% : (75,000) (100,000) 133% ; ; (75,000) 100% ; Budget Actuals Olo Budget Actuals Projection % $ Variance Beginning Fund Balance - (47,461) 999% : - (109,033) (109,033) (109,033): Resources over Requirements . (75,000) (136,573) 92,369 622,085 568,748 476,379 Net Transfers - In (Out) 75,000 75,000 (75,000) (100,000) (75,000) TOTAL FUND BALANCE : - ($ 109,033) $ 17,369 $ 413,052 999% : ; $ 384,715 999% ; $367,346: A Projection reflects vacancy savings -- assumes Fair Coordinator is hired in May y ES Budget to Actuals Report ` Annual County Fair - Fund 616 CY22 YTD February 28, 2022 (unaudited) RESOURCES Gate Receipts Carnival Commercial Exhibitors Livestock Entry Fees RN Camping/Horse Stall Rental Merchandise Sales Concessions and Catering Fair Sponsorship TOTAL FAIR REVENUES OTHER RESOURCES State Grant Interest 1,194 407 2,442 Miscellaneous TOTAL RESOURCES $ 1,909,226 4 $ 6,817 $ 1,844,519 Fair 2022 Actuals to 2022 Fair 2021 Date Projection $ 738,029 415,716 315,719 19,944 5,239 295,093 65,125 $ 700,000 385,000 325,000 19,500 3,500 - 265,000 6,410 90,910 $ 1,854,865 $ 6,410 $ 1,788,910 53,167 53,167 REQUIREMENTS Personnel Materials & Services TOTAL REQUIREMENTS TRANSFERS Transfer In - TRT 1% 74,750 12,500 75,000 Transfer Out - Fair & Expo (150,000) (150,000) TOTAL TRANSFERS $ (75,250) s $ 12,500 $ (75,000) Net Fair $ 480,845 $ (14,422) $ 128,941 103,199 1,249,932 9,117 116,839 24,623 1,523,739 $ 1,353,131 rey $ 33,739 $ 1,640,578 Beginning Fund Balance on Jan 1 $ (48,694) `; $ 432,151 $ 432,151 Ending Balance $ 432,151 44 $ 417,729 $ 561,092 A Assumes Fair Coordinator is hired on March 1, 2022 Budget to Actuals Report Fair & Expo Capital Reserve - Fund 617 FY22 YTD February 28, 2022 (unaudited) RESOURCES Interest on Investments TOTAL RESOURCES REQUIREMENTS 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 0/0 Projection $ Variance 14,000 8,532 61% : 8,544 4,943 58% : 7,090 83% : (1,454); s 1 1 e 14,000 8,532 61% 8,544 4,943 58% ; , 7,090 83% ; (1,454); Budget Actuals 0/0 Budget Actuals 0/0 Projection % $ Variance Materials and Services 235,000 16,910 7% 0 180,000 580 0% : ; 180,000 100% Capital Outlay 166,940 73,613 44% 388,000 - 0% : 388,000 100% ; A TOTAL REQUIREMENTS ; 401,940 90,523 23% ; 568,000 580 0% : , 568,000 100% : , TRANSFERS Transfers In - TRT 1% Transfers In - Fair & Expo TOTAL TRANSFERS FUND BALANCE Budget Actuals % Budget Actuals 0/0 453,158 453,158 Projection % $ Variance 385,418 85% : 428,901 285,928 67% : : 531,256 124% : 102,355: 300,000 200,000 67% : 300,000 100% e t a o 385,418 85% ; 728,901 485,928 67% ; , 831,256 114% ; 102,355: Budget Actuals 0/0 Budget Actuals % Projection % $ Variance Beginning Fund Balance 1,143,224 726,169 64% 1,101,663 1,029,596 93% Resources over Requirements (387,940) (81,991) (559,456) 4,363 Net Transfers - In (Out) 453,158 385,418 728,901 485,928 TOTAL FUND BALANCE II 1,029,596 93% : (72,067); (560,910) (1,454); 831,256 102,355; 1 $ 1,208,442 $ 1,029,596 85% $ 1,271,108 $ 1,519,887 120% ; ; $ 1,299,942 102% ; $28,834: A Capital Outlay appropriations are a placeholder should viable projects be recommended and approved for construction VIES Budget to Actuals Report RV Park - Fund 618 FY22 YTD February 28, 2022 (unaudited) RESOURCES RV Park Fees < 31 Days RV Park Fees > 30 Days Washer / Dryer Miscellaneous Vending Machines Interest on Investments Cancellation Fees Good Sam Membership Fee TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Debt Service TOTAL REQUIREMENTS TRANSFERS Transfers In - Park Fund Transfers In - TRT Fund Transfer Out - RV Reserve TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 400,200 12,000 4,000 2,250 3,000 7,600 5,500 1,500 620,655 13,886 5,295 2,679 1,229 1,636 8,825 155% 116% 132% 119% 41% 22% 160% 0% 475,000 10,500 5,000 2,500 2,500 2,024 325,623 7,667 2,478 2,285 878 368 8,225 69% 73% 50% 91% 35% 18% 436,050 654,204 150% ; 497,524 347,523 70% Budget Actuals Budget Actuals 321,402 222,500 543,902 291,093 91% 221,874 100% 512,967 94% 113,956 216,305 165,927 496,188 Projection $ Variance 495,623 104% 10,267 98% 4,319 86% 3,223 129% 1,492 60% 610 30% 13,801 20,623: (233); (681) 723 (1,008)! (1,414) 13,801 529,335 106% ; 31,811: Projection % $ Variance 67 0% 181,872 84% 162,573 98% 344,512 69% 19,075 17% 275,876 128% 165,927 100% 460,878 93% ; 94,881: A (59,571): B 35,310: Budget Actuals 0/0 Budget Actuals 160,000 25,000 (621,628) (436,628) 160,000 100% 20,000 80% i (549,173) 88% e a (369,173) 85% 160,000 20,000 (132,042) 47,958 Projection % $ Variance 160,000 100% 13,328 67% e is (88,024) 67% ; o 85,304 178% ; 160,000 100% 20,000 100% s (132,042) 100% e 47,958 100% Budget Actuals Budget Actuals 587,992 (107,852) (436,628) 227,936 39% 141,237 (369,173) 1,336 3,012 47,958 85,304 Projection % $ Variance 0� 68,457 67,121; 47,958 $ 43,512 - 0% ; $ 49,294 $ 88,316 179% ; ; $ 116,415 236% ; $67,121: A New FTE added to the FY22 budget, which has not been filled; projection assumes position is filled in May g M&S projected to exceed budget because of the temporary help needed until FTE is filled Budget to Actuals Report 0` RV Park Reserve - Fund 619 FY22 YTD February 28, 2022 (unaudited) RESOURCES Interest on Investments TOTAL RESOURCES REQUIREMENTS 66.7% Year Complete f Fiscal Year 2021 1 Fiscal Year 2022 1 Budget Actuals OA Budget Actuals % 1,100 1,100 7,787 708% 7,787 708% ; 7,546 7,546 Projection % $ Variance 4,198 56% a a 4,198 56% ; , Budget Actuals Budget Actuals 6,250 83% : (1,296)0 6,250 83% : (1,296): % Projection % $ Variance Capital Outlay TOTAL REQUIREMENTS ; TRANSFERS Transfer In - RV Park Ops TOTAL TRANSFERS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 100,000 100,000 - 0% : 100,000 - 0% : 100,000 - 0% a 0% Budget Actuals % Budget Actuals 20,000 20% 80,000: A 20,000 20% : 80,000: % Projection % $ Variance 621,628 621,628 549,173 88% 549,173 88% 132,042 132,042 88,024 67% 88,024 67% ; 132,042 100% 132,042 100% ; Budget Actuals Budget Actuals % 490,000 (98,900) 621,628 497,466 102% 7,787 549,173 784,466 (92,454) 132,042 1,054,426 134% 4,198 88,024 a Projection % $ Variance 1,054,426 134% (13,750) 132,042 a 269,960: 78,704; $ 1,012,728 $ 1,054,426 104% : $ 824,054 $ 1,146,648 139% : , $ 1,172,718 142% : $348,664: A Capital Outlay appropriations are a placeholder and the full budgeted amount is not expected to be spent this year Budget to Actuals Report • Risk Management - Fund 670 FY22 YTD February 28, 2022 (unaudited) RESOURCES Workers' Compensation General Liability Property Damage Unemployment Vehicle Interest on Investments Claims Reimbursement Skid Car Training Process Fee- Events/ Parades Miscellaneous Loss Prevention TOTAL RESOURCES REQUIREMENTS General Liability Workers' Compensation Insurance Administration Property Damage Unemployment Vehicle TOTAL REQUIREMENTS TRANSFERS Transfers Out - Vehicle Replace 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals Budget Actuals 1,188,848 990,628 373,698 323,572 218,185 87,200 50,000 30,000 1,500 5 10 1,224,408 963,201 373,548 315,619 222,266 100,030 39,428 270 810 103% 97% 100% 98% 102% 115% 79% 1% 54% 0% 0% 1,120,766 944,278 393,546 323,572 227,700 101,111 25,000 10,000 1,000 814,102 73% 627,182 66% 273,062 69% 314,455 97% 151,800 67% 32,897 33% 1,018,076 999% 0% 855 86% 180 3,263,646 3,239,580 99% Projection 0/0 $ Variance 1,120,766 944,278 393,546 323,572 227,700 50,450 1,200,000 50 1,000 250 100% 100% e 100% 100% 100% 50% 999% 1% 100% A (50,661): 0 1,175,000' B (9,950): C 250! 3,146,973 3,232,608 103% ; 4,261,612 135% ; 1,114,639: Budget Actuals Budget Actuals • Projection 1,100,000 1,560,000 584,104 200,240 200,000 150,000 466,547 42% 912,395 58% 408,666 70% 330,869 165% 98,978 49% 173,925 116% 1,200,000 1,580,000 547,047 300,245 200,000 200,000 2,673,929 492,880 312,778 286,527 62,071 91,609 0/0 $ Variance 223% 31%!! Ai 57% of 95% a o 31% 46% 3,794,344 2,391,380 63% 4,027,292 3,200,000 267% : (2,000,000): D 1,100,000 70% ! 480,000 542,332 99% ! 4,715, E 550,000 183% (249,755). F 200,000 100% -! 200,000 100% -_ 3,919,796 97% ; , 5,792,332 144% ; (1,765,040); Budget Actuals Budget Actuals 0/0 Projection % $ Variance (3,500) (3,500) 100% TOTAL TRANSFERS (3,500) (3,500) 100% FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) (3,500) (3,500) (2,328) 67% (2,328) 67% ; Budget Actuals % Budget Actuals (3,500) 100% (3,500) 100% • Projection % $ Variance 7,000,000 (530,698) (3,500) 8,676,750 124% 848,200 (3,500) 8,329,115 (880,319) (3,500) 9,521,450 114% (687,187) (2,328) TOTAL FUND BALANCE ; $ 6,465,802 $ 9,521,450 147% 9,521,450 114% (1,530,720) (3,500) 1,192,335: (650,401) $ 7,445,296 $ 8,831,934 119% ; ; $ 7,987,230 107% ; $541,934: A Unemployment collected on first $25K of employee's salary in fiscal year g Reimbursement from excess carrier for Kozoswki lawsuit payout c Skid Car training on hold due to COVID D General Liability claims paid includes the Kozoswki lawsuit payout -- part will be reimbursed by excess carrier E Projection based on YTD Personnel savings F Projection is based on YTD actuals which are high due to several vehicle crashes Budget to Actuals Report Health Benefits - Fund 675 "..: f FY22 YTD February 28, 2022 (unaudited) RESOURCES Internal Premium Charges COIC Premiums Employee Co -Pay Retiree / COBRA Premiums Interest Prescription Rebates Claims Reimbursement & Other TOTAL RESOURCES 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals OA Budget Actuals 17,831,938 18, 580,799 104% 1,600,000 1,642,789 103% 1,031,400 1,205,713 117% 1,035,000 958,664 93% 216,200 193,598 90% 90,000 179,184 199% 80,000 1,073 1 18,767,900 1,589,000 1,200,000 1,060,000 200,277 128,000 82,000 12,640,140 67% 982,716 62% 813,978 68% 409,270 39% 63,790 32% 171,459 134% 1,486,535 999% 21,884,538 22,761,820 104% 23,027,177 16,567,889 72% Projection % $ Variance 18,767,900 100% 1,589,000 100% 1,200,000 100% 610,700 58% 98,430 49% 200,000 156% 1,500,000 999% (449,300) (101,847) 72,000 1,418,000 23,966,030 104% 938,853 REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance 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 19,937,274 19,126,362 96% 2,417,092 2,972,758 123% 1,101,467 1,087,809 99% 164,340 149,145 91% 19,640,847 2,970,575 1,141,829 171,142 14,462,241 74% 1,747,038 59% 577,764 51% 80,579 47% 23,620,173 23,336,074 99% 23,924,393 16,867,623 71% Budget Actuals Budget 21,640,847 110% 2,970,575 100% 1,141,829 100% 171,142 100% (2,000,000) 25,924,393 108% (2,000,000) Actuals % Projection % $ Variance 15, 323, 729 16,101, 833 105% (1,735,635) (574,254) 14, 772, 618 15, 527, 580 105% (897,216) (299,734) $ 13,588,094 $ 15,527,580 114% $ 13,875,402 $ 15,227,846 110% 15,527,580 105% (1,958,363) 754,962 (1,061,147) $ 13,569,217 98% ($306,185) A Experiencing a lower collection rate as some retirees have continued on the active plan as they are working in an on -call status g Stop Loss insurance reimbursements for high dollar claims; invoices are trending up due to high dollar claims, but the expected amount is unknown C Amounts are paid 1 month in arrears; 6 month rolling average trending up for Medical Claims D Amounts are paid 1 month in arrears A C D D D Budget to Actuals Report o G 911 - Fund 705 and 710 FY22 YTD February 28, 2022 (unaudited) RESOURCES Property Taxes - Current Yr Telephone User Tax Police RMS User Fees User Fee Data Network Reimbursement Contract Payments Property Taxes - Prior Yr Interest State Reimbursement Property Taxes - Jefferson Co. Miscellaneous TOTAL RESOURCES REQUIREMENTS Personnel Services Materials and Services Capital Outlay TOTAL REQUIREMENTS FUND BALANCE Beginning Fund Balance Resources over Requirements Net Transfers - In (Out) TOTAL FUND BALANCE 66.7% Year Complete Fiscal Year 2021 Fiscal Year 2022 Budget Actuals OA Budget Actuals 9,113,459 9,350,147 103% 1,106, 750 1,441, 364 130% 250,000 390,879 156% 73,000 110,978 152% 55,000 96,896 176% 157,252 136,638 87% 90,000 152,893 170% 90,400 110,233 122% 83,000 131,881 159% 33,637 36,598 109% 12,200 121,920 999% 9,803,579 9,626,197 98% 1,106,750 900,054 81% 236,576 - 0% 233,576 70,190 30% 162,000 96,036 59% 147,956 28,500 19% 115,000 68,086 59% 96,867 45,101 47% 60,000 15,000 25% 38,344 35,612 93% 18,658 15,254 82% 11, 064,698 12,080,426 109% 12,019,306 10,900,029 91% Budget Actuals OA Budget Actuals Ok 7,620,458 3,476,381 1,480,000 7,190,545 94% 2,912,246 84% 431,457 29% 8,005,795 3,557,212 3,000,000 5,041,761 63% 2,116,531 59% 282,745 9% 12,576,839 10,534,248 84% 14,563,007 7,441,036 51% Budget Actuals Budget Actuals 8,341,418 (1,512,141) 9,162,894 110% 1,546,177 11,850,783 10,709,072 90% (2,543,701) 3,458,993 0 $ 6,829,277 $ 10,709,072 157% $ 9,307,082 $ 14,168,065 152% Projection $ Variance 9,809,150 100% 1,330,000 120% 236,576 100% 233,576 100% 162,000 100% 147,956 100% 115,000 100% 60,290 62% 132,000 220% 38,344 100% 18,658 100% 5,571 223,250 (36,577) 72,000 12,283,550 102% 264,244 Projection $ Variance 7,389,354 92% 3,557,212 100% 3,000,000 100% 616,441 13,946,566 96% 616,441 Projection % $ Variance 10,709,072 90% (1,663,016) 0 (1,141,710) 880,685 $ 9,046,056 97% ($261,026) A Current year taxes received primarily in November, February and May; actual FY21-22 TAV is 5.58% over FY20-21 vs. 5.40% budgeted B Telephone tax increased last year and payments are received quarterly; taxes collected are trending higher than budget C Invoices are mailed in the Spring D State GIS reimbursements are received quarterly; additionally the State approved a final reimbursement for the 9-1-1 phone system E Projected Personnel savings based on FY22 average vacancy rate of 10.8% A B C E BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: March 28, 2022 SUBJECT: Special Project Grants Discussion BACKGROUND AND POLICY IMPLICATIONS: In 2022 Commissioners allocated a new category of Video Lottery Funding to support funding for project and organizations that align with their goals and objectives for the year, and other priorities. A total of $60,000 was allocated, and three organizations were selected for funding at $20,000 each: Deschutes Basin Water Collaborative, Deschutes Collaborative Forest Project, and Friends of the Children. At the Board's request, staff is seeking direction on the future of Special Project Support Grants in preparation for the FY23 allocation process. The attached memo outlines potential options for Board consideration. ATTENDANCE: Laura Skundrick, Administrative Analyst ADMINISTRATIVE SERVICES STAFF MEMORANDUM DATE: March 28, 2022 TO: Board of Commissioners FROM: Laura Skundrick, Administrative Analyst RE: Special Project Support Grants In 2022 Commissioners allocated a new category of Video Lottery Funding to support funding for project and organizations that align with their goals and objectives for the year, and other priorities. A total of $60,000 was allocated, and three organizations were selected for funding at $20,000 each: Deschutes Basin Water Collaborative, Deschutes Collaborative Forest Project, and Friends of the Children. As a requirement of the awards, grantees provided mid -year status updates to the Board indicating how funds were used. Materials submitted for those updates are attached. At the Board's request, staff is seeking direction on the future of Special Project Support Grants in preparation for the FY23 allocation process. Options could include: 1. Continue funding FY22 grantees with Special Project Support Grants in FY23 2. Identify new potential grantees for FY23 Special Project Support Grants 3. Transition FY22 grantees into Service Partners Currently, Service Partners meet the following established criteria: 1300 NW Wall Street Bend, Oregon 97703 (541) 388-6565 admin@deschutes.org www.deschutes.org • Mandated/sole source: Operates program/service that County 1) would otherwise be statutorily obligated or 2) is essential to the community and not offered by another entity • County Initiative: County led or was involved in the creation or development of the organization based on an identified need or gap in safety net service delivery system • County Impact: Termination of the organization program or service would require the County to assume additional responsibilities. 4. Some combination of options 1, 2 and 3. 5. Do not continue funding Special Project Support Grants Depending on the direction of the Board, staff can work with identified organizations to provide proposals for the Board's review at the FY23 allocation exercise scheduled to take place in April. 1300 NW Wall Street Bend, Oregon 97703 (541) 388-6565 admin@deschutes.org www.deschutes.org CONSERVANCY e._ ro 0 ro ei c 0 ro 5 LI— ro a) S. V) a) s. 0 4J 0 tea) Crooke. 'giver yc us Cree esc utes • iver tit a) 0 4.) 4 r cp al I Lid L. c o cu 98% of flows were diverted for irrigation pe 2002-2021 er Programs and Pr imary Reaches: 0 miiiiismammart4 / k imaiswimsiimts mimammiamtia missaimmimmompiamist 0 a 1111111.4 / si 0 m CU 22 u .c )1N m, - Cry e=• "• aver pr i � 5:� •� e �` esc h utes MEMO WARM at r • : dit -fits r st r.ti. • ro 0 co CO ro CO s. 0 4.9 0 ro tio ro s. 010,000 000000011 ra 600..0 0 00000 0 0010000 0 4-1 -0 0 co tio w 0 0 co it c• li ••r tivr c cit CD co MENFIEMEI LL • EaSti @ mama • ro CO 2019 2020 Iry o (1) >cu c 0 ''..P ro 0 u c Seimmsna ro ;'-cion can create reai • a) 4-) L. 0 o... 0 4--) �..tion co ro o -6 L-- u u cu e there are unmet needs Where wate 50 years, projected unmet needs: rers & Streams Fe" (instream needs, cu -0 CD CD E .0 cN 6)47. c 0 ro c a) 11.8..2821 f a ME iffit i ita I .�F d .,., dLi • 8 • 116 12.164M9 1=0211223 • 0 CU" -C < -CA cu ▪ c •3 cac cu - c 6 E .10 E 12 8 0 0 0_c 000-6- V iv Zi 454 2 .4. 0' 0" Cj L.) t,..) ict) 1 0. c▪ i 12 ' L riiila D 6d rri -0 ..t 0 cip 0 ✓ .iti 5 0 .c •::,. -c n a.'C thb C th r._--...--,_ ik.1 cgt3C. WC "LI-12-1 a' 1-111,1 a) aft 3 : c •E c-3 . ,...,cu -5 a. •E ..0 0 zu iu iu 113 J. -.“ 'c5 n o ..t.3 ti La b 0 ti CAn 4-' ' Eaaaaa-Ec ID "ry ii: LP 0 (D 41) 121(214?FiL71.2 2 ‘= aft, BMW. (1) Instream Water • et) rao .°I 4-4 0 (13 ro ro t p S t"r8) pPr nar o ortunkki 4-0 co 2 U 0 LL 4) 2 I.L -o (0 cn 0 u_ c Opportunities Organizations 0 • Summary/Q&A 5 2 0 tr) 2 LL a) co 0 co eschutes Co c.) -- E c.) a) 0 0 co -'t cn a) E c C7) 0 0E E 0 0 oc mncsao5) "4 1>-,.4. , : D cc9 > (Ea 1)) - - "m w 0aT > , W eE> ) .o . . ) t 1 s:o2g0 T - =m=o D ' w 0) w 60+a) )-w o 6w-owDwc 2M2cg 2 "o >ccY1w.o..3 =(00wne 28M a01EDa a ) Forest "esources fZ-w= i0c - 4ura (2 1--5 4p- 5c0 r s s0 0 w0 .2), T >-t%Ecc ow lo d„_ :C ac0c=a 6-5)-) D -o -•, wO Ttac h_)j -E-4 coesELa 2 -) c0cw -n o.a oc0 ar.))-. 2 e =UC 21„LL 2 0 D— oE2 -g ommcococai 2g=fl 2 4.6a20Eg- e2d 6Tm2mL-c) • 1 5o E 2g 0 m0 >01 Oc 0 C'w 0 .1,a w :Fe14.a • • • LLW 0 coa P".. E a) 2 a) E E cy) a) se6 _0 E a) 2 ) < c > t.0 — Lai cc 0 ccog o a. c'21— VI—ma IAA o (N.• 0 0 0 0 a) 11 (i) 0 a) 0 0 1 communities and firefighter, safer, = = Lim ...... \ft4 ct 0 —a = z 0 rex = ....1 1.,= Ck• v, oc.ix zc, Iu oz e Count on the Forest, Now the Forest is Counting on Us. Deschutes National Forcst Project Updatcs Bend -Fort Rock Ranger District West Bend Vegetation Management Project (EIS) Deschutes National Forest Project Updates Project Information: Current Status: U a. Ruble IRTC: Awarded to Interfor Inc. (now Gilchrist Forest Products). Work remains under contract with new ownership. Currently logging operations and some service work is occurring. In the near future, trail closures will be in place along portions of the Storm King trail for public safety throughout this fall and Project Information: w 0 0 0 U 0 0 AKA Timber Sale: Awarded to Boulder Ridge LLC. Work has not yet begun. 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O O 4' O o s- 0 ci a) c' '-"Fo :4_, co a) L U a) u O U CO 0_ V) C 4) 0- 0 a) co co co a) U co - I co a) .7) El_) O O O t d) 10 .co co c\ E E O U EN IS.fth et LL, Z U.1 C:1 tX `4.- o V a) N c a; .47a. 4...** ( j ti •® ® •® ® a. •® •.EIII r II 0 0 -5 -p E vi -0 c cu a) co o c 0 f° a) a +,J c Y oz3c-oo 3� co:E0 L0-oa3"N >,00 �,c o N_ o_ C a.) t E c w c vi vim- 'a .0 (0 N -0 > N .+0 a) CO o o �li� o� 2 p ��"0 d�a)- L Q o_ > cam 'GI ai a) 0 co 0 , (Do 0,— INC IX CI) c'� i o �° Ems c��u W4_ v aa) aco `) c�a o E co co cvi a 1— co cn cn , , •�- 0 ,-. = cn -CI cv ca —) CI)I_ m 46 2 4.0 2 co 1- 1 o 15 o BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: Monday, March 28, 2022 SUBJECT: Consideration of Revisions to the Deschutes County Policy GA-20, Grant Application and Administration ATTENDANCE: David Doyle, County Legal Counsel Nick Lelack, County Administrator Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org AGENDA REQUEST & STAFF REPORT For Board Business Meeting of March 28, 2022 DATE: March 18, 2022 FROM: Dave Doyle Legal 388-6625 TITLE OF AGENDA ITEM: Proposed revisions to County Policy GA-20: Grants. PUBLIC HEARING ON THIS DATE? No. BACKGROUND AND POLICY IMPLICATIONS: Administration and Legal are supportive of amendments to County Policy GA-20 which outlines the process for grant applications and awards. Staff is recommending that department heads have authority to approve grant requests and grant awards at an annual amount not exceeding $10,000, provided that (a) there is no match requirement, and (b) no additional staff will be hired in association with the grant. Beyond that, staff is recommending that the County Administrator have authority to approve grant requests and grant awards at an annual amount not exceeding $50,000, provided that (a) there is no match requirement, and (b) no additional staff will be hired in association with the grant. Redline edits are attached. FISCAL IMPLICATIONS: No direct fiscal. Staff time savings. RECOMMENDATION & ACTION REQUESTED: Move Baord approval of the proposed amendment to GA-20, and authorize County Administrator signature. ATTENDANCE: Legal, Admin DISTRIBUTION OF DOCUMENTS: Admin -C E S 0 Deschutes County Administrative Policy No. GA-20 Effective Date: April 129, 20228 -< GRANT APPLICATION AND ADMINISTRATION STATEMENT OF POLICY It is the policy of Deschutes County to seek grant funding, when appropriate, to support services and operate programs that further County goals and objectives, are consistent with core County functions, or that otherwise benefit County citizens. Grant funds and grant -funded projects or programs will be approved, managed, and monitored in accordance with established County systems, processes, and procedures to ensure compliance with funding agency requirements. APPLICABILITY This policy applies to any Deschutes County department, division, program, staff member, elected official, or affiliate agency preparing and submitting grant applications on behalf of Deschutes County for funds, materials, or equipment to be received and administered by the County or by an organization for which the County acts as grant applicant or fiscal agent. DEFINITIONS For the purpose of this policy, unless otherwise specified, the following definitions shall apply: • Grant: Funds awarded to the County by a Funding Agency and usually required to be used for a specific purpose or function as defined in an application for funding. ® Funding Agency: Federal, state, or local government, private foundation or business organization, non-profit agency, individual, or other source that provides grant funds to the County. • Grant Requestor: Department Director or designee. ® Grant Administrator: Department staff authorized and responsible for managing, tracking, and reporting grant progress and financial activities. POLICY AND PROCEDURES 1. The Grant Requestor and Department Director, or designee, must review the risks and benefits of grant funding prior to application and will only pursue those opportunities which are financially and operationally prudent and which support services and operate programs that further County goals and objectives, are consistent with core County functions, or that otherwise benefit County citizens. The Department Director has authority to approve any grant requests and grant awards in an amount not exceeding $10,000, provided that (a) there is no match requirement, and (b) no additional staff will be hired in association with the grant. The County Administrator has authority to approve any grant requests and grant awards in an amount not exceeding $50,000, provided that (a) there is no match requirement, and (b) no additional staff will be hired in association with the grant. All other grant requests and grant awards must be noticed to inform the County Administrator and receive approval from the Board of County Commissioners at a Board meeting to proceed with any proposed grant application. Attached is a recommended Grant Application template that can be used when requesting Board approval to apply for a grant. Formatted: Highlight -- l Formatted: Highlight 2. Grant applications, supporting materials, and award documents will be managed and maintained consistent with County systems, processes, and procedures for public documents. 3. The requesting department shall assign a Grant Administrator to be responsible for compliance with all grant requirements and oversight. 4. The Grant Administrator will review all restrictions and conditions specified in the award documents and will communicate and address any that may require special handling or involvement by other County departments or staff members. 5. Prior to acceptance of any funding or expenditure of funds for any grant -funded activity, the Grant Administrator will prepare and submit a written contract, agreement, or award notice consistent with Policy No. GA-17: Legal Review of County Documents including the assignment of a document number by Administrative Services. 6. Within the fiscal limits identified in this policy, tThe Grant Administrator will forward the contract, agreement, award notice, budget adjustment request (if necessary) or other documentation to the Board of County Commissioners through the County's established Board meeting procedures for acceptance of the grant. 7. Following the Board of Commissioners' acceptance and approval of the award, the Grant Administrator will forward a copy of the grant application and approved award documents to the County Finance Department. In addition, the Grant Administrator will inform the County's Finance Department of the funding source, amount expected, anticipated date of payment, and County revenue account in which payment will be recorded. 8. The Grant Administrator shall ensure proper oversight for all grant funds awarded by a funding agency, including thoroughly reviewing award conditions, completing and submitting award documents, monitoring grant -funded activities, tracking expenditures, accounting for grant payments, and preparing and submitting grant reports as required. 9. When all grant requirements have been met, the Grant Administrator shall complete and submit a final report or grant closeout agreement to the funding agency as required by the grant award. Approved by Deschutes County Board of Commissioners on March 28, 2022April 29, 2020. Nick L.elack County Administrator Grant Application Request Date: 1. Name of Grant: 2. Deschutes County contact: 3. Funding Agency: 4. Grant Amount: 5. Does the grant require matching funds? Yes nNo If yes, how much are the required matching funds and what funds does the department plan to use for matching funds? 6. Grant duration: 7. Grant application deadline: 8. Grant description: 9. Requested budget (please provide additional line item details under the broad categories listed below): Amount Requested Personnel Services Materials and Services Capital Total 10. If the grant request includes FTEs, please fill out the table below. Position Title Limited duration or regular position? FTEs Notes 11. Other information: Draft: Congressionally Directed Spending Request Recent private gating of the FS 4606 Road through the privately owned Skyline Forest, west of Bend, Oregon, has resulted in a significant reduction of public access to a portion of the Deschutes National Forest. To replace loss of access, and provide reasonable alternative access to a large number of recreational users, an existing route has been identified for conversion and improvement to replace the gated and now inaccessible portion of the FS 4606 Road. Deschutes County requests $XXXX to provide replacement access to the Deschutes National Forest. This Project will consist of conversion of an existing single track USFS Road (4606-352) to an improved recreational access of similar construction and classification as the existing FS 4606 Road. The alignment will connect to the existing public road network maintained and operated by Deschutes County. The Project request will consist of funding necessary to address National Environmental Policy Act (NEPA) compliance, engineering/design of the 6,000 feet (1.1 mile) of two lane gravel road improvements as well as construction and construction period services. The Project will be administered by the USFS with support from Deschutes County as necessary. Deschutes County will separately improve portions of Sisemore Road to provide widened gravel road access to Tumalo Reservoir Road. These improvements, in partnership, will result in restoration of historic public access to public lands west of Bend. March 28, 2022 The Honorable Ron Wyden, United States Senator Senior Senator from Oregon 221 Dirksen Senate Office Building Washington, D.C., 20510 The Honorable Jeff Merkley United States Senator 531 Hart Senator Office Building Washington, D.C., 20510 Re: Support for FY23 Congressionally Directed Spending for La Pine Community Health Center Expansion Dear Senator Wyden and Senator Merkley, Deschutes County is writing in support of the La Pine Community Health Center's congressionally directed spending request. In Southern Deschutes County, the La Pine Community Health Center (LPHC) is seeking support to build a new 27,000 square foot building that will allow for expanded access for medical, behavioral, and mental health care, as well as dental care, diagnostic imaging and on -site support services for employees. If the project moves forward, the County has committed to siting our behavioral health services at the new facility. Support for this project will result in greater health outcomes in one of the most economically distressed parts of Deschutes County. The "health care hub" model will address needs that have resulted from both the COVID-19 pandemic and the growth of the La Pine area. In La Pine, residents can experience challenges accessing affordable primary and specialty health care and getting to and from appointments. Unlike in larger metropolitan areas, telehealth is not an option for all residents because a large number of patients face connectivity issues. Thank you for your consideration, The Deschutes County Board of Commissioners Patti Adair Chair Anthony DeBone Phil Chang Vice Chair Commissioner 1300 NW Wall Street Bend, Oregon 97703 1� (541) 388-6572 board@deschutes.org Ewww.deschutes.org March 28, 2022 The Honorable Ron Wyden, United States Senator Senior Senator from Oregon 221 Dirksen Senate Office Building Washington, D.C., 20510 The Honorable Jeff Merkley United States Senator 531 Hart Senator Office Building Washington, D.C., 20510 RE: FY 2023 Congressional Directed Spending * City of Sisters Roundabout at US HWY 20 & Locust Street Intersection Dear Senator Wyden and Senator Merkley, Deschutes County is writing in support of a roundabout at the intersection of US 20 and Locust Street on the east end of downtown Sisters, OR. A roundabout at this intersection will be an asset to residents, businesses, tourists, and through traffic including the freight industry who pass through the community daily. It will serve as a critical traffic control device to ease congestion, minimize speeds, improve pedestrian and bicycle safety, and ensure essential turning movements. The current trip volume at this intersection far exceeds capacity and brings additional traffic each year. Installation of a roundabout will reduce the number and severity of motor vehicle accidents and conflicts between vehicles, pedestrians and bicyclists. This intersection is critical highway access for city and county residents alike. This is the eastern terminus of the alternate route (starting at US 20 and Barclay Drive) that will relieve congestion downtown while improving access to industrial lands for economic development. The City of Sisters has demonstrated its commitment to the project and continues to prioritize it as the number one transportation project. To date, the City has invested $250,000 to initiate project development and is prepared to leverage additional funds for project construction. Thank you for considering additional support for this critical transportation infrastructure project in west Deschutes County on US 20. Sincerely, DESCHUTES COUNTY BOARD OF COMMISSIONERS Patti Adair, Chair Anthony DeBone, Vice -Chair Phil Chang, Commissioner 1300 NW Wall Street Bend, Oregon 97703 '1 (541) 388-6572 board@deschutes.org (I) www.deschutes.org