2022-392-Minutes for Meeting September 26,2022 Recorded 10/12/2022Zvi ES C_
oC G2-c i
BOARD OF Recorded in Deschutes County CJ2022_392
COMMISSIONERS Steve Dennison, County Clerk
Commissioners' Journal 10/12/2022 4:13:49 PM
1300 NW Wall Street, Bend, Oregon o"\yj II�IIII�II'IIIIII��IIIIII II�'I�
�FS �OG�
(541) 388-6570 y
2022-392
•
1:00 PM MONDAY September 26, 2022
FOR RECORDING STAMP ONLY
Barnes Sawyer Rooms
Live Streamed Video
Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Nick
Lelack, County Administrator; Kimberly Riley, Assistant Legal Counsel; and Angie Powers, BOCC
Administrative Assistant (via Zoom).
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 1:00 p.m.
PLEDGE OF ALLEGIANCE
CONVENE AS THE GOVERNING BODY OF THE DESCHUTES COUNTY 9-1-1 SERVICE
DISTRICT
ACTION ITEMS:
-1. Consideration of Board Signature on Document No. 2022-775, Henkle Butte
Lease Agreement for Long -Term Radio Enhancement Plan
Jonathan Spring, 9-1-1 Technical Services Systems Manager, described the budgeted
lease agreement, with a term of five years. He said that the rate is consistent with
other similar leases on privately -held radio sites. Commissioner Chang asked Mr.
Spring if the County is insured should the antenna tower go down due to lightning
BOCC MEETING SEPTEMBER 26, 2022 PAGE 1 OF 8
strike or wind. If a site goes down, Mr. Spring replied that all the other sites will fill in
the gaps as best as possible. They also have a portable emergency unit available for
use. Jonathan deferred to Risk Management for an answer to Commissioner Chang's
specific question regarding insurance.
DEBONE: Move Board approval of signature on Document No. 2022-775,
Henkle Butte Lease Agreement for Long -Term Radio
Enhancement Plan
CHANG: Second
VOTE: DEBONE: Yes
CHANG: Yes
ADAIR: Chair votes yes. Motion Carried
RECONVENE AS THE GOVERNING BODY OF DESCHUTES COUNTY
2. Treasury Report for June, July and August 2022 and Finance Reports for July
and August 2022
r-�_ : _ r r:. _ � /ALL: ., .J. .. ..1 Robert
4. .. ..4 T:.-.4I .. the
/-.. .-.f..'.-
Wayne Lowry, Interim Chief rinancia1 vi iice'r :1ntr oduceu Robes t i 1: i le, a he C-oui ��y
new Chief Financial Officer.
Mr. Lowry drew the Board's attention to the August reports: As the Feds continue to
increase interest rates, the County is a beneficiary of these actions due to our
investment portfolio. A treasury security can currently yield 4.3% with no risk. One
year ago, similar investments yielded only 0.5% in returns. We will likely continue to
see interest rates rise, and the County will benefit in that respect.
At the end of August 2022, the County had a vacancy rate of 11.9%. The County's
attrition rate will be important to watch, to determine the rate of turnover and
employee retention. We are starting this fiscal year off with 27 additional employees
over last year.
Revenue numbers are not that informative at this time, because property tax
revenues have yet to come in. The Health Department revenues are 104% of
projected. Fair and Expo came in slightly over budget, but revenues were $225,000
over projected.
BOCC MEETING SEPTEMBER 26, 2022 PAGE 2 OF 8
Transient Room Tax (TRT) Revenue appear better than projected. Commissioner
Chang asked about unallocated TRT, should things continue as expected. Mr. Lowry
will get back to the Commissioners on this.
Commissioner Adair noted that the July statement reflects 44.75% unfilled FTE at the
Sheriff's Office. Between June and July, only three new positions were approved. Mr.
Lowry deferred to Sheriff's Office or Human Resources for clarification on this
outlier.
3. Economic Development Loan Conversion for ARCC
Jen Patterson, Strategic Initiatives Manager, introduced Don Myll, Bend Area
Director for EDCO (Economic Development for Central Oregon), and Scott von
Eschen, ARCC President. ARCC moved to Central Oregon from the bay area in 2019.
They initially opened in 1983, providing domestic and international GAP programs
for students. GAP programs offer an educational and cultural bridge between high
school and college. In addition to their 7-8 full-time staff, they bring in 50-60 people
per year to train them in wilderness programs and other student GAP programs.
DEBONE: Move Board approval to authorize County Ad iiinist a or o
convert a $16,000 economic development forgivable loan
made to ARCC into a grant
CHANG: Second
VOTE: DEBONE: Yes
CHANG: Yes
ADAIR: Chair votes yes. Motion Carried
4. Economic Development Loan Conversion for SmartyPits
Stacia Guzzo, SmartyPits CEO and Founder, was introduced by Mr. Myll. Her
company produces chemical -free products including aluminum -free deodorant. Her
company is small, but she has some large customers like TJMaxx, Marshall's and
Ulta. Newport Ave. Market carries her products, as well as some local salons. Her
company values relationships over transactions. It started 11 years ago in California,
but outgrew their space and moved to Bend in March 2020. She expressed her
gratitude for the loan and the opportunity it provided. Her company gives a portion
BOCC MEETING SEPTEMBER 26, 2022 PAGE 3 OF 8
of her company's sales towards City of Hope Cancer Center, a leading cancer
research hospital.
CHANG: Move Board approval to authorize County Administrator to
convert a $10,000 economic development forgivable loan
made to SmartyPits into a grant
DEBONE: Second
VOTE: CHANG: Yes
DEBONE: Yes
ADAIR: Chair votes yes. Motion Carried
5. Economic Development Loan Request for Kreft, LLC
Mr. Myll introduced Bill Kuhn of the EDCO Due Diligence Committee. Kreft, LLC is an
emerging off -road motorcycle suspension tuning company. The $8,500 loan will go
towards the addition of five employees, at $1,700 compensation per employee. This
company is in the early stages of development. Mr. Barrett, EDCO Due Diligence
Committee Member, was impressed with the owner in that his area of expertise and
FOCUS WIII be product aesign ande nigineeir-In9g, aiiu lie will leave company
management to someone else. He spoke in support of Kreft, LLC's application.
DEBONE: Move Board approval to approve request for an economic
development loan in the amount of $8,500 to Kreft, LLC
CHANG: Second
VOTE: DEBONE: Yes
CHANG: Yes
ADAIR: Chair votes yes. Motion Carried
Additional discussion: Mr. Myll shared that the average business in Bend has nine
employees. EDCO can help support new emerging businesses, and offer small loans
or the enterprise zone. EDCO can also offer advice, counseling and feedback to
young businesses as they grow.
6. ARPA Grant Status Update: COCC Childcare Expansion
BOCC MEETING SEPTEMBER 26, 2022 PAGE 4 OF 8
Laura Skundrick, County Management Analyst, introduced (via Zoom) Ken Betshcart,
COCC Small Business Senior Advisor, and Kathryn Brown, COCC Early College
Experience (ECE) Program Manager. In FY21, $38 million in American Rescue
Funding was awarded to Deschutes County. The Board awarded $125,000 towards a
pilot program for home -based childcare, taught in both English and Spanish. Io-
date, 51 people have enrolled in the program, 32 have completed the program, and
start-up grants of $5,000 have been awarded to 17 people. In sum, 100-120 new
childcare slots have been created for Central Oregon.
The program will soon be expanding to training for commercial -based childcare
businesses, each providing 50 childcare slots. This new program is in the works, and
they are currently working with Neighbor Impact on grant funding. This program will
launch in January -February 2023, and will take roughly six months to complete. The
hope is for the program to eventually go state-wide with state funding.
The Board thanked Mr. Betshcart and Ms. Brown for their work.
7. Historic Landmarks Commission Update
. r_._:_._ Planner,
and
1/..IL. Madden,
.J ...-. Lli.-+...-7� Landmarks
Tanya Saltzman, County Senior Plal II ler, al d Kelly Maddel1, Historic
Commission (HLC) Chair, were in attendance. This HLC update functions as an
annual check -in, as theyjust completed the Certified Local Government Grant
reimbursement. This is a non-competitive grant, and $12,000 was received this year.
The County matched the grant with in -kind staff time.
Grant funds went towards the development of a Historic Resource Story Map,
printing additional historic walking tour brochures, and audio equipment for the
Three Sisters Historical Society's historic preservation efforts. The agenda packet
includes a Historic Landmarks Commission (HLC) Policies and Procedures Manual
and the 2022-2027 Historic Preservation Strategic Plan, and were summarized by
Ms. Saltzman.
Kelly Madden has been on the HLC since its inception in 2012, and spoke on behalf
of the HLC. She recognized a number of County staff members and HLC
Commissioners for their work and support. A Deschutes County HLC proclamation
will go before the Deschutes County Board of Commissioners in May 2023.
CHANG: Move Board acknowledgement of HLC Policies and Procedures
Manual and the 2022-2027 Historic Preservation Strategic Plan
DEBONE: Second
BOCC MEETING SEPTEMBER 26, 2022 PAGE 5 OF 8
VOTE: CHANG: Yes
DEBONE: Yes
ADAIR: Chair votes yes. Motion Carried
8. Medical Examiner Services
Whitney Hale, Deputy County Administrator, and Steve Gunnels, Chief Deputy
District Attorney, were in attendance to discuss the County's Medical Examiner. Dr.
VanAmburg's contract ends at the end of the month and she is retiring. A RFQ went
out, to which there were no respondents. The RFQ was extended, and two
interested parties responded. One was a Physician, the other was a Physician's
Assistant. Mr. Gunnels described the Medical Examiner as a critical partner to law
enforcement and prosecution. The most important part of theirjob is to examine
the body of someone who died under suspicious circumstances, and whose matter
of death may result in criminal proceedings. Mr. Gunnels fully supports the contract.
He thanked Dr. VanAmburg for always being available at a moment's notice.
Commissioner Adair noted that the annual amount is higher than last year's
contract. Temporary space will be required, as the Kingwood Building is not ready
for occupancy. Funding for this contract will come out of the General Fund.
Commissioner DeBone also thanked Dr. Van/'AmL)urg Iul I ItI Ser Vile. I I M LUI 111 dl.L iS
currently being finalized by Dave Doyle, Legal Counsel.
CHANG: Move Board approval of County Administrator and District
Attorney signatures on Document No. 2022-781, a contract for
Medical Examiner Services
DEBONE: Second
VOTE: CHANG: Yes
DEBONE: Yes
ADAIR: Chair votes yes. Motion Carried
OTHER ITEMS:
• Commissioner DeBone distributed a color copy of the Sunriver La Pine Economic
Profile to the other Commissioners. There are approximately 20,000 people residing
in South Deschutes and North Klamath Counties. The report highlighted average
household annual income, noteworthy employers and businesses.
BOCC MEETING SEPTEMBER 26, 2022 PAGE 6 OF 8
Commissioner DeBone attended the Redmond Economic Development Inc. Group
(REDI) Strategic Planning meeting. Capital investment is on the horizon, and things
are looking positive in the area.
For National Public Lands Day, Commissioner Chang joined public land stewards in
the China Hat neighborhood. Approximately 200,000 pounds of trash was removed.
Commissioner Chang received a letter from Robin Adams, expressing concern about
short-term rentals. He provided copies to Commissioners Adair and DeBone. Ms.
Adams is requesting a program and rules around short-term rentals in Deschutes
County and the unincorporated county. Commissioner DeBone supports bringing
this discussion item before the Planning Commission, and recognized the impact
that short-term rentals have on neighbors.
Commissioner Adair attended Mosaic Medical's 20t" Anniversary party on Friday,
and thanked Mosaic for their important work.
Commissioner DeBone traveled to John Day for the Land Conservation
Development Commission last Friday. Nick Lelack, County Administrator, was also in
attendance. The meeting was well -attended with robust discussion. Land use and
zoning issues relative to Section 36 were discussed. ADUs were another topic of
discussion, in relation to the Wildfire Risk Assessment map.
Commissioner DeBone also attended the CORE3 Executive Council leadership
meeting. Partitioning of the CORE3 land/lot in east Redmond was a topic of
discussion. CORE3 is a proposed regional emergency training and response center.
This item will come before the Board in the future.
ADJOURN: Being no further items to come before the Board, the meeting was adjourned
at 3:13 p.m.
DATED this Day of C)e_i— 2022 for the Deschutes County Board of
Commissioners.
r
I
PATTI ADAIR, CHAIR
��Zi
�l
r
�'
ANTHONY;O
BOCC MEETING SEPTEMBER 26, 2022 PAGE 7 OF 8
ATTEST:
RE611DIIVC SECRETARY
BOCC MEETING SEPTEMBER 26, 2022 PAGE 8 OF 8
•
,z
BOARD •
COMMISSIONERS
BOARD OF COUNTY COMMISSIONERS
1:00 PM, MONDAY, SEPTEMBER 26, 2022
Barnes Sawyer Rooms - Deschutes Services Bldg - 1300 NW Wall St - Bend
(541) 388-6570 1 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 anv 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
CONVENE AS THE GOVERNING BODY OF THE DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
1. 1:05 PM Consideration of Board Signature on Document No. 2022-775, Henkle Butte
Lease Agreement for Long -Term Radio Enhancement Plan
RECONVENE AS THE GOVERNING BODY OF DESCHUTES COUNTY
2. 1:15 PM Treasury Report for June, July and August 2022 and Finance Reports for July
and August 2022
3.
2:00 PM
4.
2:10 PM
5.
2:20 PM
6.
2:35 PM
7.
2:50 PM
8.
3:20 PM
OTHER ITEMS
Economic Development Loan Conversion for ARCC
Economic Development Loan Conversion for SmartyPits
Economic Development Loan Request for Kreft, LLC
ARPA Grant Status Update: COCC Childcare Expansion
Historic Landmarks Commission Update
Medical Examiner Services
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.
ADJOURN
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.
September 26, 2022 BOARD OF COUNTY COMMISSIONERS Page 2 of 2
BOARD..
• ' •' '
MEETING DATE: September 26, 2022
SUBJECT: Treasury Report for June, July and August 2022 and Finance Reports for July and
August 2022
ATTENDANCE:
Wayne Lowry, Interim Chief Financial Officer
Robert Tintle, Chief Financial Officer
DATE: August 18, 2022
TO: Board of County Commissioners
FROM: Wayne Lowry, Interim Chief Financial Officer
SUBJECT: Treasury Report for June 2022
Treasury and Investments
• The portfolio balance at the end of June was $282.9 million, an increase of —$11.2 million from May and an
increase of $34 million from last year (June 2021).
• Net investment income for the month is $128,854 approximately $5K more than last month and $19K less than
June 2021. YTD earnings of $1,540,517 are $858K less than the YTD earnings last year.
• All portfolio category balances are within policy limits.
• The LGIP interest rate increased to 1.15% from 0.90%. Benchmark returns for 24 month treasuries are up from the
prior month by 39 basis points and 36 month treasuries are up from the prior month by 28 basis points.
• Average portfolio yield is 0.69% which is slightly higher than the previous month of 0.57%.
• The portfolio's weighted average time to maturity is at 1.35 years compared to 1.40 in May.
Municipal Debt
Corporate Notes
Time Certificates
US Treasuries
Federal Agencies
LGIP
First Interstate Bank
Total Investments
First Inter
Bank
8.4%
LGIP
18.2%
Federal
Agencies
27.0 %
$ 45,835,000
61,102,000
1,245,000
23,000,000
76,355,000
51,579,409
16.2%
21,6%
0.4%
8.1%
27.0%
Municipal Debt
1a�z
Corporate Notes
Time Certificates
0.4%
U. S. Treasuries
8.1%
Portfolio ay Broker
$100
$79 7
e
o $80
$541
z $60
$40
$24 8 $29.9
$20
$7.8
$-
DA
Moreton Robert W Piper
Great Castle Oak
Davidson
Capital Baird &Co Sandler
Pacific
Markets
Securities
Investment Income
�
Jun-22
Y-T-u
Total Investment Income
133,854
1,600,517
Less Fee.$5,000 per month
(5,000)
(60,000)
Investment Income - Net
128 864
1,540 617.
Prior Year Comparison
Jun-21 148,358
2 394 457
858,940
caftimy Maximums
U.S Treasuries
100%
LGIP($52,713,000)
100%
Federal Agencies
100%
Banker's Acceptances
26%
Time Certificates
60%
Municipal Debt
26%
Cor orate Debt
26%
Maturity • Years
Max
4.378
Weighted Average
1.35
Yield Percentages
'
Current Month
Prior Month
___ ,0.901- --------
FIBI LGIP 1.15%
Investments 0.86%
0.47%
Averse 0.69%
0.67%
„Benchmarks
24 Month Treasury 2.92% i
LGIP Rate 1.15%
36 Month Treasury 2.990% i
Tettrt
Minimum
0 to 30 Days
Under 1 Year
Under 5 Years
10%
25%
100%
r455.4%
0tiler
Policy'
,---_..
Corp Issuer
Callable
Credit WIA
6%
26%
AA2
_,_. 7AA11
investment Acii t4
Purchain Month
�Salesiflse=mptions in Month
S 16,000,000
$ 8,775,000
4.50 %
4.00%
3.50%
3.00%
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
24 Month Historic Investment Returns
July Sept Nov Jan Mar May Jul Sep Nov Jan Mar May
County Rate 2 Year Treasury Rate - Corporate Bond Rate LGIP Rate
Three Year Portfolio Balance
350,000,000
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
\tip 1�5 J1y � O �1�1 ,LO \,LO ,L ,gip � 'y ��' ��` J\�' .L ,�` , `�' ,.1L
�\aJ
Five Year Maturity Distribution Schedule
Deschutes County Investmonta
P-h_esas made In Juno 2021
POMono Management
:
P 7ahaea'rvmde Ot dune 2G22 ..
PorHollo Details - Investments
:
.June 30. 2022
Purchase Maturity
Days To
Ra<Ings
Coupon
Par
Market
Book
1 # I T
CUSIP S it
-� B k -1
pte •I pt '•�
Mat It •� M W •� S8P/FI h
Rt
YTM 36•'
Value •1
Vatua •I
Value -
10881ATD
89233HG16 TOYOTA MOTOR CREDIT
DA DAV
12/9/2021 7/1/2022
OP-1
A-1
026
0.00
2,000,000
1,997,963
2,000,0aa
10833 MUN
757889BRO REDWOOD CITY CA SCH DIST
DA DAV
2/24/2021 8/1/2022
31
AA
5.00
0.81
125,000.
125,798:
125,494
10]48 FAC
3133EKJ56 Faderal Farm Credit Bank
CASTLE
1/31/2020 &30/2022
60 Aaa
AA+
1,15.
OAS
3,000,000
3,002,387
3,000.829
108so TRC
912.281-24 U.S. Treasury
GPAC
12/30/2021 8/31/2022
61 Aaa
AA+
I.88
0.20
3,000,000
3,005,226
3.008,350
10883 FAC
313383WO9 Federal Home Loan Bank
GPAC
12/13/202t 9/9/2022
]O Aaa
AA+
3.13
0.19
I.645,000
1,653.787
t,654,108
10895 AFD
9127%U49 U.S. Treasury
CASTLE
6/15/20; 2Z 9/15/2022
76 Aaa
AA,
1.68
1,73
1.000.000
.96.153
996,453
10891 TRC
912828L5] U.S. Troasury
GPAC
12/30/2021 9/30/2022
91 Aaa
AA+
1.75
0.23
3,000,000
3,003,867
3,011,326
10882 FAC
3133EMDA7 Federal Farm Credit Bank
GPAC
12/13/2021 10/13/2022
104 Aaa
AA +
0.16
0,23
1,140,000
1,134,423
1,139.]]1
10892 TRC
912828YK0 U.S. Treasury
OPAL
2/7/2022 10/15/2022
106 Aaa
AA+
1.38
0.57
2,000,000
1,999,688
2,004,638
10]90 MUN
014365DOO ALDERWOOD WA WTR & WSTWTR DIST
RWB
11/12/2020 12ll/2022
153 Aa2
AA+
1.00
0,50
200,0W
199.246
200.414
10884 MC1
90520EAK7 MUFG Union Bank
CASTLE
12/14/2021 12/9/2022
161 A2
A
2,10
0.61.
1.730,000
1.728,756
1,741.246
10896 TRC
912828YW4 U.S. Treasury
CASTLE
6(1&2022( 12/15/2022
167 Aaa
AA+
1.63
2.31
2.000,000
1,993,820
1,993,820
10879 MC1
90331HPF4 US Bank
CASTLE
12N.2021 1/9/2023
192 Al
AA-
1.95
0.62
2.279,000
2,273.371
2,294,]9]
10]27 MCI
W051GEU9 Bank of America Corp
CA TILE
11/25/2019 1/11/2023
194 A2
A-
3,So
2.12
2,000,000
2.013,727
2.011,984
10854 MCI
06051GEU9 Bank of America COIP
PS
W1612021 1/11/2023
194 A2
A-
3.30
0.27
1,000,000
1,006,863:
1,.15,949
10813 MCI
740189AG0 Precision Castparts Corp
CASTLE
1WI712020 1/15/2023
198 A2
AA-
2.50
0.55
2,]]2,00D
2,]]4,944
2,800.850
1087B FAC
3135WT94 Federal National Mtg Assn
RWB
12/9/2021 1/19/2023
202 Aaa
AA+
2.38
0.39
1,000,000
To 3,544
1,010,900
10869 FAC
3133ENDO0 Federal Farm Credit Bank
GPAC
11/18/2021 2/10/2023
224 Aaa
-1
0.16
0.29
2,000,000
1, 978,798
1,99.-
10893 TRC
91282CBM U.S. Troasury
GPAC
2/]/2022 2/2&2023
242 Aaa
AA+
0.13
0.85
2.000,0W
1, 9]3,438
1,990,449
10657 MUN
558770DT7 CITY OF MADRAS OR
DA DAV
10/12/2021 3/11 M3
243
AA
0,45
0.45
210,000
20],2]8
210,000
10897 AFD
912]96U31 U.S. Troasury
CASTLE
B/:I5/2022 &2&2023
265 A.
AA+
2-2.74
3,000,000
2, 942, 142
2,942,142
108so MC1
]8015K]G3 Royal Bank of Canatla
PS
1W10/2021 4/17/2023
290 A2
A
1.60
0.64
2,OW.000
1,985.240
2,015.152
I0894 TRC
912828411 U.S. Treasury
CASTLE
I WS402Z 4/30/2023
303 Aaa
AA+
2.75
2,25
2,000.000
2,008.085
2,008,085
10859 MG1
46625HR1.6 JPMorgan Chose-CorporateN
CASTLE
10/9/2021 5/19/2023
321 A2
A-
2.70
O.73
2000,000
2,003,096
2, 034,422
1086]FAC
3133ENEW6 Federal Farm Credit Bank
GPAC
11/23/2021 &2W2023
326 Aaa
0,38
0,37
2, 000,000
1.96S374
2000000
10866 TRC
91282CCD1 U.S. Troasury
MORETN
11/17/2021 5/31/2023
334 Aaa
AA+
0.13
0,37
2,000,000
1,960,546
1,995,527
10835 MUN
010831DQS ALAMEDA CN-Y CA JT PWRS AUTH
CASTLE
W24/2021 &1/2023
335 Aa1
AA+
3.10
0.40
3,080,000
3,105,287
3,158,376
10835 MUN
]34]3ROW2 MORROW PORTTRANS FAC
R W B
Ill/2021 6/1/2023
335
A-
0.]0
O.70
215,000
210,988
215, 000
10]60 MUN
]36]46XU] PORTLAND OR URBAN RENEWAL 8 TA
PS
7/14/2020 &15/2023
.9 Aa1
4.02
2.90
615,000
615,466
-1,307
10839 MUN
984674JZ5 MCMINNVILLE SCHOOL DISTI-11-
PS
6/18/2p21S. &15/2023
349 Aa1
0.28
0,28
170,000
166,479
170000
10898 TRC
9128284U1 U.S. Troasury
CASTLE
16/.15/2022 .3.2023
364 Aaa
AA+
2.63
3.06
1,000,000
995,753
995,]53
10]09 MUN
29270CNU5 Son Wi, PONer Administralio
CASTLE
7/30/2019 7/1/2023
-5 -2
AA-
5.80
2,12
1,000,000
1,035.410
t, 035,107
10899 TRC
912828ZY9 U.S. Treasury
CASTLE
6/.7S/2= W-2023
379 A
AA+
0.13
3.11
1,0p0,000
56S,732
.9.732
10713 MC1
361582AD1 Berkshire Hathaway Inc
CASTLE
9/9/2019 7/15/2023
379 Aa3
AA
].35
2.03
500.000
524,519
526,444
IOWS FAC
3133ENEY2 Federal Farm Credit Bank
GPAC
11/4/2021 W24/2023
388 Aaa
0.45
0.45
2000,000
1, 962424
2,000.000
10832 MCI
06053FAA7 Bank of America Corp
DA DAV
2/2&2021 W24/2023
388 A2
A-
4,10
0.23
T000,000
1,020,432
1,041,031
10]69 FAC
313]EAEV] Federal Home Loan Mtg Corp
CASTLE
W21/2020 W24/2023
419 Aaa
AA+
0.25
0,28
5,000,ODO
4.881,329
4,998,055
1076B MUN
67232TRM6 OAKLAND CA REDEV SUCCESSOR
PS
W21/2020 9/1/2023
42]
AA-
3,13
0.60
2,500,000
2,5051550
2.572,826
10843 MUN
098419MM3 BONNEVILLE & BINGHAM C-B SCH
PS
7/2W2021 9/1W2023
441 Aaa
4,00
0.43
t.0-,000
1,015,980
1.042.789
10]80 MUN
476453GR0 JEROME IDAHO SCHOOL DISTRICT
PS
10/1312020 WIS/2023
-1 Aaa
5.00
0.48
200,000
206,090
210,811
10819 MCI
3133EMLEO Federal Farm Crodit Bank
PS
12/30/2020 9/22/2023
448 Aaa
AA+
0.19
0.19
2,000,000
1.945,909
2.000,000
10860 TRC
91282CDA6 U.S. Treasury
MORETN
11/l/2021 W3012023
456 Aaa
AA+
0.2S
0.46
2,000,000
1.,, 968
t.-.8sB
10]94 FAC
3137EAEZ8 Fedora) Home Loan Mtg COfP
CASTLE
11/W2020 11/&2023
493
AA+
0.25
0.28
5,000,000
4, 853,513
4,997.981
10802 MG
45905W MG International Bonds for Recons
CASTLE
11/24/2020 11/24/2023
511 A-
AAA
0.25
0.32
2, 000,000
1,9. 320
1.997,997
10789 MUN
014365DR8 ALDER/CCD WA WTR 8 WSTWTR DIST
RWB
111IW2020 12/1/2023
518 Aa2
AA,
1.00
0.55
270.000
263.863
271,701
10837 MUN
]34]3RDH5 MORROW PORT TRANS FAC
RWB
4/1/2021 12/1/2023
518
A-
0.]0
0.70
1,0m.000
968.320
1,000,000
10836 MCI
31422XBV3 Federal Agricutturo Mtg Corp
GPAC
ITS/ 12/15/2023
532
0.22
0,21
2,000,000
1.936'a-
2,000,000
10923 -1
06051G 130 Banrp k Of America Co
CASTLE
t/12/202t 1/22/2024
5]0 A2
A-
4AS
0.52
2,000.000
2,03], 553
2,111,274
10900 TRC
91282CDVO U.S. Treasury
GPAC
6/2W2022:. 1/31/2024
579 A.
AA,
0.88
3,02
2.000,000
1,934,169
I.934.I69
I08]3 MCI
46625FUT8 JPMorgan Chase- Corporate N
CASTLE
1212/2021 2/1/2024
580 A2
A-
3.88
0.93
t,000,000
1,016,06]
1.046,06]
10872 FAC
3135GOV34 Fedora) National Mtg Assn
GPAC
12/1/2021 2/5/2024
584 A-
AA+
2.50
0.59
2,OW.000
1, 998,700
2,060.416
10862 MC1
03]833CG3 Apple Inc
GPAC
1111]1 021 112024
588 Aa1
AA+
3.00
0.91
2,000,000
2,015,699
2.066,203
108fi1 FAC
3130APW5 Fetleral Home Loan Bank
DA DAV
11/23/2021 2/23/2024
602 Aaa
AA+
0.65
0.65
1,670.000
1..5.349
1,670,000
10834 MC1
3133EMRZ Fedoras Farm Credit Bank
CASTLE
2/26l'2021 2/2&2024
605 Aaa
AA+
0.25
0.26
2.000.00I
1,926,564
1,999,603
10901 TRC
91282CEG2 U.S. Treasury
GPAC
6/2W20221 &31/2024
639 A-
-1
2,25
3,05
2000,000
1,9]2,940
1,972,940
I O851 MG
06051GFF1 Bankof America Corp
CASTLE
8/12/2021 4/1/2024
-0 A2
A-
4.00
0-2,000,000
2, 039,702
2,117,689
10829 MUN
6860T/Z]3 Oregon State Lotery
PS
1-2021 4/1/2024
.0 Aa2
AAA
2.51
0,39
2.350,000
2,33T]64
2,436.347
10874 MUN
68609TWC8 Oregon State Lottery
RWB
12/2/2021 5/1/2024
670 Aa1
AA+
0.80
O.]3
500,000
482,895
500,589
10. MC1
46625FUX9 JPMorgan Chase - Corporate N
CA THE
11/18/2021 5/13/2024
682 A2
A-
3.63
0,98
1.500,000
1,518,150
1,573,073
10902 TRC
91282CER8 U.S. Treasury
GPAC
6/2&2022i 5/31/2024
700 Aaa
AA+
2.50
3.OB
2,000,000
1,9]8,530
1.978,530
10845 MCI
06051GIY6 Bank of America Corp
CASTLE
7/27/2021 6/14/2024
714 A2
A-
0.52
0.52
1.0-,0.
9]1,314
1.000,037
10]77 MUN
179093KQ1 CLACKAMAS SCHOOL DISTRICT
PS
10/1/2020 &15/2024
715 A
0.61
0.61
500,000
4]],6]5
500,000
10807 MUN
179198JF4 CLACKAMAS SCHOOL DISTRICT
DA DAV
12/3/2020 6/15/2024
715 AaI
0.83
A.
300,000
28.'000
302.032
1?MG9 MIL -Al 0-1-OR SCHOOLS
R W B
I2/30/2020 &1 W2024
715 Aa1
AA+
2.00
0.41
2,750.000
2,694,643
2.835,355
1a 09 MUN
736688MD1 Portland Community College
PS
12/17/2020 6115/2024
715 AaI
0.57
0.5]
".-,000
957,600
1,000.000
10]]6 MUN
S68571CZ4 SILVER FALLS SO
PS
9/17/2020 6115/2024
]15 A.1
0.55
0.55
1,900,000
1,813,550
1,900,000
10]]9 MUN
906429EE1 UNION CTY OR SCHOOL DISTRICT
PS
10IW2020 6/15/2024
]15 Aa1
0.68
0.68
490,000
468, 9.
490.0.
10]85 IN
93930- Washington County SO Municipal
PS
10/28/2020 &15/2024
715 Aa1
0.59
0,58
1,500,000
1,432, 920
I.-.0.10]]I
MC1
68583RCT7 OR ST COMMUNITY COLLEGE DIST
RWB
8/2W2020 6/30/2024
]30 Aat
AA+
5.66
0.60
90,000
94,696
98.978
10853 MUN
66583RCY6 OR ST COMMUNITY COLLEGE DIST
PS
&31/2021 6`30/2024
730
AA
0.58
0.58
1,000,000
949.]60
1,000, am
10]82 MUN
58428SERI MEDFORD OR REVENUE
RWB
10/14/2020 W15/2024
745
AA-
2.00
0.65
815,000
801.031
83], 122
I0842 FAC
3133EMT51 Federal Farm Credit Bank
RWB
7/1912021 7/19/2024
749 Aaa
AA+
0-0.43
1.000,000
954,381
999,829
10848 BCD
795451AA1 SALLIE MAE
GPAC
W 112021 7/22/2024
]52
0.55
0,55
249,000
236,497
249,000
10828 MCI
3133EMNK4 Federal Farm Credit Bank
DA DAV
11 2021 ]/22/2024
]52Aaa
AA+
0.31
0.31
2,000,000
1, 908,368
2.-.000
1084] BCD
39149MXG3 GOLDMAN SACHS
GPAC
7/28/2021 7/29/2024
759
0.55
0.55
249,000
236,894
249.0.
10844 BCD
055BOA678 BMW
GPAC
7/30/2021 W30/2024
760
0.55
0.55
249,000
236,876
24..0.
10858 MCI
91159HHX1 US Bank
PS
10/29/2021 7/30/2024
760 A2
A,
2.40
0.64
2,000,000
1, 975,407
2,063.941
10805 MUN
686091- Oregon State Lottery
RWB
12/1/2020 8/1/2024
762 AaI
AA+
0.64
0.41
505, 000
483,159
.7.327
106I1 MUN
68608USW7 Oregon State Lottery
RWB
12/17/2020 8/1/2024
762 Aa1
AA+
2.68
0,94
755,000
]54,479
781,819
10812 MUN
68608USD9 Oregon State Lottery
R W B
I2/I]/2020 8/1/2024
]62 Aa1
AA+
2.68
0.94
500,000
502,305
517,761
10]84 MUN
732096PE2 POMONA CALI UNI SCH DIST-AB
PS
10/20/2020 8/1/2024
762 Aa3
0.]]
0.60
1,200.000
1.146,048
1.204.193
10]86 IN
835569GR9 SONOMA CCD
PS
10/21/2020 .11/2024
]62 Aa2
AA
2.as
0.60
1,200, a00
1'v%o36
1,236,053
10849 BCD
89235MLF6 TOYOTA FINANCIAL SGS BANK
GPAC
8/5/2021 8/5/2024
766
0.55
0.55
249,000
236,769
249.000
10650 NCB
90348JR85 Us$BANK USA
GPAC
&11/2021 &12/2024
]]3
0,55
0.54
-9,000g0
236,587
249.00 0
10816 MC1
Gner
30231BC5 XTO Egy Inc
GPAC
12/21/2020 W16/2024
]]] Aat
AA
2.02
0.54
2,000,0
1, 969.932
2,062.014
10810 MUN
]34]4TAB6 MORROW -1-TRANS FAC
RWB
12/14/2020 WI/2024
793 Aa2
3.22
0A2
1,]50, 000
1,]56,843
1,855,259
10]]5 FAC
31-F84 Federal Home Loan Mtg Corp
CASTLE
9/9/2020 9/9/2024
801 Aaa
0.48
0.48
1.000,000
951.551
1,000.000
t 0830 MCI
22546QAP2 CREDIT SUISSE NY
CASTLE
01/2021 9/9/2024
801 Aa3
3.63
0,5]
2.950,000
2,-1083
3,144.851
10]]8 MUN
4511527CO IDAHO ST BOND BANK AUTH REVS-
PS
10/&2020 9/Isl2024
80] Aa1
5.00
0,61
1,000,000
1.048, 420
1,095.521
10]81 MUN
476453GS8 JEROME IDAHO SCHOOL DISTRICT
PS
10/13/020 9/1&2024
80]Aaa
5.00
0.]3
220,000
229, 445
240.414
10808 MUN
13034AL57 CALIFORNIA INFRASTRUCTURE 8 EC
GPAC
12/1W 020 10/1/2024
823
AAA
0,65
0.65
1.000,000
947.250
1,000, 000
10]83 FAC
3133EMCM Federal Farm Crodit Bank
CASTLE
10/16/2020 10/15/2D24
83]Aaa
-1
0.40
0.44
2,000,000
1.894,160
1, 998, 179
10]91 FAC
3134GW3W4 Fedoras Home Loan Mtg Corp
CASTLE
1W 0/2020 10/28/2024
850 A-0.41
0,42
2,000.000
1, 892,949
1,999,709
10]97 MCI
822582CC4 ROYAL DUTCH SHELL PLC
GPAC
11/13/2020 11/)/2024
W Aa2
AA-
2.00
O.71
3,000,000
2,946, 808
3,089,831
10823 MCI
822582CC4 ROYAL DUTCH SHELL PLC
CASTLE
1/]/2021 11/]/2024
W Aa2
AA-
2.00
0.54
1,708.000
1,6]7, 716
1,765,799
10]9a FAC
3134GW]F] Federal Home Loan Mtg Corp
CASTLE
11/18/2020 11/16/2024
8]1 Aaa
0.38
0,38
2,WO.000
1, 891,8]]
2,000,000
10188 MUN
014365DW ALDERWOOD WA WTR & WSTWTR DIST
RWB
t1/12/2020 12/1/2024
884 Aa2
AA+
1.00
0.65
.35,000
893.280
942,789
10814 MCI
931142DV2 WALMART
GPAC
12/17/2020 12/15/2024
898 Aa2
AA
2.65
0.57
2,000.000
1.997,507
2,100,830
10. MC1
3I33EMLP5 Fedora) Farm Credit Bank
PS
12/30/2020 12/23/2024
906 Aaa
AA +
0.32
0.32
2,000.000
1.8]9.912
2,000,000
10806 MC1
037833DF4 Apple Inc
GPAC
12/3/2020 1/13/2025
927 Aa1
AA+
2.]5
0.64
2,000,000
1.99 .-
2.105,398
10821 MC1
3134GXKK9 Federal Home Loan M[g Corp
RWB
1/15/2021 1/15/2025
929 Aaa
0.35
0.00
2.000.000
1,881,]33
2,000,000
10817 MCI
46625HKC3 JPMorgan Chose-CorporateN
CASTLE
12/22/2020 1/23/2025
93]A2
A-
3.13
0,81
2,000,000
1, 998,0]9
2,116.60]
10826 MCI
46625HKC3 JPMorgan Chose-CorporateN
CASTLE
1/1112021 1/2W2025
93]A2
A-
3.13
0-2,
000. 000
1,.98,079
2.115,517
10]92 FAC
3134GW5Q5 Federal Home Loan.9 Corp
CASTLE
10/30/2020 1/29/2025
943 A-0.45
0,45
2.500,OW
2,353,364
2,499.848
10762 FAC
3136G4E74 Federal National Mtg Assn
CASTLE
7/31/2020 1/29/2025
943 Aaa
AA+
0.5]
0.5]
1,400,000
1, 32230]
1.400,000
10822 MCI
12572QAG0 CME GROUP
GPAC
1/4/2021 3/15/2025
988 Aa3
AA-
3.00
0.65
2, 0004 OW
1,993,814
2t25,286
10801 MC1
3023IGBH4 XTO Energy Inc
GPAC
11/19/2020 3/19/2025
992 Aat
AA
2.99
0.81
2.000,000
1,999, 004
24116.047
10800 MUN
98459LAA.1 YALE UNIVERSITY
GPAC
11/18/2020 4/1&2025
1019 A -AAA
0.87
0.58
2,000,000
1.885,6]2
2,016,198
10818 MCI
166-IBW9 Chevron Corp
GPAC
12/28/2020 5/11/2025
1045 Aa2
AA
1.55
0.65
1,663,000
1,600, 048
1, 705,479
10824 MCI
166764BW9 Chevron Corp
CABTLE
1/7/2021 5/11/2025
1045 -2AA
1.55
0.62
2,000.000
1.924,292
2.052.791
10825 MUN
625506PX2 MULTNOMAH GO-REF-TXBL
GPAC
1/21/2-1 6/1/2025
1066 Aaa
AAA
1.00
0.50
2,165,000
2,054,693
2.196, 188
10840 MUN
498368EB1 KLAMATH CNTY OR SCH DIST
PS
7/1/2021 &15/2025
1080
AA+
0.86
0.86
400,000
375.920
400.0.
10]98 MUN
938429V61 Washington County SO Municipal
PS
11/17/2020 6/15/2025
I080 Aa1
0.91
064
350,000
-2 969
352.718
10841 MUN
625517NE3 MULTNOMAH COUNTY OR SCHOOLS
CASTLE
7/15/2021 6/30/2025
1095 Aa2
AA
0.95
a69
455,000
1,168,287
1.264,]40
10831 MUN
799055QU5 SAN MATEOCA FOSTER CITY SCHO
DA DAV
2/1&2021 &1/2025
112]Aaa
AA+
1.60
0A7
500, 000
479.585
51],1]2
10]8]MUN
88675ABS4 TIGARD OR WTR SYS REVENUE
PS
11/3/2020 8/1/2025
112]Aa3
AA
2,00
0,85
350,000
335,839
362,135
10763 FAC
3133EL3P7 Federal Farm Credit Bank
RWB
8/12/2020 8/12/2025
1138 Aaa
AA+
0.53
0.53
3,000,000
2.787.569
3,000,000
10]64 FAC
3133EL3H5 Federal Farm Credit Bank
MORETN
8/12/2020 8/12/2025
1138 Aaa
AA+
0.5]
0.5]
3,000.000
2.788,615
3.-.0.
10)66 FAC
3134GWND4 Federal Homa Loan MIg Corp
CASTLE
&14/2020 W12/2025
t138 Aaa
0.60
0.61.
2,000, 000
t,6]O,I42
1,999,3]]
t 0]6] FAG
3136-L84 Fedora) National Mt9 Assn
CASTLE
VIW2020 8/18/2025
1144 Aaa
AA+
0.57
0,59
2,000,000
1,866,039
1,99&]60
10]65 FAC
3136G4N]4 Fed-1141tional Mtg Assn
MORETN
W2t/2020 B/21/2025
1t4]Aaa
AA+
O.S6
0.SS
3,000,000
2,79],682
3,000,000
10]72 FAC
3136G4N]4 Federal National Mtg Assn
RWB
&2]/2020 W21/2025
11147 A
AA+
0.56
0.5]
1, 000,000
932,561
999,843
10]]4 FAG
3136G4N74 Fedora) National Mtg Assn
R W B
9/3/2020 &21/2025
1t4] Aaa
AA+
0.55
0.S6
2,000, OOD
1.86S121
2,000,000
10]]0 FAC
3136G4X24 Federal National "a Assn
PS
9/28/2020 W29/2025
I155 Aaa
AA+
0.60
0.60
1.000,000
933,243
1,000,000
10]]3 FAC
3136G4X24 Fcioral National M[9 Assn
CASTLE
e/2W2020 8/29/2025
1155 Aaa
AA+
0.60
0,60
t,0- 0.
933.243
1,000,000
10]93 FAC
313-NO Federal National Mg Assn
RWB
11/4/2020 11141 025
1222 Aaa
AA+
0.55
0.55
2,000,000
1,854.5]5
2,000,000
10]96 FAC
3135GOSG3 Fedora) National Mtg Assn
CASTLE
11/12/2020 11/7/2025
1225 Aaa
'AA+
0.50
O.5]
2,000,000
1.851,201
1.995.189
10871 MUN
250325UL9 DESCHUTES CTY SCH DI ST#1
RWB
I2/]/2021 6/15/2026
1445 Aat
1.40
1.23
2.000.000
1, 8]],140
2.013,033
10870 MUN
SS9280Fx4 SalemKeizer School District
PS
1W712021 &1 W2026
1445 Aa1
t.44
1.29
2,000.000
1,870,560
2. 011,336
10845 MUN
]36688MF6 Portland Community College
MORETN
712N 021 &15/2026
1445 Aa1
0.90
0.80
1.250.000
1,14],]88
1.2S4,768
10875 MUN
68587FAW4 OR EDU DISTS FFBC PENSION OBLI
RWB
12/W2021 6/30/2026
1460 A
AA
T10
1,39
250.000
22],778
247,2]]
10863 MUN
68583RCV2 OR ST COMMUNITY COLLEGE DIST
GPAC
11/18/2021 W30/2026
1460 Aa1
AA+
5.68
1.40
210.000
226, 340
244,670
10865 MCI
03]833DM Apple Inc
GPAC
11/16/2021 9/11/2026
1533 Aat
AA,
2.01
1.46
2.100,000
1.915,]66
2,048,010
108]6 MUN
6860]DVC6 COOT HWY USER TAX REV
R W B
I2/8/2021 11/15/2026
t59B Aa1
AAA
0.93
1.3]
260.000
232,383
255,265
100]8 RRP
SYS10078 Local Govt I nvestment Pool
]/1/2006 - -
t
1.15
1AS
51,S]9, 409
51.5]9,409
51.5]9,409
I0084 RR2
SVSI0084 First interstate
]/1/2006 - -
t
T15
1.15
23,]46,393
23,716,393
23,746.393
Position Control Summary
July - June
Percent
Org
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
April
May
June
Unfilled
Assessor
Filled
33.26
33.26
33.26
33.26
33.26
33.26 `
33.26
32.63
33.00 =
33.00
32.00
31.00
Unfilled
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.63 :
2.26 I.
2.26
3.26'.
4.26
:6.78%
Clerk
Filled
8,58
8.48
: 8.48
9.48
9.48
9.48
10.48
9.48 '
10.48
10.48
9.48:
9.48
Unfilled
0.90
1.00
:: 1.00
-
-
1.00
-
1.00:
1.00
` 4.93%
BOPTA
Filled
0.42
0.52
0.52
0.52
0,52
0.52
0.52
0.52
0.52
0.52
0.52:
0.52
Unfilled
+ 0.10
-
-
-
-
-
-
-
-
-
1.60%
DA
Filled
5130
r 54.50
56.50
55.50
55.60
S4.60
56.60
55.60
55.40
56.40
56.40
56.40
Unfilled
6.30
3.50
': 1.50
: 2.50 ''
1.50 '.
2.50
1.00
2.90
3.20 i
2.20 :
2.20
2.20
^ 4.52%
Tax
Filled
5.50
5.50
4 5.50
- 5.50
5.50 :.
5.50
5.S0
5.50
5.S0 <
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 [
5.00
5.00
5.00
5.00.
5.00
Unfilled
-
-
-
0.00%
Property Mngt
Filled
2.00
2.00
2.00
2.00
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
110.73
111.90
112.90
110.90.
109.90
Unfilled
9.30
6.50
4.50
4.50
3.50
4.50
3.00
6.53
5,46
4.46 :
6.46
7.46
4,74%
Justice Court
Filled
4.60
: 4.60
r 4.60
4.60
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
41.90
41.90
43.20
44.20
Unfilled
2.00
2.00
2.00
3.00
3.00
3.00
3.00
5.00
6.00
6.00
4.70
3.70
7.55%
Sheriff
-Filled
229.75
235.75
232,75
'. 238.75 `.
235.25
234.25 `:
232.25
221.25
231.75 :
231.75 ::
230.75
232.25
Unfilled
r 27.25
21.25
24.25 -
18,25
21.75 ::
24.75 :
26.75 :
37.75
27.25::
27.25
28.25
26.75
-10.05%
Health Srvcs
Filled
320.33
319.85
320.40
331.20
331.50
339.50
344.20
344.30
344.80
351.50
349.85
348.75
Unfilled
55.47
57.95
64.90
54.50
55.20
50.30
46.10
53.00
53.50
47.80
49.45
50.55
13.63%
CDD
.Filled
61.00
61.00
56,80
56.80 '
58.80 :'.
58.80 :.
57.80 '
59.80 -
61.80:`
61.80 ;
59,80
59.80
Unfilled
4.00
6,00
- 11.20 <
11.20
9.20
9.20 '
11.20
9.20
8.20
8.20 :
10.20
10.20
:13.14%
Road
Filled
57.00
57.00
57.00
56.00
56.00
56.00
56.00
57.00
57.00
57.00
57.00
56.00
Unfilled
-
-
1.00
1.00
1.00
1.00
-
-
1.00
0.73%
Adult P&P
:Filled
37,60
37.60 r.
37.60 .`.
36.85
36.85'..
35.85 i
36.85 :
36.85 ':
36.85
37.85 "
37.5S
36.55
Unfilled
3.25
`. 3.25
3.25
: 4.00 `:
4.00 `
5.00 :
4.00
4.00 :
4.00 -:
3.00:
3.30
4.30
9.25%
Solid Waste
Filled
23.00
24.00
24.00
27.00
26.00
26.00
26.00
26.00
26.00
26.00
26.00
24.00
Unfilled
2.00
4.00
4.00
1.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
4.00
8.717.
Victims Assistance
filled
8.00
8.00
8.00
8.00
8.00 :.
7.00 `
8.00 -
8.00
8.00 -
8,00 `
8.00
8.00
Unfilled
1.00 `
-
-
-
-
-
` 1.04%
GIs Dedicated
Filled
2.30
2.30
2.30
2.30
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
MO
8.00 -
9.00 "
9.00
9,00 :.
9.75
9.00
8.00
Unfilled
3.50
: 3,50
3.50
: 3.50 -'
3.50 ':
4.50
3.50
3.50 b
3.50
2.75 `
3.50
4.50
28.83%
Natural Resource
Filled
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
1.00
1.00
Unfilled
-
-
-
-
-
-
-
1.00
1.00
8.33%
ISF- Facilities
.Filled
21.60
: 19.60
21.60 ':.
21.60
20,60 r
21,60
20.60
203S'.
21.75'"
21.75
21.75
21.75
Unfilled
2.40
i. 3.40 ':'
2.40
2.40 z
3.40 1
2.40 -
3.40 '.
3,25 _`
3.25 -
3.25 -:
3.25
3.25
12.39%
ISF -Admin
Filled
7.75
7.75
6.75
8.75
7.75
7.7S
7.75
8.35
8.35
8.35
8.35
7.75
Unfilled
1.00
1.00
2.00
1.00
2.00
2.00
2.00
1.40
1.40
1.40
1.40
2.00
16.32%
ISF -BOCC`
Filled
3.00.`'
3.00-:.
3.00...
3.00
3.00
3.00.
3.00
3.00..
3.00-
3.00
3.00
3.00
Unfilled
-
-
-
0.00%
ISF - Finance
Filled
9.00
9.00
9.00
8.00
10.00
10.00
10.00
10.00
9.00
8.00
9.00
9.00
Unfilled
2.00
2.00
2.00
3.00
1.00
-
-
-
1.00
2.00
2.00
2.00
13.39%
ISF - Legal;.
.'Filled
7.00
7.00
7.00.
6.00
6.00:
6.00
6.00
6,00
6.00
5.00:
5,00
6.00
Unfilled
1.00
1.00
1.00
1,00 '
1.00
'1.00
2.00
2.00
1.00
13.10%
ISF - HR
Filled
8.00
8.00
8.00
8.00
8.00
8.00
8.00
9.00
9.00
9.00
9.00
9.00
Unfilled
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
-
-
6.48%
ISF-IT
.Filled
15.70 '.
15.70 .
15.70
15.70:
15.70.'
16.70-
16.70
16.70.
16.70 :.
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
2.25
2.25
2.25
2.25
Unfilled
-
-
-
-
-
0.00%
911
Filled
57.00
54.00
54.00 ':.
52.00 '
53.00:-
53.00'.
53.00 :
52.00 '
52.00 .
50.00
51.00
55,00
Unfilled
3.00
'- 6,00
6.00
8.00:':
7.00
7.00'
7.00
8.00'
8.00
10.00
9.00
5.00
'11.67%
Total:
Filled
1,038.24
1,042.56
1,03&91
1,053.96
1,052.86
1,057.86
1,064.56
1,052.78
1,065.95
1,071.40
1,066.00
1,065.80
Unfilled
116.17
117.85
131.00
117.35
118.55
118.65
114.95
134.63
124.56
120.11
126.51
126.71
%Unfilled
10.06%
10.16%
11.20%
10.02%
10.12%
10.08%
9.75%
11.34%
10.46%
10.08%
10.61%
10.63%
10.38%
Budget to Actuals Report
The unaudited monthly finance report for fiscal year to date June 30, 2022 will be presented with the July 22 reports.
DATE: August 17, 2022
TO: Board of County Commissioners
FROM: Wayne Lowry, Interim Chief Financial Officer
SUBJECT: Treasury and Finance Report for July 2022
Following is the unaudited monthly finance report for fiscal year to date July 31, 2022.
Treasury and Investments
• The portfolio balance at the end of July was $268.5 million, a decrease of -$14.4 million from June and an increase
of $32.3 million from last year (July 2021).
• Net investment income for the month is $192,784 approximately $64K more than last month and $49K more than
June 2021. YTD earnings of $192,784 are $49K more than the YTD earnings last year.
• All portfolio category balances are within policy limits.
• The LGIP interest rate increased from 1.15% to 1.40% effective July 20, 2022, Benchmark returns for 24 month
treasuries are down from the prior month by 3 basis points and 36 month treasuries are down from the prior
month by 16 basis points.
• Average portfolio yield is 0.76% which is slightly higher than the prior month's average of 0.69%.
• The portfolio's weighted average time to maturity is at 1.41 years compared to 1.37 in June.
PiirdbF�o 8toMMoWn. Pttr 1/aHte Investtttet t
Municipal Debt
$ 45,635,000
17.0%
Corporate Notes
57,621,000
21.50%
Time Cettifteates
2,726,000
1.01%
U.S. Treasuries
28.000,000
10.4%
Federal Agencies
77,555,000
28.91/6
LGIP
47,287,803
17.6%
First Interstate Batik
9,655,455
3.61
Total Investments
$ 268,480,258
100.01/6
Hank / tT
3 6%
Corporate Notes
21 5%
Agencies
28 g% 9 4°A
Porr"10 tty B
SILO
$33.7
e $80
$54.1
$r,0
$40
S24 8 $29 9
$20
$5.8
^s13.3
$
OA
hforetora k0b0it ,N Piprr
Great Castro ORK
DavidsM
Capilat Baird & CarSee419
Pacific
Markets
seeisliies
Jul-22 Y-T-D
Total Investment Income 197,784 197,784
Less. Fee: $5,000 per month (5,000) (5,000)
Investment income - Net 192.784 192,784
Prior Year Comparison Jul-21 143,773 143,773
US Treasuries
100 %
LGIP ($52,713.000)
100%
Federal Agencies
100
Banker's Acceptances
25%
Time Certificates
50%
Municipal Debt
25®/
Corporate Debt
25%
Matu
Max
4.293
M
Weighted Average
1.41
YW P1tty+9t1t"es
Current Month
Prior Month
FIB/LGIP 1.441/6
1.151/6
Investments ` 1.021/
0.86%
Average 0.7616
0.6911.
Benchmarks
v„
24 Month Treasury
2.89%
LGIP Rate
1.401/6
36 Month Treasury
2.83%
Term
Iffinlimum
'Actual
0 to 30 Days
Under 1 Year
Under 5 Years
10%
25 %
100%
23.5%
41.9%
100.01/6
Other ----
-- PaNcY
Act
Corp Issuer
Callable
Credit W/A
5%
26%
AA2
3.4%
AA1
htYB$tflletnt
Purchases in Month $
SaleslRedemptlons in Month 8
6000,000
2:000,000
4.50%
4.00 %
3.50%
3.00%
2.50%
2.00 %
1.50%
1.00 %
0.50%
0.00%
350,000,000
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
24 Month Historic Investment Returns
Aug Oct Dec Feb Apr Jun Aug Oct Dec Feb Apr June
County Rate 2 Year Treasury Rate — — Corporate Bond Rate a LGIP Rate
Three Year Portfolio Balance
ry ei rl <t cal N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N
qp d > V C T C _ oA >Z " > V C 4 T C
a o z o 6 a g' 4 n o z o —° y < 2 a 0o z o°-� a g
Five Year Maturity Distribution Schedule
Aug-22 Jan-23 Jun-23 Nov-23 Apr-24 Sep-24 Feb-25 Jul-25 Dec-25 May-26 Oct-26
Deschutes CountY Investments Pt cna made In JuJy 2021
PorHollo Manageme nt PUrcJtasas ulafle In July 2022 ,
Porit . Details - Investments
.July 31, 2022
Purchase
Maturity
Days To
Ratings
Coupon
Par
Market
Book
I # I T
CUSIP S It
B k -
0.1. -
D t '-
M t i •' M d S&P/FI k-
R t - •'-
YTM 365 -'
Value
Value -
Value -
10833 MUN
75]889BR0 REDWOOD CITY CA SCH DIST
:DA DAV
2/24/2021
8/1/2022
O
AA
5.00
0.81
125,000
'125.000
10]48 FAC
3133EKJ56 Federal Farm Credit Bank
CASTLE
1/31/2020
8/30/2022
29 Aaa
AA,
1.11
0.45
3.000000
3.000,743
000400
3,000,400
10890 TRC
912828L24 U.S. Troasury
GPAC
12/30/2021
W31/2022
30 Aaa
1.88
0,20
3.000'000
2,999,082
3.004,10.
10883 FAC
313383WD9 Federal Homo Loan Bank
GPAC
12/13/2021
9/9/2022
39 Aaa
AA,
3,13
0.19
1.645.000
1,646,311
1,650,090
101395 AFO
912796 9 U.S. Treasury
CASTLE
6/15/2022
9/15/2022
45 Aaa
1.68
1.73
1, 000.000
997,3]e
997.900
10891 TRC
9128281-57 U.S. Treasury
:GPAC
12/30/2021
9/30/2022
60 Aaa
1.75
0.23
3.000, 000
2.997.642
3,007,467
10882 FAC
3133EMDA7 Federal Farm Credit Bank
'GPAC
12/13/2021
10/13/2022
73.Aaa
AA+
0.16
0.23
1,140,O0
1:134.311
1.131,111
10892 TRC
912828YKO U.S. Treasury
GPAC
W /2022
10/15/2022
75 Aaa
I.38
0.5]
2,000,000
1, 996,1t2
2,003,281
10790 MUN
014365DO ALDERWOOD WA WTR & WS-TR DIST
R W S
11IIW2020
12/1/2022
122 Aa2
AA,
1.00
0.50
200.000
191386E
200,331
10884 MCI
90520EAK7 MUFG Union Bank
CASTLE
I2/14/2021
12/9/2022
130 A2
A
2.10
0.61
1,730,000
1,723:493
1.739.111
10896 TRC
912828YW4 U.S. Treasury
CASTLE
6/15/2022
12/15/2022
136 Aaa
1.63
2.31
2,000,000
1, 992.734
1.9.4,967
10879 MCI
90331HPF4 US Bank
CASTLE
IW1012021
1/9/2023
161 Al
AA-
I.95
0.62
2.279,000
2,269,193
2,292,276
10727 MCI
06051GEU9 Bank of America Corp
.CASTLE
11/25/2019
1/11/2023
163 A2
A-
3.30
2,12
2.000,000
2,001,504
2,010.092
10854 MCI
06051GEU9 Bank of America Corp
PS
6/16/2021
t/11/2023
163 A2
A-
3.30
0.27
1'000,000
I.000,]52
1,0I3,431
10813 MCI
740189AGO Precision Castparls Corp
CASTLE
12/17/2020
1/15/023
167 A2
AA-
2.50
0.55
2.772,000
2.768,165
2,796,388
10878 FAC
3135GOT94 Fedaral National Mtg Assn
R W e
12/9/2021
1/19/2023
171 Aaa
AA+
2.36
0.39
1,000.000
99].271
1:009,248
10869 FAC
3133ENDQ0 Federal Farm Credit Bank
GPAC
11/18/2021
2/10/2023
193 Aaa
AA,
0.16
0.29
2.000.000
1, 970,695
1,998,639
10893 TRC
91282CBNO U.S. Troasury
GPAC
2/7/2022
2/28/2023
211 Aaa
0.13
0.85
2.000,000
1, 967, 890
1,991:672
10 57 MUN
558710DT7 CITY OF MADRAS OR
".DA DAV
10/12/2021
3/1/2023
212
AA
0.45
OAS
210,0.0
6,882
210.00
10897 AFD
912796U31- U.S. Treasury
CASTLE
6/15/2022
31 3/2023
234 Aaa
2.62
2.J4
3,000,000
2,946,882
9
948.910
2,948,910
I0880 MCI
78015K7G3 Royal Bank of Canada
PS
12/10/2021
4/17/2023
259 A2
A
1.60
0,64
2.000,000
1,971:201
2,013.562
10894 TRC
9128284L1 U.S. Troasury
CASTLE
6/9/2022
4/3O/2023
272 Aaa
2.75
2.25
2.000,000
1,996.250
2,007.258
10859 MCI
46625HRL6 JPMorgan Chaso- Corporate N
CASTLE
10/29/2021
5/18/2023
290 A2
A-
2.70
0.73
2,000,000
1.988,438
2,031,164
10867 FAC
3133ENEW6 Federal Farm Cledil Bank
.GPAC
11/23/2021
5/23/2023
295 Aaa
303 Aaa
0.38
0.13
0,37
0-
2,000.000
2,000.000
1,959,889
1, 953.6J2
2,000,000
1,995,942
10866 TRC
10835 MUN
91282CCD1 U.S. Treasury
010831DOS ALAMEDA CNTY CA JT PWRS AUTH
MORETN
CASTLE
11/17/2021
2/24/2021
5/31/2023
6/1/2023
304 Aat
-1
3.10
0.40
3.080.000
3, 078, 368
3,151,251
10838 MUN
73473RDW2 MORROW PORT TRANS FAC
R W B
4/l/2021
6/1/2023
304
A-
0.70
0,70
215.000
210.0]9
215,000
10]60 MUN
736746XU7 PORTLAND OR URBAN RENEWAL & TA
PS
7/14/2020
6/15/2023
318 Aa1
4.02
2.90
615.000
6I5,178
620,757
10839 MUN
984674J25 MCMINWILLE SCHOOL DISTYAMHIL
PS
6/15/2021
6/15/2023
318 Aa1
0.28
0.28
170.000
165,701
170,000
10898 TRC
9128284U1 U.S. Treasury
CASTLE
6/15/2022
6/30/2023
333 Aaa
2.63
3.06
1.000,000
997,0]0
996,I t4
10J09 MUN
29270CNU5 Bonneville Povor Adminiot-lie
CASTLE
]/30/2019
]/I/2023
334 Aa2
AA-
5.80
2.12
1.000,000
1,022,430
I,032,18I
10899 TRC
912828ZY9 U.S. Treasury
CASTLE
6/15/2022
7/15/2023
348 Aaa
a 13
3.11
1.000,OOD
973, 242
972,205
10713 MCI
361582AO1 Berkshire Hathavray Inc
CASTLE
W 12019
7/15/2023
348 Aaa
AA
7.35
2.03
500,000
516,313
524.323
10868 FAC
3133ENEY2 Fodoral Farm Credit Sank
GPAC
11/24/2021
7/24/2023
357 Aaa
0.45
OAS
2,000.000
1,949,764
2,000,000
10832 M01
06053FAA7 Bank of America Corp
DA DAV
2/23/2021
7/24/2023
35J A2
A-
4.10
0.23
1,000,000
1.006,331
1,037,817
10769 FAC
3137EAEV7 Federal Home Loan Mtg Corp
CASTLE
8/21/2020
8/24/2023
388 Aaa
AA+
0.25
0.28
5,000.000
485]. 546
4,998,196
10]68 MUN
67232TBM6 OAKLAND CA REDEV SUCCESSOR
PS
8/21/2020
9/l/2023
396
AA-
3.13
0,60
2,500,000
2:490.225
2,567,624
10643 MUN
098419MM3 BONNEVILLE & BINGHAM CNTYS SCH
PS
7/20/2021:>.
9/15/2023
410 Aaa
4.00
0.43
1,000.000
1.006.220
1.039,831
10J80 MUN
476453GRO JEROME IDAHO SCHOOL DISTRICT
'PS
10/13/2020
9/15/2023
410 Aaa
5.00
OAS
200,000
203,750
210.064
10819 MCI
3133EMLEO Fedora) Farm Credit Bank
PS
ID30/2020
W22/2023
417 Aaa
AA,
D.19
0,19
2,000.000
1,93 301
2,090,000
I0860 TRC
91282CDAG U.S. Treasury
MORETN
11/1/2021
11/5/2020
9/30/2023
11/6/2023
425 Aaa
462
A0.25
0.25
0.46
0,28
2,000,000
5,000.000
1,938,046
4,834,BSJ
1,995,243
4,998.106
10794 FAC
10802 MCI
3137EAEZ8 Federal Home Loan Mtg Corp
459058JW International Bonds for Recons
CASTLE
CASTLE
11/24/2020
11/24/2023
480 Aaa
AAA
0.25
0.32
2,0000D0
1,931,431
I,998, 117
10]89 MUN
014365OR8 ALDERWOOD WA WTR & WSTWTR DIST R W B
11/12/2020
lWl/2023
487 Aa2
AA +
1.00
0.55
270000
.62,643
271,604
10837 MUN
73473RDH5 MORROW PORT TRANS FAC
R W B
4/1/2021
1V112023
487
A-
O.JO
0.70
1,000:000
963,420
1,000,000
10836 MCI
31422XBV3 Federal Agricuhuro Mtg Corp
GPAC
3/15/2021
12/15/2023
501
0,22
0.21
2,000,000
t.928,468
2,000,000
10923 MCI
06051GFBO Bank of America Corp
CASTLE
1/12/2021
1/22/2024
539 A2
A-
4.13
0.52
2.0-0,000
2,028,595
2,105, 323
10900 TRC
91282CDW U.S. Treasury
GPAC
6/28/2022
1/31/2024
548 Aaa
0.88
3.02
2,000,000
1,938.906
1,937,694
10873 MCI
46625HJT8 JPMorgan Chaso-CorporateN
CASTLE
12/2/2021
2/1/2024
549 A2
A-
3.88
0.93
1.000,000
1.012,038
1, 043,642
10872 FAC
3135GOV34 Federal National Mtg Assn
GPAC
12/1/2021
2/5/2024
553 Aaa
AA +
2.50
0.59
2.000:000
1,98B.934
2,057,259
10862 MCI
037833GG3 Apple Inc
GPAC
11/17/2021
2/9/2024
557 Aal
AA +
3,00
0.91
2:000.000
1.999654
2,062,767
10.1 FAC
313DAP- Federal Homes Loan Bank
DA DAV
11/23/2021
2/23/2024
571 Aaa
AA +
0.65
0.65
1, 670,D00
1,616,352
1,670.000
10834 MCI
3133EMRZ7 Federal Farm C redil Bank
'.CASTLE
V2612021
.26/2024
574 Aaa
AA+
0,25
0.26
2:0001.
1,921.3.1
1.999,623
10903 FAC
3130ASLR8 Faderal Home Loan Bank
.CASTLE
7/6/2022?
3/28/2024
605 Aaa
AA+
3.45
3.3
2000:000
1,998,603
2.001.946
10901 TRC
91282CEG2 U.S. Treasury
GPAC
6/28/2022
3/31/2024
608 Aaa
2.25
3.05
2.000,000
1, 976,954
I,974,252
10851 MCI
06051GFF1 Bank of America Corp
CASTLE
8/12/2021
4/1/2024
609 A2
A-
4.00
O.61
2,000,000
2,021,725
2,112.084
10829 MUN
68607VZ]3 Oregon State Lotlory
PS
1/26/2021
4/1/2024
609 Aa2
AAA
2.51
0.39
2,350,000
2,319,262
2.432,236
10874 MUN
68609TVJC8 Oregon State Lottery
R W B
12/2/2021
5/I/2024
639 Aa1
AA+
0.80
0.73
500,000
478.9.5
500562
108
MCI
46625HJX9 JPMorgan Chass-CorporateN
CASTLE
11/18/2021
5/13/2024
65I A2
A-
3.63
0.98
1.500,000
1.513.043
1.-811
10902 TRC
91282CER8 U.S. Troasury
GPAC
6/28/2022
5/31/2024
669 Aaa
2.50
3.08
2,000,000
1,984.766
1,979:411
10846 MCI
06051GJY6 Bank of America Corp
CASTLE
:- 7127(2021-
6/14/2024
683 A2
A-
0.52
0.52
1,000,000
970,035
1, 000.036
107]7 MUN
179093KQ1 CLACKAMAS SCHOOL DISTRICT
PS
10/I/2020
6/15/2024
684 Aal
0.61
0-500.000
4]7.570
500,000
1080] MUN
1]9198JF4 CLACKAMAS SCHOOL DISTRICT
DA DAV
12/3/2020
6/15/2024
684 Aa1
0.83
0,48
300.000
286.692
301.946
t0809 MUN
S25517MG9 MULTNOMAH COUNTY OR SCHOOLS
736688MOl Portland Community College
R W B
PS
12/30/2020
12/17/2020
6/15/2024
6/15/2024
684 Aa1
684 Aa1
AA+
2.00
0.57
OAl
0.57
2,750.000
1,000,000
2, 687.080
953,880
2,831.718
1,000,000
10]76 MUN
566571CZ4 SILVER FALLS SO
PS
9/17/2020
6/15/2024
684 Aa1
0.55
0,55
1,900,000
1,804, 886
1,900,000
10]79 MUN
906429EE1 UNION CTY OR SCHOOL DISTRICT
'PS
10/8/2020
6/15/2024
6/15/2024
684 Aa1
684 Aa1
0.68
0.59
0,68
0.58
490.000
1,500,000
466, 852
t, 424,505
490,000
1,500,000
10785 MUN
10]71 MCI
93930JKV5 Washington County SO Municipal
68583RCT7 OR ST COMMUNITY COLLEGE DIST
:PS
R W B
10/28/2020
8/27/2020
6/30/2024
699 Aa1
AA +
5,66
0.60
90.000
93, 745
98, 603
1 OB53 MUN
68583RCY6 OR ST COMMUNITY COLLEGE DIST
PS
8/31/2021
6/30/2024
699
AA
0.58
0.58
1,000.000
947.570
t,OW'Wo
10782 MUN
584288ER1 MEDFORD OR REVENUE
R W B
10/14/2020
W15/2024
714
AA-
2.00
0.65
815.000
795,587
836,218
10842 FAC
3133EMT51 Federal Farm Credit Bank
R W B
7/1912021:<
7/19/2024
718 Aaa
-1
0A
0.43
1.000,000
951,259
999,836
10848 BCD
795451AA1 SALLIE MAE
GPAC
7/21/2021:
7/22/2024
721
0.55
0,55
249,000
235,217
249.000
10828 MCI
3133EMNK4 Federal Farm Credil Bank
DA DAV
1/22/2021
7/22/2024
721 Aaa
-1
0.31
0.31
2.000,000
I.902,209
2,000, 000
10847 BCD
38149MXG3 GOLDMAN SACHS
GPAC
7/28/2021':
7/29/2024
728
0.55
0.55
249,000
235.549
249000
10844 BCD
05580A878 BMW
GPAC
713012021-'.
7/30/2024
729
0.,s
0.55
249,000
235.602
249:000
10858 MCI
91159HHX1 US Bank
PS
10/29/2021
7/30/2024
729 A2
A+
2.40
0.84
2,000,OOD
1.968, 174
2.061.380
10805 MUN
686091ZR Oregon State Lottery
R W B
12/1/2020
8/l/2024
731 Aa1
AA+
0.64
0.41
505, 000
479326
507.234
10811 MUN
6860BUSW7 Oregon Slate Lottery
R W B
1V17/2020
8/1/2024
131 Aa1
AA,
2,68
0-755,000
746:136
780, 746
10812 MUN
6860BUSD9 Oregon Stala Lottery
R W B
I2/I7/2020
8/1/2024
731 Aa1
AA+
2.68
0.94
500, 000
498.285
517.050
10]84 MUN
732098PE2 POMONA CALI UNI SCH DIST TAXAB
PS
10/20/2020
8/1/2024
731 Aaa
0.77
0.60
1,200.000
1.142.928
1,204,025
10]86 MUN
835569GR9 SONOMA CCD
PS
10/21/2020
8/1/2024
731 Aa2
AA
2.06
0.60
1,200,000
1,171.740
1.234,611
10849 BCD
89235MLF6 TOYOTA FI NANCIAL SGS BANK
GPAC
8/5/2021
8/5/2024
735
0.55
0.55
249.000
235.486
249,000
10850 NCB
90348JR85 UBS BANK USA
GPAC
8/11/2021
8/12/2024
742
0.55
0.54
249,000
235,260
249,000
10516 MCI
30231GBC5 XTO Energy Inc
GPAC
12/21/2020
8/16/2024
746 Aa1
AA
2.02
0,54
2,000,000
1, 956, 974
2,.59.583
10810 MUN
73474TAB6 MORROW PORT TRANS FAC
R W B
12/14/2020
9/I/2024
762 Aa2
3.22
0,42
1.750,000
I,751,225
1, 851,211
107]5 FAC
3134GWF84 Fedaral Home Loan Mt9 Corp
CASTLE
9/9/2020
9/9/2024
770 Aaa
0.48
0.48
1,000,000
950,037
1, 000,000
t 0830 MCI
22546QAP2 CREDIT SUISSE NY
CASTLE
2/I/2021
9/9/2024
770 Aaa
3.63
0.57
2.950,000
2,909.069
3.137,433
10]78 MUN
4511527CO IDAHO ST BOND BANK AUTH REVENU
PS
10/8/2020
9/15/2024
776 Aa1
5.00
0.61
1,000,000
1.035,470
1,091.912
10]81 MUN
476453GSB JEROME IDAHO SCHOOL DISTRICT
PS
10/131 020
12/17/2020
9/15/2024
10/1/2024
776 Aaa
792
AAA
5.00
0.65
0.73
0.65
220,000
1.000,000
227.467
946.380
239,642
1.000.000
10808 MUN
10]83 FAC
13034AL57 CALIFORNIA INFRASTRUCTURE & EC
3133EMCNO Federal Farm Credil Bank
GPAC
CASTLE
10/16/2020
10/15/2024
806 Aaa
819 Aaa
-1
0.40
0.41
0,44
0,42
2.000,000
2,000,000
1.889360
1,886:641
1.998,245
1,999,719
10]91 FAC
10]97 MCI
3134GW3 Federal Homo Loan Mtg Corp
822582CC4 ROYALDUTCH SHELL PLC
CASTLE
GPAC
10/30/2020
11/13/2020
10/28/2024
11/J/2024
829 Aa2
AA-
2.00
0,71
3,000,000
2,934,062
3,086,646
10823 MCI
822582004 ROYAL DUTCH SHELL PLC
CASTLE
1/7/2021
11/]/2024
829 Aa2
AA-
2.00
0.54
1.708,000
1:170:111
1,763,749
10]99 FAC
3134GW7F7 Federal Home Loan MIg Corp
CASTLE
11/16/2020
11/18/2024
840 Aaa
0.38
0.38
2,000,000
1, 887,604
2,000000
10785 MUN
014365DS6 ALDERWOOD WA WTR & WSTNTR DIST R W B
tl/12/2020
12/1/2024
853 Aa2
AA,
1.00
0.65
9305000
890,111
942,520
10814 MCI
931142DV2 WALMART
GPAC
IW1712020
12/15/2024
867 Aa2
AA
2.65
0.57
2,000,OOD
1.985,383
2.097,408
10820 MCI
3133EMLP5 Fed eraI Farm Credil Bank
PS
12/30/2020
12/23/2024
8]S Aaa
AA+
0.32
0.32
2,000,000
1,872.587
2,000,000
10806 MCI
037833DF4 Apple Inc
GPAC
12/3/2020
1/13/2025
896 Aa1
AA+
2.75
0.64
2,000,000
1, 989,414
2,101,931
10821 MCI
3134GXKK9 Federal Home Loan Mfg Corp
R W B
1/15/2021
1/15/2025
898 Aaa
0.35
0.00
2,000.000
1,878,721
2,000,000
10817 MCI
46625HKC3 JPMorgan Chase- Corporate N
CASTLE
12/22/2020
1/23/2025
906 A2
A-
3,13
0.81
2,000.0.0
1,997,364
2.I12.BI3
10826 MCI
46625HKC3 JPMorgan Chaso- Corporate N
CASTLE
1/11/2021
1/23/2025
906 A2
A-
3.13
0.83
2,000,000
1,997,364
2,I t1,]58
10]92 FAC
3134GW SOS Fedaral Home Loan Mtg Corp
CASTLE
10/30/2020
1/29/2025
912 Aaa
0.45
0.45
2,500,000
10762 FAC
3136-74 Federal National MIS Assn
CASTLE
W31/2020
1/29/2025
912 Aaa
AA+
0.57
0.5]
1,400.000
1.316.704
1.316.]04
1:400..53
000
10822 MCt
125720AGO CME GROUP
GPAC
1/4/2021
3/15/2025
957 Aa3
AA-
3,00
0.65
2..00,000
I.992,651
2,121.420
2,I21,42]
10801 MCI
30231GBH4 XTO Energy Inc
GPAC
11/19/2020
3/19/2025
961 Aa1
AA
2.99
0.8I
2,000,000
1.991,474
2.112,487
10904 TRC
91282CEHO U.S. Troasury
MORETN
71812022
4/15/2025
988 Aaa
AA,
2.63
3.08
2.000.000
1.98].344
1.976.508
10B00 MUN
98459LAA1 YALE UNIVERSITY
GPAC
11/18/2020
4/15/2025
988 Aaa
AAA
0.87
0.58
2,OOD,000
1, 889.747
2,015,714
10818 MCI
la
166764BW9 Chevron Corp
GPAC
12/28/2020
5/11/2025
1014 -
AA
1.55
0.65
1.663.000
1:601.808
1.704,242
10824 MCI
166764BW9 Chevron Corp
CASTLE
1/7/2021
5/11/2025
6/1/2025
1014 Aa2
1035 Aaa
AA
AAA
1.55
1.00
0.62
0.SO
2.000,000
2,165,000
1,.26,408
2, 038,369
2.051,253
2,195.297
10825 MUN
10840 MUN
625506PX2 MULTNOMAH C6REF-TXBL
49836BEB1 KLAMATH CNTY OR SCH DIST
GPAC
PS
1/21/2021
7/1/2021
6/I5/2025
1049
AA+
0.86
0.86
400,000
3724528
400,000
10]98. MUN
938429V61 Washington County SO Municipal
PS
1I/17/2020
6/15/2025
1049 Aa1
1064 Aa2
AA
0.91
0.95
0.64
0.69
350,0O0
1.255,000
329,294
1,172,220
352,642
1,264,470
108Il MUN
10831 MUN
625517NE3 MULTNOMAH COUNTY OR SCHOOLS
79--LI5 SAN MATEO CA FOSTER C TV SCHO
CASTLE
:DA DAV
7115/2021
2/16/2021
6/30/025
8/1/2025
1096 Aaa
AA,
1.60
0.47
500, 000
4774450
516,708
10787 MUN
88675ASS4 TIGARD OR WTR SYS REVENUE
:PS
11/3/2020
8/1/2025
1096 Aa3
AA
2.00
0,85
350,000
335,797
361,807
10]63 FAC
3133EL3P7 Federal Farm Credit Bank
R W B
8/I2/2020
8/12/2025
1107 Aaa
AA +
0.53
0.53
3.000:000
2.774,525
3,000,000
10]64 FAC
3133EL3H5 Fodoral Farm Credit Bank
MORETN
8/12/2020
8/12/2025
1107 Aaa
AA.
0.57
0.57
3,000000
2, 777.492
3,000,000
10766 FAC
3134GWN04 Federal Homo Loan MIg Corp
CASTLE
8/14/2020
8/12/2025
1107 Aaa
0.60
0.61
2,000.000
1,853, 151
1.999,393
10J67 FAC
313-1 84 FadesI National Mtg Assn
CASTLE
8/18/2020
8/18/2025
1113 Aaa
'AA +
0,57
0.59
2,000,000
1, 857,134
1,998,793
10765 FAC
3136G4N74 Federal National Mtg Assn
:MORETN
8/21/2020
8/2]/2020
.2112025
8/21/2025
1116 Aaa
1116 Aaa
AA
AA+
0.56
0.56
0.56
0.57
3, 000:000
1:000.000
2, 784, 288
928,099
3.000,000
999.84]
10772 FAG
t 0774 FAC
3136-N74 Federal National Mfg Assn
313-1,474 Fodoral National Mtg Assn
R W B
R W B
W3/2020
8/21/2025
1I16 Aaa
AA
0.56
0.56
2.000,000
I,856, 199
2,000,000
10]70 FAC
3136-24 Federal National Mlg Assn
PS
6/28/2020
8/29/2025
1124 Aaa
AA
0,60
0.60
1, 000,000
933,628
1.000.000
10]73 FAC
313 X24 Federal National Mlg Assn
CASTLE
8/2W2020
8/29/2025
1124 Aaa
AA+
0.60
0.60
t,00D,000
933,
1,000.000
I0905 FAC
3134GWZV1 Federal Homo Loan MIg Corp
".CASTLE
7/8/2022`
1l/412020
10/22/2025
11/4/2025
1178 Aaa
1191 Aaa
AA+
0.6E
0.55
3,20
0.55
2,000,000
2,OOD,000
128
t.855,I20
1,.56.952
1.845,044
44
2,000,000
1 0J93 FAC
10796 FAC
3135GA2NO Federal National Mtg Assn
3135GO6G3 Federal National Mfg Assn
R W B
CASTLE
11/12/2020
11/7/2025
1194 Aaa
AA,
0.50
0.57
2:000,000
1,852,969
1,995,309
10871 MUN
250325UL9 DESCHUIES CTY SCH DIST#1
R W B
12/7/2021
6/15/2026
1414 Aa1
1.40
1.23
2,.00:000
1, 869.220
2,012, 758
108J0 MUN
569280EX4 Salerrr K-al School District
PS
12/7/2021
6/15/2026
1414 Aa1
1.44
1.29
2.000,000
1,861,641
2.01'1,097
I0845 MUN
736688MF6 Portland Community College
MORETN
7/23/2021
6/15/2026
1414 Aa1
0.90
0,80
1.250,000
1, 153,838
1.254,688
10875 MUN
685117FAW4 OR EDU DISTS FF&C PENSION OBLI
R W B
12/8/2021
6/30/2026
1429 Aaa
AA
1.t0
1,39
250,000
229,940
247,333
t 0863 MUN
68583RCV2 OR ST COMMUNITY GOLLEGE DIST
GPAC
11/18/2021
6/30/2026
1429 Aa1
AA+
5.6B
1.40
210,000
226,132
243,947
10865 MCI
037833ON7 Apple Inc
GPAC
11/1812021
Wl 112026
1502 Aal
AA+
2.05
1.46
2,000,000
1.922, 316
2.047.056
I OB76 MUN
68607DVCG ODOT HWY USER TAX REV
R W B
I 12021
11/15/2026
1567 Aal
AAA
0.93
1,37
260,000
236,192
255,355
100]6 RRP
SY510078 Local Govt lnveatmont Pool
W1/2006
- -
1
IA
1.40
47.287,803
47,287,803
47.287,803
10084 RR2
SYS10084 First lntersta[o
7/t/2006
- -
1
1.40
1,40
9,655,455
9,655,455
9.655,455
Position Control Summary
July -June
Percent
Org
Jul Aug
Sep Oct Nov Dec Jan Feb Mar April May June Unfilled
GAssessor Filled
33.26
Unfilled
2,00
t 5.67%
Clerk Filled
9.48
Unfilled
1.00
9.54%
`BOPTA Filled
0.52
Unfilled
0.00%
DA Filled
57,40
Unfilled
3.20
5.28%
tTax Filled
5.50
Unfilled
1.00
15.38%
Veterans' Filled
5.00
Unfilled
0.00%
Property Mngt Filled
2.00
Unfilled
1.00
33.33%
Total General Fund Filled
: 113.16 -
- - - - - - - -
Unfilled
8.20
6.76%
Justice Court :Filled
4.60
Unfilled
0.00%
Community Justice Filled
45.20
Unfilled
2.70
5.64%
Sheriff Filled
218.25
Unfilled
44.75
-17.02%
Houseless Effort Filled
-
Unfilled
2.00
100.00%
Health Srvcs %Filled
` 355.80
Unfilled
:: 53.55
`13.08%
CDD Filled
59.80
Unfilled
12.20
16.94%
Road Filled
>: 55.00
Unfilled
6.00
9.84%
Adult P&P Filled
35.55
Unfilled
5.30
12.97%
Solid Waste Filled
27.00
Unfilled
3,00
10,00%
Victims Assistance Filled
8.00
Unfilled
-
0.00%
GIS Dedicated filled
2.30
Unfilled
0.00%
Fair & Expo Filled
9.75
Unfilled
3.75
27.78%
Natural Resource 'Filled
1.00
Unfilled
1.00
50.00%
ISF - Facilities Filled
20.75
Unfilled
4.25
17.00%
ISF -Admin Filled
8.75
Unfilled
2.00 -
:18.60%
ISF - BOCC Filled
3.00
Unfilled
0.00%
ISF- Finance Filled
10.00 ;
Unfilled
1.00
9.09%
ISF - Legal Filled
7.00
Unfilled
-
0.00%
ISF -HR Filled
9.00 `.
Unfilled
1.00
10.00%
ISF - IT Filled
16.70
Unfilled
-
0.00%
ISF - Risk Filled
2.25
Unfilled
0.00%
911 Filled
52.00
Unfilled
8.00
13.33%
Total:
Filled
1,064.86 -
- - - - - - - - - -
Unfilled
158.70 -
- - - - - - - - - -
% Unfilled
12.97%
12.97%
Budget to Actuals Report
General Fund
Revenue YTD in the General Fund is $858K or 2.0% of budget. By comparison, last year revenue YTD was $1.4 million
and 3.5% of budget.
Expenses YTD are $3.3 million and 7.6% of budget which is the same as last year expenses YTD.
Beginning Fund Balance is $13.5M or 104.4% of the budgeted $12.9M beginning fund balance. Final beginning fund
balance will be determined after the final close of FY22.
L COur
Fund
Select all
(Blank)
■ 001 - General Puna
010 - Assmt-Clerk...
020 - Code Abate...
030 - Community ...
040 - Court Techn...
050 - Economic D...
060 - General Cou...
070 - General Con...
040 - Project Dev...
120 - Law library
130 - Park Acquisi...
132 - Park Develo...
Monthly GL Per... .�
0
1
$11.5M
(Blank)
All Maior Funds
sty Wide Financial Dashboard 001 - General Fund 8.3%
Year Complete
Budget to Actuals
Requirements Resources Beginning Working Capital Budget to Actuals by Category
*ACTuals O Budget 0 Projection
$3.3M $858.6K f$135M
_<O.OIA 841.%§.i MAM SEl2S" 500lJ il3r>?{.
7.6% 2.0% 104.4%—
'.
senae. omlay
KKP Monthly Expenditures w� 7-41/ Projected Ending Working Capital a Approved FTE
6aoa %of last year budget
$" 121.36
0 2 A fi R 10 11
0 La;t Year Actuals OCurrent Year Actual_
Monthly Revenues 3.5%
% of last year budqet
sl,l
tom
0 2 t G a 10 f2
O Last Year Actual, OCurrent Year Actuals
$Gm 5''aM
Stl.5M Ogutlget
OProjection
VACANT
a 45%
FILLED
91.55%
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 July 31, 2022.
oy uTESC o2Budget to Actuals - Countywide Summary
P
C.? G
All Departments
FY23 YTD July 31, 2022 (unaudited)
RESOURCES
001 - General Fund
030 - Juvenile
160/170 - TRT
200 - American Rescue
Fund
220 - Justice Court
255 - Sheriff's Office
274 - Health Services
295 - CDD
325 - Road
355 - Adult P&P
465 - Road CIP
610 - Solid Waste
615 - Fair & Expo
616 - Annual Crrunty Fair
617 - Fair & Expo Capital
Reserve
618 - RV Park
619 - RV Park Reserve
670 - Risk Management
675 - Health Benefits
705 - 911
999 - Other
TOTAL RESOURCES
REQUIREMENTS
001 - General Fund
030 - Juvenile
160/170 - TRT
200 - American Rescue
Fund
220 - Justice Court
8.3 %
Year Complete
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection
%
40,504,168
39,797,905
98%
41,918,693
836,896
2%
41,918,693
100% ;
9015143
853,227
95%
1,010,203
10,153
1%
1,010,203
100% ;
12,578,435
13,029,089
104% ;
13,631,282
1,545,919
11%
13,631,282
100% ;
19,000,000
38,461,178
202% ;
105,186
19,557
19%
105,186
100% ;
550,832
494,676
90%
525,032
34,755
7%
525,390
100% ;
44,947,745
45,638,372
102% ;
48,790,055
849,380
2%
48,790,055
100% ;
48,727,400
48,637,121
100% ;
50,531,792
2,492,847
5%
52,330,137
104% ;
9,580,316
10,542,434
110% ;
11,675,519
845,913
7%
11,675,519
100% ;
22,629,649
24,768,506
109% ;
24,889,063
3,946,032
16%
24,938,679
100% ;
5,840,250
6,178,356
106% ;
6,134,018
1,435,461
23%
6,134,018
100% ;
2,471,190
1,1245832
46% ;
1,943,063
23,439
1%
1,943,063
100% ;
13,350,600
13,923,334
104% ;
14,503,499
1,338,601
9%
14,503,499
100% ;
1,395,724
1,777,447
127% ;
1,408,534
119,320
8%
1,408,534
100% ;
1.560,500
1,922,671
123% '
1,849,380
327,457
18%
1,943,380
105% ;
8,544
8,012
94%
7,414
1,449
20%
7,414
100% ;
517,524
584,569
113%
7,546
6,354
84%
3,146,973
4,464,440
142%
23,027,177
25,070,639
109%
12, 019, 306
12, 896, 533
10 7 %
50,071,869
33,847,635
68%
642,252
6,298
3,311,477
23,658,700
13,744,678
57,508,737
47,887 7%
948 15%
354,356 11 %
1,946,125 8%
35,406 0%
3,499,372 6%
312,836,891 324,027,328 104% ; 317,794,876 19,711,274 6% ;
642,252 100% ;
6,298 100% ;
3,311,477 100% ;
23,658,700 100% ;
13,744,678 100% ;
57,508,737 100% ;
319,737,195 101% ;
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection
%
21,298,809
19,385,504
91%
22,661,415
1,618,868
7%
22,661,415
100% ;
7,496,355
6,678,419
89%
7,928,538
557,410
7%
7,928,538
100% ;
4,010,388
3,826,539
95%
13,113,218
4,320,684
33%
13,113,218
100% ;
38,000,000
14,027,121
37% ;
23,129,361
54,434
0%
23,129,361
100% ;
736,142 690,688 94% 731,183 70,337 10% 731,183 100% ;
TES` 2� 0
Budget to Actuals - Countywide Summary
C
All Departments
FY23 YTD July 31, 2022 (unaudited)
255 - Sheriffs Office
54,162,360
51,402,557
95%
59,628,533
274 - Health Services
58,872,642
51,583,044
88%
64,689,747
295 - CDD
9,978,889
8,968,312
90%
11,233,304
325 - Road
15,024,128
13,773,597
92%
16,188,996
355 - Adult P&P
75079,915
6,393,791
90%
7,575,910
465 - Road CIP
29,722,691
8,106,117
27%
28,387,166
610 - Solid Waste
9,709,991
8,763,145
90%
11,342,042
615 - Fair & Expo
2,504,877
2,634,241
105% ;
2,719,284
616 - Annual County Fair
1,468,131
1,352,819
92%
1,852,030
617 - Fair & Expo Capital
568,000
7,670
1%
870,000
Reserve
618 - RV Park
552,188
466,140
84%
538,508
619 - RV Park Reserve
100,000
885
1%
100,000
670 - Risk Management
6,427,292
4,955,553
77%
5,887,806
675 - Health Benefits
29,424,393
28,265,006
96%
26,769,217
705 - 911
14,563,007
10,896,989
75%
17,769,397
999 - Other
86,872,890
40,713,822
47%
105,948,916
TOTAL REQUIREMENTS
398,573,088
282,891,959
71%
429,064,571
4,470,629
7% ;
6,696,109
10% ;
758,705
7% ;
1,029,144
6% ;
490,333
6% ;
2,211,297
8% ;
354,401
3% ;
154,778
6% ;
821,347
44%
92
0%
43,537 8%
0%
204,443 3%
337,759 1%
874,109 5%
384,454 0%
8.3 %
Year Complete
59,628,533 100% ;
64,386,162 100% ;
10,469,491 93% ;
16,188,996 100% ;
7,575,910 100% ;
28,387,166 100% ;
11,342,042 100% ;
2,719,284 100% ;
1,852,030 100% ;
870,000 100% ;
538,508 100% ;
100,000 100% ;
5,887,806 100% ;
26,769,217 100% ;
17,769,397 100% ;
105,948,916 100% ;
25,452,870 6% ; ; 427,997,173 100% ;
o \31ES` 2' Budget to Actuals - Countywide Summary
All Departments
FY23 YTD July 31, 2022 (unaudited)
TRANSFERS
001 - General Fund
030 - Juvenile
160/170 - TRT
220 - Justice Court
255 - Sheriff's Office
274 - Health Services
295 - CDD
325 - Road
355 - Adult P&P
465 - Road CIP
610 - Solid Waste
615 - Fair & Expo
616 - Annual County Fair
617 - Fair & Expo Capital
Reserve
618 - RV Park
619 - RV Park Reserve
670 - Risk Management
705 - 911
999 - Other
8.3 %
Year Complete
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection
%
(21,952,604)
(21,807,006)
99%
(20,758,359)
(1,685,187)
8%
(20,757,920)
100% ;
6,223,387
6,223,387
100% ;
6,452,997
537,749
8%
6,452,997
100% ;
(6,024,574)
(5,916,300)
98%
(6,031,446)
(502,617)
8% ;
; (6,031,446)
100% ;
240,956
196,013
81%
263,217
21,934
8%
263,217
100% ;
3,500,737
3,501,246
100% ;
3,448,587
310,148
9%
3,448,587
100% ;
6,122,830
6,122,830
100% ;
8,258,652
688,208
8%
8,258,652
100% ;
(270,622)
(1,159,207)
428% ;
(911,585)
(79,295)
9%
; (1,378,765)
151% ;
(11,757,547)
(11,757,547)
100% ;
(12,330,136)
(7,440,775)
60%
(12,330,136)
100% ;
471,072
471,071
100% ;
467,092
38,923
8%
467,092
100% ;
12,193,917
10,672,113
88%
14,230,313
4,889,361
34%
14,230,313
100% ;
(6,029,323)
(6,029,323)
100% ;
(5,299,665)
(1,163)
0%
(5,299,665)
100% ;
962,736
918,804
95%
704,127
58,677
8%
704,127
100% ;
(75,000)
(75,000)
100% ;
(156,706)
(13,058)
8%
(156,706)
100% ;
798,901
779,502
98%
1,149,827
95,817
8%
1,149,827
100% ;
47,958
47,958
100% ;
(81,566)
(20,131)
25%
(81,566)
100% ;
132,042
132,042
100% ;
261,750
21,797
8%
261,566
100% ;
(3,500)
(3,500)
100% ;
(3,500)
(291)
8%
(3,500)
100% ;
0%
15,418,726 17,682,916 115% ;
10,336,146 3,079,904 30%
10,803,326 105% ;
TOTAL TRANSFERS 91 - 0 (255) - 0 ; , - 0% ;
3'TES C 2` Budget to Actuals - Countywide Summary
oy
All Departments
$ 3%
- FY23 YTD July 31,
2022 (unaudited)
Year Complete
Fiscal Year 2022
Fiscal Year 2023
ENDING FUND BALANCE
Budget
Actuals
%
Budget
Actuals
Projection
%
001 - General Fund
10,723,375
13,595,971
127% ;
11,474,637
11,082,659
12,049,177
105% ;
030 - Juvenile
596,681
1,363,418
229% ;
6345663
1,3095224
853,395
134% ;
160/170 - TRT
8,433,816
9,475,645
112% ;
4,000,000
6,188,320
3,952,320
99% ;
200 - American Rescue
-
245448,194
999% ;
-
24,413,318
1,424,019
Fund
220 - Justice Court
55,646
-
0%
57,066
(135648)
57,424
101% ;
255 - Sheriff's Office
12,160,633
15,003,581
123% ;
7,024,650
12,599,174
8,520,384
121% ;
274 - Health Services
6,011,534
13,866,882
231% ;
5,329,416
9,253,963
8,543,334
160% ;
295 - CDD
763,172
2,164,587
284% ;
1,627,134
2,199,315
2,018,665
124% ;
325 - Road
2,231,806
7,803,883
350% ;
2,262,898
3,280,076
4,223,511
187% ;
355 - Adult P&P
1,971,182
3,237,691
164% ;
2,125,200
4,205,368
2,246,518
106% ;
465 - Road CIP
5,316,460
27,223,832
512% ;
12,334,484
29,925,335
15,010,042
122% ;
610 - Solid Waste
583,520
3,088,139
529% ;
968,989
4,087,331
966,086
100% ;
615 - Fair & Expo
604,256
985,482
163% ;
364,730
890,633
260,792
72% ;
�__
616- Annual County Fair
,� ���
I,JVJ
�u� Q,Q
VVV,V�V
000ai
N///V
��� ��u
225,358---f
s2n aa9
--
1d9%
•-•-
617 - - Fair & Expo Capital
1,341,108
1,809,440
135% ;
1,587,183
1,856,014
2,046,080
129% ;
Reserve
;
618 - RV Park
13,294
166,387
999% ;
138,593
150,606
188,565
136% ;
619 - RV Park Reserve
824,054
1,191,937
145% ;
1,340,766
1,2143682
1,359,801
101% ;
670 - Risk Management
5,045,296
9,026,837
179% ;
5,107,351
9,176,459
6,447,007
126% ;
675 - Health Benefits
8,375,402
12,333,212
147% ;
8,815,139
13,942,262
9,223,379
105% ;
705 - 911
9,307,082
12,708,616
137% ;
8,926,080
11,869,912
8,683,897
97% ;
999 - Other
55,322,038
95,324,410
172% ;
56,813,544
101,734,702
58,817,932
104% ;
TOTAL FUND BALANCE
129,697,724
255,203,963
197% ;
131,157,881
249,244,578
147,212,790
112% ;
oy 01Es ` 2� Budget to Actuals Report
L ,o
General Fund -Fund 001
FY23 YTD July 31, 2022 (unaudited)
8.3%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Property Taxes - Current
32,410,716
32,791,880
101%
34,467,173
-
0%
34,467,173 100% -
- A
Property Taxes - Prior
460,000
337,612
73%
301,000
51,232
17%
301,000 100%
Other General Revenues '
2,689,926
2,880,340
107%
3,006,674
641,950
21%
3,006,674 100%
B
Assessor
987,411
682,760
69%
964,246
2,621
0%
964,246 100%
Clerk '
21741,215
2,225,591
81%
2,298,566
130,070
6%
2,298,566 100%
BOPTA
14,588
9,933
68%
14,588
-
0%
14,588 100%
-
District Attorney
448,201
258,776
58%
247,963
2,940
1 %
247,963 100%
-
Tax Office '
341,004
278,995
82%
221,483
2,192
1%
221,483 100%
Veterans '
259,107
182,018
70%
182,000
-
0%
'
182,000 100%
-1 C
Property Management '
152,000
150,000
99%
215,000
5,891
3%
215,000 100%
D
TOTAL RESOURCES
40,504,168
39,797,905
98%
41,918,693
836,896
2%
41,918,693 100% ;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Assessor
5,454,784
5,158,653
95%
5,910,478
463,400
8%
5,910,478 100% -
Clerk '
2,080,739
1,735,543
83%
2,432,710
116,510
5%
2,432,710 100%
BOPTA
82,911
77,153
93%
87,177
5,879
7%
87,177 100%
District Attorney
9,715,707
8,678,340
89%
10,153,207
765,953
8%
10,153,207 100% -
Medical Examiner '
242,652
241,582
100%
438,702
558
0%
438,702 100%
Tax Office
932,570
886,103
95%
905,262
48,812
5%
905,262 100%
Veterans '
795,189
762,353
96%
780,264
68,339
9%
780,264 100%
Property Management
380,061
360,323
95%
508,359
31,766
6%
508,359 100%
Non -Departmental
1,614,196
1,485,453
92%
1,445,256
117,650
8%
' 1,445,256 100% -'
TOTAL REQUIREMENTS ;
21,298,809
19,385,504
91%
22,661,415
1,618,868
7%
; 22,661,415 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Transfers In
260,000
260,000
100%
260,000
21,703
8%
260,439 100%
439, E
Transfers Out
(221212,604)
(22,067,006)
99%
(21,018,359)
(1,706,890)
8%
(21,018,359) 100%
-'
TOTAL TRANSFERS
(21,952,604)
(21,807,006)
99% ;
(20,758,359)
(1,685,187)
8% ;
(20,757,920) 100% ;
439;
FUND BALANCE
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
13,470,620
14,990,575
111%
12,975,718
13,549,819
104%
13,549,819 104%
574,101. F
Resources over Requirements
19,205,359
20,412,402
19,257,278
(781,972)
19,257,278
0
Net Transfers - In (Out)
(21,952,604)
(21,807,006)
(20,758,359)
(1,685,187)
(20,757,920)
439-
TOTAL FUND BALANCE
$ 10,723,375
$ 13,595,971
127% ;
$ 11,474,637
$ 11,082,659
97% ; ;
$ 12,049,177 105% ;
$574,540:
A Current year taxes received primarily in November, February and May
g PILT payment of $500,000 received in July 2022
C Oregon Dept. of Veteran's Affairs grant reimbursed quarterly
D Interfund land -sale management revenue recorded at year-end
E Repayment to General Fund from Finance Reserves for ERP Implementation
F Final Beginning Fund Balance will be determined after the final close of FY22
\)QES` ,, Budget to Actuals Report
(� ,G
-�� Juvenile - Fund 030
FY23 YTD July 31, 2022 (unaudited)
8.3%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
OYA Basic & Diversion
432,044
355,219 82%
525,049
.
0%
525,049 100% -
ODE Juvenile Crime Prev
100,517
117,184 117%
123,000
-
0%
123,000 100% -�
Gen Fund -Crime Prevention
89,500
89,500 100%
89,500
0%
89,500 100%
Leases
88,000
89,154 101%
86,000
7,519
9%
86,000 100% -
Inmate/Prisoner Housing
80,000
92,400 116%
55,000
.
0%
55,000 100%
DOC Unif Crime Fee/HB2712
49,339
50,462 102%
49,339
-
0%
49,339 100% -
Miscellaneous
7,500
20,042 267%
42,500
20
0% a
42,500 100% -
OJD Court Fac/Sec SB 1065
20,000
10,291 51%
15,000
1,194
8%
15,000 100%
Food Subsidy
12,000
11,380 95%
10,000
-
0%
10,000 100% -
Contract Payments
8,000
9,947 124%
8,000
-
0%
8,000 100% -
Interest on Investments
14,243
7,647 54%
6,815
1,420
21%
6,815 100% -�
TOTAL RESOURCES
901,143
853,227 95%
1,010,203
10,153
1%
1,010,203 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
6,082,895
5,415,246
89%
6,332,160
470,072
7%
6,332,160 100%
Materials and Services
1,363,409
1,249,946
92%
1,527,992
87,338
6%
1,527,992 100% -�
Capital Outlay
50,051
13,226
26%
68,386
0%
%
68,386 100%
a
TOTAL REQUIREMENTS ;
7,496,355
6,678,419
89%
7,928,538
557,410
7%
; 7,928,538 100%
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Transfers In- General Funds
6,304,397
6,304,397
100%
6,529,064
544,087
8%
6,529,064 100% -
Transfers Out-Veh Reserve
(81,010)
(81,010)
100%
(76,067)
(6,338)
8%
(76,067) 100% -
TOTAL TRANSFERS
6,223,387
6,223,387 100% ;
6,452,997
537,749
8%
6,452,997 100% ;
FUND BALANCE
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Beginning Fund Balance
968,506
965,223 100%
1,100,001
1,318,732 120%
1,318,732 120% 218,732: A
Resources over Requirements
(6,595,212)
(5,825,192)
(6,918,335)
(547,258)
(6,918,335) 0!
Net Transfers - In (Out)
6,223,387
6,223,387
6,452,997
537,749
6,452,997
TOTAL FUND BALANCE
$ 596,681
$ 1,363,418 229% ;
$ 634,663
$ 1,309,224 206% ;
$ 853,395 134% ; $218,732:
A Final Beginning Fund Balance will be determined
after the final close
of FY22
VIES C 2{
L� pG
Budget to Actuals Report
oy
TRT -Fund 160/170
8.3%
FY23 YTD July 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget Actuals %
Budget
Actuals % Projection % $ Variance
Room Taxes
12,519,987 12,977,205 104%
13,580,874
1,540,288 11% 13,580,874 100% - -
Interest
58,448 51,884 89%
50,408
5,631 11% 50,408 100% -�
TOTAL RESOURCES 12,578,435 13,029,089 104% ;
13,631,282
1,545,919 11% 13,631,282 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Grants & Contributions
-
-
5,600,000
4,000,000
71%
5,600,000 100% _ - A
COVA
3,660,659
3,512,891
96%
3,675,886
-
0%
3,675,886 100% B - B
Interfund Charges
239,526
239,526
100%
3,574,573
297,881
8%
3,574,573 100% ; -� C
Administrative
15,203
9,365
62%
215,508
15,303
7%
215,508 100%
Software
95,000
64,758
68%
47,251
7,500
16%
47,251 100% -�
TOTAL REQUIREMENTS
4,010,388
3,826,539
95% ;
13,113,218
4,320,684
33%
13,113,218 100% ;
TRANSFERS
Transfer Out - RV Park
Transfer Out - Annual Fair
Transfer Out - Justice Court
Transfer Out - Health
Transfer Out - F&E Reserve
Transfer Out - F&E
Transfer Out - Sheriff
TOTAL TRANSFERS
FUND BALANCE
Budget Actuals % Budget Actuals % Projection % $ Variance
(20,000)
(20,000)
100%
(20,000)
(1,666)
8%
(20,000)
100% -
(75,000)
(75,000)
100%
(75,000)
(6,250)
8%
(75,000)
100%
(240,956)
(196,013)
81%
(263,217)
(21,934)
8%
(263,217)
100% -
(444,417)
(444,417)
100%
(418,417)
(34,868)
8%
(418,417)
100%
(498,901)
(479,502)
96%
(501,683)
(41,806)
8%
(501,683)
100% - D
(1,093,513)
(1,049,581)
96%
(1,101,342)
(91,778)
8%
(1,101,342)
100% -�
(3,651,787)
(3,651,787)
100%
(3,651,787)
(304,315)
8%
(3,651,787)
100%
(6,024,574)
(5,916,300)
98%
(6,031,446)
(502,617)
8%
(6,031,446)
100% ;
Budget Actuals % Budget
Beginning Fund Balance
5,890,343
6,189,395 105%
9,513,382
Resources over Requirements
8,568,047
9,202,550
518,064
Net Transfers - In (Out)
(6,024,574)
(5,916,300)
(6,031,446)
TOTAL FUND BALANCE
$ 8,433,816
$ 9,475,645 112% ;
$ 4,000,000
A Includes $4M payment to Sunriver Service District
B Payments to COVA based on a percent of TRT collections
C Includes -$3.5M for Interfund Payments to the General County Reserve Fund
D The balance of the 1 % F&E TRT is transferred to F&E reserves
E Final Beginning Fund Balance will be determined after the final close of FY22
Actuals % Projection % $ Variance
9,465,702 99% 9,465,702 99% (47,680)' E
(2,774,765) 518,064 0.
(502,617) (6,031,446)
$ 6,188,320 155% ; $ 3,952,320 99% ($47,680);
Q e3TES C-0
2{ Budget to Actuals Report
"
ARPA —Fund 200
FY23 YTD July 31, 2022 (unaudited)
8.3 %
Year Complete
Fiscal Year 2022 1 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Interest - 93,961 105,186 19,557 19% 105,186 100%
State & Local Coronavirus Fiscal 19,000,000 38,367,217 202%
Recovery Funds
TOTAL RESOURCES 19,000,000 38,461,178 202% ; 105,186 19,557 19% ; 105,186 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Services to Disproportionately 20,650,098 5,106,512 25% 15,394,824 17,281 0% 15,394,824 100% ; ; A
Impacted Communities
Administrative
5,281,005
143,079
3%
4,317,328
15,459 0%
4,317,328 100%
- C
Infrastructure
2,050,000
527,275
26%
1,634,710
- 0%
1,634,710 100%
E
Negative Economic Impacts
6,285,840
5,464,103
87%
899,577
- 0%
899,577 100%
- B
Public Health
3,733,057
2,786,152
75%
882,922
21,694 2%
882,922 100%
D
TOTAL REQUIREMENTS ; 38,000,000 14,027,121 37% ; 23,129,361 54,434 0% 23,129,361 100% ;
FUND BALANCE Budget Actuals % Budget
Beginning Fund Balance 19,000,000 14,137 0% 23,024,175
Resources over Requirements (19,000,000) 24,434,057 (23,024,175)
Net Transfers - In (Out) -
I I
TOTAL FUND BALANCE
Actuals % Projection % $ Variance
24,448,194 106% 24,448,194 106% 1,424,019- F
f f I (34,876) (23,024,175) 0:I
I 1 1 1
$ 24,413,318 $ 1,424,019 ; $1,424,019:
A Includes $6.77M in childcare/early education funding, $6.9M in housing support for unhoused persons and over $7.3M in affordable housing projects
g Majority of funding is for food programs, $2.5 million in small business assistance and additional funding for Ronald McDonald House and an
Apprenticeship jobs program
C Administration holds the balance of the ARPA funds, as well as an approved Management Analyst for ARPA reporting and administration
D 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 congregate settings and various Health Services expenses such as temporary staffing costs to support the COVID-19 response
E Consists of modernization of irrigation systems, Terrebonne wastewater system, and a regional broadband infrastructure needs and assessment
F Final Beginning Fund Balance will be determined after the final close of FY22
oy 'TES 0
` 2{ Budget to Actuals Report
..��� Justice Court -Fund 220
FY23 YTD July 31, 2022 (unaudited)
8.3 %
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
RESOURCES
Budget
Actuals
%
Budget Actuals % Projection % $ Variance
Court Fines & Fees
550,000
494,265
90%
525,000 34,712 7% 525,000 100% o
Interest on Investments
95
45
48%
32 43 134% 390 999% 358,
Miscellaneous
737
365
50%
- - -
TOTAL RESOURCES
550,832
494,676
90% ;
525,032 34,755 7% ; 525,390 100% ; 358;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services 577,209 541,906 94% 569,648 47,999 8% 569,648 100%
Materials and Services 158,933 148,782 94% 161,535 22,338 14% 161,535 100% A
TOTAL REQUIREMENTS 736,142 690,688 94% 731,183 70,337 10% 731,183 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals %
Projection % $ Variance
Transfers In -TRT
240,956
196,013
81%
263,217
21,934 8%
263,217 100% -
TOTAL TRANSFERS
240,956
196,013
81%
263,217
21,934 8%
263,217 100% ;
Resources over Requirements
(185,310)
(196,013)
(206,151)
(35,582)
(205,793) 358:
Net Transfers - In (Out)
240,956
196,013
263,217
21,934
263,217
6
i
e �
e s
TOTAL ':;
$ 55,646
-
0%
$ 57,066
($ 13,648) -24% ;
$ 57,424 101% ; $358;
A One time yearly software maintenance fee paid
in July for entire
fiscal
year
o vTES C ' Budget to Actuals Report
c .N " 0
Q..`� Sheriff's Office - Fund 255
FY23 YTD July 31, 2022 (unaudited)
8.3%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
LED #1 Property Tax Current
28,448,529
28,828,746 101%
30,282,049
-
0%
30,282,049 100% -,A
LED #2 Property Tax Current
11,813,562
11,962,302 101%
13,400,541
0%
13,400,541 100% - A
Sheriffs Office Revenues 1
3,993,964
4,268,422 107%
4,520,630
777,392
17%
4,520,630 100% -
LED #1 Property Tax Prior
330,000
288,862 88%
330,000
43,075
13%
330,000 100%
LED #2 Property Tax Prior
145,000
118,145 81%
145,000
17,734
12%
145,000 100% -
LED #1 Interest 1
147,416
96,152 65%
89,119
10,351
12%
89,119 100% -
LED #2 Interest I
69,274
24,356 35%
1
22,716
828
4%
I I
22,716 100%
P 1
1
LED #1 Foreclosed Properties
-
36,317
-
-
LED #2 Foreclosed Properties
15,070
I
TOTAL RESOURCES
44,947,745
45,638,372 102% ;
48,790,055
849,380
2%
48,790,055 100% ;
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Digital Forensics
-
-
808,610
61,339
8%
808,610 100%
Concealed Handgun Licenses
-
-
335,044
4,577
1%
335,044 100%
Rickard Ranch
-
357 999%
264,871
1,775
1%
264,871 100% -
Sheriffs Services I
4,002,499
4,154,554 104%
5,863,885
331,695
6%
5,863,885 100%
Civil/Special Units
1,154,204
1,114,765 97%
1,168,300
97,061
8%
1,168,300 100% -
Automotive/Communications I
3,576,342
3,740,407 105%
4,005,888
176,877
4%
4,005,888 100% -
Detective I
3,029,130
3,018,196 100%
3,383,825
315,521
9%
3,383,825 100%
Patrol 1
14,015,461
13,460,461 96%
14,640,315
1,227,262
8%
14,640,315 100% -
Records 1
1,025,023
737,816 72%
944,493
55,255
6%
944,493 100% -
Adult Jail I
21,033,697
18,843,485 90%
I
22,182,320
1,632,235
7%
I I
22,182,320 100%
I I
Court Security
444,617
432,675 97%
424,fb9
42,445
1U76
424,769 -1UU% -
Emergency Services
789,912
544,118 69%
829,997
32,839
4%
829,997 100% -
Special Services
1,775,588
2,055,293 116%
2,047,792
185,723
9%
2,047,792 100%
Training
1,626,207
1,787,202 110%
1,907,588
154,128
8%
1,907,588 100%
Other Law Enforcement I
1,389,684
1,513,229 109%
820,836
151,896
19%
I
820,836 100%
1
Non - Departmental I
299,998
- 0%
-
-
0%
- 100%
TOTAL REQUIREMENTS
54,162,360
51,402,557 95%
59,628,533
4,470,629
7%
59,628,533 100% ;
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfer In - TRT
3,651,787
3,651,787 100%
3,651,787
304,315 8%
3,651,787 100% -
Transfer In - General Fund
I 121,950
121,950 100%
70,000
5,833 8%
70,000 100% -
Transfers Out - Debt Service
I (273,000)
(272,491) 100%
(273,200)
- 0%
(273,200) 100% -
TOTAL TRANSFERS
3,500,737
3,501,246 100% ;
3,448,587
310,148 9%
3,448,587 100% ;
FUND BALANCE Budget Actuals % Budget
Beginning Fund Balance
17,874,511
I
17,266,520 97%
14,414,541
Resources over Requirements
(9,214,615)
(5,764,185)
(10,838,478)
Net Transfers - In (Out)
3,500,737
I
3,501,246
I
3,448,587
TOTAL FUND BALANCE
1 $ 12,160,633
$ 15,003,581 123% ;
$ 7,024,650
A Current year taxes received primarily in November, February and May
B Final Beginning Fund Balance will be determined after the final close of FY22
Actuals % Projection % $ Variance
15,910,275 110% 15,910,275 110% 1,495,734, B
I 1 1 I
(3,621,249) (10,838,478) 0
310,148 3,448,587
1 I I I
$ 12,599,174 179% $ 8,520,384 121% ; $1,495,734.
0-TES�oGz< Budget to Actuals Report
Health Services -Fund 274
FY23 YTD July 31, 2022 (unaudited)
RESOURCES
State Grant
OHP Capitation
State Miscellaneous
OHP Fee for Service
Federal Grants
Local Grants
Environmental Health Fees
Other
State - Medicaid/Medicare
Patient Fees
Medicaid
State - Medicare
Vital Records
Liquor Revenue
Divorce Filing Fees
Interfund Contract- Gen Fund
State Shared- Family Planning
Interest on Investments
CCBHC Grant
TOTALRESOURCES
8.3 %
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
17,641,302
18,290,596
104%
17,926,893
817,010
5%
19,354,970 108%
1,428,077.
8,947,837
11,776,144
132%
12,882,624
1,084,218
8%
12,882,624 100%
4,129,465
3,201,227
78%
6,733,764
-
0%
6,674,485 99% o
(59,279)
3,627,151
4,032,343
111%
3,232,620
244,917
8%
3,232,621 100%
11
41303,483
3,428,691
80%
2,215,634
-
0%
2,525,299 114%
309,665!
1,936,838
2,525,309
130%
2,088,031
20,117
1%
2,141,189 103%
53,158,
1,086,019
1,213,172
112%
1,238,499
23,795
2%
1,238,499 100%
-�
884,036
802,853
91%
1,021,722
66,108
6%
1,022,772 100%
1,050
843,050
777,348
92%
807,530
73,059
9%
807,565 100%
35!
468,415
538,392
115%
615,644
41,664
7%
621,331 101%
5,687-
1,014,100
750,524
74%
430,863
59,420
14%
624,844 145%
193,981!
172,200
194,470
113% -
337,614
20,116
6%
337,614 100%
-
280,000
342,960
122%
300,000
8,138
3%
300,000 100%
-
157,000
199,509
127%
177,574
-
0%
177,574 100% -
-
173,030
178,331
103%
173,030
-
0%
39,000 23%
(134,030)
127,000
127,000
100%
127,000
-
0%
127,000 100%
-�
152,634
118,228
77%
125,000
17,690
14%
125,000 100%
-
156,549
101,438
65%
97,750
16,595
17%
97,750 100%
2,627,291
38,587
1%
-
-
-
-�
48,727,400
48,637,121
100% ;
50,531,792
2,492,847
5% ;
52,330,137 104% ;
1,798,345:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation
-
-
I -
- ' °
-
Personnel Services
43,994,358
39,401,457
90% 49,299,355
5,906,088 12%
48,580,076 99% a
719,279!
Materials and Services
14,721,284
12,099,459
82% 15,390,392
790,021 5%
15,780,963 103% _
(390,571)!
Capital Outlay
157,000
82,128
52% -
-
25,123 999%
(25,123)
TOTAL REQUIREMENTS
58,872,642
51,583,044
88% 64,689,747
6,696,109 10%
64,386,162 100% ;
303,585:
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- General Fund
5,909,168
5,909,168 100%
6,608,245
550,678
8%
6,608,245 100%
Transfers In- OHP Mental Health
-
1,473,586
122,794
8%
1,473,586 100%
Transfers In - TRT
444,417
444,417 100%
418,417
34,868
8%
418,417 100% -
Transfers Out
(230,755)
(230,755) 100%
(241,596)
(20,132)
8%
(241,596) 100%
TOTAL TRANSFERS
6,122,830
6,122,830 100% ;
8,258,652
688,208
8%
8,258,652 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection % $ Variance
Beginning Fund Balance
10,033,946
10,689,975 107%
11,228,719
12,769,018 114%
12,340,707 110% 1,111,988:
Resources over Requirements
(10,145,242)
(2,945,924)
(14,157,955)
(4,203,263)
(12,056,025) 2,101,930!
Net Transfers - In (Out)
6,122,830
6,122,830
8,258,652
688,208
8,258,652
TOTAL FUND BALANCE
$ 6,011,534
$ 13,866,882 231% ;
$ 5,329,416
$ 9,253,963 174% ;
$ 8,543,334 160% ; $3,213,918:
Q`�V(ESC�G2� Budget to Actuals Report
Health Services - Admin - Fund 274
FY23 YTD July 31, 2022 (unaudited)
8.3 %
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
State Grant
769,319
767,028
100%
379,180
-
0%
379,180 100% -
OHP Capitation
-
436,443
367,074
30,527
8%
367,074 100% -
Interest on Investments
156,549
101,438
65%
97,750
16,595
17%
97,750 100% -
Federal Grants
1,438,843
522,421
36%
54,405
-
0%
298,578 549% 244,173- A
Other
9,200
12,146
132%
12,900
4,836
37%
12,900 100% -�
CCBHC Grant
486,804
6,938
1%
-
-
- -�
Patient Fees
-
1,124
-
-
-
TOTAL RESOURCES
2,860,715
1,847,537
65%
911,309
51,959
6%
1,155,482 127% ; 244,173;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services 6,904,224 5,839,549 85% 6,513,820 458,775 7% 6,500,913 100% 12,907,
Materials and Services 6,580,649 6,178,118 94% 6,425,658 523,234 8% 6,590,535 103% (164,877)! B
Administration Allocation (10,188,902) (10,188,901) 100% (10,966,416) - 0% (10,966,416) 100% -
TOTAL REQUIREMENTS 3,295,971 1,828,766 55% 1,973,061 982,009 50% 2,125,032 108% ; (151,970).
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- OHP Mental Health
80,771
6,730
8%
80,771 100%
Transfers Out
(219,794)
(219,794) 100%
(230,635)
(19,219)
8%
(230,635) 100%
TOTAL TRANSFERS
(219,794)
(219,794) 100% ;
(149,864)
(12,489)
8% ;
(149,864) 100% ;
GI IAI r1 QAI AAI/"C
i vow 12 AI A CE
®...�.,...e
Budget
n»6....1.. O/
Ac4.-1- iu
�..dr.wtr
Budget
Artrn9lc
Actuals
o/
.�
Prrtinr4inn °/
. rojectio.. /,
.P. Variance.
T -_.._...--
Beginning Fund Balance
3,552,000
3,769,942 106%
3,884,332
3,525,178
91%
3,995,998 103%
111,666- C
Resources over Requirements
(435,256)
18,772
(1,061,752)
(930,050)
(969,550)
92,203!
Net Transfers - In (Out)
(219,794)
(219,794)
(149,864)
(12,489)
(149,864)
TOTAL FUND BALANCE
$ 2,896,950
$ 3,568,920 123% ;
$ 2,672,716
$ 2,582,638
97%
$ 2,876,584 108% ;
$203,868:
A Actuals include revenue for which will be spent in future fiscal years whereas the projection amount reflects the department's anticipated State Grant
funds to be used in FY22
B Expenditures over budget related to expenses supporting COVID-19 vaccine distribution.
C Final Beginning Fund Balance will be determined after the final close of FY22
Q ,Z, �1Es ` 2� Budget to Actuals Report
`e . oG
W.
qp
Health Services - Behavioral Health -Fund 274 $ 3%
FY23 YTD July 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
OHP Capitation
8,947,837
11,339,701 127%
12,515,550
1,053,690
8%
12,515,550 100%
-
State Grant
11,907,014
12,762,550 107%
11,817,372
798,226
7%
12,747,575 108%
930,203. A
State Miscellaneous
1,934,643
1,356,510 70%
5,859,418
-
0%
5,817,592 99%
(41,826)'
OHP Fee for Service
3627,151
4,009,351 111%
3,214,360
241,821
8%
3,214,361 100%
1
Federal Grants
2:725,623
2,781,433 102%
2,017,169
-
0%
2,080,358 103%
63,189!
Local Grants
1,093,055
1,385,009 127%
1,311,139
-
0%
1,322,139 101%
11,000
Other
682,180
668,038 98%
719,670
60,172
8%
719,670 100%
Patient Fees
372,115
431,526 116%
519,344
36,482
7%
519,344 100%
Medicaid
1,014,100
750,524 74%
430,863
59,420
14%
624,844 145%
193,981-
State - Medicare
172,200
194,470 113%
337,614
20,116
6%
337,614 100%
Liquor Revenue
157,000
199,509 127% -
177,574
-
0%
177,574 100%
Divorce Filing Fees
173,030
178,331 103% -
173,030
-
0%
39,000 23%
(134,030)
Interfund Contract- Gen Fund
127,000
127,000 100%
127,000
-
0%
127,000 100%
CCBHC Grant
2,140,487
31,649 1%
-
-
-
-�
TOTAL RESOURCES
35,073,435
36,215,600 103% ;
39,220,103
2,269,928
6%
40,242,621 103% ;
19022,518:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation
7,523,855
7,523,855 100%
8,038,627
- 0%
8,038,627 100%
Personnel Services
26,606,065
24,513,890
92%
31,172,667
4,663,936 15%
30,821,583 99%
351,084-
Materials and Services
4,882,963
3,507,836
72%
6,577,601
163,955 2%
6,617,331 101%
(39,730)!
Capital Outlay
80,000
54,752
68%
-
-
25,123 999%
(25,123)
TOTAL REQUIREMENTS
39,092,883
35,600,332
91%
45,788,895
4,827,891 11%
45,502,664 99%
286,231:
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- General Fund
2,278,087
2,278,087 100%
2,231,439
185,949
8%
2,231,439 100%
Transfers In- OHP Mental Health :
-
-
1,392,815
116,064
8%
1,392,815 100%
Transfers Out
(10,961)
(10,961) 100%
(10,961)
(913)
8%
(10,961) 100%
TOTAL TRANSFERS
2,267,126
2,267,126 100% ;
3,613,293
301,100
8%
3,613,293 100%:
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Beginning Fund Balance
3,612,014
3,870,664 107%
4,788,795
5,748,420
120%
5,741,107 120% 952,312, B
Resources over Requirements
(4,019,448)
615,268
(6,568,792)
(2,557,963)
(5,260,043) 1,308,749
Net Transfers - In (Out)
2,267,126
2,267,126
3,613,293
301,100
3,613,293
TOTAL FUND BALANCE
$ 1,859,692
$ 6,753,057 363% ;
$ 1,833,296
$ 3,491,558
190% ;
$ 4,094,357 223% ; $2,261,061:
A Increase of $715K related to new funds for Aid & Assist ($431 K), and a cost of living adjustment ($358K).
B Final Beginning Fund Balance will be determined after the final close of FY22
�-TES `oGZj Budget to Actuals Report
Health Services -Public Health -Fund 274
FY23 YTD July 31, 2022 (unaudited)
RESOURCES
State Grant
Environmental Health Fees
State Miscellaneous
State - Medicaid/Medicare
Local Grants
Vital Records
Other
Federal Grants
State Shared- Family Planning
Patient Fees
OHP Fee for Service
TOTAL RESOURCES
REQUIREMENTS
8.3 %
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
4,964,969
4,761,019
96%
5,730,341
18,784
0%
6,228,215 109%
497,874- A
1,086,019
1,213,172
112% -
1,238,499
23,795
2%
1,238,499 100%
-
2,194,822
1,844,717
84%
874,346
-
0%
856,893 98% a
(17,453)
843,050
777,348
92%
807,530
73,059
9%
807,565 100% -
35
843,783
1,140,300
135%
776,892
20,117
3%
819,050 105% ;
42,158
280,000
342,960
122% -
300,000
8,138
3%
300,000 100%
-
192,656
122,669
64%
289,152
1,100
0%
290,202 100%
1,050
139,017
124,837
90%
144,060
-
0%
146,363 102%
2,303
152,634
118,228
77%
125,000
17,690
14%
125,000 100% -
-�
96,300
105,742
110%
96,300
5,182
5%
101,987 106% -
5,687
-
22,993
18,260
3,096
17%
18,260 100%
-
10,793,250
10,573,983
98%
10,400,380
170,960
2%
10,932,034 105% ;
531,654:
Budget Actuals % Budget Actuals %
Administration Allocation
2,665,047
2,665,046 100%
2,927,789
- 0%
Personnel Services
10,484,069
9,048,019
86%
11,612,869
783,378 7%
Materials and Services
3,257,672
2,413,506
74%
2,387,133
102,832 4%
Capital Outlay
77,000
27,376
36%
-
-
TOTAL REQUIREMENTS ;
16,483,788
14,153,946
86%
16,927,791
886,210 5% ,
TRANSFERS
Transfers In- General Fund
Transfers In - TRT
TOTALTRANSFERS
FUND BALANCE
Beginning Fund Balance
Resources over Requirements
Net Transfers - In (Out)
TOTAL FUND BALANCE
Budget Actuals % Budget Actuals %
Projection %
$ Variance
2,927,789 100%
11,257,580 97%
355,289-
2,573,097 108%
(185,964);
16,758,466 99%
169,325:
Projection % $ Variance
3,631,081
3,631,081
100%
4,376,806
364,729
8%
4,376,806 100%
-
444,417
444,417
100%
418,417
34,868
8%
418,417 100%
-�
4,075,498
4,075,498
100% ;
4,795,223
399,597
8%
4,795,223 100% ;
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
2,869,932
3,049,370
106%
2,555,592
3,495,420
137%
2,603,602 102%
48,010, B
(5,690,538)
(3,579,963)
(6,5273411)
(715,250)
(5,826,432)
700,979
4,075,498
43075,498
4,795,223
399,597
4,795,223
$ 1,254,892
$ 3,544,905
282% ;
$ 823,404
$ 3,179,767 386% ; ;
$ 1,572,393 191% ;
$748,989:
A Carryforward of unbudgeted funds are related to vacancies in COVID Team and Public Health Modernization.
B Final Beginning Fund Balance will be determined after the final close of FY22
oh VIES C 0
2{ Budget to Actuals Report
(
.`� Community Development -Fund 295 $ 3%
FY23 YTD July 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Admin - Operations
Code Compliance
Building Safety
Electrical
Environmental On -Site
Current Planning
Long Range Planning
TOTALRESOURCES
REQUIREMENTS
138,716
153,688 111 %
153,445
7,530
5%
842,906
995,865 118%
1,171,592
74,474
6%
3,819,940
4,325,818 113%
4,821,160
381,367
8%
914,750
979,129 107%
1,022,005
58,614
6%
1,056,678
983,462 93%
1,017,678
61,889
6%
1,980,521
2,223,570 112%
2,425,334
177,032
7%
826,806
880,902 107%
1,064,305
85,009
8%
9,580,316
10,542,434 110% ;
11,675,519
845,913
7% ,
Budget Actuals % Budget Actuals %
Admin - Operations
3,137,795
2,962,068
94%
3,432,980
278,215
8%
Code Compliance
617,012
618,671
100%
805,614
51,394
6%
Building Safety
2,284,444
2,023,911
89%
2,538,721
154,126
6%
Electrical
556,531
553,500
99%
641,837
43,551
7%
Environmental On -Site
765,935
643,443
84%
753,369
57,218
8%
Current Planning
1,769,333
1,590,813
90%
2,062,044
115,288
6%
Long Range Planning
847,839
575,907
68%
998,739
58,913
6%
r
TOTAL REQUIREMENTS ;
9,978,889
8,968,312
90%
11,233,304
758,705
7% ,
153,445 100% -
1,171,592 100% -�
4,821,160 100%
1,022,005 100%
1,017,678 100% i
2,425,334 100% -�
1,064,305 100% -
11,675,519 100% ;
Projection % $ Variance
3,246,715 95% 186,26& A
805,614 100%
2,242,675 88% 296,046! A
572,195 89% 69,642, A
753,369 100%
1,850,184 90% 211,860! A
998,739 100% -
10,469,491 93% 763,813:
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Transfers In - General Fund
290,000
170,661
59%
160,000
9,999
6%
160,000 100%
Transfers Out
(99,360)
(99,360)
100%
(112,619)
(9,382)
8%
(112,619) 100%
-
Transfers Out - CDD Reserve
(461,262)
(1,230,508)
267%
(958,966)
(79,912)
8%
(1,426,146) 149% _
(467,180)
TOTAL TRANSFERS
(270,622)
(1,159,207)
428% ;
(911,585)
(79,295)
9% ;
(1,378,765) 151% ;
(467,180);
FUND BALANCE
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
1,432,367
1,749,673
122%
2,096,504
2,191,402
105%
2,191,402 105%
94,898, B
Resources over Requirements
(398,573)
1,574,121
442,215
87,208
1,206,028
763,813!
Net Transfers - In (Out)
(270,622)
(1,159,207)
(911,585)
(79,295)
;
(1,378,765)
(467,180)!
TOTAL FUND BALANCE
$ 763,172
$ 2,164,587
284% ;
$ 1,627,134
$ 2,199,315
135% ; ;
$ 2,018,665 124% ;
$391,531:
A Projections reflect unfilled positions
B Final Beginning Fund Balance will be determined after the final close of FY22
oy �?E5` 2< 0
Budget to Actuals Report
L�
Road - Fund 325
FY23 YTD July 31, 2022 (unaudited)
8.3%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Motor Vehicle Revenue
17,485,000
19,740,504 113%
19,483,147
1,695,587
9%
19,483,147 100%
-
Federal - PILT Payment
2,096,751
2,195,918 105%
2,200,000
2,239,616
102%
2,239,616 102%
39,616- A
Other Inter -fund Services
1,221,632
1,254,413 103%
1,311,901
480
0%
1,311,901 100%
Forest Receipts
627,207
792,420 126%
882,502
-
0%
882,502 100%
Sale of Equip & Material
449,150
341,833 76%
426,000
30
0%
426,000 100%
Cities-Bend/Red/Sis/La Pine
560,000
155,269 28%
403,731
-
0%
403,731 100%
Miscellaneous
67,340
68,747 102%
77,610
5,546
7%
77,610 100%
-
Interest on Investments
59,109
55,083 93%
54,172
4,398
8%
54,172 100%
Mineral Lease Royalties
60,000
148,267 247%
50,000
-
0%
50,000 100%
Assessment Payments (P&I)
3,460
16,052 464%
-
375
10,000
10,000, B
TOTAL RESOURCES
22,629,649
24,768,506 109% ;
24,889,063
3,946,032
16%
24,938,679 100% ;
49,616:
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
6,916,229
6,754,381 98%
7,802,271
584,366
7%
7,802,271 100%
Materials and Services
79843,400
6,877,462 88%
8,363,465
443,673
5%
8,363,465 100%
Capital Outlay
264,500
141,754 54%
23,260
1,105
5%
23,260 100%
TOTAL REQUIREMENTS
15,024,128
13,773,597 92% ;
16,188,996
1,029,144
6%
16,188,996 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers Out
(11,757,547)
(11,757,547) 100%
(12,330,136)
(7,440,775)
60%
(12,330,136) 100% _ -
TOTAL TRANSFERS
r
(11,757,547)
�
(11,757,547) 100% ;
(12,330,136)
(7,440,775)
60% ;
(12,330,136) 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
Resources over Requirements
6,383,832
7,605,521
8,566,521 134%
10,994,909
5,892,967
8,700,067
7,803,964 132%
2,916,888
7,803,964 132% : 1,910,997: C
8,749,683 49,616!
Net Transfers - In (Out)
(11,757,547)
(11,757,547)
(12,330,136)
(7,440,775)
(12,330,136)
TOTAL FUND BALANCE
$ 2,231,806
$ 7,803,883 350% ;
$ 2,262,898
$ 3,280,076 145% ; ;
$ 4,223,511 187% ; $1,960,613:
A Actual payment higher than budget
B Updated based on YTD actuals trending higher than budgeted
C Final Beginning Fund Balance will be determined after the final close of FY22
�TEs` Budget to Actuals Report
,o
�®. Adult P&P - Fund 355
FY23 YTD July 31, 2022 (unaudited)
8.3 %
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
DOC Grant in Aid SB 1145
4,202,885
4,734,453 113%
4,734,453
1,183,613
25%
4,734,453 100%
CJC Justice Reinvestment
781,597
892,038 114%
892,038
-
0%
892,038 100% -
DOC Measure 57
255,545
244,606 96%
244,606
244,606
100%
244,606 100% -
State Miscellaneous
138,000
96,068 70%
123,453
-
0%
123,453 100%
Interfund- Sheriff
50,000
55,000 110%
50,000
4,167
8%
50,000 100%
Gen Fund/Crime Prevention
50,000
50,000 100%
50,000
-
0%
50,000 100% -
Oregon BOPPPS
24,281
20,318 84%
20,318
-
0%
20,318 100% -
Interest on Investments
45,193
19,125 42%
18,151
2,992
16%
18,151 100% -�
Electronic Monitoring Fee
2,500
280 11%
500
11
2%
500 100% -�
Miscellaneous
500
3,904 781%
500
72
14%
500 100% -
Probation Work Crew Fees
1,500
- 0%
-
-
- -'
DOC-Family Sentence Alt
118,250
58,958 50%
-
-
-
Probation Supervision Fees
170,000
3,606 2%
-
-
- -�
TOTAL RESOURCES
5,840,250
6,178,356 106% ;
6,134,018
1,435,461
23%
6,134,018 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
5,379,503
4,866,013
90%
5,683,822
421,168
7%
5,683,822 100%
Materials and Services
1,700,412
1,527,779
90%
1,883,614
68,567
4%
1,883,614 100%
Capital Outlay
-
-
8,475
598
7%
8,475 100%
TOTAL REQUIREMENTS
7,079,915
6,393,791
90%
7,575,910
490,333
6%
7,575,910 100% ;
TRANSFERS
Budget
Actuals
%
Budaet
Actuals
%
Projection % $ Variance
Transfers In- General Funds
662,046
662,045
100%
536,369
44,696
8%
536,369 100% _ -
Transfer to Vehicle Maint
(190,974)
(190,974) 100%
(69,277)
(5,773)
8%
(69,277) 100%
TOTAL TRANSFERS
471,072
471,071
100% ;
467,092
38,923
8%
467,092 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
2,739,775
2,982,055 109%
3,100,000
3,221,318 104%
3,221,318 104% 121,317- A
Resources over Requirements
(1,239,665)
(215,435)
(1,441,892)
945,128
(1,441,892) 0
Net Transfers - In (Out)
471,072
471,071
467,092
38,923
467,092
TOTAL FUND BALANCE
$ 1,971,182
$ 3,237,691 164% ;
$ 2,125,200
$ 4,205,368 198% ; ;
$ 2,246,518 106% ; $121,318:
A Final Beginning Fund Balance will be determined after the final close of FY22
Q`\XViE5C0& Budget to Actuals Report
0.
Road CIP -Fund 465 8.3%
FY23 YTD July 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
State Miscellaneous 2,191,461 1,000,000 46% 1,818,500 - 0% 1,818,500 100%
Interest on Investments 279,729 124,832 45% 124,563 23,439 19% 124,563 100% -�
TOTAL RESOURCES 2,471,190 1,124,832 46% 1,943,063 23,439 1% 1,943,063 100% ;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Materials and Services
109,870
109,870
100%
127,640
10,637
8%
127,640 100%
Capital Outlay
29,612,821
7,996,247
27%
28,259,526
2,200,660
8%
28,259,526 100% -�
TOTAL REQUIREMENTS
29,722,691
8,106,117
27%
28,387,166
2,211,297
8%
28,387,166 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Transfers In
12,193,917
10,672,113
88%
14,230,313
4,889,361
34%
14,230,313 100% -
TOTAL TRANSFERS
12,193,917
10,672,113
88%
14,230,313
4,889,361
34%
14,230,313 100%
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
20,374,044
23,533,004 116% 24,548,274
27,223,832 111% 27,223,832 111% 2,67515% A
Resources over Requirements
(27,251,501)
(6,981,285) (269444,103)
(2,187,857) (26,444,103) 0
Net Transfers - In (Out)
12,193,917
10,672,113 14,230,313
4,889,361 14,230,313 -
TOTAL FUND BALANCE
$ 5,316,460
$ 27,223,832 512% ; $ 12,334,484
$ 29,925,335 243% ; $ 15,010,042 122% ; $2,675,558.
A renal Beginning iU(lU Ddlalll:C
WIII UG UG1C1111ii1GU
CII\GI 41G Illial VlVoc vl I I ��
IES Budget to Actuals Report
0C-,,Road CIP (Fund 465) - Capital Outlay Summary by Project
8•3%
FY23 YTD July 31, 2022 (unaudited)
Year Completed
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals %
Projection
% $ Variance
Terrebonne Refinement Plan l $
10,000,000 $
-
[ $
7,319,310 $
2,200,000 30 % $
7,319,310
100% $
-
6,700,000
- 0% [
6,700,000
100
US 20 at Tumalo
Tumalo Road / Tumalo Place
-
67,998
Old Bend Rdm/Tumalo Rd Inter
-
16,907
NE Negus and 17TH
2,363,532
2,142,875
91 %-
Hunnel Rd: Loco Rd to Tumalo Rd
2,168,940
637,975
29% ':
4,265,216
660 0% 3
4,265,216
100% -
Transportation System Plan Update
108,510
86,081
79%
-
-
-
279,575
1,110
0%
818,500
- 0%
818,500
100%
GribblingRdBridge
Terrebonne Wastewater Feasibility St.
-
35,130
-
-
-
Rickard Rd: Groff Rd to US 20
1,716,142
1,391,051
81 %-
Paving Powell Butte Hwy
931,140
1,319,374
142%
-
-
-
Smith Rock Way Bridge Replace
505,000
1,869
0% 1
985,000
- 0%
985,000
100% E
Deschutes Mkt Rd/Hamehook Round
671,000
208,367
31 %
1,663,000
- 0%
1,663,000
100% €
Paving Cottonwood: Us 97 To BSNF RR
618,144
499,075
81 %
-
-
-
Paving Desch Mkt Rd: Yeoman Hamehoo
310,838
-
0%
443,000
- 0% f
443,000
100
Paving Alfalfa Mkt Rd: Mp 4 Dodds
265,000
2,638
1 %
1,200,000
- 0%
1,200,000
100%
Paving Of Hamby Rd: Us 20 To Butler
200,000
1,912
1 %
333,000
- 0%
333,000
100% [ -
Powell Butte Hwy/Butler Market RB
150,000
38,562
26 %
785,000
- 0 % i
785,000
100
Wilcox Ave Bridge #2171-03 Replacem
100,000
-
0%
160,000
- 0%
160,000
100% E
US 20: Cook Ave/OB Riley Rd (Tumalo
6,700,000
-
0%
-
-
-
-€A
US 20: Tumalo Multi -Use Path Crossing
1,250,000
1,200,000
96%
Highway Warning Systems 2021
-
69,536
-
-
Tumalo Wastewater Feasibility Study
219
Paving Tumalo Rd/Deschutes Mkt Rd
-
1,640
246,000
- 0%
246,000
100% E
Slurry Seal 2022
-
1,148
Paving of Rosland Rd: US 20 to Draf
-
-
380,000
- 0 % E
380,000
100
A
Intersection Safety Improvements
FY 22 Guardrail Improvements
100,000
114,378
114%
-
-
-
-
Redmond District Local Roads
500,000
-
0%
-
-
-
-iA
Bend nictrint 1 Heal Rnads
500,000
0%
:A
Sidewalk Ramp Improvements
75,000
156,557
209%
50,000
- 0%
50,000
100%
100,000
1,843
2%
150,000
- 0%
150,000
100% -
Signage Improvements
Northwest Way: NW Coyner Ave to NW Altmeter Wy
-
815,000
- 0%
815,000
100
-
300,000
- 0%
300,000
100% I -
Slurry Seal 2023
-
200,000
- 0%
200,000
100%
Local Road Pavement Preservation
NW Lower Bridge Way: 43rd St to Holmes Rd
-
100,000
- 0 %
100,000
100 % € -
-
100,000
- 0%
100,000
100%
Tumalo Resevoir Rd: OB Riley to Sisemore Rd
-
1,000,000
- 0%
1,000,000
100% E
Terrebonne Wastewater System Phase 1
-
-
150,000
- 0% i
150,000
100% E
FY 23 Guardrail lmrovements
-
96,500
- 0%
96,500
100
Hamehook Rd Bridge #16181 Rehabilitation
TOTAL CAPITAL
$ 29,612,821
$ 7,996,247
27%:
$ 28,259,526:
2,200,660 8%:
$ 28,259,526
100%: -
A These projects will have activity this year; budget from other projects will be re -allocated
i
u1_ES coG2< Budget to Actuals, Report
Solid Waste -Fund 610
FY23 YTD July 31, 2022 (unaudited)
8.3%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Franchise Disposal Fees
7,124,000
6,8919500 97%
7,210,000
624,513
9%
7,210,000 100% -
- A
Private Disposal Fees
2,827,000
3,191,189 113%
3,337,000
306,840
9%
3,337,000 100%
A
Commercial Disp. Fee
21686,000
3,075,123 114%
3,234,000
337,005
10%
3,234,000 100%
- A
Franchise 3% Fees I
290,000
337,878 117%
305,000
23,078
8%
305,000 100%
C
Yard Debris I
300,000
268,060 89%
290,000
28,936
10%
290,000 100% -
-
Miscellaneous
55,000
80,970 147%
70,000
13,406
19%
70,000 100%
Interest I
41,599
27,916 67%
30,498
2,959
10%
30,498 100%
Special Waste
15,000
37,718 251%
15,000
1,146
8%
15,000 100%
Recyclables
12,000
12,980 108%
12,000
717
6%
I
12,000 100%
-
d
Leases I
1
1 100%
1
-
0%
1 100%
TOTAL RESOURCES
13,350,600
13,923,334 104% ;
14,503,499
1,338,601
9%
14,503,499 100% ;
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
2,754,132
2,696,404 98%
3,277,684
242,444
7%
3,277,684 100%
Materials and Services I
5,651,103
5,192,584 92%
6,473,358
111,958
2%
6,473,358 100%
Capital Outlay
53,141
76,304 144%
264,000
-
0%
264,000 100%
Debt Service d
1,251,615
797,852 64%
1,327,000
-
0%
1,327,000 100%
-d
TOTAL REQUIREMENTS ;
9,709,991
8,763,145 90% ;
11,342,042
354,401
3%
11,342,042 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
SW Capital & Equipment
(6,029,323)
(6,029,323) 100%
(5,299,665)
(1,163)
0%
(5,299,665) 100%
-
Reserve
TOTAL TRANSFERS ;
(6,029,323)
(6,029,323) 100% ;
(5,299,665)
(1,163)
0% ;
(5,299,665) 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
2,972,234
3,957,273 133%
3,107,198
3,104,294
100%
3,104,294 100%
(2,904); D
Resources over Requirements
3,640,609
5,160,189
3,161,457
984,200
3,161,457
0
Net Transfers - In (Out)
(6,029,323)
(6,029,323)
I
(5,299,665)
(1,163)
d l
(5,299,665)
1
-
I
TOTAL FUND BALANCE
$ 583,520
$ 3,088,139 529% ;
$ 968,989
$ 4,087,331
422% ; ;
$ 966,086 100% ;
($2,904);
A Total disposal fee projections reflect management's best estimate of revenues to be collected; disposal
tons are typically higher in the summer with
reductions in winter. July revenue is 7.7% greater than prior year and
close to budget.
C Annual fees due April 15, 2023; received year-to-date monthly installments from Republic
D Final Beginning Fund Balance
will be determined
after the final close
of FY22
oy OTEs ` 2< 0
Budget to Actuals Report
L� "
Fair & Expo -Fund 615
FY23 YTD July 31, 2022 (unaudited)
8.3%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Events Revenue
578,000
786,724 136%
745,759
57,856
8%
745,759 100%
-
Food & Beverage
513,500
790,362 154%
415,000
25,292
6%
415,000 100%
Rights & Signage
105,000
38,192 36%
105,000
35,400
34%
105,000 100%
-
Storage
77,500
46,525 60%
65,000
-
0%
65,000 100%
Horse Stall Rental
71,500
66,636 93%
49,000
-
0%
49,000 100%
-
Camping Fee
19,500
11,675 60%
20,000
.
0%
20,000 100%
Interest
474
5,301 999%
5,221
757
15%
59221 100%
Miscellaneous
250
2,032 813%
3,554
15
0%
3,554 100%
Interfund Payment
30,000
30,000 100%
-
-
-'
TOTAL RESOURCES
1,395,724
1,777,447 127% ;
1,408,534
119,320
8%
1,408,534 100%
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
1,118,980
1,130,359 101%
1,256,902
92,965
7%
1,256,902 100%
-
Personnel Services - F&B
181,593
200,065 110%
170,247
5
0%
170,247 100%
Materials and Services
818,804
851,937 104%
965,684
59,247
6%
965,684 100%
Materials and Services - F&B
282,500
350,982 124%
273,950
2,561
1%
273,950 100%
Debt Service
103,000
100,899 98%
52,500
-
0%
52,500 100%
TOTAL REQUIREMENTS
2,504,877
2,634,241 105% ;
2,719,284
154,778
6%
2,719,284 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfers In - Room Tax
1,067,769
1,023,837 96%
1,075,598
89,633
8%
1,075,598 100%
-
Transfers In - Park Fund
30,000
30,000 100%
30,000
2,500
8%
30,000 100%
Transfers In - Room Tax (as
25,744
25,744 100%
25,744
2,145
8%
25,744 100%
needed)
Transfers In - County Fair
150,000
150,000 100%
-
-
-
-'
Transfers Out
(310,777)
(310,777) 100%
(427,215)
(35,601)
8%
(427,215) 100%
TOTAL TRANSFERS
962,736
918,804 95%
704,127
58,677
8% ;
704,127 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
750,673
923,473 123%
971,352
867,414
89%
867,414 89%
(103,938); A
Resources over Requirements
(1,1099153)
(856,795)
(1,310,750)
(35,458)
(1,310,750)
0
Net Transfers - In (Out)
962,736
918,804
704,127
58,677
704,127
TOTAL FUND BALANCE
$ 604,256
$ 985,482 163% ;
$ 364,730
$ 890,633
244% ;
$ 260,792 72%
($103,938);
A Final Beginning Fund Balance
will be determined after the final close
of FY22
Es `°G2� Budget to Actuals Report
Annual County Fair -Fund 616
FY23 YTD July 31, 2022 (unaudited)
8.3 %
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Gate Receipts
550,000
738,029
134%
710,000
35,169
5%
710,000 100%
Concessions and Catering
385,000
526,737
137%
505,000
14,375
3%
505,000 100%
Carnival
330,000
415,716
126%
385,000
30,239
8%
385,000 100%
Commercial Exhibitors
110,000
86,200
78%
80,000
112,675
141%
117,000 146% ;
37,000
Fair Sponsorship
83,500
51,035
61%
61,000
96,715
159%
118,000 193% -
57,000-
State Grant
52,000
53,167
102%
53,167
-
0%
53,167 100%
Rodeo
20,000
24,050
120% -
24,000
19,410
81%
24,000 100% -
-
R/V Camping/Horse Stall Rental
25,500
19,815
78%
20,000
16,800
84%
20,000 100%
Livestock Entry Fees
4,500
-
0%
5,000
1,964
39%
5,000 100%
-
Merchandise Sales
-
5,239
3,500
-
0%
3,500 100%
Interest on Investments
-
2,683
2,713
110
4%
2,713 100%
-�
TOTAL RESOURCES
1,560,500
1,922,671
123% ;
1,849,380
327,457
18%
1,943,380 105% ;
94,000:
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
155,959
36,728
24%
169,445
15,208
9%
169,445 100%
Materials and Services
1,312,172
1,316,091
100%
1,682,585
806,139
48%
1,682,585 100%
-�
TOTAL REQUIREMENTS
1,468,131
1,352,819
92%
1,852,030
821,347
44%
1,852,030 100% ;
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfer In - TRT 1% 75,000 75,000 100% 75,000 6,250 8% 75,000 100%
Transfer Out - Fair & Expo (150,000) (150,000) 100% - - -
Transfers Out - - (231,706) (19,308) 8% (231,706) 100% -
TOTAL TRANSFERS (75,000) (75,000) 100% ; (156,706) (13,058) 8% (156,706) 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
-
(109,033) 999%
384,715
385,818 100%
385,818 100%
1,103, A
Resources over Requirements
92,369
569,852
(2,650)
(493,889)
91,350
94,000!
Net Transfers - In (Out)
(75,000)
(75,000)
(156,706)
(13,058)
(156,706)
TOTAL FUND BALANCE
$ 17,369
$ 385,818 999% ;
$ 225,358
($ 121,129) -54% ;
$ 320,462 142% ;
$95,103.
A Final Beginning Fund Balance
will be determined after the final close
of FY22
oy`IP31
ESc0G2< Budget to Actuals Report
Fair & Expo Capital Reserve - Fund 617 $ 3%
FY23 YTD July 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Interest on Investments 8,544 8,012 94% 7,414 1,449 20% 7,414 100% ; -
TOTAL RESOURCES 8,544 8,012 94% 7,414 1,449 20% 7,414 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Materials and Services 180,000 8,564 5% 220,000 92 0% 220,000 100% .
Capital Outlay 388,000 (894) 0% 650,000 - 0% 650,000 100% A
TOTAL REQUIREMENTS 568,000 7,670 1% 870,000 92 0% 870,000 100% ;
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In - TRT 1% 498,901
479,502 96% 501,683
41,806
8%
501,683 100%
Transfers In - Fair & Expo 300,000
300,000 100% 416,437
34,703
8%
416,437 100% -
Transfers In - Annual County Fair -
- 231,706
19,308
8%
231,706 100% -�
TOTAL TRANSFERS 798,901
779,502 98% 1,149,827
95,817
8%
1,149,827 100% ;
FUND BALANCE
Budget
Actuals % Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
1,101,663
1,029,596 93% 1,299,942
1,758,839 135%
1,758,839 135%
458,897- B
Resources over Requirements
(559,456)
342 (862,586)
1,358
(862,586)
0
Net Transfers - In (Out)
798,901
779,502 1,149,827
95,817
1,149,827
TOTAL FUND BALANCE
$ 1,341,108
$ 1,809,440 135% ; $ 1,587,183
$ 1,856,014 117% ;
$ 2,046,080 129% ;
$458,897:
A Capital Outlay appropriations are a placeholder
should viable projects be recommended
and approved for construction
B Final Beginning Fund Balance
will be determined
after the final close of FY22
Qy`wtES c0& Budget to Actuals Report
RV Park - Fund 618 8-3%
FY23 YTD July 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
RV Park Fees < 31 Days
495,000
551,683 111%
605,000
44,101
7%
605,000 100%
Cancellation Fees
-
15,725
14,000
2,624
19%
14,000 100%
RV Park Fees > 30 Days
10,500
8,499 81%
13,000
-
0%
13,000 100%
Washer / Dryer
5,000
3,476 70%
4,200
813
19%
4,200 100% -
Miscellaneous
2,500
3,587 143%
3,750
-
0%
3,750 100%
Vending Machines
2,500
1,021 41%
1,750
236
13%
1,750 100%
Interest on Investments
2,024
578 29%
552
113
21%
552 100% -�
TOTAL RESOURCES
517,524
584,569 113% ;
642,252
47,887
7% ;
642,252 100% ;
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Personnel Services
19,456
1,647 8%
111,153
4,650
4%
111,153 100% -
Materials and Services
310,805
242,863 78%
259,755
38,887
15%
259,755 100%
Debt Service
221,927
221,629 100%
167,600
-
0%
167,600 100%
TOTAL REQUIREMENTS
552,188
466,140 84%
538,508
43,537
8% ;
538,508 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers In - Park Fund
160,000
160,000 100%
160,000
-
0%
160,000 100%
Transfers In - TRT Fund
20,000
20,000 100%
20,000
1,666
8%
20,000 100%
Transfer Out - RV Reserve
(132,042)
(132,042) 100%
(261,566)
(21,797)
8%
(261,566) 100%
TOTAL TRANSFERS
47,958
47,958 100% ;
(81,566)
(20,131)
25%
(81,566) 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
- - 116,415
166,387 143%
166,387 143% 49,97Z A
Resources over Requirements
(34,664) 118,429 103,744
4,350
103,744 0.
Net Transfers - In (Out)
47,958 47,958 (81,566)
(20,131)
(81,566)
TOTAL FUND BALANCE
$ 13,294 $ 166,387 999% ; $ 138,593
$ 150,606 109% ;
$ 188,565 136% ; $49,972:
A Final Beginning Fund Balance will be determined after the final close of FY22
Budget to Actuals Report
Q`wTESC0&
RV Park Reserve -Fund 619
8.3%
FY23 YTD July 31, 2022 (unaudited)
Year
Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES Budget Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Interest on Investments 7,546 6,354
84%
6,298
948
15%
6,298
100%
TOTAL RESOURCES 7,546 6,354
84% ;
6,298
948
15%
6,298
100% ;
REQUIREMENTS Budget Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Capital Outlay 100,000 885
1%
100,000
-
0%
100,000
100% -
A
TOTAL REQUIREMENTS ; 100,000 885
1% ;
100,000
-
0% ;
100,000
100%
TRANSFERS Budget Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Transfer In - RV Park Ops 132,042 132,042
100%
261,750
21,797
8%
261,566
100%
(184)
TOTAL TRANSFERS 132,042 132,042 100% ;
261,750
21,797
8%
261,566 100% ;
(184);
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
784,466
1,054,426 134%
1,172,718
1,191,937 102%
1,191,937 102% -
19,219, B
Resources over Requirements
(92,454)
5,469
(93,702)
948
(93,702)
0!
Net Transfers - In (Out)
132,042
132,042
261,750
21,797
261,566
(184)
TOTAL FUND BALANCE
$ 824,054
$ 1,191,937 145% ;
$ 1,340,766
$ 1,214,682 91% ;
$ 1,359,801 101% ;
$19,035:
A Capital Outlay appropriations are a placeholder
B Final Beginning Fund Balance will be determined after the final close of FY22
VTES COG2< Budget to Actuals Report
Risk Management - Fund 670
FY23 YTD July 31, 2022 (unaudited)
RESOURCES
Workers' Compensation
General Liability
Unemployment
Property Damage
Vehicle
Interest on Investments
Claims Reimbursement
Skid Car Training
Process Fee- Events/ Parades
Miscellaneous
8.3 %
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
1,120,766
1,219,543 109%
1,234,761
106,567
9%
1,234,761 100% -
944,278
940,773 100%
892,681
74,390
8%
892,681 100%
1 323,572
334,147 103%
430,179
110,467
26%
430,179 100% -.A
393,546
409,593 104%
419,566
34,964
8%
419,566 100% - -
227,700
227,700 100%
248,764
20,730
8%
248,764 100% -
101,111
50,142 50%
49,346
7,103
14%
49,346 100%
25,000
1,280,876 999%
25,000
-
0%
25,000 100% -
10,000
- 0%
10,000
-
0%
10,000 100% B
1,000
1,485 149%
1,000
135
14%
1,000 100%
-
180
180
-
0%
180 100%
TOTAL RESOURCES 3,146,973 4,464,440 142% ; 3,311,477 354,356 11% ;
REQUIREMENTS
General Liability
Workers' Compensation
Insurance Administration
Property Damage
Vehicle
Unemployment
TOTAL REQUIREMENTS
TRANSFERS
Transfers Out - Vehicle
Replacement
TOTAL TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
e
3,600,000
2,706,359
75%
3,000,000
2,277
0%
1,580,000
953,365
60%
1,580,000
150,129
10%
547,047
491,476
90%
607,558
44,180
7%
300,245
604,926
201%
300,248
3,420
1%
200,000
137,356
69%
200,000
4,436
2%
, 200,000
62,071
31%
I
200,000
-
0%
- I
6,427,292
4,955,553
77%
5,887,806
204,443
3% ,
Budget Actuals % Budget
(3,500) (3,500) 100% (3,500)
(3,500) (3,500) 100% ; (3,500)
3,311,477 100% ;
Projection % $ Variance
3,000,000 100%
1,580,000 100%
607,558 100%
300,248 100%
200,000 100%
200,000 100%
5,887,806 100% ;
Actuals % Projection % $ Variance
(291) 8% (3,500) 100% -
(291) 8% (3,500) 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance 8,329,115 9,521,450 114% 7,687,180 9,026,837 117% 9,026,837 117% 1,339,656: C
Resources over Requirements (3,280,319) (491,113) (2,576,329) 149,913 (2,576,329) 0
Net Transfers - In (Out) (3,500) (3,500) (3,500) (291) (3,500)
I I I I I I
TOTAL FUND BALANCE $ 5,045,296 $ 9,026,837 179% ; $ 5,107,351 $ 9,176,459 180% ; $ 6,447,007 126% ; $1,339,656;
A Unemployment collected on first $25K of employee's salary in fiscal year
B Skid Car training on hold due to COVID
C Final Beginning Fund Balance will be determined after the final close of FY22
Qy(�31ESc0G2{ Budget to Actuals Report
Health Benefits -Fund 675
FY23 YTD July 31, 2022 (unaudited)
8.3 %
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Internal Premium Charges
18,767,900
19,164,548 102%
19,908,221
1,644,630
8%
19,908,221 100%
COIC Premiums
1,589,000
1,255,305 79%
1,547,778
137,217
9%
1,547,778 100% -
Employee Co -Pay
1,200,000
1,238,034 103%
1,282,015
104,812
8%
1,282,015 100%
Retiree / COBRA Premiums
1,060,000
1,438,217 136%
595,000
48,345
8%
595,000 100% -
Prescription Rebates
128,000
396,119 309%
175,000
-
0%
175,000 100%
Interest
200,277
90,816 45%
95,686
11,121
12%
95,686 100% -
Claims Reimbursement & Other
82,000
1,487,600 999%
55,000
-
0%
55,000 100%
TOTAL RESOURCES
23,027,177
25,070,639 109% ;
23,658,700
1,946,125
8%
23,658,700 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Health Benefits
25,140,847
23,554,743 94%
21,597,563
331,590
2%
21,597,563 100%
A
Deschutes On -Site Pharmacy
2,970,575
3,381,197 114%
3,779,608
3,314
0%
3,779,608 100% !
A
Deschutes On -Site Clinic
1,141,829
1,190,855 104%
1,212,497
2,849
0%
1,212,497 100%
- A
Wellness
171,142
138,211 81%
179,549
6
0%
179,549 100%
A
TOTAL REQUIREMENTS
29,424,393
28,265,006 96%
26,769,217
337,759
1%
26,769,217 100% ;
FUND BALANCE Budget Actuals % Budget
Beginning Fund Balance 14,772,618 15,527,580 105% 11,925,656
Resources over Requirements (6,397,216) (3,194,368) (3,110,517)
Net Transfers - In (Out) - -
TOTAL FUND BALANCE $ 8,375,402 $ 12,333,212 147% ; $ 8,815,139
A Amounts are paid 1 month in arrears
B Final Beginning Fund Balance will be determined after the final close of FY22
Actuals % Projection % $ Variance
12,333,896 103% 12,333,896 103% 408,240: B
1,608,366 (3,110,517) 0:
$ 13,942,262 158% ; $ 9,223,379 105% ; $408,240;
Qy`'AES`'0 Budget to Actuals Report
911 - Fund 705 and 710
- FY23 YTD July 31, 2022 (unaudited)
8.3 %
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Property Taxes - Current Yr
9,803,579
9,931,743 101%
10,402,834
-
0%
10,402,834 100% A
Telephone User Tax
1,106,750
1,815,283 164%
1,668,000
-
0%
1,668,000 100% - B
State Reimbursement
1 60,000
123,282 205%
810,000
-
0%
810,000 100% - C
Police RMS User Fees
1 236,576
237,221 100%
237,221
-
0%
237,221 100% D
Contract Payments
147,956
157,552 106%
153,292
2,000
1%
153,292 100% -
User Fee
1 233,576
140,986 60%
140,445
2,156
2%
140,445 100%
Data Network Reimbursement
1 162,000
244,799 151%
120,874
6,718
6%
120,874 100%
Property Taxes - Prior Yr
115,000
92,601 81%
80,000
14,185
18%
80,000 100%
Interest
1 96,867
69,988 72%
67,515
9,488
14%
67,515 100%
Property Taxes - Jefferson Co.
38,344
37,525 98%
39,497
13
0%
i
39,497 100%
i
Miscellaneous
i 18,658
45,553 244%
1
25,000
845
3%
25,000 100%
TOTAL RESOURCES
12,019,306
12,896,533 107% ;
13,744,678
35,406
0%
13,744,678 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
8,005,795
7,462,419
93%
8,606,196
679,120
8%
8,606,196 100% -
Materials and Services i
3,582,212
2,905,746
81%
4,088,201
169,364
4%
4,088,201 100%
Capital Outlay
r
2,975,000
528,824
18%
1
5,075,000
25,626
1%
-J
5,075,000 100% -
TOTAL REQUIREMENTS
14,563,007
10,896,989
75%
17,769,397
874,109
5%
17,769,397 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance 11,850,783 10,709,072 90% 12,950,799 12,708,616 98% 12,708,616 98% (242,183); E
Resources over Requirements (2,543,701) 1,999,544 (4,024,719) (838,704) (4,024,719) 01
� I 1 1 I i
Net Transfers - In (Out) - - - -'
E I 1 1 1 1
TOTAL FUND BALANCE $ 9,307,082 $ 12,708,616 137% ; $ 8,926,080 $ 11,869,912 133% ; $ 8,683,897 97% ($242,183);
A Current year taxes received primarily in November, February and May
B Telephone tax payments are received quarterly
C State GIS reimbursements are received quarterly
D Invoices are mailed in the Spring
E Final Beginning Fund Balance will be determined after the final close of FY22
DATE: September 13, 2022
TO: Board of County Commissioners
FROM: Wayne Lowry, Interim Chief Financial Officer
SUBJECT: Treasury and Finance Report for August 2022
Following is the unaudited monthly finance report for fiscal year to date August 31, 2022.
Treasury and Investments
• The portfolio balance at the end of August was $271.4 million, an increase of —$2.9 million from July and a
decrease of $4.3 million from last year (August 2021).
• Net investment income for the month is $209,987 approximately $17K more than last month and $79K more than
August 2021. YTD earnings of $407,251 are $133K more than the YTD earnings last year.
• All portfolio category balances are within policy limits.
• The LGIP interest rate increased from 1.40%to 1.65%. Benchmark returns for 24 month treasuries are up from the
prior month by 56 basis points and 36 month treasuries are up from the prior month by 63 basis points.
• Average portfolio yield is 0.78% which is slightly higher than the prior month's average of 0.76%.
• The portfolio's weighted average time to maturity is at 1.34 years compared to 1.41 in July.
11 Portfolio Oreakdoum: Par Value by Investment
Municipal Debt
$ 43,205,000
15.9%
Corporate Notes
56,794,000
20.9%
Time Certificates
4,995,000
1.8%
tl.S Treasune.5
23,000,000
8.6%
Federal Agencies
79,418,000
29.3%
LGIP
51,794,250
19.1%
First Interstate Bank
12,16t�85 y u,
4-6/
Total Investments
$ 271,368,102
100.0%
Portfolio by Brokltr
w $100
$82.7
o $80
Z $60
$51.1
$40
$24 8
$29.9
$20
$57
S133
$
DA
Morelon
Robed W
Piper
Great Caste Oak
Davidson
Capital
Baird & Co
Sandier
Pacific
Markets
Securities
Investment Income
Aug-22
Y-T-D
Total Investment Income
214 987
417,251
Less Fee. $5,000 per month
(5,000)
(10,000)
Investment Income - Net
209,887
Prior Year Comparison
Aug-21 1368 44
274 587
79.173
132,664
U.S Treasuries
LGIP ($52,713,000)
Federal Agencies
Banker's Acceptances
Time Certificates
Yield Percentages
-
Current Month
Prior Month
FIB! LGIP 1.65%
Investments " 1.06%
1.02%
Average 0.78%
0.76%
Municipal Debt 26%
1 1
BenChm ft
Corporate Debt 26%
24 Month Treasury
3A5%
LGIP Rate
1.65%
Matlrii Years
36 Month Treasury
3.46%
Max Weighted Average
4.208 1.34
I
Term
Minimum
Actual
0 to 30 Days
10%
25.5 %
Under 1 Year
26%
45.3%
Under 5 Years
100%
100.0%
fir_ . __. Policy
,Actual
Corp issuer 5%
3.3%
Callable 25%
19.2%
Credit W/A AA2
AA1
Investment Aaiiv
_
Purchases in Month $
2,000,000
Sales/Redemptions In Month $
6,12b,000
4.50%
4.00%
3.50%
3.00%
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
24 Month Historic Investment Returns
Sept Nov Jan Mar May Jul Sep Nov Jan Mar May July
County Rate 2 Year Treasury Rate - Corporate Bond Rate LGIP Rate
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
�%L'�"
�� �� �a �a �a `'e � o
Five Year Maturity Distribution Schedule
Dec-23 May-24 Oct-24 Mar-25 Aug-25 Jan-26 Jun-26 Nov-26
Deschutes C... ty Investment.
Purch"a..s mad. 10 August, 2021
Portfolio Management
;Pq ch@ae. nmada
10 9uguat 2022
P.W.; o Details - Inv.stments
August 31, 2022
Purchas.
Maturity Days To
Rating.
Coupon
Par
Market
Book
I # I T -
OUSIP - S it
Broker' -
Date -
D t •: Maturit
-' Mootive S&P/Fitch •:
Rat. -:
YTM 36! -'i
Valuo -
Value
Value _
t0683.FAC
3t3383WD9 Federal Honor Loan BankGPAC12/13/2021.
9/9/2022
BAaa
AA+
3.13
O.I9
I.645,OOD
t,645,22]
1,646072
I0895 AFD
912796U49 U.S. Treasury
CASTLE
6/15/2022
9/15/2022
14
1.68
1.73
I.O ,000
999,162
999. 34]
1089I TRC
912828L57 US. T...I,,y
GPAC
12/30/2021
9/30/2022
29 Aaa
1.75
0.23
3,000,000
2.998,]19
3,003.609
10882 FAC
3133EMDA7 Federal Farm Credit Bank
GPAC
IV1312021
10/1&2022
42 Aaa
-1
0.16
0.23
1. 140,000
1,136,599
1. 1399%
10892 TRC
912828YK0 U.S. Treasury
GPAC
2/]/2022
10/1&2022
44 A
1.38
0.57
2,000,0W
1,99].4%
2,W1,925
10]90 MUN
014365DQD ALDERWOOD WA WTR & WSTWTR DIST
R W B
11/12/2020
I2/1/2022
91 Aa2
AA+
1.00
0.50
200000
198,932
20D,248
10884 MCI
90520EAK] MUFG Union Bank
CASTLE
l2/14/2021
12/9/2022
99 A2
A
2A
0.61
1,730.000
1,]23,]66
1,736,976
10896 TRC
912828YW4 U.S. Treasury
CASTLE
6/15/2022
I2/15/2022
1-1.63
2.31
2,OOO.000
1, 993,194
1,996,114
108]9 MCI
90331HPF4 US Bank
CASTLE
12/10/2021
1/9/2023
130 Al
AA-
1.95
0,62
2,2]9,000
2,269,139
2,289,]55
1077M01
06051 GEU9 Bank of America Corp
CASTLE
11/25/2019
1/11/2023
132 A2
A-
3.30
2.12
2,WO,000
1,99.515
2,0 ,199
10854 MCI
%051GEU9 Bank of America Corp
PS
9/78/2p21-:".
1/11/2023
132 A2
A-
3.30
0.27
1,000000
999.25.
1,010,912
10813 MCI
740189AGO Procision C-ParS Corp
CASTLE
12/17/2020
1/15/2023
136 A2
AA-
2.50
0.-
2,]]2.0.
2,764.448
2,]91.92]
10878. FAC
3135 T- Federal National Mtg Assn
R W B
I2/912021
1/19/2023
14 Aaa
AA +
2-0.39
1,000.000
996, 4]]
1,00],59]
10W FAC
3133ENDW Federal Farm Credit Bank
OPAC
11/1&2021
2/10/2023
162 Aaa
AA+
0.16
0,29
2,DDD,0OD
1, 9]2.325
1,998,85,
108.3 TRC
91282OBNO U.S. Treasury
GPAC
21]/2022
W28/2023
180 Aaa
0.13
0.85
2, 000,000
1,%9,688
1,992, 8%
1085]. MLN
558]]ODT7 CITY OF MADRAS OR
DA DAV
10/12/2021
&1/2023
1.1
AA
0.45
0,45
210.000
206,672
210,000
10897 AFO
9127WWI U.S. Treasury
CASTLE
&15/2022
&23/2023
203
2.62
2.]4
3,000,000
?951,490
2,955.678
10880 MCI
]8015K]G3 Royal Bank of Canada
PS
12/10/2021
411 ]/2023
228 A2
A
1.60
0.64
2,WO,000
1,975,408
2,011.973
10894 TRC
9128284L1 U.S. Treasury
CASTLE
61 /2022
4/30/2023
241
2.75
2,25
2=0,000
1, 992.500
2,006.431
1085. MCI
46625HRL6 JPMorgan Chase-CorporateN
CASTLE
10/29/202I.
5/18/2023
259 A2
A-
2.]0
0-2000,000
1,988,920
2,02],90]
10867 FAC
3133ENEW6 Federal Farm Credit Bank
GPAC
11/2&2021
5/23/2023
-4 -1
0.3.
0.37
2,000.0.0
1, 956,639
2,000,000
10%6 TRC
91282CCD1 U.S. Treasury
MORETN
11/1]2021
5/31/2023
2]2 Aaa
0.13
0,37
2,OOD,000
1,952,500
1,996,35]
10835 MUN
010831DQ5 ALAMEDA CNY CA JT PWRS AUH
CASTLE
2/24/2021
611/2023
2]3 Aa1
AA+
3.10
0,40
3,080,000
3,%],]11
3,144, 126
10838 MUN
]34]3RDW2 MORROW PORT TRANS FAC
RWB
4/1/2021
6/1/2023
2]3
A-
O.]O
0.70
215,000
209.939
215.000
10760 MINI
736746XU7 PORTLAND OR URBAN RENEWAL & TA
PS
7/14/2020
6/15/2023
287 Aa1
4.02
2.90
615.000
615,01.
620.207
1083. MUNI
984674J2 MCMINWILLE SCHOOL DIST YAMHI L
PS
6/15/2021
6/1512D23
287AaI
0.28
0.28
170.000
165,538
170.000
10898 TRC
9129284U1 U.S. Treasury
CASTLE
&1512022
6/30/2023
302
2..3
3.%
I,000,000
994,414
996,476
10]09 MUN
2927OCNU5 Bonnou:ll. Poyer Adminisiratio
CASTLE
]/30/2019
7/1/2023
303 Aa2
AA-
5.80
2.12
1'0 .000
1,016.180
1,029.2.
10906 FAC
3130ASD48 Federal Home Loan Bank
CASTLE
&11=2
7/&2023
307 Aaa
AA+
2.3]
3.03
2,WO,000
1,9]5,3]3
1.989.147
10899 TRC
912828ZY9 U.S. Treasury
CASTLE
6/15/2022
7/15/2023
317
0.13
3.11
1.0 '000
9]1,36]
974,683
10]13 MCI
361582AO1 Berkshire Hathaway Inc
CASTLE
91 /2019
]/15/2023
31] Aa3
AA
7.35
2.03
500.000
512,612
622.202
IO%B FAC
3133ENEY2 Federal Farm Credit Bank
GPAC
it/24/2021
7/24/2023
326 Aaa
0.45
0,45
2,OD0,000
1,943,563
2,000.000
10832 MCI
06053FAA7 Bank of America Corp
CA DAV
2/23/2021
124/2023
326 A2
A-
4.10
0.23
1.000,000
1,001,910
1,034,603
10]69 FAC
3137EAEW Federal Home Loan MIg Corp
CASTLE
8/21/2020
e/24/2023
357 Aaa
AA+
0.25
0.28
5,000,Om
4,839,562
4,998,338
10768 MUN
67232TBM6 OAKLAND CAREDEVSUCCESSOR
PS
e/21/2020
9/1/2023
365
AA-
3.13
0,60
2,500.000
2.4]6,]00
2.%2,4.
10843. M1AU
098419MM3 BONNEVILLE &GINGHAM CNTYS SCH
PS
7/2812021
9/15/2023
3]9 Aaa
4.00
OA3
1.W0.000
1.W1,840
1.036,873
10]80 MUN
476453GR0 JEROME IDAHO SCHOOL DISTRICT
PS
10/1 &2020
9/15/2023
3]9 Aaa
5.00
0,48
200,000
202.6%
209.317
10819 MCI
3133EMLEO Fed eraI Farm Credit Bank
PS
12/30/2020
9/22/2023
386 Aaa
AA+
0.19
0,19
2,W0,0W
1, 925,485
2.00D,000
10%0 TRC
91282CDA6 U.S. Treasury
MORE-
11/1/2021
9/30/2023
394 All
0.25
0.46
2.000,000
1, 932,656
1, 995,59.
10].4 FAC
3137EAEZB Federal Home Loan Mt9 Corp
CASTLE
11/5/2020
11/6/2023
431
AA+
0.25
0.2.
5,00D,000
4,812,8]]
4.998,231
10802 MCI
459058JW International . -I for Recons
CASTLE
11/24/2020
11/24/2023
449 Aaa
AAA
0.25
0.32
2,000,000
1,920,993
1,998,236
10]89 M`.
014365DR8 ALDERWOOD WA WTR & WSTWTR DIST
RWB
11/12/2020
12/1/2023
456 Aa2
AA+
1.00
0,55
2]0,000
26I.64I
271,504
1083] MUN
]34]3RDH5 MORROW PORT TRANS FAC
RWB
4/1/2021
I211/2023
456
A-
0.]0
0.70
1,000,000
%0,860
1,000.000
10636 MCI
31422XBV3 Federal Agriculture Mtg Corp
GPAC
&1512021
12/15/2023
470
0.22
0.21
2,000.000
1,919.019
2.000,0.
10923. MCI
06051GF80 Bank of America Corp
CASTLE
111V2021
1/22/2024
508 A2
A-
4.13
0..2
2,000G00
2, 006.875
2,099.373
1090G. TRC
912820DVO U.S. Treasury
GPAC
6128/2022
1/3I/2024
5I7 Aaa
0.88
3.02
2,WO,000
1,928,594
1,941,218
108]3 MCI
46625HJT8 JPMorgan Chases - Corporate N
CASTLE
12/2/2021
Z /2024
518 A2
A-
3.88
0.93
1.-0.000
1,004.192
1,041,2t8
10872 FAC
3135GOV34 F.d.ral National Mtg Assn
GPAC
12/1/2021
O/ 2024
522 Aaa
AA+
2.50
0.59
2,000,000
1.9]4,829
2,054,101
10862 MCI
037833CG3 Apple Inc
GPAC
11/17/2021
2/9/2024
526 Aa1
AA+
3.00
0.91
2=0,00D
1, 983, 933
2,059,331
1 OWI FAC
3130APW5 Fedora) Homes Loan Bank
DA DAV
11/23/2021
023/2024
540 Aaa
-1
0.65
0.65
1,670.000
1,594,6]]
1,6]0,000
1OB34 MCI
3133EMRZ] Fed eraI Farm Credit Bank
CASTLE
2/26/2021
2/26/2024
543 Aaa
AA +
0,25
0.26
2,000.000
1,904,693
1,999,643
10903 FAC
3130ASLR8 Federal Hoare Loan Bank
CASTLE
1 12.2
&28/2024
5]4 Aaa
AA+
3.45
3,39
2,OOD,000
1.982,881
2,001,84.
10901 TRC
91282CEG2 U.S. Treasury
GPAC
6/28/2022
&31/2024
5]] Aaa
2.25
3.05
2,OOD,000
L%2266
I.9]5,565
10851 MCI
%051GFF1 Bank of America Corp
CASTLE
8/12/20211
4/1/2024
578 A2
A-
4.G0
0.61
2.D00000
2, 003:499
2,106,480
10829 MUN
68607/2]3 Or.gon State Lottery
PS
1/26/2021
4/1/2024
5]8 Aa2
AAA
2.51
0.3.
2,350.000
2,300.392
2.428,124
10674 MI
68609TWC8 Oregon St- Lottery
R W 8
I2/2/2021
5/1/2024
608 Aa1
AA+
O.BO
0.73
500.000
476,850
500, 535
10864 MCI
46625HJX9 JPMorgan Chase-Corporat.N
CASTLE
11/18/2021
&13/2024
620 A2
A-
3.63
0.98
1,500000
1,496,955
1,566.548
10902 TRC
91282CERB U.S. Treasury
GPAC
&28/2022
5/31/2024
S. Aaa
2.SO
3.08
2.WO,000
1,96],]34
1,980,431
10846 MCI
06051GJY6 Bank Of America Corp
CASTLE
7/27/2021
6/14/2024
652 A2
A-
0.52
0,52
1.- 000
%9.154
I'm 0.034
10]77MUJ
179093KQ1 CLACKAMAS SCHOOL DISTRICT
PS
10/1/20211
&1512024
653 A
0..1
0.61
500.000
473.870
SOO,000
108D]. MUN
179198JF4 CLACKAMAS SCHOOL DISTRICT
DA DAV
12/3/2020
6/15/2024
653 A
0.83
0,48
300,000
284.880
31)1,859
108I5 MUN
625517MG9 MU- OMAHCOUNiY OR SCHOOLS
R we
12/30/2020
6/15/2024
653 Aa1
AA+
2.00
0,41
2.75D.000
2.663]60
2.828, OBO
I OB09. MUN
]36588MD1 Portland Community College
PS
12/1]12020
6/15/2024
653 Aa1
0.5]
0.5]
1,000.000
948.030
1.000, 000
10]]6 MUN
568571CZ SILVER FALLS SD
PS
9/1]/2020
&I5/2024
653 Aa1
0.55
0.55
1,900,000
1,795.348
1.900,Ow
10]]9 MUN
10]BS.MUN
906429EE1 UNION CTY OR SCHOOL DISTRICT
93930]KV5 Washington County SO Municipal
PS
PS
10/8/2020
10/2&2020
6/15/2024
&15/2024
653 Aa1
653 Aat
u.B
0.59
u.58
0.58
990.DG0
1,500,000
464,4E6
1.413840
490
1,500,00O
10]]1 MCI
68583RCT7 Oft ST COMMUNITY COLLEGE DIST
RWB
8/27/2020
&30/2024
668 Aat
-1
S.E6
0.60
90, 000
9?683
98,228
108-MUN
68583RCY6 OR ST COMMUNITY COLLEGE DIST
PS
8&311=1;
&3012024
668
AA
0.58
0.58
1,0 .000
940, 340
1,OOD.000
10]82 MIN
584288ERI MEDFORD OR REVENUE
RWB
10/1412020
]/15/2024
683
AA-
2.00
0.65
815,000
]89,458
835,313
10842 FAC
3133EW51 Federal Farm Credit Bank
RWB
]/19/2021
7/19/2024
68] Aaa
AA+
0.42
0.43
1,000,000
940.582
999,843
10848 BCD
795451AA1 SALLIE MAE
GPAC
7/21/2021
7/22/2024
690
0.SS
0.55
249,000
235,745
V, .0
10628 MCI
3133EMNK4 Fed era) Farm Credit Bank
DA DAV
1/22/2021
7/22/2024
.9. Aaa
AA+
0.31
0,31
2.000,000
1,876.949
2,000,000
1084]BCD
38149MXG3 GOLDMAN SACHS
GPAC
]/28/2021
7/29/2024
697
0.55
0.SS
249.000
236,059
V., 000
10844 BCD
05580AB78 BMW
GPAC
7/30/2021
7/30/2024
698
0.55
0.SS
249,000
23E..
249.000
1085a MCI
91159HFDC1 US Bank
PS
10/29/2021
]/30/2024
698 A2
A+
2.40
0.64
2.000.000
1,951,905
2.058,819
10805 MUN
68609T Oregon State Lottery
R W B
12/1/2020
&1/2024
]00 Aa1
AA+
0.64
0.4I
505.000
476,710
507,141
I OBI, MIJN
68608USW] Oregon S.I. Loh.ry
R W B
12/1]/2020
&112024
]00 -1
AA+
2.68
0.94
755,000
740,88E
]]9.673
108t2 MUH
58608USD9 Oregon State Lottery
R W 8
1VI7/2020
&1/2024
]00 Aa1
AA,
2.68
0.94
500,000
495,835
516. 340
10784 MUNI
732098PE2 POMONA CAU UNI SCH DIST TAXAB
PS
10/20/2020
&1/2024
]00 Aa3
O.]]
0.60
1,200,000
1, 133, 556
1,203,857
10]86 MUN
835569GR9 SONOMA CCD
PS
10/21/2020
&1/2024
700 Aa2
AA
2.06
0,60
1,200,0W
1, 162,956
1,2 ,169
I0849 BCD
89235MIF6 TOYOTA FINANCIAL SGS BANK
GPAC
E/512021i
8/5/2024
704
0.55
0.55
249,000
23S.12
249.000
10850 NCB
90348JR85 UBS BANK USA
GPAC
8l1112021
&12/2024
711
0.55
0.54
249,0W
235,731
.9,000
108t6 MCI
30231G8C5 XTO Energy Inc
GPAC
12/21/2020
&16/2024
715 Aa1
AA
2.02
0.54
2,000,OG0
1.940.27.
2,057,151
108t0 MUN
]34]4TA66 MORROW PORTTRANS FAC
R W B
12/1412020
.11202,1
]31 Aa2
3.22
0.42
1,750.000
1,731,2D5
1,847,162
10]]5 FAC
3134GWF84 Federal Home Loan MIg Corp
CASTLE
9/9/2020
9/9/2024
739 Aaa
0.48
0,48
1,000,000
937.763
1,000.000
10830 MCI
22546QAP2 CREDIT SUISSE NY
CASTLE
01/2021
9/9/2024
739 Aa3
3.63
0.5]
2,950,000
2.880,399
3,130,015
10]]e MUN
411527CO IDAHO ST BOND BANK AUTH REVENU
PS
10/8/2020
9/15/2024
]45 Aa1
5.00
0.61
1,000.000
1,023,010
"0..303
10]81 MUN
476453GS8 JEROME IDAHO SCHOOL DISTRICT
PS
10/1&2020
9/15/2024
745 Aaa
5.00
0.73
220,000
n2 ,2
238,871
10808 MUN
13034AL57 CAUFORNIAINFRASTRUCTURE&EC
GPAC
IVI1.0
10/1/2024
]61
AAA
0.65
0.65
1,000.000
935,530
1,000,000
10]83 FAC
3133EMCN0 Federal Farm Credit Bank
CASTLE
10/16/2020
10/15/2024
]]S Aaa
AA+
0.40
0.44
2,00D,000
L, .3]4
1,998.312
10]91 FAC
3134G 4 Federal Homo Loan Mt9 Corp
CASTLE
10/30/2020
10/2&2024
]88 Aaa
0.41
0.42
2, 000.OW
1,.4,490
t,999,]30
10]9]MCI
822582CC4 ROYAL DUTCH SHELL PLC
GPAC
11/1312
11/7/2024
]98 Aa2
AA-
2.00
0.71
3,000000
2.902.478
3,083.460
10823 MCI
822582CC4 ROYAL DUTCH SHELL PLC
CASTLE
1/7/2021
11/7/2024
798 Aa2
AA-
2.00
0.54
1.708.000
1,652.4]]
1,]61,]00
10]99 FAC
3134GUJ]F] FedoraI Hoare Loan Mtg Carp
CASTLE
I1/18/2020
11/18/2024
809 All
0.38
0,38
2=0,000
t.859.426
2,000,000
10]88 MlAJ
014365DS6 ALDERWOOD WA WTR a WSTWTR DIST
RWB
t1/1V2020
12/1/2024
822 Aa2
AA +
1,00
0.65
935, 000
881,%]
.2,252
10614 MCI
931142DV2 WALMART
GPAC
12/17/2020
12/15/2024
836 Aa2
AA
2.65
0.57
2=0,000
1,%2,666
2, 093,986
10820 MCI
3133EMLP5 Fedora) Farm Credit Bank
PS
12/30/2020
12/23/2024
844 Aaa
AA+
0.32
0.32
2,000,00D
1.850,990
2,OD0.000
10806 MCI
037833DF4 Apple Inc
GPAC
IV 12020
1/13/2025
865 Aa1
AA+
2.]5
0.64
2. 000, 000
1,%2,813
2,098,464
10821 MCI
3134GXKK9 Fedora) Homo Loan Mtg Corp
RWB
1/15/2021
1/15/2025
66] Aaa
0.35
0,00
2,000,000
1, 848.41.
2.000.0.
10817 MCI
46625HKC3 JPMorgan Chas. - Corporafe N
CASTLE
12/22/2020
1/23/2025
e]5 A2
A-
3.13
0.81
2,WO,000
I,%B,]83
2.109.019
10826 MCI
46625HKC3 JPMorgan Chase-CorporatoN
CASTLE
1/11/2021
1/23/2D25
e]5 A2
A-
3.13
0.83
2,000.000
1,%8, 783
2,107.999
10]92 FAC
3134GN5Q5 Federal Home Loan Mtg Corp
CASTLE
10/30/2020
1/29/2025
881 Aaa
0.45
0.45
2,500,000
2,313,144
2.499,858
10]62 FAC
3136G4E74 Federal National Mtg Assn
CASTLE
7/31/2020
1/29/2025
881 Aaa
AA +
0.57
0.57
1,400,000
1, 299, 186
1,40O,000
10822. MCI
I25720AGO CME GROUP
GPAC
1/4/2021
3/15/M25
926 Aa3
AA-
3.00
0.65
2,000,000
1,%3, 30.
2,117,568
10801 MCl
30231GBH4 XTO Energy Inc
GPAC
11/19/2020
3/19/2025
930 Aa1
AA
2.99
0,81
2,000.000
1, 95], 665
2,108,928
10904 TRC
91282CEHO U.S. Treasury
MORE
]/&2022
4/15/2025
95] Aaa
qA+
2..3
3.08
2,000.000
1,95],812
1,9]],245
10800 MUN
98459LAA1 YALE UNIVERSITY
GPAC
11/18/2020
4/15/2025
95] Aaa
AAA
0.8]
0.58
2,.0,0-
1, 855.747
2,015,230
10015 MCI
166764BW9 Chevron Corp
GPAC
12/28/2020
5111/2-5
983 Aa2
AA
1.55
0.65
1,653,OOD
1, 570,128
1.703,005
10824.MCI
166]648W9 Chevron Corp
CASTLE
1/]/2021
5/11/2025
983 Aa2
AA
1.55
0.62
?000,0W
I, 888.308
2,049,]16
10825 MUN
625506PX2 MULTNOMAH CO-REF-TXBL
GPAC
1/21/2021
&1/2025
1004 Aaa
AAA
1.00
0.50
2,165,000
2.006,868
2,194,4%
10840. MUN
498368EB1 KLAMATH CNIY OR SCH DIST
PS
7/1/2021
6/15/2025
10t8
AA+
0.86
0.SS
400,000
.9,288
40G,000
I O]9. MUN
938429V61 Washington County SO Municipal
PS
11/1]/2020
6/15/2025
1018 Aa1
0.91
0.64
350.000
3W213
352.%5
1084I MUN
625517NE3 MI,LTNOVAH COUNTY OR SCHOOLS
CASTLE
7/15/2021
6/30/2025
1033 Aa2
AA
0.95
0.69
1,25SOW
t, 153.395
1,264,199
10831.MUN
799055QU5 SAN MATEO CA FOSTER CITY ECHO
DA DAV
2/16/2021
8/1/2025
1065 Aaa
AA +
1.60
0.47
500,000
-9,790
516, 244
10787 MUN
88675ABS4 TIGARD OR WTR SYS REVENUE
PS
11/3/2020
8/1/2025
1065 Aa3
AA
2.00
0.85
350, OIp
331.825
361,4]9
10]63 FAC
3133EL3P] Fedora) Farm Credit Bank
RWB
8/12/2020
8/12/2025
1076 Aaa
AA +
0.53
aS3
3, 000,ODO
2.733.613
3,000.000
10]64FAC
3133EL3H5 Federal Farm Credit Bank
MORETN
&122020
8/12/2025
1076 Aaa
AA+
O.5]
0.57
3,000,000
2,]43,]42
3,000,000
10]66 FAC
3134GWND4 Federal Home Loan Mtg Corp
CASTLE
8/14/2020
8/12/2025
10]6 Aaa
0.60
0,61
2=0,000
t, 830,652
1,998826
10]6]. FAC
31.-L84 Fod...I National Mlg Assn
CASTLE
&t 8/2020
&18/2025
1082 Aaa
AA,
0.5]
0.59
2,000.000
1,823,566
1.998,826
10]65 FAC
3136G 74 Federal National Mfg Assn
MORETN
&21/2020
8/21/2025
1085 Aaa
AA +
0.56.
0.5E
3.0 ,000
2,]40.622
3,000,000
10]]2 FAC
3136G4N14 FIKI National Mtg Assn
R W 8
812]/2020
W21/2025
1085 Aaa
AA+
0.SS
0.57
1,000,000
9t3,S41
999,851
10]]4 FAC
3136G4N74 Federal National Mt9 Assn
R W 8
9l&2020
&2112025
10B5 Aaa
AA+
0.%
0.56
2.000000
1,82].081
?000.000
10]70 FAC
3136G4X24 Federal Nafi... I Mtg Assn
PS
&28/2020
81 9/2025
1093 Aaa
AA+
0..0
OED
1,0 '000
9I1,]58
1,000,000
10]]3 FAC
3136 24 Federal National Mtg Assn
CASTLE
$12812020
8129/2025
1093 Aaa
AA+
0.60
0.60
I,000,000
911,758
1,000.000
10905 FAC
3134GWZV1 Foderal Home Loan Mtg Corp
CASTLE
]/e/2022
10/22/2025
114] Aaa
0.65
3.20
2,000,000
1.822.747
1.849, 048
10]93 FAC
3135GA2N0 Federal National Mtg Assn
R W B
11/4/2020
11/4/2025
1160 Aaa
AA +
0,55
0.55
2.000,0W
1,811.206
2,000,000
10]96 FAC
3135GG3 Federal Nafional Mtg Assn
O6
CASTLE
11/12/2020
11/7/2025
1163 Aaa
AA,
0.50
0.57
2,000.000
1.821,363
1,9 429
108]1 MUN
250325UL9 DESCHUTES CTY C. IS'
RWB
IV/2021
6/15/2026
1383 Aai
1.40
1.23
2,10.000
1,825.. 11
?012,484
108]0 MUN
569260EX4 Sa ie Keizer School District
PS
t21]/2021
6/15/2026
1383 Aa1
1.44
t.29
2,000,000
1.832,940
2.010,858
10845 MUN
736688MF6 Portland Community Collog.
MOREiN
7/23/2021
6/15/2026
1383 Aa1
0.90
0.80
1,250,000
1,124.9]5
t,254.58]
10875 MUN
68587FAW4 OR EDU DIETS FF&C PENSION OBLI
RWB
IV /2021
6/30/2026
1398 Aaa
AA
1.1.
1.39
250.000
-4,260
247,390
10863 MAIN
68583RCV2 ORSTCOMMUNITY COLLEGE DIST
GPAC
11/18/2021
6/30/20.
1398 Aa1
AA +
5.68
1.40
210,000
220.466
243,224
10865 MO1
03]833DN] Apple lac
GPAC
11/18/2021
9/11/2026
14]1 Aa1
AA+
2..5
1.46
2,000.000
1,872.192
2, 046,102
I OB]6 MUN
68607DVC6 ODOT HWY USER TAX REV
RWB
12/8/2021
11/15/2026
1536 A.1
AAA
0.93
L37
260,000
230,235
25S..
100]8 RRP
SYS10078 Local G.M l nvesiment Pooi
]/1/2006
- -
1
t.65
1.65
51,]94,250
51,794,250
51,794.250
t 0084 RR2
SYS10084 First lntersfafo
1 200.
- -
1
t.65
1.65
12.161.853
1?161,853
12.161,853
Position Control Summary
July -June
Percent
Org
Jul
Aug Sep Oct
Nov Dec Jan Feb Mar April May June Unfilled
Assessor Filled
33,26
31.00
Unfilled
2.00
4.26 ':
? 8.88%
Clerk Filled
9.48
9.48
Unfilled
1,00
1.00
9,54%
BOPTA Filled
0.52
0.52
Unfilled
-
0.00%
DA Filled
57.40
58.40 '.
Unfilled
3.20
2.20
4.46%
: Tax Filled
5,50
5.50
Unfilled
1.00
1.00
15,38%
Veterans' - Filled
5.00
5.00
Unfilled
0.00%
Property Mngt Filled
2,00
2.00
Unfilled
1.00
1.00 t
33.33%
Total General Fund Filled
Unfilled
113.16
8.20
111.90 -
9.46 -
- - - - - - -
- - - - : 7.28%
Justice Court Filled
4.60
4.60
Unfilled
-
0.00%
Community Justice Filled
45.20
45.20
Unfilled
2.70
2.70
5.64%
Sheriff Filled
218.25
232.25 ;
Unfilled
44.75
30.75 :.
14.35%
Houseless Effort Filled
-
-
Unfilled
2.00
2.00
100.00%
Health3rvcs Filled
355.80
357.50 `-
Unfilled
49.55
47.85
12.01%
CDD Filled
59.80
58.80
Unfilled
12.20
13.20
17.64%
Road '.Filled
55.00
55.00 "
Unfilled
6.00
6.00 -
9.84%
Adult P&P Filled
35,55
35.55
Unfilled
5.30
5.30
12.97%
Solid Waste :Filled
27.00
26.00 '-
Unfilled
3.00
4.00 :
`11.67%
Victims Assistance Filled
8.00
8.00
Unfilled
-
-
0.00%
GIS Dedicated Filled
2.30
2.30
Unfilled
0.00%
Fair & Expo Filled
9.7S
9.75
Unfilled
3.75
3.75
27.78%
Natural Resource filled
1.00
-
Unfilled
1.00
" 2.00
75.00%
ISF- Facilities Filled
20.75
21.75
Unfilled
4.25
3.25
15.00%
ISF -Admin 'Filled
8.75
8.75"
'Unfilled
2.00 "
2.00 "
18.60%
ISF - BOCC Filled
3.00
3.00
Unfilled
0.00%
ISF - Finance Filled
10.00:'
8.00.
Unfilled
1.00
3.00
`18.18%
ISF - Legal Filled
7.00
7.00
Unfilled
-
-
0.00%
ISF-HR Filled
9.00
9.00'
Unfilled
1.00 '
1.00 `
10.00%
ISF - IT Filled
16.70
16.70
Unfilled
-
-
0.00%
ISF- RiskFilled
2.25
2.25<
Unfilled
0.00%
911 Filled
52.00
51.00
Unfilled
&00
9.00
14.17%
Total:
Filled
1,064.86
1,074.30 - -
- - - - - - - -
Unfilled
154.70
145.26 - -
- - - - - - - -
%Unfilled
12.68%
11.91%
12.30%
Budget to Actuals Report
General Fund
Revenue YTD in the General Fund is $1.6M or 3.8% of budget. By comparison, last year revenue YTD was $1.3M and
3.2% of budget.
Expenses YTD are $7.3M and 16.5% of budget. By comparison, last year expenses YTD was $6.6M and 15.4% of
budget.
Beginning Fund Balance is $13.51M or 104.4% of the budgeted $12.9M beginning fund balance. Final beginning fund
balance will be determined after the final close of FY22.
County Wide Financial Dashboard 001 - General Fund 3 25.0%
Year Complete
Fund
Select all
(Blank)
M 001 - General Fund
010 - Assmt-Clerk...
020 - Code Abate...
030 - Community
040 - Court Techn...
050 - Economic D...
060 - General Cou-
070 - General Cou...
090 - Project Dev...
120 - Law Library
130 - Park Acquisi...
132 - Park Develo...
Monthly GL Period
n
3
$11.5M
(Blank)
All Maior Funds
Budget to Actuals
Requirements Resources Beginning Working Capital Budget to Actuals by Category
OActuais SBudget (o Projection
f'r,M
$7.3M $1.6M $13.5M
ss w., lic<n' se esi sezren &c uw sra ee<
16.5% 3.8% 104.4% s __
T..(—&,i P MJ � Cspitnl
scnA�rc S• d�-� O�nIaY
a Monthly Expenditures _ 23.1 % projected Ending Working Capital I
Approved FTE
Lim aom % of last year budget
121.36
o z a a a ro ,z
(3 Last Y— Actuals • Cun-ent Year Actuals
Monthly Revenues 6.0%
% of last year budqet
blyd
f�U
b hit-
2 4 6 8 10 }2
@La St Year Actuals ®Current Year Actuals
lum „wra
E11.5fd 68udget
VACANT
5.9755
PILLED
9&WIII
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 August 31, 2022.
oh`\01ESC0GZ� Budget to Actuals - Countywide Summary
All Departments 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection %
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
S1R - Annual Countv Fair
617 - Fair & Expo Capital
Reserve
618 - RV Park
619 - RV Park Reserve
670 - Risk Management
675 - Health Benefits
705 - 911
999 - Other
TOTALRESOURCES
40,504,168
901,143
12,578,435
19,000,000
550,832
44,947,745
48,727,400
9,580,316
22,629,649
5,840,250
2,471,190
13,350,600
1,395,724
1,560,500
8,544
517,524
7,546
3,146,973
23,027,177
12,019,306
50,071,869
312,836,891
39,797,905
98%
42,503,893
862,297
96%
1,010,203
13,029,089
104% ;
13,631,282
38,461,178
202% ;
105,186
494,676 90% ;
45,806,157 102% ;
48,877,207 100% ;
10,542,434 110% ;
24,768,506 109% ;
6,178,356 106% ;
1,124,832 46% ;
13,930,834 104% ;
1,777,447 127% ;
1,922,671 123% '
8,012 94%
584,713
113%
6,354
84%
4,464,440
142%
25,070,639
109%
12,896,533
107%
33,775,273
67%
525,032
48,790,055
50,751,517
11,675,519
24,889,063
6,134,018
1,943,063
14,503,499
1,408,534
1,849,380
7,414
642,252
6,298
3,311,477
23,658,700
13,744,678
57,508,737
1,530,887
4% ;
175,991
17% ;
4,137,900
30% ;
39,558
38% ;
82,450
16% ;
1,142,048
2% ;
5,146,203
10% ;
1,955,066
17% ;
5,272,107
21% ;
1,443,276
24% ;
45,213
2% ;
2,270,331
16% ;
225,778
16% ;
2,072,700
112% ;
3,094
42% ;
120,315 19%
1,964 31%
685,945 21%
3,877,642 16%
112,555 1%
28,255,970 49%
324,379,552 104% ; 318,599,801 58,596,993 18%
42, 503,893
100%
1,014,431
100%
13,631,282
100%
105,186
100%
525,390 100% ;
48,790,055 100%:
52,673,535 104% ;
11,385,919 98% ;
24,938,679 100% ;
6,161,018 100%:
1,943,063 100%:
14,503,499 100%:
1,408,534 100% ;
2,074,665 112% ;
7,414 100% ;
642,252 100%
6,298 100% ;
3,306,477 100% ;
23,658,700 100% ;
13,744,678 100% ;
58,522,737 102% ;
321,547,706 101% ;
Fiscal Year 2022 1Fiscal Year 2023
REQUIREMENTS Budget Actuals % Budget Actuals % Projection %
001 - General Fund
030 - Juvenile
160/170 - TRT
200 - American Rescue
Fund
220 - Justice Court
21,298,809
7,496,355
4,010,388
38,000,000
736,142
19,386,367
91% ;
6,678,456
89% ;
3,826,539
95% ;
14,027,121
37% ;
690,917 94% ;
23,246,615
7,928,538
13,113,218
23,129,361
731,183
3,628,030 16%
1,140,966 14%
5,055,598 39%
416,217 2%
128,748 18%
23,246,615 100% ;
7,928,538 100% ;
13,113,218 100% ;
23,129,361 100% ;
731,183 100% ;
\)IE5C,0&2' Budget to Actuals - Countywide Summary
All Departments
FY23 YTD August 31, 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
54,162,360
58,872,642
9,978,889
15,024,128
7,079,915
29,722,691
9,709,991
2,504,877
1,468,131
568,000
552,188
100,000
6,427,292
29,424,393
14,563,007
86,872,890
51,407,868
95% ;
51,700,815
88% ;
8,968,312
90% ;
13,773,696
92% ;
6,394,480
90% ;
8,106,117
27% ;
8,763,347
90% ;
2,634,355
105% ;
1,352,831
92% ;
7,670
1% ;
466,140 84%
885 1 %
4,955,575 77%
29,250,274 99%
10,897,067 75%
40,761,374 47%
59,628,533
64,909,472
11,233,304
16,188,996
7,575,910
28,387,166
11,342,042
2,719,284
1,852,030
870,000
538,508
100,000
5,887,806
26,769,217
17,769,397
105,948,916
9,386,466
16% ;
11,274,229
17% ;
1,533,356
14% ;
2,720,179
17% ;
1,022,291
13% ;
9,586,192
34% ;
1,068,460
9% ;
412,892
15% ;
1,084,876
59% ;
92
0%
80,834
15% ;
-
0%
527,617
9% ;
2,312,482
9% ;
1,945,712
11% ;
5,482,107
5% ;
16.7%
Year Complete
59,628,533 100% ;
64,976,098 100% ;
10,048,013 89% ;
16,188,996 100%:
7,575,910 100%:
28,860,261 102% ;
11,754,672 104% ;
2,719,284 100% ;
1,852,030 100% ;
870,000 100% ;
538,508
100% ;
100,000
100% ;
5,867,558
100% ;
26,769,217
100% ;
17,769,397
100% ;
105,948,916
100% ;
TOTAL REQUIREMENTS 398,573,088 284,050,204 71% ; 429,869,496 58,807,344 14% 429,616,309 100% ;
o`X\C0& vTESBudget to Actuals - Countywide Summary
All Departments 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
TRANSFERS Budget Actuals % Budget Actuals % Projection %
001 -General Fund
(21,952,604)
(21,807,006)
99%
(20,758,359)
(3,370,374)
16%
(20,757,920)
100% ;
030 - Juvenile
6,223,387
6,223,387
100% ;
6,452,997
1,075,498
17%
6,452,997
100%:
160/170 - TRT
(6,024,574)
(5,916,528)
98%
(6,031,446)
(1,005,234)
17%
(6,031,446)
100%:
220 - Justice Court
240,956
196,241
81%
263,217
43,868
17%
263,217
100%:
255 - Sheriffs Office
3,500,737
3,501,246
100% ;
3,448,587
620,296
18%
3,448,587
100%:
274 - Health Services
6,122,830
6,122,830
100%:
8,258,652
1,376,416
17%
8,258,652
100%:
295 - CDD
(270,622)
(1,159,207)
428% ;
(911,585)
(158,590)
17%
(1,518,262)
167% ;
325 - Road
; (11,757,547)
(11,757,547)
100%:
(12,330,136)
(7,440,775)
60%
(12,330,136)
100%:
355 - Adult P&P
471,072
471,071
100% ;
467,092
77,846
17%
467,092
100%:
465 - Road CIP
12,193,917
10,672,113
88%
14,230,313
4,889,361
34%
14,230,313
100%:
610 - Solid Waste
(6,029,323)
(6,029,323)
100% ;
(5,299,665)
(2,326)
0%
(5,299,665)
100%:
615 - Fair & Expo
962,736
918,804
95%
704,127
117,354
17%
704,127
100%:
616 - Annual County Fair
(75,000)
(75,000)
100%:
(156,706)
(26,116)
17%
(156,706)
100%:
617 - Fair & Expo Capital
798,901
779,502
98%
1,149,827
191,634
17%
1,149,827
100%:
Reserve
618 - RV Park
47,958
47,958
100%:
(81,566)
(40,262)
49%
(81,566)
100%:
619 - RV Park Reserve
132,042
132,042
100% ;
261,750
43,594
17%
261,566
100%:
670 - Risk Management
(3,500)
(3,500)
100%:
(3,500)
(582)
17%
(3,500)
100%:
705 - 911
-
0%
"
999 - Other
15,418,726
17,682,916
115% ;
10,336,146
3,608,393
35%
10,942,823
106% ;
TOTAL TRANSFERS
91
-
0
(255)
-
0
-
0% ;
o`�\)jEs c0G2< Budget to Actuals - Countywide Summary
All Departments 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
ENDING FUND BALANCE Budget Actuals % Budget Actuals Projection %
001 - General Fund
030 - Juvenile
160/170 - TRT
200 - American Rescue
Fund
220 - Justice Court
255 - Sheriff's Office
274 - Health Services
295 - CDD
325 - Road
355 - Adult P&P
465 - Road CIP
610 - Solid Waste
615 - Fair & Expo
616 - Annual County Fair
617 - Fair & Expo Capital
Reserve
618 - RV Park
619 - RV Park Reserve
670 - Risk Management
675 - Health Benefits
705 - 911
999 - Other
10,723,375 13,595,107 127% ; 11,474,637 8,082,302
596,681 1,372,452 230% ; 634,663 1,429,255
8,433,816 9,475,417 112% ; 4,000,000 7,542,770
- 24,448,194 999% ; - 24,071,534
55,646 - 0% 57,066 (2,431)
12,160,633 15,166,055 125% ; 7,024,650 8,286,153
6,011,534 13,989,198 233% ; 5,329,416 8,017,408
763,172 2,164,588 284% ; 1,627,134 2,454,522
2,231,806 7,803,785 350% ; 2,262,898 2,915,117
1,971,182 3,237,002 164% ; 2,125,200 3,720,149
5,316,460 27,223,832 512% ; 12,334,484 22,572,213
583,520 3,095,437 530% ; 968,989 4,303,839
604,256 985,368 163% ; 364,730 797,654
17,369 385,807 999% ; 225,358 1,347,526
1,341,108 1,809,440 135% ; 1,587,183 1,953,476
13,294 166,532 999% ; 138,593 165,606
824,054 1,191,937 145% ; 1,340,766 1,237,495
5,045,296 9,026,814 179% ; 5,107,351 9,184,582
8,375,402 11,347,944 135% ; 8,815,139 13,899,056
9,307,082 12,708,538 137% ; 8,926,080 10,875,459
55,322,038 95,204,496 172% ; 56,813,544 122,237,442
12,049,177 105%
857,623 135%
3,952,320 99%
1,424,019 999%
57,424
101% ;
8,520,384
121% ;
(3,314,330)
-62% ;
2,011,046
124% ;
4,223,511
187% ;
2,273,518
107% ;
14,536,947
118% ;
553,456
57% ;
260,792
72% ;
451,747
200% ;
2,046,080
129% ;
188,565 136% ;
1,359,801 101% ;
6,462,255 127% ;
9,223,379 105% ;
8,683,897 97% ;
59,971,430 106% ;
TOTAL FUND BALANCE ; 129,697,724 254,397,942 196% ; 131,157,881 255,091,129 : 135,793,040 104% ;
Q`�vTESC-,o&' Budget to Actuals Report
General Fund -Fund 001 16 7��0
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Property Taxes - Current
32,410,716
32,791,880
101%
34,467,173
144,006
0%
Property Taxes - Prior
460,000
337,612
73%
301,000
90,095
30%
Other General Revenues 1
2,689,926
2,880,340
107%
3,591,874
761,921
21%
Assessor 1
987,411
682,760
69%
964,246
208,325
22%
Clerk 1
2,741,215
2,225,591
81%
2,298,566
254,895
11%
BOPTA 1
14,588
9,933
68%
14,588
3,283
23%
District Attorney
448,201
258,776
58%
247,963
6,021
2%
Tax Office 1
341,004
278,995
82%
221,483
50,617
23%
Veterans 1
259,107
182,018
70%
182,000
-
0%
Property Management 1
152,000
150,000
99%
215,000
11,724
5%
TOTAL RESOURCES
40,504,168
39,797,905
98% ;
42,503,893
1,530,887
4%
�
34,467,173 100% A 1 1
301,000 100% -
3,591,874 100% B
1 964,246 100%
1 B 1
2,298,566 100%
� 1 I
�
14,588 100% 1 1
�
247,963 100% 1 1
221,483 100%
1 182,000 100% C
1 1
215,000 100% D
42,503,893 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Assessor
5,454,784
5,158,854
95%
5,910,478
1,066,064
18%
5,910,478 100%
Clerk 1
2,080,739
1,735,543
83%
2,432,710
263,182
11%
2,432,710 100% -
BOPTA 1
82,911
77,158
93%
87,177
17,844
20%
87,177 100%
District Attorney
9,715,707
8,678,870
89%
10,153,207
1,602,278
16%
10,153,207 100%
Medical Examiner 1
242,652
241,582
100%
438,702
21,367
5%
438,702 100%
Tax Office 1
932,570
886,157
95%
905,262
199,292
22%
905,262 100%
Veterans 1
795,189
762,407
96%
780,264
139,813
18%
780,264 100% -
Property Management
380,061
360,343
95%
508,359
61,865
12%
508,359 100% -
Non -Departmental
1,614,196
1,485,453
92%
2,030,456
256,326
13% 1
2,030,456 100% -1
TOTAL REQUIREMENTS
21,298,809
19,386,367
91%
23,246,615
3,628,030
16%
23,246,615 100%
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In 260,000 260,000 100% 260,000 43,406 17% 260,439 100% 439-E
Transfers Out (22,212,604) (22,067,006) 99% (21,018,359) (3,413,780) 16% (21,018,359) 100% 1
TOTAL TRANSFERS ; (21,952,604) (21,807,006) 99% (20,758,359) (3,370,374) 16% ; (20,757,920) 100% ; 439;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
13,470,620
14,990,575 111% 12,975,718
13,549,819 104%
13,549,819 104%
574,101, F
Resources over Requirements
19,205,359
20,411,538 19,257,278
(2,097,143)
19,257,278
0
Net Transfers - In (Out)
(21,952,604)
(21,807,006) (20,758,359)
(3,370,374)
(20,757,920)
439!
1
1
1 1
1
1
TOTAL FUND BALANCE
I $ 10,723,375
$ 13,595,107 127% ; $ 11,474,637
$ 8,082,302 70% ;
$ 12,049,177 105% ;
$574,540:
A Current year taxes received primarily in November, February and May
B PILT payment of $500,000 received in July 2022; includes -$585K for a State Grant that will be passed through to Neighborlmpact for domestic
well assistance
C Oregon Dept. of Veteran's Affairs grant reimbursed quarterly
D Interfund land -sale management revenue recorded at year-end
E Repayment to General Fund from Finance Reserves for ERP Implementation
F Final Beginning Fund Balance will be determined after the final close of FY22
oy 01ES` 2{ 0
Budget to Actuals Report
L
Juvenile -Fund 030
FY23 YTD August 31, 2022 (unaudited)
16.7%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
OYA Basic & Diversion
432,044
355,219 82%
525,049
145,546
28%
525,049 100%
ODE Juvenile Crime Prev
100,517
117,184 117%
123,000
-
0%
123,000 100% o
Gen Fund -Crime Prevention
89,500
89,500 100%
89,500
-
0%
89,500 100% -
Leases
88,000
89,154 101%
86,000
15,038
17%
90,228 105% 4,228! A
Inmate/Prisoner Housing
80,000
92,400 116%
55,000
9,450
17%
55,000 100% -
DOC Unif Crime Fee/HB2712
49,339
50,462 102%
49,339
-
0%
49,339 100% a
Miscellaneous
7,500
29,113 388%
42,500
151
0%
42,500 100%
OJD Court Fac/Sec SB 1065
20,000
10,291 51%
15,000
2,375
16%
15,000 100%
Food Subsidy
12,000
11,380 95%
10,000
-
0%
10,000 100%
Contract Payments
8,000
9,947 124%
8,000
482
6%
8,000 100%
Interest on Investments
14,243
7,647 54%
6,815
2,950
43%
6,815 100%
TOTAL RESOURCES
901,143
862,297 96%
1,010,203
175,991
17%
1,014,431 100% ; 4,228;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Personnel Services
6,082,895
5,415,246
89%
6,332,160
944,695
15%
6,332,160 100% -
Materials and Services
1,363,409
1,249,983
92%
1,527,992
196,271
13%
1,527,992 100%
Capital Outlay
50,051
13,226
26%
68,386
-
0%
68,386 100% -�
TOTAL REQUIREMENTS
7,496,355
6,678,456
89%
7,928,538
1,140,966
14%
7,928,538 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Transfers In- General Funds
6,304,397
6,304,397
100%
6,529,064
1,088,174
17%
6,529,064 100% - -
Transfers Out-Veh Reserve
(81,010)
(81,010)
100%
(76,067)
(12,676)
17%
(76,067) 100%
TOTAL TRANSFERS
6,223,387
6,223,387 100% ;
6,452,997
1,075,498
17%
6,452,997 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
968,506
965,223 100%
1,100,001
1,318,732 120%
1,318,732 120% 218,732,
Resources over Requirements
(6,595,212)
(5,816,159)
(6,918,335)
(964,976)
(6,914,107) 4,228!
Net Transfers - In (Out)
6,223,387
6,223,387
6,452,997
1,075,498
6,452,997 -
TOTAL FUND BALANCE
$ 596,681
$ 1,372,452 230% ;
$ 634,663
$ 1,429,255 225% ; ;
$ 857,623 135% ; $222,960:
A New lease payment for JBarJ
B Final Beginning Fund Balance will be determined after the final close of FY22
V(ES C 2�
Budget to Actuals Report
oy
TRT -Fund 160/170
16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget Actuals %
Budget
Actuals % Projection % $ Variance
Room Taxes
12,519,987 12,977,205 104%
13,580,874
4,126,816 30% 13,580,874 100% -
Interest
58,448 51,884 89%
50,408
11,083 22% 50,408 100%
TOTAL RESOURCES 12,578,435 13,029,089 104% ;
13,631,282
4,137,900 30% 13,631,282 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Grants & Contributions
-
-
5,600,000
4,000,000
71%
5,600,000 100% - A
COVA
3,660,659
3,512,891 96%
3,675,886
417,962
11%
3,675,886 100% o - B
Interfund Charges
239,526
239,526 100%
3,574,573
595,762
17%
3,574,573 100% C
Administrative
15,203
9,365 62%
215,508
30,623
14%
215,508 100%
Software
95,000
64,758 68%
47,251
11,250
24%
47,251 100%
TOTAL REQUIREMENTS ; 4,010,388 3,826,539 95% ; 13,113,218 5,055,598 39% 13,113,218 100%
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfer Out - RV Park
(20,000)
(20,000) 100%
(20,000)
(3,332)
17%
(20,000) 100% .
Transfer Out - Annual Fair
(75,000)
(75,000) 100%
(75,000)
(12,500)
17%
(75,000) 100% -
Transfer Out - Justice Court
(240,956)
(196,241) 81%
(263,217)
(43,868)
17%
(263,217) 100% -
Transfer Out - Health
(444,417)
(444,417) 100%
(418,417)
(69,736)
17%
(418,417) 100%
Transfer Out - F&E Reserve
(498,901)
(479,502) 96%
(501,683)
(83,612)
17%
(501,683) 100% - D
Transfer Out - F&E
(1,093,513)
(1,049,581) 96%
(1,101,342)
(183,556)
17%
(1,101,342) 100% -
Transfer Out - Sheriff
(3,651,787)
(3,651,787) 100%
�
(3,651,787)
(608,630)
17%
(3,651,787) 100%
TOTAL TRANSFERS
r
(6,024,574)
(5,916,528) 98% ;
(6,031,446)
(1,005,234)
17%
(6,031,446) 100%
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
5,890,343
6,189,395 105%
9,513,382
9,465,702 99%
9,465,702 99% (47,680); E
Resources over Requirements
8,568,047
9,202,550
518,064
(917,698)
518,064 0
Net Transfers - In (Out)
(6,024,574)
(5,916,528)
(6,031,446)
(1,005,234)
(6,031,446) -
i
s�
i
TOTAL FUND BALANCE
$ 8,433,816
$ 9,475,417 112% ;
$ 4,000,000
$ 7,542,770 189% ;
$ 3,952,320 99% ($47,680);
A Includes $4M payment to Sunriver Service District
B Payments to COVA based on a percent of TRT collections
C Includes -$3.5M for Interfund Payments to the General County Reserve Fund
D The balance of the 1 % F&E TRT is transferred to F&E reserves
E Final Beginning Fund Balance will be determined after the final close of FY22
Qy`�OE=�oG2< Budget to Actuals Report
ARPA — Fund 200
FY23 YTD August 31, 2022 (unaudited)
16.7%
Year Complete
Fiscal Year 2022 1 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Interest 93,961 105,186 39,558 38% 105,186 100%
State & Local Coronavirus Fiscal 19,000,000 38,367,217 202% - - - -�
Recovery Funds
TOTAL RESOURCES 19,000,000 38,461,178 202% ; 105,186 39,558 38% 105,186 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals %
Services to Disproportionately
20,650,098
5,106,512
25%
15,394,824
225,757
1%
Impacted Communities
Administrative
5,281,005
143,079
3%
4,317,328
39,924
1%
Infrastructure
2,050,000
527,275
26%
1,634,710
31,110
2%
Negative Economic Impacts
6,285,840
5,464,103
87%
899,577
26,723
3%
Public Health
3,733,057
2,786,152
75%
882,922
92,703
10%
TOTAL REQUIREMENTS
38,000,000
14,027,121
37%
23,129,361
416,217
2% ;
FUND BALANCE Budget Actuals % Budget Actuals %
Beginning Fund Balance 19,000,000 14,137 0% 23,024,175 24,448,194 106%
Resources over Requirements (19,000,000) 24,434,057 (23,024,175) (376,659)
Net Transfers - In (Out) - - -
TOTAL FUND BALANCE $ 24,448,194 999 ; $ 2a;n71,534 9990/ ;
Projection %
$ Variance
15,394,824 100% -
- A
4,317,328 100% o
-i C
1,634,710 100%
-� E
899,577 100%
- B
882,922 100%
- D
23,129,361 100% ;
Projection % $ Variance
24,448,194 106% 1,424,019, F
(23,024,175) 0.
m i s
$ 1;424;n19 999% ; $1,424,019'
A Includes $6.77M in childcare/early education funding, $6.9M in housing support for unhoused persons and over $7.3M in affordable housing projects
B Majority of funding is for food programs, $2.5 million in small business assistance and additional funding for Ronald McDonald House and an
Apprenticeship jobs program
C Administration holds the balance of the ARPA funds, as well as an approved Management Analyst for ARPA reporting and administration
D 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 congregate settings and various Health Services expenses such as temporary staffing costs to support the COVID-19 response
E Consists of modernization of irrigation systems, Terrebonne wastewater system, and a regional broadband infrastructure needs and assessment
F Final Beginning Fund Balance will be determined after the final close of FY22
1Es` z{ Budget to Actuals Report
L ,o
.r,�. Justice Court - Fund 220
FY23 YTD August 31, 2022 (unaudited)
16.7%
Year Complete
Fiscal Year 2022
I
Fiscal Year 2023
RESOURCES
Budget
Actuals
% Budget
Actuals % Projection % $ Variance
Court Fines & Fees
550,000
494,265
90% 525,000
82,370 16% 525,000 100%
Interest on Investments I
95
45
48% 32
79 248% 390 999% 358
Miscellaneous i
737
365
50% -
-
TOTAL RESOURCES
550,832
494,676
90% 525,032
82,450 16% 525,390 100% ; 358;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Personnel Services
577,209
541,906
94%
569,648
95,997
17%
569,648 100%
Materials and Services
158,933
149,011
94%
161,535
32,751
20% i
161,535 100% - A
TOTAL REQUIREMENTS
736,142
690,917
94%
731,183
128,748
18%
731,183 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Transfers In - TRT
240,956
196,241
81%
263,217
43,868
17%
263,217 100%
TOTAL TRANSFERS
240,956
196,241
81%
263,217
43,868
17%
263,217 100% ;
Resources over Requirements (185,310) (196,241) (206,151) (46,299) (205,793) 358:
Net Transfers - In (Out) 240,956 196,241 263,217 43,868 263,217
p 1 I I I i
TOTAL $ 55,646 - 0% $ 57,066 ($ 2,431) -4% $ 57,424 101% ; $358,
A One time yearly software maintenance fee paid in July for entire fiscal year
�TEs` 2{ Budget to Actuals Report
,o
Sheriff's Office -Fund 255
FY23 YTD August 31, 2022 (unaudited)
RESOURCES
LED #1 Property Tax Current
LED #2 Property Tax Current
Sheriffs Office Revenues
LED #1 Property Tax Prior
LED #2 Property Tax Prior
LED #1 Interest
LED #2 Interest
LED #2 Foreclosed Properties
LED #1 Foreclosed Properties
TOTALRESOURCES
REQUIREMENTS
16.7%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
28,448,529
28,828,746 101%
30,282,049
121,055
0%
30,282,049 100% ; -A
11,813,562
11,962,302 101%
13,400,541
50,234
0%
13,400,541 100% A
1 3,993,964
4,436,206 111%
4,520,630
842,542
19%
4,520,630 100% -
330,000
288,862 88%
330,000
76,926
23%
330,000 100% -
I
145,000
118,145 81%
145,000
31,661
22%
145,000 100%
147,416
I
96,152 65%
89,119
18,368
21% � 1
89,119 100% � 1
-'
69,274
24,356 35%
1
22,716
1,262
6%
1 1
22,716 100%
I 1
- ;
15,070
-
-
-
-
36,317
-
-
- -
44,947,745
45,806,157 102%
48,790,055
1,142,048
2% ,
48,790,055 100% ;
Budget Actuals % Budget Actuals % Projection % $ Variance
Digital Forensics
-
I
808,610
130,606
16%
1
Concealed Handgun Licenses
335,044
26,828
8%
Rickard Ranch I
-
357 999%
264,871
59,272
22%
Sheriffs Services
4,002,499
4,209,994 105%
5,863,885
725,341
12%
Civil/Special Units
1,154,204
1,113,165 96%
1,168,300
230,310
20%
Automotive/Communications I
3,576,342
3,739,318 105%
4,005,888
485,231
12%
Detective
3,029,130
3,015,189 100%
3,383,825
641,096
19%
1
Patrol
14,015,461
1
13,446,737 96%
14,640,315
2,5859341
18%
Records I
1,025,023
736,147 72%
944,493
112,963
12%
Adult Jail 1
21,033,697
18,819,218 89%
22,182,320
3,319,991
15%
Court Security
444,617
432,062 97%
424,769
87,729
21%
Emergency Services
789,912
543,505 69%
829,997
67,402
8%
Special Services
1,775,588
2,053,846 116%
2,047,792
374,205
18%
Training
1,626,207
1,786,760 110%
1,907,588
338,999
18%
Other Law Enforcement 1
1,389,684
1,511,571 109%
820,836
201,151
25%
Non - Departmental 1
299,998
- 0%
-
-
0%
TOTAL REQUIREMENTS
54,162,360
51,407,868 95%
593628,533
9,386,466
16%
�
808,610 100% 1 1
335,044 100%
1 264,871 100%
i I i
5,863,885 100%
� 1 1
1,168,300 100%
� I I
4,005,888 100%
� I I
3,383,825 100%
� ( 1
14,640,315 100%
944,493 100% -�
� I 1
22,182,320 100%
I 1 I 1
424,769 100%
829,997 100%
2,047,792 100%
1,907,588 100%
820,836 100%
I 1 B I
- 100%
59,628,533 100%
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfer In - TRT
3,651,787
3,651,787 100%
3,651,787
608,630
17%
3,651,787 100% -
Transfer In - General Fund
1 121,950
121,950 100%
70,000
11,666
17%
1
70,000 100% -
Transfers Out - Debt Service
1 (273,000)
(272,491) 100%
(273,200)
-
0%
(273,200) 100% -
TOTAL TRANSFERS
3,500,737
3,501,246 100% ;
3,448,587
620,296
18%
3,448,587 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance 17,874,511
17,266,520 97%
14,414,541
15,910,275 110%
15,910,275 110% 1,495,734: B
Resources over Requirements (9,214,615)
(5,601,711)
(10,838,478)
(8,244,418)
(10,838,478) 01
Net Transfers - In (Out) 3,500,737
3,501,246
3,448,587
620,296
1 1
3,448,587 -
1 I
I
I
TOTAL FUND BALANCE . $ 12,160,633
$ 15,166,055 125% ;
$ 7,024,650
$ 8,286,153 118% ;
$ 8,520,384 121% ; $1,495,734,
A Current year taxes received primarily in November, February and May
B Final Beginning Fund Balance will be determined after the final close of FY22
oh1E5` 2� Budget to Actuals Report
c� ,G
Health Services - Fund 274
FY23 YTD August 31, 2022 (unaudited)
RESOURCES
State Grant
OHP Capitation
State Miscellaneous
OHP Fee for Service
Federal Grants
Local Grants
Environmental Health Fees
Other
State - Medicaid/Medicare
Patient Fees
Medicaid
State - Medicare
Vital Records
Liquor Revenue
Divorce Filing Fees
Interfund Contract- Gen Fund
State Shared- Family Planning
Interest on Investments
CCBHC Grant
TOTAL RESOURCES
16.7%
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
17,641,302
16,666,604
94%
17,926,893
1,676,434
9%
19,229,983 107%
1,303,090,
8,947,837
11,776,144
132%
12,882,624
2,114,400
16%
11,868,624 92% a
(1,014,000)
4,129,465
3,518,729
85%
6,953,489
34,084
0%
6,997,085 101%
43,596,
31627,151
4,032,343
111%
3,232,620
504,774
16%
4,451,365 138%
1,218,745
4,303,483
4,090,251
95%
2,215,634
-
0%
2,510,342 113%
294,708
1,936,838
3,347,227
173%
2,088,031
68,188
3%
2,250,335 108%
162,304
1,086,019
1,213,172
112%
1,238,499
52,243
4%
1,238,499 100%
-
884,036
866,362
98%
1,021,722
136,395
13%
1,026,922 101%
5,200!
843,050
777,348
92%
807,530
209,067
26%
806,547 100%
(983)!
468,415
538,392
115%
615,644
98,900
16%
585,391 95%
(30,253)
1,014,100
750,524
74%
430,863
133,223
31%
624,363 145%
193,500!
172,200
194,470
113%
337,614
38,343
11%
230,061 68%
(107,553)!
280,000
342,960
122%
300,000
29,834
10%
287,694 96%
(12,306)
157,000
199,100
127%
177,574
-
0%
177,574 100%
-
173,030
178,331
103%
173,030
-
0%
39,000 23%
(134,030);
127,000
127,000
100%
127,000
-
0%
127,000 100%
-
152,634
118,228
77%
125,000
17,690
14%
125,000 100%
-
156,549
101,438
65%
97,750
32,627
33%
I
97,750 100%
I
1
2,627,291
38,587
1%
-
1
-
-
48.727,400
48.877,207
100% ;
50,751,517
5,146,203
10%
52,673,535 104% ;
1,922,018:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation
-
- 999% -
-
- I
-
-
Personnel Services I
43,994,358
39,401,552
90%
49,323,205
9,540,580 19%
48,829,825 99%
493,380!
Materials and Services I
14,721,284
12,217,134
83%
15,576,267
1,733,649 11%
16,057,656 103%
(481,389)!
Capital Outlay
157,000
82,128
52%
10,000
- 0% I
88,617 886%
(78,617)1
TOTAL REQUIREMENTS
58,872,642
51,700,815
88%
64,909,472
11,274,229 17%
64,976,098 100% ;
(66,626);
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers In- General Fund
5,909,168
5,909,168 100%
6,608,245
1,101,356
17%
6,608,245 100%
Transfers In- OHP Mental Health
-
1,473,586
245,588
17%
1,473,586 100%
Transfers In - TRT I
444,417
444,417 100%
418,417
69,736
17%
418,417 100%
Transfers Out I
(230,755)
(230,755) 100%
(241,596)
(40,264)
17%
(241,596) 100%
TOTAL TRANSFERS
6,122,830
6,122,830 100% ;
8,258,652
1,376,416
17%
8,258,652 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
10,033,946
10,689,975 107%
11,228,719
Resources over Requirements
(10,145,242)
(2,823,607)
(14,157,955)
Net Transfers - In (Out)
I
6,122,830
6,122,830
I
8,258,652
TOTAL FUND BALANCE
$ 6,011,534
$ 13,989,198 233%
$ 5,329,416
12,769,018 114% 729,581 6% : (10,499,138,
(6,128,026) (12,302,563) 1,855,392:
1,376,416 8,258,652
I I I I
($8,643,746
$ 8,017,408 150% ($ 3,314,330) -62%
oy v�ES c 0G l Budget to Actuals Report
L�
Health Services - Admin - Fund 274
FY23 YTD August 31, 2022 (unaudited)
16.7%
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
State Grant
769,319
493,270
64%
379,180
-
0%
379,180 100%
OHP Capitation
-
436,443
367,074
61,066
17%
367,074 100% - -
Interest on Investments
156,549
101,438
65%
97,750
32,627
33%
97,750 100% ; -
Federal Grants
1,438,843
1,183,981
82%
54,405
-
0%
298,578 549% - 244,173, A
Other
9,200
12,146
132%
12,900
5,087
39%
12,900 100% -
CCBHC Grant
486,804
6,938
1%
-
-
- -
Patient Fees
-
1,124
-
-
- -�
TOTAL RESOURCES
2,860,715
2,235,340
78%
911,309
98,781
11%
1,155,482 127% ; 244,173:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
6,904,224
5,839,549 85%
6,513,820
951,892 15%
6,502,661 100%
11,159,
Materials and Services
6,580,649
6,137,942 93%
6,445,783
1,067,226 17%
6,594,649 102%
(148,866)! B
Administration Allocation
(10,188,902)
(10,188,901) 100%
(10,986,541)
- 0%
(10,986,541) 100%
-
TOTAL REQUIREMENTS
3,295,971
1,788,591 54%
1,973,061
2,019,118 102% ;
2,110,769 107% ;
(137,707);
TRANSFERS
Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- OHP Mental Health
-
-
80,771
13,460
17%
80,771 100%
Transfers Out
(219,794)
(219,794) 100%
(230,635)
(38,438)
17%
(230,635) 100%
TOTAL TRANSFERS
(219,794)
(219,794) 100% ;
(149,864)
(24,978)
17% ;
(149,864) 100% ;
FUND BALANCE
Budget
Actuais %
Budget
Actuais
%
Projection %
$ Variance
Beginning Fund Balance
3,552,000
3,769,942 106%
3,884,332
3,525,178
91%
3,996,894 103%
112,562, C
Resources over Requirements
(435,256)
446,750
(1,061,752)
(1,920,337)
(955,287)
106,466
Net Transfers - In (Out)
(219,794)
(219,794)
(149,864)
(24,978)
(149,864)
e
-
i
TOTAL FUND BALANCE
$ 2,896,950
$ 3,996,898 138% ;
$ 2,672,716
$ 1,579,863
59%
$ 2,891,743 108% ;
$219,027,
A Actuals include revenue for which will be spent in future fiscal years whereas the projection amount reflects the department's anticipated State Grant
funds to be used in FY22
B Expenditures over budget related to expenses supporting COVID-19 vaccine distribution.
C The stated amount is an estimate. Final Beginning Fund Balance will be determined after the final close of FY22.
Qy(v1ES(0G2� Budget to Actuals Report
Health Services - Behavioral Health - Fund 274 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
OHP Capitation
8,947,837
11,339,701 127%
State Grant
11,907,014
12,189,948 102%
State Miscellaneous
1,934,643
1,712,171 89%
OHP Fee for Service
3,627,151
4,009,351 111%
Federal Grants
2,725,623
2,781,433 102%
Local Grants
1,093,055
1,375,335 126%
Other
682,180
668,038 98%
Patient Fees
372,115
431,526 116%
Medicaid
1,014,100
750,524 74%
State - Medicare
172,200
194,470 113%
Liquor Revenue
157,000
199,100 127%
Divorce Filing Fees
173,030
178,331 103%
Interfund Contract- Gen Fund
127,000
127,000 100%
CCBHC Grant
2,140,487
31,649 1%
TOTAL RESOURCES
35,073,435
35,988,576 103% ;
12,515,550
2,053,333
16%
11,501,550 92% (1,014,000):
11,817,372
1,638,867
14%
12,988,059 110%
1,170,687: A
6,079,143
34,084
1%
6,194,602 102%
115,459
3,214,360
499,127
16%
4,433,105 138% ;
1,218,745!
2,017,169
-
0%
2,065,401 102%
48,232!
1,311,139
-
0%
1,370,088 104%
58,949!
719,670
120,208
17%
723,820 101%
4,150
519,344
78,911
15%
471,862 91%
(47,482)'
430,863
133,223
31%
624,363 145%
193,500-
337,614
38,343
11%
230,061 68%
(107,553)!
177,574
-
0%
177,574 100%
173,030
-
0%
39,000 23%
(134,030); B
127,000
-
0%
127,000 100%
-
39,439,828 4,596,096 12% 40,946,485 104% ; 1,506,657;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation
7,523,855
7,523,855 100%
8,058,752
- 0%
8,058,752 100%
-
Personnel Services
26,606,065
24,513,984
92%
31,196,517
7,001,021 22%
30,952,344 99%
244,173�
Materials and Services
4,882,963
3,664,647
75%
6,743,351
484,416 7%
7,041,154 104%
(297,803)' C
Capital Outlay
80,000
54,752
68%
10,000
- 0%
88,617 886% ;
(78,617)s
TOTAL REQUIREMENTS
39,092,883
35,757,238
91%
46,008,620
7,485,436 16% ;
46,140,867 100% ;
(132,247);
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- General Fund
2,278,087 2,278,087 100% 2,231,439
371,898
17%
2,231,439 100% -
Transfers In- OHP Mental Health :
- - 1,392,815
232,128
17%
1,392,815 100%
Transfers Out
(10,961) (10,961) 100% (10,961)
(1,826)
17%
(10,961) 100%
TOTAL TRANSFERS
2,267,126 2,267,126 100% ; 3,613,293
602,200
17%
3,613,293 100% ;
FUND BALANCE Budget Actuals % Budget
Beginning Fund Balance
3,612,014
3,870,664 107%
4,788,795
Resources over Requirements
(4,019,448)
231,339
(6,568,792)
Net Transfers - In (Out)
e
2,267,126
2,267,126
i
3,613,293
TOTAL FUND BALANCE
$ 1,859,692
$ 6,369,128 342%
$ 1,833,296
Actuals % Projection % $ Variance
5,748,420 120% (5,817,071) -121% : (10,605,866, D
(2,889,340) (5,194,382) 1,374,410;
602,200 3,613,293
$ 3,461,280 189% ($ 7,398,160) -404%: ($9,231,4%
A Increase of $715K related to new funds for Aid & Assist ($431 K), a cost of living adjustment ($358K), and carryforward revenue from FY22 ($455k)
B Mediation Program will no longer be managed within Health Services, so funds are transferred out of Health Services
C Increase in expenditures related to temporary staff being used instead of oncall staff
D The stated amount is an estimate. Final Beginning Fund Balance will be determined after the final close of FY22.
Oh`�u1ES`0& Budget to Actuals Report
Health Services - Public Health - Fund 274 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
State Grant
Environmental Health Fees
State Miscellaneous
State - Medicaid/Medicare
Local Grants
Vital Records
Other
Federal Grants
State Shared- Family Planning
Patient Fees
OHP Fee for Service
TOTAL RESOURCES
4,964,969
3,983,386
80%
5,730,341
37,568
1%
1,086,019
1,213,172
112%
1,238,499
52,243
4%
2,194,822
1,806,557
82%
874,346
-
0%
843,050
777,348
92%
807,530
209,067
26%
843,783
1,971,892
234%
776,892
68,188
9%
280,000
342,960
122%
300,000
29,834
10%
192,656
186,177
97%
289,152
11,100
4%
139,017
124,837
90%
144,060
-
0%
152,634
118,228
77%
125,000
179690
14%
96,300
1059742
110%
96,300
19,989
21%
-
22,993
18,260
5,647
31%
r
10,793,250
10,653,291
99%
10,400,380
451,327
4% ,
5,862,744 102%
132,403: A
1,238,499 100%
i
s
802,483 92%
(71,863); B
806,547 100%
(983)
880,247 113%
103,355, C
287,694 96% a
(12,306)'
290,202 100%
1,050,
146,363 102% ;
2,303-
125,000 100%
113,529 118%
17,229!
18,260 100%
10,571,568 102% ;
171,188:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Administration Allocation
2,665,047
2,665,046 100%
2,927,789
- 0%
2,927,789 100%
Personnel Services
10,484,069
9,048,019
86%
11,612,869
1,587,667 14%
11,374,820 98%
238,049.
Materials and Services
3,257,672
2,414,546
74%
2,387,133
182,008 8%
2,421,853 101%
(34,720)l
Capital Outlay
77,000
27,376
36%
-
-
-
TOTAL REQUIREMENTS
16,483,788
14,154,986
86%
16,927,791
1,769,675 10%
16,724,462 99%
203,329;
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In- General Fund
3,631,081
3,631,081 100%
4,376,806
729,458 17%
4,376,806 100%
-
Transfers In - TRT
444,417
444,417 100%
418,417
69,736 17%
418,417 100%
-�
TOTAL TRANSFERS
4,075,498
4,075,498 100% ;
4,795,223
799,194 17%
4,795,223 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
2,869,932
3,049,370 106%
2,555,592
3,495,420 137%
2,549,758 100% -
(5,834); D
Resources over Requirements
(5,690,538)
(3,501,695)
(6,527,411)
(1,318,349)
(6,152,894)
374,517
Net Transfers - In (Out)
4,075,498
4,075,498
4,795,223
799,194
4,795,223
TOTAL FUND BALANCE
$ 1,254,892
$ 39623,172 289% ;
$ 823,404
$ 2,976,265 361% ;
$ 1,192,087 145% ;
$368,683:
A Carryforward of unbudgeted funds are related to vacancies in COVID Team and Public Health Modernization.
B Decrease of $71 K primarily related to reclassifying $60K of funding from Jefferson County from category of State Misc to Local Grants
C Carryforward from FY22 of appx. $40K for Living Well and Diabetes Prevention Programs, as well as reclassifying $60K from Jefferson County for
disease investigation
D The stated amount is an estimate. Final Beginning Fund Balance will be determined after the final close of FY22.
Qy`�V'(ESC0& Budget to Actuals Report
Community Development - Fund 295 16 7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Admin - Operations
138,716
153,688 111%
153,445
19,151
12%
159,845 104%
6,400:
Code Compliance
842,906
995,865
118%
1,171,592
168,643
14%
1,071,592
91%
(100,000)' A
Building Safety
3,819,940
4,325,818
113%
4,821,160
952,424
20%
4,966,660
103% a
145,500-
Electrical
914,750
979,129
107%
1,022,005
154,861
15%
952,005
93%
(70,000); A
Onsite Wastewater
1,056,678
983,462
93%
1,017,678
143,549
14%
994,178
98%
(23,500); A
Current Planning
1,980,521
2,223,570
112%
2,425,334
348,810
14%
2,227,334
92%
(198,000); A
Long Range Planning
826,806
880,902
107%
1,064,305
167,629
16%
1,014,305
95%
(50,000)� A
TOTAL RESOURCES
9,580,316
r
10,542,434 110% ;
11,675,519
1,955,066
17%
11,385,919
98% ;
(2899600);
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Admin - Operations
3,137,795
2,962,068
94%
3,432,980
521,969
15%
3,181,715
93%
251,265- C
Code Compliance
617,012
618,670
100%
805,614
112,552
14%
736,636
91%
68,978! C
Building Safety
2,284,444
2,023,911
89%
2,538,721
327,045
13%
2,110,175
83%
428,546! C
Electrical
556,531
553,500
99%
641,837
91,128
14%
564,695
88%
77,142! C
Onsite Wastewater
765,935
643,443
84%
753,369
117,169
16%
753,369
100%
Current Planning
1,769,333
1,590,813
90%
2,062,044
242,744
12%
19702,684
83%
359,360! C
Long Range Planning
847,839
575,907
68%
998,739
120,748
12%
998,739 100%
TOTAL REQUIREMENTS
9,978,889
8,968,312
90%
11,233,304
1,533,356
14% ;
10,048,013
89% ;
1,185,291:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers In - General Fund
290,000
170,661 59%
160,000
19,998
12%
160,000 100% -
Transfers Out
(99,360)
(99,360) 100%
(112,619)
(18,764)
17%
(112,619) 100% a -
Transfers Out - CDD Reserve
(461,262)
(1,230,508) 267%
(958,966)
(159,824)
17%
(1,565,643) 163% (606,677)-
TOTAL TRANSFERS
(270,622)
(1,159,207) 428% ;
(911$85)
(158,590)
17%
(1,518,262) 167% ; (606,677);
FUND BALANCE Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance 1,432,367
1,749,673 122%
2,096,504
2,191,402 105%
2,191,402 105%
94,898- D
Resources over Requirements (398,573)
1,574,122
442,215
421,710
1,337,906
895,691
Net Transfers - In (Out) (270,622)
(1,159,207)
(911,585)
(158,590)
(1,518,262)
(606,677)
TOTAL FUND BALANCE $ 763,172
$ 2,164,588 284% ;
$ 1,627,134
$ 2,454,522 151% ; ;
$ 2,011,046 124% ;
$383,912:
A YTD revenue collection is lower than anticipated
due to application volume decrease
C Projections reflect unfilled positions
D Final Beginning Fund Balance will be determined
after the final close
of FY22
ES C,°G�� Budget to Actuals Report
Road - Fund 325
FY23 YTD August 31, 2022 (unaudited)
RESOURCES
Motor Vehicle Revenue
Federal - PILT Payment
Other Inter -fund Services
Forest Receipts
Sale of Equip & Material
Cities-Bend/Red/Sis/La Pine
Miscellaneous
Interest on Investments
Mineral Lease Royalties
Assessment Payments (P&I)
TOTALRESOURCES
16.7%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
17,485,000
19,740,504 113%
19,483,147
2,985,238
15%
19,483,147 100%
-
2,096,751
2,195,918 105%
2,200,000
2,239,616
102%
2,239,616 102%
39,616- A
1,221,632
1,254,413 103%
1,311,901
23,543
2%
1,311,901 100%
627,207
792,420 126% -
882,502
-
0%
�
882,502 100%
-�
�
449,150
° �
341,833 76/0
426,000
342
0% �
�
426,000 100% �
-'
560,000
�
155,269 28%
403,731
-
0% �
403,731 100%
-'
67,340
68,747 102%
77,610
15,077
19%
77,610 100%
59,109
55,083 93%
54,172
7,049
13%
54,172 100% -
-'
60,000
° �
148,267 247 /0
50,000
-
0 /o � �
� �
50,000 100%
�
-'
3,460
16,052 464% -
-
1,241
10,000
10,000B
22,629,649
24,768,506 109% ;
24,889,063
5,272,107
21%
24,938,679 100% ;
49,616;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
6,916,229
6,754,381
98%
7,802,271
1,186,968
15%
7,802,271 100%
-
Materials and Services
7,843,400
6,877,560
88%
8,315,339
1,514,952
18%
8,363,465 101%
(48,126)
Capital Outlay
264,500
141,754
54%
71,386
18,259
26%
23,260 33%
48,126
TOTAL REQUIREMENTS ;
15,024,128
13,773,696
92% ;
16,188,996
2,720,179
17%
16,188,996 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection
%
$ Variance
Transfers Out
(11,757,547)
(11,757,547) 100%
(12,330,136)
(7,440,775)
60%
(12,330,136)
100%
TOTAL TRANSFERS
(11,757,547)
(11,757,547) 100% ;
(12,330,136)
(7,440,775)
60% ;
(12,330,136)
100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection
%
$ Variance
Beginning Fund Balance
6,383,832
8,566,521 134%
5,892,967
7,803,964
132%
7,803,964
132%
1,910,997. C
Resources over Requirements
7,605,521
10,994,810
8,700,067
2,551,929
8,749,683
49,616,
Net Transfers - In (Out)
(11,757,547)
(11,757,547)
(12,330,136)
(7,440,775)
;
(12,330,136)
-�
TOTAL FUND BALANCE
$ 2,231,806
$ 7,803,785 350% ;
$ 2,262,898
$ 2,915,117
129% ;
$ 4,223,511
187% ; $1,960,613:
A Actual payment higher than budget
B Updated based on YTD actuals
trending higher than budgeted
C Final Beginning Fund Balance will be determined
after the final close
of FY22
oy 01Es` 2{ oG
Budget to Actuals Report
c?
..�� Adult P&P - Fund 355
- FY23 YTD August 31, 2022 (unaudited)
RESOURCES
DOC Grant in Aid SB 1145
CJC Justice Reinvestment
DOC Measure 57
State Miscellaneous
Interfund- Sheriff
Gen Fund/Crime Prevention
Oregon BOPPPS
Interest on Investments
Miscellaneous
Electronic Monitoring Fee
DOC-Family Sentence Alt
Probation Work Crew Fees
Probation Supervision Fees
TOTAL RESOURCES
16.7%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
4,202,885
4,734,453 113%
4,734,453
1,183,613
25%
4,734,453 100% ;
781,597
892,038 114%
892,038
-
0%
892,038 100%
255,545
244,606 96%
244,606
244,606
100%
271,606 111% 27,000-A
138,000
96,068 70%
123,453
-
0%
123,453 100% ;
50,000
55,000 110%
50,000
8,333
17%
50,000 100%
50,000
50,000 100%
50,000
-
0%
50,000 100%
24,281
20,318 84%
20,318
-
0%
20,318 100% - -°
45,193
19,125 42%
18,151
6,417
35%
18,151 100%
500
3,904 781%
500
72
14%
500 100% -�
2,500
280 11%
500
235
47%
500 100%
118,250
58,958 50%
-
- -'
1,500
- 0%
-
-
-
170,000
3,606 2%
-
-
-
5,840,250
6,178,356 106% ;
6,134,018
1,443,276
24% ;
6,161,018 100% ; 27,000:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
°
Personnel Services
5,379,503
4,866,256
90%
5,683,822
833,082
15%
5,683,822 100 /° -
Materials and Services
1,700,412
1,528,224
90%
1,883,614
188,611
10%
1,883,614 100%
Capital Outlay
-
8,475
598
7%
8,475 100%
TOTAL REQUIREMENTS
7,079,915
6,394,480
90%
7,575,910
1,022,291
13%
7,575,910 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Transfers In- General Funds
662,046
662,045 100%
536,369
89,392
17%
536,369 100%
Transfer to Vehicle Maint
(190,974)
(190,974) 100%
(69,277)
(11,546)
17%
(69,277) 100%
TOTAL TRANSFERS
471,072
471,071
100% ;
467,092
77,846
17%
467,092 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
2,739,775
2,982,055 109%
3,100,000
3,221,318 104%
3,221,318 104% 0 121,317, B
Resources over Requirements
(1,239,665)
(216,124)
(1,441,892)
420,985
(1,414,892) 27,000
Net Transfers - In (Out)
471,072
471,071
467,092
77,846
467,092
TOTAL FUND BALANCE
$ 1,971,182
$ 3,237,002 164% ;
$ 2,125,200
$ 3,720,149 175% ; ;
$ 2,273,518 107% ; $148,318:
A DOC has increased funds for M57. Deschutes County received an additional $27K for housing and curriculum training.
B Final Beginning Fund Balance will be determined after the final close of FY22
Qy �1Es` 2� Budget to Actuals Report
,o
Road CIP - Fund 465 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
State Miscellaneous 2,191,461 1,000,000 46% 1,818,500 - 0% 1,818,500 100%
Interest on Investments 279,729 124,832 45% 124,563 45,213 36% 124,563 100% -�
TOTAL RESOURCES ; 2,471,190 1,124,832 46% 1,943,063 45,213 2% 1,943,063 100%
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Materials and Services 109,870 109,870 100% 127,640 21,273 17% 127,640 100%
Capital Outlay 29,612,821 7,996,247 27% 28,259,526 9,564,919 34% 28,732,621 102% _ (473,095)
TOTAL REQUIREMENTS 29,722,691 8,106,117 27% ; 28,387,166 9,586,192 34% 28,860,261 102% ; (473,095);
TRANSFERS
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Transfers In
12,193,917
10,672,113 88%
14,230,313
4,889,361 34%
14,230,313 100%
-
TOTAL TRANSFERS
12,193,917
10,672,113 88%
14,230,313
4,889,361 34%
14,230,313 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
20,374,044
23,533,004 116%
24,548,274
27,223,832 111%
27,223,832 111%
2,675,558, A
Resources over Requirements
(27,251,501)
(6,981,285)
(26,444,103)
(9,540,979)
(26,917,198)
(473,095)
Net Transfers - In (Out)
12,193,917
10,672,113
14,230,313
4,889,361
14,230,313
-
TOTAL FUND BALANCE
$ 5,316,460
$ 27,223,832 512% ; $ 12,334,484
$ 22,572,213 183% ;
$ 14,536,947 118% ;
$2,202,463;
A final Beginning Fund Balance
will be detern-ilned
after the final close
of rY22
y°tESC Budget to Actuals Report
`�
Road CIP (Fund 465) - Capital Outlay Summary by Project
16.7%
110 FY23 YTD August 31, 2022
(unaudited)
Year
Completed
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Terrebonne Refinement Plan
E $ 10,000,000 $
-
i $
7,319,310 $
2,200,000
30 % $
7,319,310
100% $
-
US 20 at Tumalo
6,700,000
-
6,700,000
6,700,000
100% E
6,700,000
100%
-A
Tumalo Road / Tumalo Place
-
67,998
Old Bend Rdm/Tumalo Rd Inter
-
16,907
-
-
-
-
NE Negus and 17TH
2,363,532
2,142,875
91 %
Hunnel Rd: Loco Rd to Tumalo Rd
2,168,940
637,975
29%
4,265,216
55,660
1%
4,265,216
100% i
Transportation System Plan Update
108,510
86,081
79% E
-
3,242
3,242
(3,242)
279,575
1,110
0%
818,500
910
0%
818,500
100%
-
Gribbling Rd Bridge
Terrebonne Wastewater Feasibility St.
-
35,130
-
-
-
-
Rickard Rd: Groff Rd to US 20
1,716,142
1,391,051
81 %
-
-
-
931,140
1,319,374
142%
-
-
-
Paving Powell Butte Hwy
Smith Rock Way Bridge Replace
505,000
1,869
0%
985,000
677
0%
985,000
100%
-
Deschutes Mkt Rd/Hamehook Round
671,000
208,367
31 %
1,663,000
-
0% E
1,663,000
100% i
Paving Cottonwood: Us 97 To BSNF RR
618,144
499,075
81 %
-
-
-
-
Paving Desch Mkt Rd: Yeoman Hamehoo
310,838
-
0%
443,000
-
0%
443,000
100% E
Paving Alfalfa Mkt Rd: Mp 4 Dodds
265,000
2,638
1%
1,200,000
72,754
6% E
1,200,000
100%
Paving Of Hamby Rd: Us 20 To Butler
200,000
1,912
1% 1
333,000
-
0%
333,000
100% E
-
Powell Butte Hwy/Butler Market RB
150,000
38,562
26%
785,000
11,824
2%
785,000
100%
Wilcox Ave Bridge #2171-03Replacem
100,000
-
0%
160,000
-
0%
160,000
100%
US 20: Tumalo Multi -Use Path Crossing
1,250,000
1,200,000
96%
Highway Warning Systems 2021
-
69,536
-
-
-
Tumalo Wastewater Feasibility Study
-
219
Paving Tumalo Rd/Deschutes Mkt Rd
-
1,640
246,000
-
0% E
246,000
100%
-?
-
1,148
-
337,183
337,783
(337,183)i
Slurry Seal 2022
Paving of Rosland Rd: US 20 to Draf
-
-
380,000
-
0%
380,000
100%
-
-
-
150,000
-
0%
-
0%
150,000113
Intersection Safety Improvements
FY 22 Guardrail Improvements
100,000
114,378
114%
Redmond District Local Roads
500,000
-
0%
-
-
-
-iC
Bend District Local Roads
500,000
-
0%
-
-
-
-C
Sidewalk Ramp Improvements
75,000
166,567
209%
50,000
-i82,670
365%
182,670
365%
100,000
1,843
2%
-
-
150,000
(150,000)1
Signage Improvements
-
-
815,000
-
0%
815,000
100% E
Northwest Way: NW Coyner Ave to NW Altmeter Wy
-
-
300,000
-
0%
300,000
100%
Slurry Seal 2023
-
-
200,000
-
0%
200,000
100% i
-C
Local Road Pavement Preservation
-
-
100,000
-
0%
100,000
100%
-
NW Lower Bridge Way: 43rd St to Holmes Rd
-
-
100,000
-
0%
700,000
100%
Tumalo Resevoir Rd: OB Riley to Sisemore Rd
-
-
1,000,000
-
0%
1,000,000
100%
-
Terrebonne Wastewater System Phase 1
-
-
150,000
-
0%
150,000
100%
FY23Guardrail lmrovements
-
-
96,500
-
0%
96,500
100%
-
Hamehook Rd Bridge #16181 Rehabilitation
TOTAL CAPITAL OUTLAY
$ 29,612,821
$ 7,996,247
27%
$ 28,259,526'.
9,564,919
34%
$ 28,732,621
102%1
($ 473,095)
A Budgeted in FY 22 in project US 20: Cook Ave/08 Riley Rd (Tumalo)
B This project will have activity this year; budget from other projects will be re -allocated
C These projects were re -named to Local Road Pavement Preservation
oy �TEs` 2� pG
Budget to Actuals Report
L�
Solid Waste -Fund 610
FY23 YTD August 31, 2022 (unaudited)
RESOURCES
Franchise Disposal Fees
Private Disposal Fees
Commercial Disp. Fee
Franchise 3% Fees
Yard Debris
Miscellaneous
Interest
Special Waste
Recyclables
Leases
TOTAL RESOURCES
16.7%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
7,124,000
6,891,500 97%
7,210,000
795,348
11%
7,210,000 100% -� A
2,827,000
3,191,189 113%
3,337,000
656,905
20%
3,337,000 100% - -� A
2,686,000
�
3,075,123 114%
3,234,000
672,944
� �
21%
3,234,000 100% - A
290,000
° �
337,878 117 /0
305,000
44,987
�
15 /o
305,000 100% � -� B
300,000
268,060 89%
290,000
65,488
23%
290,000 100%
i
55,000
88,470 161%
70,000
22,418
32%
70,000 100%
41,599
27,916 67%
30,498
6,484
21%
� �
30,498 100%
15,000
° �
37,718 251 /0
15,000
4,800
32 /o
15,000 100%
12,000
12,980 108%
12,000
956
8%
12,000 100%
1
1 100%
1
-
0%
-
13,350,600
13,930,834 104% ;
14,503,499
2,270,331
16%
14,503,499 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
2,754,132
2,696,404
98%
3,277,684
490,284 15%
3,277,684 100%
Materials and Services
i
5,651,103
5,192,786
92%
6,473,358
578,176 9%
6,473,358 100% -'
Capital Outlay
53,141
76,304
144%
264,000
- 0%
264,000 100%
Debt Service
1,251,615
797,852
64%
1,327,000
- 0%
1,739,630 131% (412,630) C
TOTAL REQUIREMENTS
9,709,991
8,7639347
90%
11,342,042
1,068,460 9%
11,7549672 104% ; (412,630);
TRANSFERS
Budget Actuals % Budget
SW Capital & Equipment
(6,029,323)
(6,029,323) 100%
(5,299,665)
Reserve
TOTAL TRANSFERS
(6,029,323)
(6,029,323) 100% ;
(5,299,665)
FUND BALANCE
Budget
Actuals %
Budget
Beginning Fund Balance
2,972,234
3,957,273 133%
3,107,198
Resources over Requirements
3,640,609
5,167,487
3,161,457
Net Transfers - In (Out)
(6,029,323)
(6,029,323)
(5,299,665)
TOTAL FUND BALANCE
$ 583,520
$ 3,095,437 530% ;
$ 968,989
Actuals % Projection % $ Variance
(2,326) 0% (5,299,665) 100% -
(2,326) 0% ; (5,299,665) 100% ;
Actuals % Projection % $ Variance
3,104,294 100% 3,104,294 100% (2,904). D
1,201,871 2,748,827 (412,630)
(2,326) e A (5,299,665)
$ 4,303,839 444% ; ; $ 553,456 57% ; ($415,534);
A Total disposal fee projections reflect management's best estimate of revenues to be collected; disposal tons are typically higher in the summer with
reductions in winter. YTD volumes are running 7% higher than last year-to-date. Franchise disposal fee payments of $407K were not received from
Republic Services (Bend Garbage, High Country & Wilderness) by closing.
B Annual fees due April 15, 2023; received year-to-date monthly installments from Republic
C Final FFC 2022 funding includes issuance costs and a full year of interest due by June 2023, while the budget reflects 1/2 estimated interest. A
budget adjustment to increase appropriations will be presented to the BOCC in September.
D Final Beginning Fund Balance will be determined after the final close of FY22
JA
TEs `°Gz, Budget to Actuals Report
Fair & Expo -Fund 615 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Events Revenue
578,000
786,724 136%
745,759
83,032
11%
745,759 100% -
Food & Beverage
513,500
790,362 154%
415,000
102,929
25%
415,000 100%
Rights & Signage
105,000
38,192 36%
105,000
35,400
34%
105,000 100%' -
Storage
77,500
46,525 60%
65,000
-
0%
65,000 100% ;
Horse Stall Rental
71,500
66,636 93%
49,000
-
0%
49,000 100% -
Camping Fee
19,500
11,675 60%
20,000
2,750
14%
20,000 100% -
Interest
474
5,301 999%
5,221
1,627
31%
5,221 100%
Miscellaneous
250
2,032 813%
3,554
41
1%
3,554 100% -
Interfund Payment
30,000
30,000 100%
-
-
TOTAL RESOURCES
1,395,724
1,777,447 127% ;
1,408,534
225,778
16%
1,408,534 100% ;
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Personnel Services
1,118,980
1,130,359 101%
1,256,902
201,194
16%
1,256,902 100% -
Personnel Services - F&B
181,593
200,065 110%
170,247
10,809
6%
170,247 100%
Materials and Services
818,804
852,050 104%
965,684
152,429
16%
965,684 100%
Materials and Services - F&B
282,500
350,982 124%
273,950
48,460
18%
273,950 100%
Debt Service
103,000
100,899 98%
52,500
-
0%
52,500 100% -�
TOTAL REQUIREMENTS ;
2,504,877
2,634,355 105% ;
2,719,284
412,892
15%
2,719,284 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers In - Room Tax
1,093,513
1,049,581 96%
1,101,342
1839556
17%
1,101,342 100%
Transfers In - Park Fund
30,000
30,000 100%
30,000
5,000
17%
30,000 100%
Transfers In - County Fair
150,000
150,000 100%
-
-
Transfers Out
(310,777)
(310,777) 100%
(427,215)
(71,202)
17%
(427,215) 100% -�
TOTAL TRANSFERS
962,736
918,804 95%
704,127
117,354
17% ;
704,127 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
750,673
923,473 123%
971,352
867,414 89%
867,414 89% (103,938)- A
Resources over Requirements
(1,109,153)
(856,908)
(1,310,750)
(187,114)
(1,310,750) 0
Net Transfers - In (Out)
962,736
918,804
704,127
117,354
704,127
TOTAL FUND BALANCE
$ 604,256
$ 985,368 163% ;
$ 364,730
$ 797,654 219% ;
$ 260,792 72% ($103,938);
A Final Beginning Fund Balance
will be determined after the final close
of FY22
TEs ` 0
�{ Budget to Actuals Report
L
Annual County Fair -Fund 616 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Gate Receipts
Concessions and Catering
Carnival
Commercial Exhibitors
Fair Sponsorship
State Grant
Rodeo
R/V Camping/Horse Stall Rental
Livestock Entry Fees
Merchandise Sales
Interest on Investments
TOTAL RESOURCES
550,000
738,029
134%
710,000
782,423
110%
385,000
526,737
137%
505,000
532,306
105%
330,000
415,716
126%
385,000
433,682
113%
110,000
86,200
78%
80,000
117,100
146%
83,500
51,035
61%
61,000
109,370
179%
1 52,000
53,167
102%
53,167
53,167
100%
20,000
24,050
120%
24,000
20,970
87%
25,500
19,815
78%
20,000
17,520
88%
4,500
-
0%
5,000
2,168
43%
-
5,239
I
3,500
3,245
93%
1 -
2,683
1
2,713
748
28%
I
1,560,500
1,922,671
123% ;
1,849,380
2,072,700
112%
782,424 110%
72,424:
532,306 105%
27,306!
I
433,682 113%
48,682!I
I
117,100 146%
37,100!1
109,370 179%
48,370
53,167 100%
-�
20,970 87% a
(3,030)l
17,520 88%
(2,480);
2,169 43%
(2,831);
3,245 93%
(255);
2,713 100%
-
2,074,665 112% ;
225,285,
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
155,959
36,728 24%
169,445
35,722
21%
169,445 100%
Materials and Services 1
1,312,172
1,316,102 100%
1
1,682,585
1,049,154
62% 1
1,682,585 100%
-I
TOTAL REQUIREMENTS
1,468,131
1,352,831 92%
1,852,030
1,084,876
59%
1,852,030 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfer In - TRT 1%
75,000
75,000 100%
75,000
12,500
17%
75,000 100%
Transfer Out - Fair & Expo
(150,000)
(150,000) 100%
-
-
Transfers Out
-
(231,706)
(38,616)
17%
(231,706) 10U%
-
TOTAL TRANSFERS
(75,000)
(75,000) 100% ;
(156,706)
(26,116)
17%
(156,706) 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
-
(109,033) 999%
384,715
385,818
100%
385,818 100%
1,103, A
Resources over Requirements
92,369
569,841
(2,650)
987,824
222,635
225,285-
Net Transfers - In (Out)
(75,000)
(75,000)
(156,706)
(26,116)
(156,706)
TOTAL FUND BALANCE
$ 17,369
$ 385,807 999% ;
$ 225,358
$ 1,347,526
598% ;
$ 451,747 200% ;
$226,389:
A Final Beginning Fund Balance
will be determined
after the final close of FY22
U���������� ��A��U�� ������o�
Budget -- ' '-- - Report
� Annual County Fair ~ Fund 616
Fair 2022
Actuals to
2022
Fair 2021
Date
Projection
RESOURCES
Gate Receipts
$ 738.029 IM$
782,423
$ 782.423
Carnival
415.710
433.882
433.602
Commercial Exhibitors
315.719
436.292
436.292
Livestock Entry Fees
-
2.168
2.188
R8/Camping/Horse Stall Rental
10.044
17.392
17.302
Merchandise Sales
5.230
3.245
3.245
Concessions and Catering
295.003
214.214
214.214
Fair Sponsorship
81,125 1124,300
124,300
TOTAL FAIR REVENUES
$ 1,870,865 �� $_2,0c3,Tl6
$_2,0E,716
OTHER RESOURCES
State Grant 53.107 53,107 53.167
Interest 1.194 2.030 3.530
[NiooeUunoouo
TOTAL RESOURCES $-�068,m3 2,070,413
REQUIREMENTS
Personnel 103.199 50.154 120.130
Materials &Services 12490321 109932 1,437,828
TOTAL REQUIREMENTS $_1,?69,u8� $_l,5577959
TRANSFERS
Transfer |n-TRT1Y6
TransferOui-F&ER000me
Transfer Out Fair &Expo
TOTAL TRANSFERS
Net Fair
Beginning Fund Balance onJan 1
74.750 50,000 75,000
' (38.616) (115.848
(150,000
NMI
0�
m� �—=== 448,151
01ESC' 2, Budget to Actuals Report
L� �G
Fair & Expo Capital Reserve - Fund 617 16.7%
FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Interest on Investments 8,544 8,012 94% 7,414 3,094 42% 7,414 100%
TOTAL RESOURCES 8,544 8,012 94% 7,414 3,094 42% 7,414 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Materials and Services
180,000
8,564
5%
220,000
92
0%
220,000 100% o -
Capital Outlay 1
388,000
(894)
0%
650,000
-
0% 1
650,000 100% -,A
TOTAL REQUIREMENTS
568,000
7,670
1%
870,000
92
0% ;
870,000 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Transfers In - TRT 1%
4989901
479,502
96%
501,683
83,612
17%
501,683 100% -
Transfers In - Fair & Expo
300,000
300,000
100%
416,437
69,406
17%
416,437 100% -
Transfers In - Annual County Fair
-
-
1
231,706
38,616
17% 1
231,706 100% -1
TOTAL TRANSFERS
798,901
779,502
98%
1,149,827
191,634
17%
1,149,827 100% ;
FUND BALANCE
Budget Actuals % Budget
Actuals %
Projection % $ Variance
Beginning Fund Balance
1,101,663 1,029,596 93% 1,299,942
1,758,839 135%
1,758,839 135% = 458,897- B
Resources over Requirements
(559,456) 342 (862,586)
3,003
(862,586) 0
Net Transfers - In (Out)
798,901 779,502 1,149,827
191,634
1,149,827
1
I
1 1
B 1
TOTAL FUND BALANCE
$ 1,341,108 $ 1,809,440 135% , $ 1,587,183
$ 1,953,476 123% ; ;
$ 2,046,080 129% ; $458,897:
A Capital Outlay appropriations
are a placeholder should viable projects be recommended
and approved for construction
B Final Beginning Fund Balance will be determined after the final close of FY22
Qy`�V'(ES c0Gz Budget to Actuals Report
RV Park - Fund 618
FY23 YTD August 31, 2022 (unaudited)
16.7%
Year Complete
Fiscal Year 2022
1
Fiscal Year 2023
RESOURCES
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
RV Park Fees < 31 Days
495,000
551,683
111%
605,000
113,032
19%
605,000 100% -
Cancellation Fees
-
15,725
14,000
4,213
30%
14,000 100% -
RV Park Fees > 30 Days
10,500
8,499
81%
13,000
-
0%
13,000 100% -
Washer / Dryer
5,000
3,476
70%
4,200
1,960
47%
4,200 100%
Miscellaneous
2,500
3,731
149%
3,750
198
5%
3,750 100% -�
Vending Machines
2,500
1,021
41%
1,750
658
38%
1,750 100% -
Interestonlnvestments
2,024
578
29%
552
254
46%
552 100%
TOTAL RESOURCES
517,524
584,713
113% ;
642,252
120,315
19%
642,252 100% ;
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Personnel Services
19,456
1,647 8%
111,153
13,504
12%
111,153 100%
Materials and Services
310,805
242,863 78%
259,755
67,330
26%
259,755 100% -
Debt Service
221,927
221,629 100%
167,600
-
0%
167,600 100%
TOTAL REQUIREMENTS
552,188
466,140 84%
538,508
80,834
15%
538,508 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers In - Park Fund
160,000
160,000 100%
160,000
-
0%
160,000 100% A
Transfers In - TRT Fund
20,000
20,000 100%
20,000
3,332
17%
20,000 100% -�
Transfer Out - RV Reserve
(132,042)
(132,042) 100%
(261,566)
(43,594)
17%
(261,566) 100% -�
TOTAL TRANSFERS
47,958
47,958 100% ;
(81,566)
(40,262)
49%
(81,566) 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
-
116,415
166,387 143%
166,387 143%
49,972. B
Resources over Requirements
Net Transfers - In (Out)
(34,664)
47,958
118,574
47,958
103,744
(81,566)
39,480
(40,262)
103,744
(81,566)
0
-�
TOTAL FUND BALANCE
$ 13,294
$ 166,532 999% ;
$ 138,593
$ 165,606 119% ;
$ 188,565 136% ;
$49,972:
A Transfer booked in November
g Final Beginning Fund Balance will be determined after the final close of FY22
3 TES ` 0
L�
Budget to Actuals Report
Q
RV Park Reserve -Fund 619
16.7%
FY23 YTD August 31, 2022 (unaudited)
Year
Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Interest on Investments
7,546 6,354
84%
6,298
1,964
31%
6,298 100%
-
TOTAL RESOURCES
7,546 6,354
84%
6,298
1,964
31%
6,298 100% ;
REQUIREMENTS
Budget Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Capital Outlay
100,000 885
1%
100,000
-
0%
100,000 100%
-,A
TOTAL REQUIREMENTS
100,000 885
1%
100,000
-
0%
100,000 100% ;
TRANSFERS
Budget Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Transfer In - RV Park Ops
132,042 132,042
100%
261,750
43,594
17%
261,566 100%
(184),
TOTAL TRANSFERS
132,042 132,042 100% ;
261,750
43,594
17% ;
261,566 100% ;
(184);
FUND BALANCE
Budget Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
784,466 1,054,426
134%
1,172,718
1,191,937
102%
1,191,937 102%
19,219, B
Resources over Requirements
(92,454) 5,469
(93,702)
1,964
(93,702)
0�
Net Transfers - In (Out)
132,042 132,042
261,750
43,594
A
261,566
(184)!
TOTAL FUND BALANCE 1
$ 824,054 $ 1,191,937
145% ;
$ 1,340,766
$ 1,237,495
92% ;
$ 1,359,801 101% ;
$19,035:
A Capital Outlay appropriations are a placeholder
B Final Beginning Fund Balance will be determined after the final close of FY22
Q Es C. �{ aG
Budget to Actuals Report
L�
..�® Risk Management - Fund 670
-- FY23 YTD August 31, 2022 (unaudited)
RESOURCES
Workers' Compensation
General Liability
Unemployment
Property Damage
Vehicle
Interest on Investments
Claims Reimbursement
Skid Car Training
Process Fee- Events/ Parades
Miscellaneous
TOTALRESOURCES
REQUIREMENTS
General Liability
Workers' Compensation
Insurance Administration
Property Damage
Unemployment
Vehicle
TOTAL REQUIREMENTS
TRANSFERS
Transfers Out - Vehicle
Replacement
TOTALTRANSFERS
FUND BALANCE
16.7%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
1,120,766
1,219,543 109%
1,234,761
213,191
17%
1,234,761 100%
-
944,278
940,773 100%
892,681
148,780
17%
892,681 100%
-
323,572
334,147 103%
430,179
197,246
46%
430,179 100% ^
- A
393,546
409,593 104%
419,566
69,928
17%
419,566 100%
227,700
227,700 100%
248,764
41,461
17%
248,764 100%
-
101,111
50,142 50%
49,346
14,741
30%
49,346 100%
-�
25,000
1,280,876 999%
25,000
284
1%
25,000 100%
10,000
- 0%
10,000
-
0%
5,000 50%
(5,000); B
1,000
1,485 149%
1,000
315
32%
1,000 100%
-
180
i
180
-
0%
180 100%
-�
3,146,973
4,464,440 142% ;
3,311,477
685,945
21%
3,306,477 100% ;
(5,000);
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
3,600,000
i
2,706,359
75%
3,000,000
159,552
5%
3,000,000 100%
1,580,000
953,365
60%
1,580,000
198,941
13%
1,580,000 100%
547,047
491,498
90%
607,558
88,257
15%
607,558 100%
-
300,245
604,926
201%
300,248
(5,350)
-2%
280,000 93%
20,248- C
200,000
62,071
° �
31 /o
200,000
26,982
13% � �
200,000 100%
-'
200,000
137,356
69%
200,000
59,235
30%
200,000 100%
-�
6,427,292
4,955,575
77%
5,887,806
527,617
9% ;
5,867,558 100% ;
20,248:
Budgyet
Actuals
%
Budget
Actuals
%
Projection 0/
$ Variance
(3,500)
(3,500)
100%
(3,500)
(582)
17%
(3,500) 100%
(3,500)
(3,500)
100% ;
(3,500)
(582)
17%
(3,500) 100% ;
Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
8,329,115
9,521,450 114%
7,687,180
9,026,837 117%
9,026,837 117% 1,339,656: D
Resources over Requirements
(3,280,319)
(491,136)
(2,576,329)
158,328
(2,561,081) 15,248!
Net Transfers - In (Out)
(3,500)
(3,500)
(3,500)
(582) ;
(3,500)
TOTAL FUND BALANCE
$ 5,045,296
$ 9,026,814 179% ;
$ 5,107,351
$ 9,184,582 180% ;
$ 6,462,255 127% ; $1,354,904.
A Unemployment collected on first $25K of employee's salary in fiscal year
B Skid Car training on hold due to COVID
C FY22 had abnormally high property damage; anticipating less in FY23
D Final Beginning Fund Balance will be determined after the final close of FY22
1-=�2�1Es` Budget to Actuals Report
Health Benefits -Fund 675 16.7%
-- FY23 YTD August 31, 2022 (unaudited)
Year Complete
Fiscal Year 2022 Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Internal Premium Charges
18,767,900
19,164,548 102%
19,908,221
3,270,845
16%
19,908,221 100% -
COIC Premiums 1
1,589,000
1,255,305 79%
1,547,778
283,285
18%
1,547,778 100%
Employee Co -Pay
1200,000
1,238,034 103%
1,282,015
205,850
16%
1,282,015 100% -
Retiree / COBRA Premiums 1
1:060,000
1,438,217 136%
595,000
90,228
15%
595,000 100% a
Prescription Rebates
128,000
396,119 309%
175,000
-
0%
175,000 100% -�
Interest 1
200,277
90,816 45%
95,686
21,670
23%
95,686 100% o
Claims Reimbursement & Other
82,000
1,487,600 999%
55,000
5,764
10%
i
55,000 100%
1�=
TOTAL RESOURCES
23,027,177
25,070,639 109% ;
23,658,700
3,877,642
16%
23,658,700 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Health Benefits
25,140,847
24,540,011
98%
21,597,563
1,928,235
9%
21,597,563 100% A
Deschutes On -Site Pharmacy
2,970,575
3,381,197
114%
3,779,608
273,659
7%
3,779,608 100% - A
Deschutes On -Site Clinic 1
1,141,829
1,190,855
104%
1,212,497
95,071
8%
1,212,497 100% A
Wellness
171,142
138,211
81%
179,549
15,517
9%
179,549 100% A
TOTAL REQUIREMENTS ;
29,424,393
29,250,274
99%
26,769,217
2,312,482
9% ;
26,769,217 100% ;
FUND BALANCE Budget Actuals % Budget
Beginning Fund Balance
14,772,618
15,527,580 105%
11,925,656
Resources over Requirements
(6,39 ,oaa)
/A 970 G4R\ i
vR 41n ,.9171
..
Net Transfers - In (Out)
-
-
1
1
TOTAL FUND BALANCE
$ 8,375,402
$ 11,347,944 135% ;
$ 8,815,139
A Amounts are paid 1 month in arrears
B Final Beginning Fund Balance will be determined after the final close of FY22
Actuals % Projection % $ Variance
12,333,896 103% 12,333,896 103% 408,240: B
1 �.E516n (3,110,517) 0!
1 I 1 1
$ 13,899,056 158% ; $ 9,223,379 105% ; $408,240:
01ESC,0 Budget to Actuals Report
911 - Fund 705 and 710
FY23 YTD August 31, 2022 (unaudited)
RESOURCES
Property Taxes - Current Yr
Telephone User Tax
State Reimbursement
Police RMS User Fees
Contract Payments
User Fee
Data Network Reimbursement
Property Taxes - Prior Yr
Interest
Property Taxes - Jefferson Co
Miscellaneous
TOTAL RESOURCES
16.7%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
9,803,579
9,931,743 101%
10,402,834
41,717
0%
10,402,834 100%
- A
1,106,750
1,8159283 164%
1,668,000
-
0%
1,668,000 100% ;
- B
60,000
123,282 205%
810,000
-
0%
810,000 100%
- C
236,576
237,221 100%
237,221
-
0%
237,221 100%
- D
147,956
157,552 106%
153,292
8,620
6%
153,292 100%
-�
233,576
140,986 60%
140,445
2,156
2%
1409445 100% ;
-
162,000
244,799 151%
120,874
13,190
11%
120,874 100%
115,000
92,601 81%
80,000
25,220
32%
80,000 100%
-
96,867
69,988 72%
67,515
19,052
28%
67,515 100%
38,344
37,525 98%
39,497
135
0%
39,497 100%
18,658
45,553 244%
25,000
2,465
10%
25,000 100%
12,019,306
12,896,533 107% ;
13,744,678
112,555
1%
13,744,678 100% ;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
8,005,795
7,462,493
93%
8,606,196
1,318,560
15%
8,606,196 100% -
Materials and Services
3,582,212
2,915,749
81%
4,088,201
536,729
13%
4,088,201 100%
Capital Outlay
2,975,000
518,824
17%
5,075,000
90,423
2%
5,075,000 100% -�
TOTAL REQUIREMENTS
14,563,007
10,897,067
75%
17,769,397
1,945,712
11%
17,769,397 100% ;
FUND BALANCE Budget
Beginning Fund Balance 11,850,783
Resources over Requirements (23543,701)
Net Transfers - In (Out)
TOTAL FUND BALANCE $ g 307,082
Actuals %
10,709,072 90%
1,999,466
$ 12,708,538 137% ;
Budget Actuals % Projection % $ Variance
12,950,799 12,708,616 98% 12,708,616 98% (242,183);
(4,024,719) (1,833,157) i (4,024,719) 0
$ 8,926,080 $ 10,875,459 122% ; ; $ 8,683,897 97% ; ($242,183);
A Current year taxes received primarily in November, February and May
B Telephone tax payments are received quarterly
C State GIS reimbursements are received quarterly
D Invoices are mailed in the Spring
E Final Beginning Fund Balance will be determined after the final close of FY22
OARD OF
• •
MEETING DATE: September 26, 2022
SUBJECT: Economic Development Loan Conversion for ARCC
RECOMMENDED MOTION:
Authorize County Administrator to convert a $16,000 economic development forgivable
loan made to ARCC into a grant.
BACKGROUND AND POLICY IMPLICATIONS:
The Deschutes County Economic Development Loan Program was initiated to encourage
and assist companies seeking to relocate to and/or create new jobs within Deschutes
County. To receive a loan, companies must agree to create a specific number of jobs within
a defined period, then maintain this level of employment for an additional set period of
time.
ARCC relocated from the California Bay Area to Bend, OR in 2019. ARCC was approved to
participate in the economic development forgivable loan program upon the following
conditions:
1. Employ at least eight (8) full-time employees between June 30, 2021 and June 31,
2022;
2. Maintain these positions in Deschutes County for a 12-month period; and
3. Provide wages for the positions that meet or exceed the Deschutes County median
family income, but are expected to average $57,875 per year, excluding
commissions.
EDCO has confirmed that ARCC has met all established conditions.
BUDGET IMPACTS:
No anticipated budget impact, loan was accounted for in a previous years' budget.
ATTENDANCE:
)en Patterson, Deschutes County, Strategic Initiatives Manager
Scott von Eschen, ARCC, President
Don Myll, EDCO, Bend Area Director
MOVE
E.F)C,)�OSTART
GROW
September 7, 2022
Deschutes County Board of County Commissioners
1300 NW Wall Street Bend, OR 97702
RE: Deschutes County Economic Development Loan Program - Proposal to Convert
ARCC Loan to a Grant
Board of County Commissioners:
I am writing to request, with respect to the Deschutes County Economic Development Loan
Program, the Deschutes County Administration and/or the Board of Commissioners, as
appropriate, consider:
Converting loan to ARCC to a grant as all conditions under the Agreement have been met.
ARCC
Agreement Date:
Loan amount:
Agreement #:
Employment Increase:
12 Month Employment Retention Period:
Average Wage:
June 19, 2018, amended August 3, 2021
$16,000
2018-365 and 2021-162
As amended, maintain 6.5 employees
through June 30, 2021, when increased to 8
employees
Retained through June 30, 2022
$68,315 ($57,875 required)
ARCC has been designing and operating education programs exclusively since 1983. Located
in the San Francisco Bay Area in 1986, due to difficulties in hiring and retaining employees and
seeking a better match of community values, the Company relocated to bend in 2019. This loan
assisted the Company in making a successful move to Bend.
ARCC provides:
1) Summer Programming for students ages 13 —8 going on 2 — 4 week summer adventures
2) Gap programming for recent high school graduates for 90-day international programs in
the fall and the spring
3) Custom programming collaborating with schools looking to provide a wilderness or
international experience for their students
While the employment and wage milestones in the Agreement were initially achieved in 2019, in
early 2020 they were not maintained as COVID caused significant pressure on the businesses
reliant on international travel.
ARCC was resilient dealing with the negative impact of COVID and maintained employment
throughout 2020 at 6.5. As a result, in early 2021 the Deschutes County Board of County
Commissioners approved an amendment to the Company's Economic Development Forgivable
Loan Program Agreement allowing deferral in attaining the 8 employee target to June 30, 2021
Economic Development
for Central Oregon
www,edcoinfcexom
EDMOVE
START
OGROW
(from December 31, 2019) and to be maintained through June 30, 2022 (from December 31,
2020).
The compensation target in the original agreement was also amended from $62,500 to $57,875.
Compensation to the 8 employees exceeded $68,000 throughout the year ended June 30,
2022.
Attached is the certification prepared by Economic Development for Central Oregon that ARCC
has fulfilled its obligations under the agreement.
EDCO recommends conversion of the ARCC Deschutes County Economic Development Loan
to a grant.
;Sin el
on Myll
Bend Area Director
Economic Development
for Central Oregon
soww,edcainfcsxorn
�v1ES CO
G G
2� BOAR® OF
COMMISSIONERS
MEETING DATE: September 26, 2022
SUBJECT: Economic Development Loan Conversion for SmartyPits
RECOMMENDED MOTION:
Authorize County Administrator to convert a $10,000 economic development forgivable
loan made to SmartyPits into a grant.
BACKGROUND AND POLICY IMPLICATIONS:
The Deschutes County Economic Development Loan Program was initiated to encourage
and assist companies seeking to relocate to and/or create new jobs within Deschutes
County. To receive a loan, companies must agree to create a specific number of jobs within
a defined period, then maintain this level of employment for an additional set period of
time.
SmartyPits relocated from Tehachapi, CA to Bend, OR in November 2020. SmartyPits was
approved to participate in the economic development forgivable loan program upon the
following conditions:
1. Create at least 10 new full-time positions in Deschutes County between December 1,
2020 and December 31, 2021;
2. Maintain these new positions in Deschutes County for a 12-month period; and
3. Provide wages of at least $16 per hour and $33,000 per year, excluding
commissions, for each new position.
EDCO has confirmed that SmartyPits has met the established conditions.
BUDGET IMPACTS:
No anticipated budget impact, loan was accounted for in a previous years' budget.
ATTENDANCE:
Jen Patterson, Deschutes County, Strategic Initiatives Manager
Stacia Guzzo, SmartyPits, CEO and Founder
Don Myll, EDCO, Bend Area Director
September 7, 2022
Deschutes County Board of County Commissioners
1300 NW Wall Street Bend, OR 97702
RE: Deschutes County Economic Development Loan Program - Proposal to Convert
SmartyPits Loan to a Grant
Board of County Commissioners:
I am writing to request, with respect to the Deschutes County Economic Development
Forgivable Loan Program, the Deschutes County Administration and/or the Board of
Commissioners, as appropriate, consider:
• Converting loan to SmartyPits be converted to a grant as all conditions under the Agreement
have been met, and
SmartyPits
Agreement Date:
Loan amount:
Agreement #:
Employment Increase:
12 Month Ending Employment Retention Period
Average Wage:
December 16, 2020
$10,000
DC: 2020-800
13 (10 required)
March 31, 2022 (Required by 12/31/22)
$39,173 ($33,000 required)
SmartyPits relocated from Tehachapi, California, to Bend, Oregon in November 2020 and
at 1 l minu m. f ee door orantc entirely by hanrrl in Rend r)rG An gmnrtvPlt-
manufactures I natural a�ur iii Dui rircc ucvvv� ai �w entirely v�y vj -Z,- 7
Deodorant is proudly aluminum free, paraben free, phthalate free, gluten free, triclosan free, and
propylene glycol free, and gives 1 % of all sales back to breast cancer research and survivor
support. The Company's products are available throughout the US and in many locations in
Canada and the UK.
Attached is the certification prepared by Economic Development for Central Oregon that
SmartyPits has fulfilled its obligations under the agreement.
EDCO recommends conversion of SmartyPits existing loan to a grant.
Sincerely,
oon'myll
Bend Area Director
Economic Development
for Central Oregon
ww,edc.oinfc,.com
E S COG�a
o �
MEETING DATE: September 26, 2022
SUBJECT: Economic Development Loan Request for Kreft, LLC
RECOMMENDED MOTION:
Approve request for an economic development loan in the amount of $8,500 to Kreft, LLC.
BACKGROUND AND POLICY IMPLICATIONS:
The Deschutes County Economic Development Loan Program was initiated to encourage
and assist companies seeking to relocate to and/or create new jobs within Deschutes
County.
Loans are conditioned upon the business creating a specified number of new jobs within
24 months, than maintain the new jobs for a consecutive 12-month period. If these terms
are met, the loan may be converted to a grant that does not require repayment. If not, all
or a portion of the funds must be repaid with interest of 5% per annum.
Kreft is an off -road motorcycle suspension tuning company which started in Bend, OR in
2011. Kreft currently has 10 employees and is looking to expand the business. As
described in the attached briefing paper, Kreft will agree to create five (5) new jobs with an
average wage of $47,766 per year in return for a loan of $8,500.
BUDGET IMPACTS:
Loans are made from the Economic Development Loan Fund which currently has a balance
of $255,000. Kreft is requesting a loan from that fund in the amount of $8,500.
ATTENDANCE:
Jen Patterson, Deschutes County, Strategic Initiatives Manager
Bill Kuhn, EDCO, Due Diligence Committee
Bruce Barrett, EDCO, Due Diligence Committee
Don Myll, EDCO, Bend Area Director
BRIEFING PAPER
Kreft, LLC
Request for Deschutes County Economic Development Fund (DCEDF)
Company Request: $8,500
EDCO Recommendation: $8,500 / $1,700 per employee
Application Date: May 26, 2022
Proposed Job Creation by July 31, 2023: 5 new employees (currently 10 employees)
Average Pay for New Employees (all positions, excluding commissions): $47,766
Industry: Offroad Products Design and Manufacture
Website: https:Z/w-,-vA-*,.kreftmoto.com/`
Company Background:
Kreft Moto is an offroad motorcycle suspension tuning company which started in Adam Krefting's
garage in 2011. Kreft focuses on specific offroad motorcycle brands that they know well, KTM,
Husgvarna, Gas Gas, leading the industry with data -driven tuning methods, proprietary performance
upgrades, and unmatched customer service. Today Kreft is one of the largest offroad motorcycle
suspension tuners in the country and has a growing catalogue of proprietary aftermarket products
such as PowerDial, Revalve Control, and CentrifugeXL.
The Company has recently expanded its senior management team and plans to refine its operating
and manufacturing systems to expand capacity and marketing reach.
Due Diligence Committee:
The Due Diligence Committee met with new company president, Tory Upman, on August 3, 2022.
Tory provided an overview of the business, their products, history of how the business was started,
recent financial performance and the proposed use of funds.
The Due Diligence Committee included:
Amber Yates, Partner, Sensiba San Filippo LLP, CPA & Business Advisers
Bruce Barrett, Deschutes County Budget Committee Member, and Windermere commercial real
estate broker
Bill Kuhn, retired, formerly Bend Market President, Fast Interstate Bank
Chris Petty, Franchise Manager, Express Employment Professionals
The committee reviewed historical and recent financial statements and can confirm the company's
recent revenue growth and acceptable financial condition. The Companys revenue has increased
approximately 10% annually over the last 2 years and revenue is projected to continue to grow at a
similar trajectory. The companys expected cash flow is sufficient to service existing debt and the
forgivable loan, if necessary. The Company plans to use this capital to increase management,
engineering, and production capacity to support expected growth.
Page 1 of 2
EDCO Recommendation:
The Due Diligence Committee and EDCO are recommending a loan of $1,700 per added employee
(5) for a total of $8,500 with the following conditions:
• Company hires 5 full-time employees by August 1, 2023, at an average annual wage $47,766,
for a total employment of 15 employees, and maintain that employment through July 31,
2024, or four consecutive quarters, under the standard Deschutes County contract for this
program.
• Company provides quarterly employment reports and the ability to inspect complete
financial statements from award date through termination of the yet -to -be executed
agreement with Deschutes County.
Failure to meet the above provisions would result in partial or full repayment of the loan, with
interest.
Page 2 of 2
`LASES COG
BOARD OF
i COMMISSIONERS
MEETING DATE: Monday, September 26, 2022
SUBJECT: ARPA Grant Status Update: COCC Childcare Expansion
RECOMMENDED MOTION:
Informational item
BACKGROUND AND POLICY IMPLICATIONS:
In FY21, Deschutes County was awarded -$38.4 million in American Rescue Plan Act (ARPA)
funds through the Federal Government. On October 20, 2021, the Board of Commissioners
approved a $125,000 grant award to COCC for their Child Care Business Accelerator
Program. During the July 20, 2022 Board meeting, Commissioners requested an update on
childcare projects that received ARPA funding. This will be the third in the series of
childcare project updates.
During the September 26 Board meeting, Ken Betschart, Director for COCC's Center for
Business Industry & Professional Development, will provide the Board with a status update
on the Business Accelerator program. The written update is attached to this memo.
BUDGET IMPACTS:
None.
ATTENDANCE:
Ken Betschart, Central Oregon Community College
Laura Skundrick, Management Analyst
Dan Emerson, Budget Manager
We are close to wrapping up our third cohort of the Early Child Care Business Accelerator (ECEBA)
course for homebased providers and wanted to give you a quick snapshot of the pilot program's
progress so far. While the primary focus continues to be providing individuals with the skills and
knowledge to become licensed home -based child care businesses, we are also continually refining the
steps involved in the student's process through the program itself, so as to contribute to their ultimate
success.
What the Pilot has taught us: Pre -requisites are important! Attrition rates were initially higher than
desirable due to insufficient initial screening. Going forward, students now coordinate ahead of time
with our Child Care Resources (CCR), partner, Neighborlmpact, to make sure that the following
preconditions have been met beforehand:
• Completion of the Registered Family Child Care classes One & Two
• Initiation of the Oregon Employment Department's Central Background Registry
• Submission of home "water testing" sample
• Verification that a Homeowner's Association (HOA) or rental lease agreement allows for running
a child care business out of a home.
Results to Date:
Fall 2021— English only, In -person
• 13 students registered and 7 students completed the course
o 6 start-up grants awarded
Winter 2022 — English & Spanish, Virtual with simultaneous translation
• 17 English-speaking students registered and 9 students completed the course
o 6 start-up grants awarded
• 12 Spanish-speaking students registered and 8 students completed the course
0 2 start-up grants awarded
0 2 start-up grants pending
Spring 2022 — English only, In -person
• 9 students registered and 7 students completed the coursed
o 3 start-up grants awarded
o 2 start-up grants pending
Fall 2021— English only, In -person
We estimate the pilot has created —120 new childcare slots for the Central Oregon community.
What's ahead:
• Thanks to your financial support of the pilot program for home -based businesses, a significant
grant has since been awarded by the State of Oregon to expand the program:
o We plan offer the ECEBA, in English and in Spanish, course 3-5 times a year through June
2024.
o We also to plan launch a new class designed for commercial -based child care businesses
that will also have a grant component with it. Details to come in the fall of 2022.
o Finally, we have received funding to pilot the (ECEBA) at other Community College's
Small Business Development Centers & CCR's around the state.
o As a result, our office is hiring a full-time instructor, adviser and program manager to
build on the momentum. This person will start September 12, 2022.
Student feedback has been overwhelmingly positive and we thank you for the support!
• 'Amazing instructors!'
• 'I am very grateful for this support.'
• 'Really appreciate the support from these sessions.'
• 'Great instructors & mentor. She has helped me build my business"
As always, if you have questions or concerns, please feel free to reach out to me. Thank you, again, for
your support of this pilot program.
�\)I Es co
BOAR® OF
COMMISSIONERS
MEETING DATE: 9/26/2022
SUBJECT: Historic Landmarks Commission Update
RECOMMENDED MOTION:
Move acknowledgement of HLC Policies and Procedures Manual and Historic Preservation
Strategic Plan.
BACKGROUND AND POLICY IMPLICATIONS:
Staff, along with Kelly Madden, Chair of the Deschutes County Historic Landmarks
Commission (HLC), will provide the Board of County Commissioners with an annual check -
in, including a summary of the 2021-2022 Certified Local Government (CLG) grant cycle,
which concluded on August 31, 2022. This summary will include two documents for Board
acknowledgement: The HLC Policies and Procedures Manual, and the Historic Preservation
Strategic Plan 2022-2027. The HLC Chair will provide a brief update on upcoming efforts for
the HLC.
BUDGET IMPACTS:
None
ATTENDANCE:
Tanya Saltzman, Senior Planner
Kelly Madden, Chair, Historic Landmarks Commission
MEMORANDUM
DATE: September 21, 2022
TO: Deschutes County Board of Commissioners
FROM: Tanya Saltzman, AICP, Senior Planner
Kelly Madden, Chair, Historic Landmarks Commission
RE: Historic Landmarks Commission Update
Staff, along with Kelly Madden, Chair of the Deschutes County Historic Landmarks Commission
(HLC), will provide the Board of County Commissioners (Board) with an annual check -in, including a
summary of the 2021-2022 Certified Local Government (CLG) grant cycle, which concluded on
August 31, 2022. This summary will include two documents for Board acknowledgement: The HLC
Policies and Procedures Manual, and the Historic Preservation Strategic Plan 2022-2027. The HLC
Chair will provide a brief update on upcoming efforts for the HLC.
CLG GRANT OVERVIEW
Every twenty-four months, the State Historic Preservation Office (SHPO) offers matching grants to
jurisdictions that have been "certified" as historic preservation partners with both state and federal
governments. Since 1986 Deschutes County —including the City of Sisters —has been a CLG and is
therefore eligible for grant funding. Over several grant cycles, our historic preservation program
identified historic resources, offset costs associated with staffing the HLC, educated the public, and
preserved historic structures.
The CLG grant is non-competitive, which assures that all CLGs throughout the state benefit.
Originally, staff was informed that the maximum grant award for this cycle was $10,000, but owing
to fewer than expected applicants, Deschutes County was ultimately awarded $12,000 and expected
to provide in -kind time/funds to match another $12,000.
As mentioned above, Deschutes County has been a recipient of CLG funds for decades. CDD staff
relies on the professional input and direction of the HLC, an appointed body that provides expertise
on historic and cultural resource issues for the rural county and the City of Sisters.
1 1 7 NW Lafayette Avenue, Bend, Oregon 97703 1 P.O. Box 6005, Bend, OR 97708-6005
A�(541)388-6575 @cdd@deschutes.org @ www.deschutes.org/cd
GRANT PROJECTS
This year, the City of Sisters took an active role in providing potential projects for the grant; the
majority of the reimbursable funding from the grant was allocated to Sisters projects as follows:
Historic Resource StoryMap/GIS consultant (Anderson Perry & Associates):
The StoryMap platform is a user-friendly platform that provides all viewers information gathered
through the 2018 Sisters Reconnaissance Level Survey (RLS) and expands upon it with maps,
photos, and narratives put together with the help of the Three Sisters Historical Society.
Screenshots of StoryMap highlights, including the required grant language, are provided as
attachments.
• The StoryMap is published for public use here:
https://storymaps.arcgis.com/stories/43286a6ceb6e453fa9d03dal 94fac019
Printing of 1,000 historic walking tour brochures:
These historic landmark brochures are well utilized by the City of Sisters and Three Sisters
Historical Society over the summer season. The funds were used to print 1,000 brochures which
will help get through the next summer season in 2023. A copy of the brochure is attached to this
memorandum.
Three Sisters Historical Society Tour Audio Equipment:
This audio equipment will support the Three Sisters Historical Society in their walking tours of
Sisters Downtown historic landmarks and nearby historical sites, such as the Camp Polk
Cemetery. VA/IL,
these funds, 20 audio r�ir 2 audio traitsmit— I.1 and 2 charging stations
were purchased.
The other two significant deliverables were completed using County staff time as an in -kind match
to develop two HLC documents: the Policies and Procedures Manual and the Strategic Plan (both
attached). The HLC voted to recommend approval of both final documents subject to Board
acknowledgement of them —this is a similar process to the acknowledgement of the Planning
Commission Policies and Procedures Manual in July 2020.
HLC Policies and Procedures Manual
This manual, which was a new undertaking for the HLC, is intended to provide context and
background for HLC commissioners with respect to the Oregon land use system, Deschutes County
structure, and general procedures, as well as provide a summary of HLC responsibilities. The HLC
Manual was loosely based on the structure of the Planning Commission Policies and Procedures
Manual, though is slightly more simplified owing to the role of the HLC.
Work on the manual began in June 2021 and included a Manual Subcommittee, which met outside
of regular HLC meetings and worked with staff to shape the document. The HLC reviewed and
discussed the manual during its 2021 meetings, provided edits to staff in person and through a
shared electronic document. The HLC voted to approve the final document at its March 7, 2022
meeting.
Page 2 of 5
Historic Preservation Strategic Plan 2022-2027
The HLC was engaged in the strategic planning process from April through August 2022. The
previous Historic Preservation Strategic Plan was adopted in 2015, covering the years 2015-2020.
Developing a Strategic Plan enables staff and HLC to reach out to our municipal partners, SHPO,
historic landmark property owners, stakeholders, and the public to prioritize preservation programs
that build upon existing projects and promote collaboration. While some of the content of the Plan
document provides an overview of the HLC, Goal 5 resources, and other elements that are also
described in the Policies and Procedures Manual, the Plan aims to help connect the HLC to the
communities it serves while being cognizant of the regulatory limitations of the HLC (for instance,
beyond the CLG grant funds, which are allocated according to state and federal guidelines, the HLC
has generally not been a distributor of funding for other projects), and will help form a foundation
for future CLG grant tasks through a series of Goals, Objectives, and Actions.
The Historic Preservation Strategic Plan process kicked off in March 2022. Recognizing the
importance of public input, Planning Division staff conducted an outreach campaign focused on
historic preservation, consisting of an online survey, public forums, and several stakeholder
interviews.
Public forum announcements were provided in a variety of formats to reach the largest
population of interested parties, including:
• Press release to the media
• Social media blasts
• E-mail distribution to 12 stakeholders, several of which further distributed the
information to their network of members and partners
• CDD /project website, which included meeting information and survey link
Public forums held in April provided an overview of the historic preservation program and the
strategic planning process.
• A PowerPoint presentation introduced the history of historic preservation in Deschutes
County, project background, and purpose of the meeting.
• Two forums were scheduled; due to technical difficulties only one was held, but staff
encouraged participants to reach out to staff to provide more information or ask
questions if the cancellation created a scheduling conflict
• Public forums were conducted to allow for both virtual and in -person participation, and
the recording of the forum is available at any time to watch online
An online survey solicited input from the public and stakeholders.
• In addition to the open forum, the public was provided an opportunity to complete an
online survey to weigh in on historic preservation issues and priorities. This enabled
Page 3 of 5
participants to convey their thoughts privately. Staff also received several emails with
input, which were shared with the HLC and taken to account when revising the plan.
• The online survey, which was shared via the project website as well as the press release, was
open for approximately one month and received 27 responses. While recognizing that this
survey is not intended to be statistically valid, it did succeed in soliciting numerous opinions
about preservation and may help inform potential goals. Selected highlights include:
o The majority (74 percent) of respondents reside in the City of the Bend; only 7.4
percent live in rural Deschutes County and 3.7 percent in Sisters
o Most highly ranked goal for the strategic plan: increasing public awareness of the
benefits of historic preservation
o The next tier of most highly ranked goals were ranked similar to each other:
promoting heritage tourism; preservation training and workshops; funding
programs; making the inventory of historic properties more easily accessible to the
public
o Lack of awareness of historic preservation issues was ranked as the most important
issue by a small margin
o Websites/social media, tours, and exhibits were rated the top three methods for
providing historic preservation information to the public
Stakeholder Interviews were held for one-on-one engagement.
• Staff reached out to stakeholders for individual interviews to gather their opinions and
perspectives on Deschutes County's historic preservation program.
• Staff contacted 12 stakeholders and invited them to participate in a stakeholder meeting
independent of the community conversations. Staff met with the City of Bend HLC staff
liaison, the City of Sisters Community Development Director, and the Deschutes National
Forest - Sisters Ranger District. Responses from potential participants has been relatively
limited, but staff has received helpful input nonetheless.
Staff provided a review of the public input received, including all survey responses, at the May HLC
meeting.' During that meeting, as well as a specially scheduled July meeting2 and a final meeting in
August,' the HLC worked with staff to refine existing goals, add new ones, and in some cases, delete
ones that were no longer relevant. At the August meeting, the HLC developed concluding edits and
voted to approve the plan as final with those changes to be incorporated. That HLC-approved
document is provided as an attachment for Board acknowledgement.
1 https://www.deschutes.org/bc-hlc/page/historic-landmarks-commission-2
Z https://www.deschutes.org/bc-hlc/page/historic-landmarks-commission-3
s https://www.deschutes.org/bc-hIc/page/historic-landmarks-commission-4
Page 4 of 5
LOOKING FORWARD
Staff recently completed the reporting to the State Office of Historic Preservation for the 2021-2022
CLG grant. The next CLG grant cycle will begin in the spring of 2023; in the period leading up to that,
staff will work with the HLC—with a look to the Strategic Plan —to develop new tasks for the next
grant cycle. In addition, the HLC continues to be the reviewing body for matters of historic
preservation in the rural county.
Attachments
1. Historic Landmarks Commission Policies and Procedures Manual
2. Historic Preservation Strategic Plan 2022-2027
3. Sisters StoryMap screen shots
4. Sisters Historic Walking Tour brochure
Page 5 of 5
Historic landmarks Commission
Policies and Procedures Manual
Photo: Independent Order of Odd Fellows (IOOF) Cabin, Paulina Lake
Prepared by:
Deschutes County
Community Development Department
www.deschutes.org/cd
Historic Landmarks Commission
Dan Ellingson —Pioneer Association
Christine Horting-Jones—Ex-Officio
Sharon Leighty— Unincorporated Area
Kelly Madden— Unincorporated Area
Dennis Schmidling— City of Sisters
Rachel Stemach— Bend Area
Deschutes County Community Development Department
Peter Gutowsky, AICP, Community Development Director
Will Groves, Planning Manager
Tanya Saltzman, AICP, Senior Planner
City of Sisters Community Development Department
Scott Woodford, Community Development Director
Emelia Shoup, Assistant Planner
The Historic Landmarks Commission is responsible for taking the lead in promoting historic and cultural
resource preservation in unincorporated Deschutes County and the City of Sisters.
This manual was developed by the Deschutes County Community Development Department, with
significant input from the Historic Landmarks Commission to provide guidance and helpful references,
especially for newly appointed commissioners. It is intended to be an active document that is regularly
revisited and updated. The project was funded by a 2021-22 Certified Local Government (CLG) Grant.
This publication has been funded with the assistance of a matching grant-in-aid from the Oregon State
Historic Preservation Office and the Historic Preservation Fund, National Park Service, Department of the
Interior. Any opinion, findings, and conclusions or recommendations expressed in this material do not
necessarily reflect the views of the Department of the Interior. Regulations of the U.S. Department of the
Interior strictly prohibit unlawful discrimination on the basis of race, color, national origin, age or handicap.
Any person who believes he or she has been discriminated against in any program, activity, or facility
operated by a recipient of Federal assistance should write to: Office of Equal Opportunity, National Park
Service, 1201 Eye Street, NW (2740) Washington, DC 20005.
The activity that is the subject of this manual has been financed in part with Federal funds from the
National Park Service, U.S. Department of the Interior. However, the contents and opinions do not
necessarily reflect the views or policies of the Department of the Interior, nor does the mention of trade
names or commercial products constitute endorsement or recommendation by the Department of the
Interior.
Table of Contents
PURPOSE................................................................................................................................4
SECTION 1: HISTORIC LANDMARKS COMMISSION OVERVIEW, PROCEDURES AND
RESPONSIBILITIES
HLCOVERVIEW....................................................................................................................... 4
Historic Preservation Program History.................................................................................... 4
Purposeof the HLC.................................................................................................................... 5
Formal Responsibilities of the HLC............................................................................................ 5
HLC STANDARD OPERATING PROCEDURES............................................................................. 7
Jurisdiction............................................................................................................................... 8
Membership............................................................................................................................ 8
Removalfrom Office................................................................................................................ 8
VacancyFilling......................................................................................................................... 8
Chair and Vice Chair Responsibilities....................................................................................... 9
MeetingSchedule and Logistics.............................................................................................. 9
Annual Statement of Economic Interest............................................................................... 10
Quorum, Rules, and Procedures............................................................................................ 10
Conflictof Interest................................................................................................................. 10
Powersand Duties................................................................................................................. 10
StaffServices......................................................................................................................... 11
SECTION 2: HLC TASKS AND INITIATIVES
GOAL 5 HISTORIC RESOURCES.............................................................................................. 12
What is a Goal 5 Historic Resource?...................................................................................... 12
Goal 5 Historic Resource Nomination Process........................................................................ 12
Alteration of a Goal 5 Historic Resource................................................................................. 13
CERTIFIED LOCAL GOVERNMENT.......................................................................................... 14
What is a Certified Local Government?................................................................................. 14
CLGGrant............................................................................................................................... 15
HISTORICPRESERVATION MONTH........................................................................................ 15
SECTION 3: LAND USE PLANNING IN DESCHUTES COUNTY AND THE STATE OF OREGON
MAKING LAND USE DECISIONS............................................................................................. 16
Types of Land Use Decisions................................................................................................... 16
Quasi-judicial Versus Legislative Land Use Decisions............................................................ 16
Legislative Land Use Decisions.............................................................................................. 17
Notice of Legislative Decisions.............................................................................................. 17
LegislativeHearings............................................................................................................... 17
Applicable Standards and Criteria......................................................................................... 19
Findings.................................................................................................................................. 20
Evidence................................................................................................................................. 21
Decision................................................................................................................................. 22
Appealsand Timing............................................................................................................... 23
ROOTS OF LAND USE PLANNING IN OREGON........................................................................ 23
TheOregon Land Use Act of 1973......................................................................................... 24
Developing the Statewide Planning Goals............................................................................. 24
LCDC's Responsibilities.......................................................................................................... 25
Purpose of the Goals: Development and Preservation......................................................... 25
Deschutes County Comprehensive Plan................................................................................ 26
Typesof Regulations.............................................................................................................. 27
Post -Acknowledgment Review.............................................................................................. 29
LandUse Board of Appeals.................................................................................................... 29
RELATIONSHIPTO STAFF....................................................................................................... 30
ETHICS..................................................................................................................................
31
OREGON'S OPEN MEETING LAW...........................................................................................
31
MeetingRequirements..........................................................................................................
31
SiteVisits...............................................................................................................................
32
ResolvingLand Use Conflicts.................................................................................................
32
Potential Conflicts in Legislative Decisions............................................................................
33
PUBLICINVOLVEMENT..........................................................................................................
33
Encouraging Effective Citizen Involvement...........................................................................
33
Howto Get Feedback............................................................................................................
33
HelpCitizens Help You............................................................................................................
34
Explainthe System................................................................................................................
34
Stress Criteria for Decisions..................................................................................................
35
RESOURCES...........................................................................................................................
36
APPENDICES
Appendix A — Frequently Asked Questions.......................................................................... 37
Appendix B — Quick Reference Guide.................................................................................... 39
Appendix C — List of Goal 5 Historic Resources...................................................................... 41
The purpose of this policy and procedures manual is to put into one document a list of the
current responsibilities, activities, procedures and basic policies of the Deschutes County
Historic Landmarks Commission (HLC). In addition to excerpts from Deschutes County Code and
the Comprehensive Plan that expressly describe the HLC's priorities, this manual provides
background on the County's historic preservation program, information on currently -
recognized historic resources, and the procedures that govern the Commission's activities. It
also provides larger context in the form of an overview of the Oregon land use system and the
procedures by which land use decisions are made in Deschutes County. The HLC, along with
other advisory committees, provides a vital link between County government and its citizenry.
SECTION 1:- HLC R1.
AND RESPONSIBILITIES
`. MMa�i1 E. i
In 1979, Deschutes County inventoried potential historic and cultural sites in the Resource
Element of the Comprehensive Plan. The 1979 Comprehensive Plan included goals and policies
to protect historic resources as well as provisions that the County establish an HLC and adopt
an ordinance to protect designated historic sites. One year later, the Board of County
Commissioners (BOCC) adopted Ordinance PL-21, which established an HLC and created a
process to evaluate, designate and regulate historic structures. The HLC subsequently, and over
time, evaluated proposed historic sites and cultural resources, including Locally Significant
Historic Resources, National Register historic properties, Archaeological Sites and Objects. The
resulting list of historically designated sites can be found in the Comprehensive Plans of
Deschutes County and the City of Sisters (see Section 2 for more on the designation process for
locally significant sites).
Since 2011, Deschutes County and Sisters reorganized and created their own program as a
result of the Cities of Bend, La Pine and Redmond wanting autonomy and becoming
independent Certified Local Governments (CLG). The jurisdictions of various historic landmarks
commissions are illustrated in the map below.
r
Historic Landmarks Commissions
in Deschutes County
City of Bend
City of La Pine
City of Redmond
Deschutes County t City of Sisters
Purpose of the Historic Landmarks Commission
The HLC serves as an advisory body for issues concerning historic and cultural resources for
unincorporated Deschutes County and the City of Sisters and reviews development applications
for alterations to designated historic sites. In addition and specific to Sisters, it reviews the
exterior treatments of buildings applying the Western Frontier Architectural Design Theme.
The Deschutes County Comprehensive Plan Section 2.11 Cultural and Historic Resources and
Deschutes County Code (DCC) Chapter 2.28, Historic Preservation and Historic Landmarks
Commission, establish the legal basis for the HLC.
Formal Responsibilities of the Historic Landmarks Commission
The formal duties and responsibilities of the HLC are described in the guiding documents of
Deschutes County: Deschutes County Code, the Deschutes County Comprehensive Plan, and the
City of Sisters Comprehensive Plan, excerpted below.
Deschutes County Code
Per DCC 2.28.040, Administration, the HLC has the following duties:
• Submit an annual report to the BOCC.
• Serve as a hearings body for matters concerning Significant Historic Resources within
the County and the City of Sisters.
5 HLC Policy and Procedures Manual
• Serve as the initial hearings body for matters concerning applications to designate a
historic resource as a Locally Significant Historic Resource. The BOCC shall consider the
decision of the Landmarks Commission and serve as the final hearings body.
• Review nominations to the National Register of Historic Places at the direction of the
State Historic Preservation Office.
• May act upon requests by any community member, by owners of structures, objects,
districts, or sites, or on its own motion concerning the designation of particular districts,
objects, or sites
• Inspect or investigate any district, structure, object or site in the County which it is
requested to designate, or which it has reason to believe is an architectural and/or
historical landmark.
• Review all information which it has and shall hold hearings as prescribed in DCC
22.24.050 through 22.24.190.
• Coordinate historical preservation programs of the county, state and federal
governments, as they relate to property within the County.
• May recommend to the BOCC or the State Legislature any changes of law which it finds
appropriate.
• Compile and maintain a current Resource List, also known as the Deschutes County Goal
5 Inventory of Historic and Cultural Resources, that includes the applicable tax lots and
addresses, the date of designation, and a brief description of the resource and reasons
for inclusion.
• Take such steps as it finds appropriate or necessary to make available to the public
information concerning its activities and various Historic Resources to be designated
pursuant to DCC 2.28.
• Perform such other duties relating to historical matters as the BOCC may request.
• Serve without compensation.
• Support the enforcement of all federal and state laws relating to the protection of
National Register historic properties, Archaeological Sites, and Archaeological Objects
regardless if they are designated to the Resource List.
The duties mentioned above enable the HLC to concentrate on historic preservation policy and
entitlements. A summary of recent HLC accomplishments can be found in the annual
Community Development Department (CDD) Citizen Involvement Report.
Deschutes County Comprehensive Plan
Deschutes County Comprehensive Plan Section 2.11 Cultural and Historic Resources recognizes
the HLC:
Goal and Policies
Goal 1 Promote the preservation of designated historic and cultural resources
through education, incentives and voluntary programs.
Policy 2.11.1 The Historic Landmarks Commission shall take the lead in promoting
historic and cultural resource preservation as defined in DCC 2.28.
a. Support incentives for private landowners to protect and restore
historic resources.
b. Support the Historic Landmarks Commission to promote
educational programs to inform the public of the values of historic
preservation.
c. Support improved training for the Historic Landmarks
Commission.
City of Sisters Comprehensive Plan
City of Sisters Comprehensive Plan recognizes the HLC:
Goal and Policies
5.1 Goal To protect natural resources and conserve scenic and historic areas and
open spaces.
5.4 Policies
2. The City shall identify and protect historical sites within the Urban
Growth Boundary.
Task —
a. The Sisters City Council has entered into an agreement with the
Deschutes County Landmarks Commission to periodically investigate
and identify historic sites within the City Limits and study various
means of interpreting local history.
HLC STANDARD OPERATING PROCEDURES
The following Standard Operating Procedures both reference DCC Chapter 2.28 and
supplemental best practices adopted by the HLC to guide its meeting management and decision
making processes. Frequently Asked Questions and a Reference Guide are provided in
Appendices A and B respectively.
Jurisdiction
The Deschutes County HLC is the Landmarks Commission for the City of Sisters and
unincorporated area of the County outside of the Urban Growth Boundaries (UGBs) of Bend, La
Pine, Redmond, and Sisters.
The HLC is composed of five voting members residing in Deschutes County and an
undetermined number of ex-officio members. The Mayor of Sisters may appoint one
Commissioner to represent the City of Sisters or delegate it to Deschutes County. The BOCC
appoints at least four Landmarks Commissioners. Upon recommendation of the Deschutes
County Pioneer Association, the BOCC appoints one representative from the Deschutes County
Pioneer Association as one of the four Landmarks Commissioners. Landmarks Commissioners
serve four-year terms. Any vacancy occurring in a position for any reason other than expiration
of a term shall be filled by appointment for the remainder of the term. There are no term limits.
To the extent they are available, at least some of the commission members should meet
professional qualifications in the disciplines of history, architecture, architectural history,
archaeology, or related fields.
Ex UIIICIV IIICf11VC1S) are IIUI CIIUUCU LV VVIC dllU dle IIVI Iegl111CU to IeJIUC within VCJI.IIU ICJ
County. These persons shall be representative of organizations including, but not limited to, the
United States Forest Service (USFS), United States Bureau of Land Management (BLM), the
County building division, the American Institute of Architects, the Confederated Tribes of Warm
Springs, Burns Paiute Tribe, and Klamath Tribes.
It is important to acknowledge that failure to achieve such geographic representation does not
affect the validity of any action taken by the HLC. The County strives to stagger Landmarks
Commissioner terms with not more than three commissioner terms expiring in any one year.
Membership, to the extent possible, is representative of the various geographic areas of
Deschutes County.
A member of the HLC may be removed by the BOCC for findings of misconduct or
nonperformance of duty.
Vacancies on the HLC are filled by the BOCC for the unexpired term of the predecessor in office.
Vacancies created by the expiration of a member's term are filled by the BOCC for a term of
four years. The terms of office start on July 1.
At its first meeting of each year, the HLC elects from among its membership a chair and a vice -
chair. Chair responsibilities include:
• Conducts meetings per the current edition of Roberts Rules of Order.
• Encourages relevant testimony by making the criteria for decisions clear.
• Ensures that time limits are met.
• Keeps Commission discussion on track and germane to the subject.
• Summarizes as needed.
• Diffuses hostility.
• Asks for ideas and opinions from each Landmarks Commissioner.
• Check -in with staff to ensure minutes are being properly recorded, speakers have
identified themselves and can be heard.
The HLC typically holds four meetings a year in February, May, August and November. Meetings
are held the first Monday at 5:30 p.m. at the Deschutes Services Center, 1300 Wall Street,
Barnes and Sawyer rooms, Bend. The HLC can conduct additional meetings as necessary. In the
past additional meetings were necessary to address a nomination to the National Register of
Historic Places and local entitlement for a historic landmark. The HLC may also conduct joint
meetings with the BOCC to expedite legislative processes, such as an amenrimentc to DCC
Chapter 2.28. Both may also consider a liaison to better connect the two bodies. Examples of
other purposes to conduct a joint meeting include, but are not limited to:
1. Facilitate an understanding of the responsibilities and authority of the HLC and BOCC.
2. Clarify the BOCC's policies, actions, or legislative proposals.
3. Information sharing and/or educational opportunities.
4. Coordinate on future or pending legislative proposals to establish a mutual
understanding.
5. Discussing the scope of a strategic project.
6. Identify and discuss what is working and what needs improvement in the relationship,
processes and procedures, resources, staffing, etc.
HLC subcommittees may be established for special projects.
HLC meeting packets are made available at least six (6) days prior to each meeting on the
County's website (https://www.deschutes.org/meetings). Commissioners may request a hard
copy of the meeting packet, which will be available for pick-up at CDD in Bend. Occasionally
supplemental materials are submitted after the meeting packet is published. Commissioners
generally will not be expected to make decisions at the meeting when new materials submitted
after the meeting packet are published or new materials are submitted at the meeting.
Meeting preparation requires approximately to 1-3 hours, depending on the agenda, meeting
materials, and the complexity of issues. Commissioners are encouraged to contact staff with
questions or concerns about the meeting agenda, meeting materials, or request additional
information prior to the meeting to maximize productivity. Staff fulfills additional information
requests based on available resources, direct relevance to the meeting agenda item, and
applicability to the entire HLC, at the discretion of the Planning Director.
Annual Statement of Economic Interest
State law, ORS 244.050 requires each Landmarks Commissioner as a public official to submit an
annual Statement of Economic Interest in order to serve on the commission by April 15. More
information is available at the Oregon Government Ethics Commission website.
Forum® Rules and Procedures
A majority of the members of the HLC constitutes a quorum. The HLC may establish rules,
regulations and procedures for its operation consistent with applicable laws of the State and
the County. While not specified in County Code, the current edition of Roberts Rules of Order
govern parliamentary procedure in HLC meetings.
Conflicts of Interest
A member of the HLC is a public official pursuant to ORS 244.020(15), and thereby must be
mindful of actual and potential conflicts of interest. Generally, a member of the HLC should not
participate in any proceeding or action in which any of the following have a pecuniary benefit
or detriment: the member, the member's spouse, parent, stepparent, child, sibling, stepsibling,
son-in-law, or daughter-in-law; the member's spouse's parent, stepparent, child, sibling,
stepsibling, son-in-law or daughter-in-law; any individual for whom the member has a legal
support obligation or otherwise receives benefits arising from the member's employment; any
business which the member or the aforementioned -listed relatives is associated. Any potential
conflict of interest must be disclosed at the meeting of the HLC where the matter is being
considered. The rules governing conflicts of interest are at times complicated, and any
questions should be raised prior to any proceeding with staff or directly with County Legal.
Powers and Duties
The HLC handles legislative and quasi-judicial land use matters (discussed on Page 16).
Staff Services
County planning staff is responsible for setting agendas, preparing reports and submitting them
to the HLC. Other duties include preparing public notices and agendas and maintaining minutes,
findings and reports as public records.
11 HLC Policy and Procedures Manual
The following sections provide an overview of the primary tasks and initiatives the HLC
undertakes each year. In addition to these tasks, the HLC often provides additional activities for
its members, including educational experiences, lectures, conference attendance, field trips,
and regional coordination.
The structure for protecting Oregon's lands is provided by five of the 19 Statewide Planning
Goals and the associated Oregon Revised Statutes (ORS) and Oregon Administrative Rules
(OAR). Statewide Goal 5, Natural Resources, Scenic and Historic Areas and Open Spaces,
establishes a process for inventorying and evaluating more than a dozen natural and cultural
resources. The process is defined in OAR 660-016 and OAR 660-023. If a resource is found to be
significant, local government can protect it, allow uses that conflict with it, or find a balance.
These are often referred as Goal 5 resources.
The Statewide Goal and OAR require basic demolition and relocation review of historic
properties on the National Register of Historic Places and recommend the County to inventory
and protect other local historic and cultural sites. Deschutes County Code Chapter 2.28 —
Historic Preservation and Historic Landmarks Commission implements OAR 660-023-200 as
required by the State of Oregon. Starting in 1997, all historic and cultural designations were
initiated at the request of property owners through the Comprehensive Plan text amendment
process.
The list of Deschutes County's Goal 5 Historic Resources as acknowledged in the 2011
Comprehensive Plan is provided in Appendix C.
Goal 5 Historic Resource nomination Process
The process of nominating a resource for Goal 5 nomination is delineated in Deschutes County
Code 2.28.060 Procedures as follows:
2.28.060 Procedures
A. Locally Significant Resource Designation Procedures:
1. Upon receipt of a request from the Landmarks Commission to designate a particular structure,
object, site or district as a Locally Significant Historic Resource or upon direction by the Board
or on its own motion, the Planning Division shall fix a date and time for a public hearing before
the Board.
2. Upon acceptance of a complete application, the owner of the subject structure, object, site,
or district must be notified in writing of the designation process and their right to support or
object to the designation of the Historic Resource to the Resource List under the provisions
of ORS 197.772.
a. An owner may object to the designation of the Historic Resource to the Resource List.
Such a refusal to consent shall be submitted on the public record and must remove
the Historic Resource from any consideration for designation to the Resource List.
3. Any request for Locally Significant Historic Resource designation must be filed with the County
Planning Division before the date of application for any building permit, or any other
application or permit which might be affected by such historical designation.
4. The Planning Division shall notify, in writing, the property owner(s), the County Planning
Commission and Landmarks Commission, of the public hearing before the Board at least 10
days prior to the public hearing.
5. The Landmarks Commission shall submit its recommendation to the Board at least 10 days
prior to the public hearing.
6. At such public hearing, the owner(s) of the property involved, a representative of the
Landmarks Commission and all other interested parties shall be entitled to be heard.
7. If the Board determines that a property or properties proposed for designation has
significance based upon the criteria in "Appendix A", the Board may designate such districts,
sites, structures or objects as a Locally Significant Historic Resource.
8. At the time of annexation to a city, all Locally Significant Historic Resources within the
annexation area shall retain their resource designations within city jurisdiction unless a public
hearing by the applicable City Council is held to remove the resource designation.
9. An area may be designated a historic district even if all sites or structures within a district are
not of historical or architectural significance, provided that the district as a whole is of such
significance.
10. A permit to demolish or modify a structure, object, or site under consideration for a Locally
Significant Historic Resource designation must not be issued for 120 days from the date of the
owner's refusal to consent to designation or the application to alter, relocate, or demolish the
structure, object, or site, whichever occurs first.
11. The Landmarks Commission may recommend additional protections to supplement the
regulations in Chapter 2.28 to the Board as part of the designation process necessary for the
protection of a Significant Historic Resource.
Alteration ®f a Goal 5 Historic Resource
The following process applies to Locally Significant Historic Resources and National Register
Historic Properties listed before February 23, 2017:
1. Except as provided in DCC 2.28.090(11), no person may demolish, relocate or alter any
Significant Historic Resource in such a manner as to affect its exterior appearance or integrity,
nor may any new structure be constructed in an historic district, unless a certificate of
approval has been issued by the Landmarks Commission and the County.
2. Application for a certificate of approval for exterior demolition, relocation, alteration or new
construction under DCC 2.28.090 shall be made to the Planning Division and shall be referred
to the Landmarks Commission for review and/or hearing. Quasi-judicial applications shall
follow DCC Chapter 22.
3. All applications for alteration or new construction shall be accompanied by appropriate plans
and/or specifications.
4. Any request for a certificate of approval for demolition, exterior alteration or new
construction must be filed prior to or in conjunction with an application for any building or
land use permit.
5. Upon approval by the Chair of the Landmarks Commission, applications for minor alterations
may be processed administratively.
6. Applications for major alterations shall be forwarded to the Landmarks Commission.
7. Applications for certificates of approval for exterior alterations to structures in an historic
district or to a Significant Historic Resource shall be evaluated by the Landmarks Commission
under the following criteria:
a. Applicable provisions of the County Comprehensive Plan;
b. Applicable sections of the Secretary of the Interior's Standards and Guidelines for
Rehabilitation;
c. The reasonableness of the proposed alteration and its relationship to the public
interest in the resource's preservation or renovation;
d. The design review guidelines set out in Appendix B of DCC 2.28;
e. The physical condition of the resource;
f. The general compatibility of proposed exterior design, arrangement, proportion,
detail, scale, color, texture and materials proposed to be used on the existing
resource;
g. Whether the alteration is required to remedy an unsafe or dangerous condition;
h. Other pertinent aesthetic factors, as appropriate.
CERTIFIED LOCAL GOVERNMENT
What Is a Certified LocalGovernment?
The Certified Local Government (CLG) program is designed to promote historic preservation at
the local level. It is a federal program (National Park Service) that is administered by the
Oregon State Historic Preservation Office (SHPO). Local governments must meet certain
qualifications to become "certified" and thereby qualify to receive federal grants through SHPO
and additional technical assistance. These requirements include:
• Establish a historic preservation commission
• Pass a preservation ordinance that outlines how the local government will address
historic preservation issues
• Agree to participate in updating and expanding the state's historic building inventory
program
14 HLC Policy and Procedures Manual
• Agree to review and comment on any National Register of Historic Places nominations
of properties within the local government boundaries'
CLGs are eligible for non-competitive grants that fund work that supports the promotion of
historic preservation including survey, nominations to the National Register of Historic Places,
public education, training, etc. The grants, which require a 50/50 match, have typically been in
the $5,000-$20,000 range in recent years. Deschutes County has applied for and received CLG
grants since 2009. Recent CLG grants have funded guest lectures, attendance at conferences,
development of a walking tour app, and update to a historic resource StoryMap, to name a few.
Every year in May, local preservation groups, historical societies, businesses and other
organizations across the country celebrate Historic Preservation Month. The month of May is
set aside for events that promote historic places and heritage tourism. The events are also a
way to demonstrate the social and economic benefits of historic preservation.
Historic Preservation Month began as National Preservation week in 1973. in 2005 the National
Trust extended the celebration to the entire month of May and declared it "Preservation
Month." This provides an even greater opportunity to celebrate the diverse and unique
heritage in our state.
The Deschutes County Historic Landmarks Commission is part of a nationwide network of
groups that are dedicated to the preservation and celebration of our cultural heritage. As
noted above, the HLC is part of the Certified Local Government Grant Funding program.
The Deschutes County Historical Society, City of Bend Landmarks Commission, City of Redmond
Landmarks Commission, Deschutes Public Library, the Bowman Museum, the Deschutes Land
Trust, Redmond Parks and Recreation, and other interested groups partner with the Landmarks
Commissions to demonstrate how historic preservation enhances the quality of life in
Deschutes County. Each year the month of May has a full schedule of events that celebrate the
unique and exciting history of Deschutes County.
Typically, the month of May begins with a kickoff event. Then, throughout the month there are
outings and lectures and workshops and all sorts of fun and informative events to participate in
and learn about.
1 https://www.oregon.gov/oprd/OH/pages/cig.aspx
15 HLC Policy and Procedures Manual
SECTION 3: LAND USE PLANNING IN
DESCHUTES COUNTY AND THE STATE F
OREGON
The following sections provide an overview of the Oregon land use system as well as the
procedures that are used in land use decisions, including those performed by the Historic
Landmarks Commission, in Deschutes County.
This section outlines the classification of land use decisions, how to make a decision correctly,
and the essential steps in conducting a public hearing.
Types of Land Use Decisions
The first step in making a decision is determining what type of decision the request involves.
The statutory definition of a "land use decision" is long, detailed, and legalistic (see ORS
197.015(10)). To summarize, a land use decision is a final decision that concerns the adoption,
amendment or application of Oregon's Statewide Planning Goals, a Comprehensive Plan
provision, a land use regulation, or a new land use regulation that requires the use of
discretion. Land use decisions are either "legislative" or "quasi-judicial." Approval of a use
based on clear and objective standards (i.e., one that does not require discretion) is
"ministerial" and is not a land use decision.
The Deschutes County HLC focuses on legislative land use and quasi-judicial matters. What are
the differences between a quasi-judicial and a legislative decision? The Oregon Supreme Court
in Strawberry Hill Wheelers v. Board of Comm'rs, 287 Or 591, 601 P2d 769 (1979) established
three factors generally distinguishing a quasi-judicial decision:
1. Is the process bound to result in a decision?
2. Is the decision bound to apply pre-existing criteria to concrete facts?
3. Is the action directed at a closely circumscribed factual situation involving a relatively
small number of persons?
Following Strawberry Hill Wheelers, the Land Use Board of Appeals ("LUBA") further opined
that the more definitively the above factors are answered in the negative, the more likely the
decision is legislative. Valerio v. Union County, 33 Or LUBA 604 (1997). Otherwise, the decision
is more likely to be quasi-judicial. No single answer controls. The second factor — whether the
decision is bound to apply pre-existing criteria — is present to some extent in most land use
16 HLC Policy and Procedures Manual
decisions and is thereby often given less weight. Andrews v. City of Brookings, 27 Or LUBA 39
(1994). Generally, if the first and third factors are answered negatively, it is a legislative
decision.
Legislative Land Use Decisions
Legislative proceedings relate to policy issues or matters that affect a broad area, or both. An
amendment to the text of the Comprehensive Plan or Zoning code is nearly always a legislative
matter. A Plan or Zoning map amendment may be legislative depending on its scope and
whether it is initiated by an applicant or the local government. The procedures for hearing a
legislative matter are different from those for a quasi-judicial proceeding; the laws are less
detailed and the hearings less structured.
Notice of Legislative Decisions
Individual mailed notices must be sent to all property owners whose property would be
rezoned by a legislative action. This includes a change to the base zoning designation and a
change to text "in a manner that limits or prohibits land uses previously allowed in the affected
zone." This is commonly referred to as "Measure 56 notice." According to State law, the
individual notice specifically must inform the owner that a rezoning, "may reduce the value of
your property." If no property is to be rezoned, local legislative hearing notice requirements
need to be followed. Counties may exceed state notice requirements. Deschutes County is
increasingly exceeding state notice requirements in land use processes to maximize public
involvement in their local government's decisions.
Legislative Hearings
In a quasi-judicial setting, there are always proponents and often opponents to the proposal. In
a policy matter, an individual may support part of the proposal and object to others. Parties
may support the objective but disagree with some of the wording. Therefore, testimony at a
legislative hearing is more open. Segmenting testimony into "proponents" and "opponents" is
inappropriate.
Since legislative matters affect policy or a broad area, an individual's rights are handled
differently from a quasi-judicial process. There are no limits on ex parte contact so there is no
time set aside for ex parte declarations at the commencement of the hearing. While the
Statewide Planning Goals and perhaps statutes apply to many legislative matters, criteria are
not as central to these hearings as they are in quasi-judicial matters. The correct policy is what
matters, not whether a criterion is satisfied. Decision -maker opinions in this arena are
acceptable — even expected. Formal statutes governing conflicts of interest as well as general
principles discouraging members of the HLC to be influenced by biases, still matter, however.
The HLC does not decide a legislative matter, but rather makes a recommendation to the BOCC.
However, as a dedicated planning body for Deschutes County, the elected County
Commissioners depend on the HLC to fully consider land use matters relating to historic
17 HLC Policy and Procedures Manual
preservation, listen to and evaluate public testimony or the topic under consideration and
forward thoroughly evaluated, reasoned recommendations. Landmarks Commissioners actively
listen and read all public testimony related to the topic being discussed. Figure 2 illustrates the
legislative land use amendment process.
Legislative Land Use Amendments
Application DLCD 35-day Public Notice Planning Commission Public Deliberation &
(applicant or staff initiated) Notice (Bend Bulletin) Work Session Hearing Recommendation
Average 6 to 8 week process
Board Work Session Public Notice Board Public Deliberation and
(Bend Bulletin) Hearing Consideration of
Adoption
Average 6 to 8 week process C>
Outline for Conducting a Legislative Public Hearing
The following is an outline for conducting a public hearing. It is important to acknowledge that
the HLC ensures a civil proceeding by directing all public questions to the chair. The chair (or
vice -chair when the chair is absent) facilitates the public meeting and interactions among
Landmarks Commissioners and staff. Even in contested land use proceedings, HLC's
recommendation reflects the advisory body as a whole. Members of the HLC, in their individual
capacity and not as a representative of the Landmarks Commission, maintain their ability to
testify at subsequent BOCC proceedings.
1. Chair opens hearing.
2. Chair describes procedures for testimony and outcome of the hearing.
3. Staff report is summarized.
4. HLC asks technical or clarifying questions to staff of the proposal.
5. Testimony from citizens, interest groups, state agencies, and other units of government
are entered into the record.
Requests to continue the hearing do not need to be observed, but the HLC may continue a
legislative hearing as needed. If the continuance is to a date, time, and place certain, no new
notice is required.
6. Close the hearing.
7. Discussion. Note: Questions to staff may be asked during
discussion (or all through the process) even after the close
of the hearing.
8. Motion and second.
9. Deliberation, amendments to motion (if any).
10. Vote on a recommendation.
Work Sessions: Purpose and Conduct
The Planning Director may schedule a work session to prepare the HLC for an upcoming public
hearing or following a hearing and prior to deliberations, for informational or educational
purposes, or to address other relevant topics applicable to rural land use planning.
Work session conduct is generally informal:
1. Chair opens the work session.
2. Staff presents or introduces an issue, topic, invited speakers (if any), etc.
3. Chair facilitates the discussion among the work session participants.
4. Staff presents next steps pertaining the topic (if any).
Public comments are generally not be permitted at any work session which pertains to a
pending application before the HLC to avoid due process issues since the public hearing either
usually has not have been opened or has been closed as the HLC prepares for deliberations, or
has not otherwise been noticed as a public hearing on a pending application.
Public comments on other matters is at the discretion of the chair. However, work sessions are
generally understood to be discussions between the HLC and staff and/or other specifically
invited persons. Please note, if the chair permits public comments on non-public hearing
agenda items, then other people who do not attend may legitimately raise concerns regarding
the adequacy of the notice.
Statutes require a land use decision to be based on approval criteria. The decision must apply
the approval criteria to the facts. The decision -maker must apply the adopted criteria for
approval that are contained in the zoning code. If the applicant demonstrates compliance with
these criteria, the application must be approved even if the decision -maker disagrees with the
criteria, or believes that additional, un-adopted criteria should be applied. Conversely, if the
applicant fails to demonstrate compliance with the applicable criteria, the decision -maker must
deny the application even if it believes that the applicable criteria are unreasonable.
Regarding interpretation of criteria, if the wording is clear and unambiguous, it must be
followed. A hearing body may not insert what has been omitted or omit what has been
inserted. If two provisions conflict, the more specific provision usually controls. For example, if
19 HLC Policy and Procedures Manual
a property is located in a zone that allows certain uses, but is subject to an overlay zone that
restricts several of those uses, the overlay zone restrictions will control.
i r
Findings are statements of the relevant facts as understood by the decision -maker and a
statement of how each approval criterion is satisfied by the facts. A brief statement that
explains the criteria accompanies approval or denial and standards considered relevant to the
decision, states the facts relied upon and explains the justification for the decision.
The purposes of findings are to:
• Ensure that the hearings body applied the criteria prescribed by statute, administrative
rule, and its own regulations and did not act arbitrarily or on an ad hoc basis.
• Establish what evidence the reviewing body relied on in making the decision to inform
the parties why the hearings body acted as it did and explain how the conclusions are
supported by substantial evidence.
• Demonstrate that the reviewing body followed proper procedures
• Aid careful consideration of criteria by the reviewing body.
• Keep agencies within their jurisdictions.
Statutes require:
Air explanation of the ritandar ds considered rele-ant to the decision.
A statement of the facts supporting the decision.
An explanation of how the standards and the facts dictate the decision.
Findings need not be exhaustive, but rather should contain a summary of the relevant facts. No
particular form is required, and no magic words need to be employed.
Generally, the best way to prepare findings is to:
1. Identify all of the applicable criteria.
2. Start with the first criterion and deal with each element separately; for example, "The
criterion is that the property is not subject to landslides, floods, or erosion."
3. State the criterion as a conclusion; e.g., "The property is not subject to landslides
because..."
4. State the fact that leads to the conclusion the property is not subject to landslides; e.g.,
"...because the topography on the property has a 0% grade and the property is located
on a lava bed."
5. Repeat the process for each element of every applicable criterion.
6. Where there is a criterion or element of a criterion that is not applicable, state why it is
not applicable.
7. Where there is conflicting evidence, the safest course is to state there was conflicting
evidence, but the hearings body believed certain evidence for certain reasons. This
however, is not required.
Common problems with findings include:
• Failure to identify all applicable standards and criteria.
• Failure to address each standard and criterion.
• Deferring a necessary finding to a condition of approval.
• Generalizing or making a conclusion without sufficient facts.
• A mere statement that the criteria have been met, without further explanation.
• Simple restatement of the criterion.
• Failure to establish a causal relationship (direct observation, reports from other people),
between facts and ultimate conclusions.
Evidence
The applicant has the burden of proof to introduce evidence that shows that all of the approval
criteria are satisfied. Opponents, on the other hand, have the duty to show that the applicant's
facts are incorrect or that the applicant has not introduced all of the facts necessary to satisfy
the burden of proof. The questions that arise are:
• What is relevant evidence in the record?
• How much evidence is required to support a finding; that is, what does substantial
evidence mean?
• How does the reviewing body address conflicting evidence in the findings?
The decision must be based on relevant evidence in the record. Evidence in the record is
evidence submitted to the reviewing body. The reason for limiting the basis for the decision to
evidence in the record is to assure that all interested persons have an opportunity to review the
evidence and to rebut it.
A reviewing body may support an application in concept or members may have personal
knowledge of facts that would satisfy the approval criteria, but it cannot approve the
application on that alone. There must be substantial evidence in the record. Personal
knowledge is not evidence in the record. In reality, such applications are approved but they will
be remanded if appealed to LUBA. It is also important to note that an application cannot be
denied on the basis of facts not in the record.
21 HLC Policy and Procedures Manual
Relevant evidence is evidence in the record that shows an approval criterion is or is not
satisfied. Testimony about effects on real estate values is not relevant unless the approval
criteria require a finding on the effect on real estate values.
A statute provides that LUBA may reverse or remand a local government decision when the
local government has "made a decision not supported by substantial evidence in the records as
whole." The term "substantial evidence" does not go to the volume of evidence. Substantial
evidence consists of evidence that a reasonable person could accept as adequate to support
the conclusion.
Where the evidence is such that reasonable persons may fairly differ as to whether it
establishes a fact, there is substantial evidence to support the decision. In other words, what is
required is enough evidence to show that an approval criterion is satisfied. If two people agree
that there is not substantial evidence, there is not enough evidence.
When the applicant's evidence is countered by the opponents, there is conflicting evidence.
Where there is conflicting testimony based on different data, but any of the data is such that a
reasonable person might accept it, a conclusion based on any of the data is supported by
reasonable evidence. That is, the hearings body may select any of the information for its
decision provided it is reasonable that a person would accept the data as correct. The best
course of action is for the hearings body to state what evidence it believes and why when it
prepares its findings of fact.
eCiS Oar
The job of the reviewing body is to ascertain the facts and apply the approval criteria to the
facts. A quasi-judicial decision will take one of three forms:
1. Approval. The reviewing body found that the facts in evidence indicate the criteria are
satisfied.
2. Approval with conditions. The reviewing body has found that the facts in evidence to not
demonstrate the criteria are fully satisfied, but, through the application of conditions, the
criteria can be satisfied. This assumes the ordinance authorizes the application of conditions
for approval.
3. Denial. The reviewing body has found that the facts in evidence have not demonstrated
that the criteria are satisfied and the application cannot be made to comply with conditions
attached to it.
Whereas a quasi-judicial land use decision is required to take no longer than 150 days after the
application is deemed complete, a legislative amendment does not have a State mandated
timeline for issuing a decision. Nevertheless, the HLC needs to be cognizant of making timely
recommendations, taking into account staff time, Commission meeting schedule, and other
factors that might contribute to the decision -making process.
22 HLC Policy and Procedures (Manual
A pea9s and Timing
The "150-Day Rule"
A county's final quasi-judicial land use decision must be made within 150 days from acceptance
of a complete application including time needed for appeal. Legislative proposals are not
subject to this requirement. Deschutes County procedures allow staff 30 days to determine if
the submittal is complete and then to send written notice to the applicant. Date of that notice
starts the 150-day clock. If a decision cannot be made within the time limits, the local
government can ask the applicant if they will extend the rule. Often that is agreeable since the
alternative may be denial of the application. If the clock runs out and the deadline has not been
extended, the applicant may ask the court to grant a writ of mandamus. If granted, the writ
allows the application to proceed without local government approval.
Appeals
The final consideration in a legislative or quasi-judicial decision is the potential of an appeal —
from a staff decision to the Planning Commission, HLC or hearings officer, from the Planning
Commission or HLC to the BOCC or from the BOCC to LUBA. Timeframes for these actions are
set out in State law and local ordinances.
ROOTS OF LAND USE PLANNING IN OREGON
Land use planning in Oregon began in the cities. Urban settings created urban needs for
coordinated approaches to particular uses of the land. Recognizing this, the 1919 Oregon
Legislature passed enabling legislation allowing cities in Oregon to plan in an orderly way for
the challenges that resulted from steady growth. This legislation enabled cities to establish
Planning Commissions and required Planning Commission approval for subdivision plats. After
World War II, Oregon counties were similarly authorized to establish Planning Commissions, at
a time when rapid growth created increasing urban problems in many unincorporated areas.
Through most of the 20th century, Oregon state government's role in planning was limited. The
state legislature authorized local planning to occur and provided for coordination with the
federal government when the need arose (during depression -era dam building projects, for
example), but did not preempt or control local guidance of development and growth.
However, as Oregon grew dramatically in population and income during and after World War II,
it became increasingly evident that the system of permissive, local -option planning was not
adequate to accommodate complex regional and statewide pressures and trends that crossed
many jurisdictional boundaries.
State government during this period began slowly, but with growing speed spurred by popular
concern, to respond to the challenges resulting from rapid growth and development. A
Department of Environmental Quality was established, backed by clean air and water laws as
well as pollution bonds; landmark Oregon legislation created significant laws on beaches, bottle
23 HLC Policy and Procedures Manual
deposits, bike paths, and billboard removal. It was apparent that land use difficulties were at
the root of many of the problems resulting from growth. Oregon's most productive farmland,
the 100-mile-long Willamette Valley, was also home to 80 percent of the state's population.
Oregon's population increased by nearly 40 percent between 1950 and 1970, and 80 percent of
that occurred in the Willamette Valley. The result was significant growth in cities of the Valley,
with the subsequent loss of prime farmland. Spurred by the losses of farmland and prodded by
first -term Governor Tom McCall, the 1969 Oregon Legislature passed Senate Bill (SB) 10, which
required all cities and counties to adopt comprehensive land use plans and zoning regulations.
SB 10 ended the view that selective local option planning alone would suffice to meet regional
and area -wide land use challenges, which could significantly affect the economic and
environmental bases of this state. Not only were zoning and subdivision regulations required
of every jurisdiction in the state, but statewide goals were set out which addressed
conservation of prime farm and forest lands and other vital state concerns, including air and
water quality, open space, natural scenic resources, timely development of public facilities,
well -considered transportation systems and orderly transition from rural to urban uses with a
careful view to protecting the basic character of Oregon.
Unfortunately, the 1969 legislation contained no assistance to meet the cost of compliance,
and its enforcement provisions proved inappropriate. This led to a strong effort on the part of
Governor McCall and key state legislators to work together to develop an acceptable proposal
that would make statewide land use planning a reality, rather than a platitude, in every
iurisdiction in the state.
The Oregon Land Use Act of 1973
The 1973 Legislature convened with bipartisan support for strengthening state oversight of
local planning. The result of its effort, the Oregon Land Use Act of 1973 (Senate Bill 100),
established the framework that in major part governs and guides land use planning in Oregon
today. The Act was passed by substantial margins in both chambers of the legislature. It
remains a controversial piece of legislation but has withstood numerous challenges in the
legislature, in courts, and at the polls. It also represents the concerns, and has received the
support of various groups representing agriculture, business, homebuilders, local governments,
and environmental organizations.
Developing the Statewide Planning Goals
Once the Land Use Act was on the books, the work of implementation began. The first task for
the Land Conservation and Development Commission (LCDC) was creation of the Statewide
Planning Goals against which each local comprehensive plan would be measured. After more
than a year of public workshops and hearings in 20 locations around the state involving over
3,000 Oregonians, LCDC adopted 14 statewide land use -planning goals in 1974. Later, coastal
goals and a Willamette River Greenway goal were added to bring the total to 19 goals.
24 HLC Policy and Procedures Manual
LCDC°S Responsibilities
LCDC itself acts mainly through the acknowledgement (initial approval), periodic review, and
post -acknowledgement review processes. It may issue enforcement orders, which specify areas
of noncompliance in local planning decisions, and specific corrective actions required. LCDC
conducts studies through its staff (the Department of Land Conservation and Development, or
DLCD) and writes administrative rules refining the provisions of the goals. Often it is in this
forum where discussion and consensus building can take place that best works to define
Oregon's planning program.
All city and county comprehensive plans and implementing regulations were "acknowledged"
by LCDC as complying with the Statewide Planning Goals. Acknowledgment was needed before
the local government could rely on its plan for making land use decisions without showing goal
compliance for every land use decision. Once a comprehensive plan (including the
implementing ordinances and regulations) gains acknowledgment, the plan — not the statewide
goals —controls land use decision -making for the local government. Any amendment to an
acknowledged plan must be shown to comply with the goals so that the whole plan maintains
acknowledgment. It is important to note that LCDC's enforcement powers relate primarily to
city and county compliance with the land use statutes and the goals. Cities and counties
themselves remain responsible for assuring that individual land use actions comply with their
local comprehensive plan. Local government is the primary enforcement entity, and appeals of
final local decisions go to LUBA, not LCDC.
Purpose of the Goals: Development and Preservation
Taken as a whole, the goals are best understood as devoted to creating and maintaining
sustainable, livable, and equitable communities. First, they seek to protect the natural
resources on which much of Oregon's economy depends (in particular, farm and forest land)
and our environmental quality. Second, the goals promote efficient urban development and an
orderly transition from rural to urban use. Implicit in both purposes of the goals is the
encouragement of economic development through orderly growth. That change must occur in a
manner that does not threaten the long-term economic foundations of Oregon. The twin
concerns — development and preservation — meet in Goal 14. This urbanization goal requires
that a city, in consultation with the county, local special districts, and neighboring jurisdictions,
draw a boundary around itself to establish the projected limits of urban growth for 20 years.
Data to support the boundary is required, including 20-year growth forecasts. All land within
the boundary — called an urban growth boundary (or UGB) — will be considered either urban or
potentially urban, while land outside the UGB must remain predominantly rural in character.
The 19 Statewide Planning Goals can be generally grouped into three categories:
1. Process Goals, which ensure citizen participation and set forth basic requirements and
procedures for local planning and development regulations (Goals 1 and 2).
R� •-� t.•�_
2. Development Goals, which address the interrelated factors of economy, housing, public
facilities, transportation, energy, and urbanization (Goals 9-14).
3. Conservation Goals, which address the preservation of natural resources of various
types:
• Land resources — agricultural and forest (Goals 2 and 4).
• Coastal resources — estuaries, shorelines and dunes, and the ocean (Goals 16-19).
• Managing resources — environmental quality; recreational and resort areas; scenic,
historic, and natural resource areas, and natural hazards (Goals 5-8).
• Willamette River — special regulations relating to particular concerns and values of
this major waterway (Goal 15).
�� =
The Deschutes County Comprehensive Plan provides a blueprint for land use conservation and
development. This is accomplished through goals and policies that tell a cohesive story of
where and how development should occur and what places should remain undeveloped. The
Plan provides a legal framework for establishing more specific land use actions and regulations
such as zoning. The goals and policies are based on existing conditions and trends, community
values and the statewide planning system.
T1_ _ ��_._ �n ,� .�.-,.,,.,. �n� n 2000 To f 1 +h + +'w,o +ho Dl�n
l ne Plan covers a 20-year period from om 2010-LVJd. IV r el l la 111 UacI over L �u'L dine, L.IC I .ui'
must provide clear policy direction yet remain flexible. As Deschutes County conditions change,
legislative amendments will ensure the Plan remains relevant and timely. The unincorporated
areas of the County are covered by this Plan. The cities of Bend, La Pine, Redmond and Sisters
each maintain their own comprehensive plans within their respective UGBs. The cities and
County use intergovernmental agreements to coordinate land use within UGBs. The Plan
complies with the statewide planning system, which was adopted in 1973 to ensure consistent
land use policies across the state. While compliance with the statewide system is required, it is
also important for a comprehensive plan to reflect local needs and interests. This Plan balances
statewide requirements and local land use values.
Deschutes County encompasses a total of 3,054 square miles. The County was created in 1916
from a portion of Crook County and was named after the Deschutes River. Approximately 80
percent of the land in the County is publicly owned by the federal, state or local governments.
Deschutes County's first Comprehensive Plan, Comprehensive Plan to 1990, was adopted in
1970. To comply with newly adopted statewide planning regulations a new plan was adopted in
1979, Deschutes County Year 2000 Comprehensive Plan (1979 Plan). In 1981, the 1979 Plan was
acknowledged as being in compliance with the Statewide Goals. Along with the 1979 Plan, the
County adopted a background document and map. The Deschutes County Comprehensive Plan
Resource Element (Resource Element) contained valuable information pertaining to resources
and demographics. The map depicted the long-term general land use categories for all lands in
26 HLC Policy and Procedures Manual
the County. Over time, the County amended the 1979 Plan to comply with changes initiated by
the State, the BOCC or property owners. Periodic Review, a plan update process once required
by the state, started in 1988 and was completed in 2003. Periodic Review included major
additions and amendments to the 1979 Plan to keep the Plan and its policies consistent with
evolving State planning regulations and local conditions. The 1979 Plan was codified as Title 23
in the Deschutes County Code.
Deschutes County Comprehensive Plan 2030 is organized into five chapters:
• Chapter 1
Comprehensive Planning
• Chapter 2
Resource Management
• Chapter 3
Rural Growth Management
• Chapter 4
Urban Growth Management
• Chapter 5
Supplemental Sections
Chapters 1-4 contain the following:
• Background: Information providing context for the reason and process for including the
goals and policies.
• Goals: A general description of what Deschutes County wants to achieve. The County
will direct resources and/or support partner agencies and organizations to implement
the goals over the 20-year Plan timeframe.
• Policies: Statements of principles and guidelines to aid decision making by clarifying and
providing direction on meeting the Goals.
• References: A list of resources used in the preparation of each chapter is included at the
end of each chapter.
The Plan's land use goals and policies are anticipated to be completed over a 20 year period.
Types of Regulations
As noted above, the Deschutes County Comprehensive Plan contains a map and general policy
statements. Implementing ordinances establish particular criteria, standards, and procedures
through which the Plan will be carried out. These ordinances prescribe laws governing the way
in which rural land may be used and divided. The most common types of regulation are
subdivision and zoning regulations. Subdivision regulations control the particular ways in which
parcels of land are divided. Provisions address design and layout of sites, roads, utility
easements, public areas, etc.
Zoning is the placement of various land use "labels" (such as residential, commercial, or
exclusive farm use) on a particular geographic. Zoning describes the uses permitted and
generally establishes criteria and standards for each use (such as lot size, setbacks, and
parking). In designating these areas and establishing the conditions, the zoning ordinance will
usually allow for flexibility and accommodation of special concerns. Provisions for variances,
nonconforming uses, conditional uses, and other special provisions are incorporated into the
zoning ordinances. Table 1 lists existing Comprehensive Plan designations and related Zoning
districts. Some Plan designations apply County -wide and while others apply to designated areas
of existing development. The Destination Resort designation recognizes a combining zone that
supplements the underlying zoning. Most of the area -specific designations fall under the State
rules for Unincorporated Communities.
Table 1 - Comprehensive Plan and Zoning Code Designations
Comprehensive Plan Designation I Associated Deschutes County Zoning Code
County -wide designations
Agriculture
Title 18 - All EFU subzones
Airport Development
Title 18 - AD, AS
Destination Resort Combining Zone
Title 18 - DR
Forest
Title 18 - F-1, F-2
Open Space and Conservation
Title 18 - OS&C
Rural Residential Exception Area
Title 18 - RR-10 and MUA-10
Surface Mining
Title 18 - SM
Area specific designations
Resort Community
Title 18 - All Black Butte Ranch and Inn of the 7tn
Mountain/Widgi Creek subzones
Rural Community
Title 18 - All Tumalo and Terrebonne subzones
Rural Service Center
Title 18 - All RSC zones
Urban Unincorporated Community
Title 18 - All Sunriver subzones
Rural Commercial
Title 18 - Rural Commercial
Rural Industrial
Title 18 - Rural Industrial
Bend Urban Growth Area
Title 19 - UAR-10, SM, SR 2 %, RS, IL, FP, WTZ
Redmond Urban Growth Area
Title 20 - UH-10
Sisters Urban Growth Area
Title 21- UAR-10, CIA, FP
Redmond Urban Reserve Area
Title 18 - RURA
Source: County Geographical Information System and Deschutes County Code
Deschutes County also recognizes the importance of working closely and cooperatively with the
cities of Bend, La Pine, Redmond and Sisters, as well as special districts and state and federal
agencies, to ensure a coordinated approach to future growth and conservation. Deschutes
County has the responsibility for negotiating urban service agreements with representatives of
all cities and special districts that provide, or declare an interest in providing, urban services
inside a UGB. Urban service means:
• Sanitary sewers • Parks
• Water • Open space
• Fire protection 9 Recreation
• Streets, roads and mass transit • Special Districts
Deschutes County is responsible for coordinating other planning activities affecting land uses
within the County. This includes:
• Coordinating with special districts, including irrigation districts, park districts, school
districts, sewer districts, and water districts.
• Establishing Cooperation Agreements with special districts that provide an urban service in
a UGB.
• Coordinating with the U.S. Forest Service and Bureau of Land Management.
• Joint Management Agreements with municipalities for managing urban growth areas
(areas outside city limits, but inside a UGB).
• Establishing Urban Reserve Areas.
Post -acknowledgement review allows Deschutes County (and other cities and counties) to
prepare amendments to comprehensive plans and associated inventories, studies, and
implementing codes (i.e., zoning, subdivision, etc.) and then consider the amendment in a
public process. Adoption of a post -acknowledgment plan amendment can be completed only by
the Board at a public hearing. Deschutes County is required to submit changes to plans and
codes to DLCD 35-days prior to the first evidentiary hearing. DLCD provides notice of all plan
amendments throughout the state and publishes them on its web site. DLCD may review and
evaluate the amendment for compliance with the goals. Changes not involving the topics within
the Statewide Planning Goals do not have to be submitted to DLCD.
If a party (such as a citizen, an advocacy group, or DLCD) believes the plan amendment does not
comply with applicable goals, administrative rules, or land use statutes, the recourse is to
appeal the amendment to LUBA.
Land Use Board of Appeals
LUBA, is a panel of administrative hearings officers appointed by the governor charged with
deciding appeals of local government land use decisions, including plan amendments and zone
changes. LUBA was created to simplify the appeal process, speed resolution of land use
disputes, and provide consistent interpretation of state and local land use laws.
Prior to LUBA's creation, land use appeals were heard by LCDC and the circuit courts. The
tribunal is the first of its kind in the United States. The governor appoints the three -member
board to serve four-year terms. The appointments are confirmed by the Oregon Senate. The
board members must be members of the Oregon State Bar.
29 HLC Policy and Procedures Manual
The Community Development Department consists of Administrative Services and five divisions
which provide coordinated planning and development. The five divisions are:
• Building and Safety — provides construction plan reviews, consultation and inspections
to assure compliance with federal and state building codes in the rural County and cities
of La Pine and Sisters.
• Code Enforcement — investigates investigating code violation complaints to ensure
compliance with each of the codes and statutes administered by CDD, and provides
direct service on contract to the City of La Pine for solid waste violations.
• Coordinated Services — provides coordination of permitting and "front line" direct
services to customers at the main office in Bend and at the La Pine and Sisters city halls.
• Environmental Soils — regulates on -site wastewater treatments systems (septic) and
monitors environmental factors for public health and resource protection.
• Planning — consists of two operational areas, Current and Long Range Planning.
Current Planning is responsible for reviewing land use applications for compliance with
Deschutes County Code and State law, InC1UUlng LUfllllg, JUbUIVIJIUII df1U UCVCIUplllelll
regulations, and facilitating public hearings with Hearings Officers and the BOCC. Staff is also
responsible for verifying compliance with land use rules for building permit applications and
septic permits; coordinating with Code Enforcement to respond to complaints and monitor
conditions of approval for land use permits; and providing assistance at the public information
counter, over the telephone and via email.
Long Range Planning is responsible for planning for the future of Deschutes County, including
developing and implementing land use policy with the BOCC, Planning Commission, HLC,
community and partner organizations. It is in charge of updating the Comprehensive Plan and
zoning regulations, and coordinating with cities and agencies on various planning projects
taking place in the region. Staff also monitors and participates in annual legislative sessions, and
serves on numerous local, regional and statewide committees primarily focusing on
transportation, natural resources, growth management and economic development.
To understand the roles and responsibilities of staff, the HLC, and Board of County
Commissioners, please see the Resources section of this document.
30 HLC Policy and Procedures Manual
According to the Oregon Ethics Guide for Public Officials, "a public office is a public trust."
Planning issues commonly involve a conflict of values, and often there are significant private
interests at stake. These accentuate the necessity for the highest standards of fairness and
honesty among all participants. See Oregon Government Ethics Law: A Guide for Public
Officials. HLC members, if interested, can attend an in -person training conducted by Deschutes
County Legal Counsel. As questions arise, Commissioners can contact County Legal Counsel.
Additionally, as mentioned earlier, Landmarks Commissioners must complete an Annual
Statement of Economic Interest.
Oregon's open meeting law (ORS 192.610-192.690) requires that decisions of any "governing
body" be arrived at openly so that the public can be aware and informed of the body's
deliberations and decisions. A governing body is one with two or more members that decides
for or recommends to a public body. The law applies to the state, cities and counties, and
advisory bodies to those jurisdictions. Not only must meetings of city councils and boards of
county commissioners be "open" — the meetings of HLCs, design review boards and other
appointed boards or commissions with the authority to make decisions or recommendations
are also subject to the requirements.
With a few exceptions, a meeting exists any time a quorum of the body's membership is
present. "Closed meetings" (or executive sessions) are allowed to discuss, for example
employment, discipline or labor relations but decisions on these issues must be made at a
public (open) meeting. HLCs will rarely conduct business in an executive session. Notice of
public meetings is required, and the notice must include the time and place and principle
subject to be discussed. Notice should be timed to give "reasonable" advance notice to the
public. For "emergency" or special meetings, the law calls for 24 hours advance notice.
Emoils
Landmarks Commissioners need to be cognizant that sending emails to fellow Commissioners
constitutes a public meeting when it is sent to a majority of members. When staff coordinates
with the HLC electronically, the email often reminds Commissioners to respond to staff
individually to ensure an accidental public meeting does not take place.
Meeting Requirements
Any public body must provide for the sound, video or digital recording or the taking of written
minutes of all its meetings. Neither a full transcript nor a full recording of the meeting is
required, but the written minutes or recording must give a true reflection of the matters
discussed at the meeting and the views of the participants. All minutes or recordings must be
31 HLC Policy and Procedures Manual
available to the public within a reasonable time after the meeting, and shall include at least the
following information:
• All members of the body present;
• All motions, proposals, resolutions, orders, ordinances, and measures proposed and
their disposition;
• The results of all votes and the vote of each member by name;
• The substance of any discussion on any matter; and
• A reference to any document discussed at the meeting.
Because a meeting is open to the public, it means that anyone can attend. But "open" does not
mean that anyone has the right to speak. HLCs and governing bodies may hold work sessions
and other meetings without allowing public comment.
Site Visits
Oregon's open meeting law exempts "site inspections" from the meeting requirements. That
means that technically the HLC or governing body could go as a group, as a quorum, to visit a
site. However, site visits often introduce numerous other considerations. Notably, site visits are
considered ex parte contact and should be disclosed at the first public hearing. A second
consideration is the assumptions, which may be made by the public when they realize that a
majority of the decision -making body visited the site without everyone else who might be
interested in having an opportunity to be there. What did they see? What was discussed? What
did they decide? As such, site visits rarely occur. When needed, it is usually best for the
members of the HLC to refrain from discussing the proposal with one another or, for example, a
property owner conducting the tour. Those conversations are best held during the public
hearing with the public being able to fully participate.
Resolving Land Use Conflicts
Land use issues can generate conflicts. It is important to recognize issues that may produce
conflicts, anticipate opportunities to deal with the problems and use techniques that encourage
"win -win" solutions.
Elements in Every Conflict
• Issues. The "what" of a dispute (e.g. the wetland impact of proposed development).
• Positions. The "how" — a specific proposal about how to solve the dispute ("This wetland
permit cannot be issued").
• Interests. The "why" — the expression of needs that drive a person's behavior (Why do
you want...? Why is that important?).
32 HLC Policy and Procedures Manual
interests may be:
• Procedural. Do people feel they are being treated fairly?
• Psychological. Do people feel they are listened to and their ideas respected?
• Substantive. Do people feel they will benefit from the result?
Only by identifying the interest(s) underlying the issues and positions and recognizing the
different levels of importance each party gives to these interests can the disputing parties
create mutually satisfying, durable solutions to conflicts.
Potential Conflicts in Legislative Decisions
Local jurisdictions generally set the schedule for legislative land use decisions. There is no 150-
day rule. By identifying stakeholders, clearly presenting facts and alternatives, and really
listening and responding to the ideas and suggestions from all of the interested parties,
decisions will be made that people see as fair. Even when people disagree with the results, it is
difficult to generate a conflict over a "fair" decision.
PUBLIC INVOLVEMENT
riow, an,4 if, —LILCiS LJC%i �e involved ii� your land use decisions can signlfiCantly affcrt rncGltc
The best road to success is to provide opportunities for meaningful public involvement
throughout the process. Recognition of that fact may be the reason that the people of Oregon
decided to make citizen involvement the first of the statewide land use planning goals.
Effective citizen involvement requires public awareness of:
• What is proposed?
• Who will be affected and how?
• Criteria for decisions.
• Who makes decisions, when and where, and with what time line?
Flow to Get Feedback
The type of land use decision influences the approach to public participation. For legislative
decisions, be creative! Get outside the box. Choices are available when considering an
amendment to the comprehensive plan or zoning code, adoption of a sign ordinance, and the
like. The local elected and appointed officials need a broad range of ideas. There are no
questions of ex parte contacts and there is no requirement that a decision be reached. (For
example, if people don't like the idea of a new or revised ordinance, the idea can be dropped).
Questionnaires, surveys, or focus groups can help identify the level of interest in an issue of
proposal. Town hall meetings, forums, and open houses (with staff available to answer
33 HLC Policy and Procedures Manual
questions), as well as printed material, can attract interest prior to a public hearing. Feedback
will let citizens know that their opinions were heard and considered. Provide a summary or
"feedback report" that lists major comments and impact, if any, on decisions.
People need to know what is proposed, why, and what alternatives exist. Describe how a
decision may be reached and list timeframes. Provide this information several times in several
ways. Notice of legislative hearings should be provided to those who have an interest, including
residents, businesses, interest groups, neighborhood associations, state and federal agencies,
and other local governments. Since passage of Ballot Measure 56, property owners who may be
affected receive direct, mailed notice.
For quasi-judicial decisions, follow the rules! Procedures for making these decisions are
proscribed by law and local ordinances and limit involvement choices. For example, when an
applicant requests approval for a permit or a zone change for a specific area, criteria dictate the
basis for a decision and a decision — approve, deny, or approve with condition — must be made.
Minimum hearing opportunities must be offered, but these are minimums, not maximums! A
local government can encourage or even require an applicant to provide public -involvement
opportunities in the form of neighborhood meetings or open pre -application conferences, or
through social media or direct mail. Public involvement in quasi-judicial decisions is ultimately
at the public hearing(s).
Goal i requires opportunities [for pUIJIII. IIIVOIVCmelll In Id11U use pldlllllllb'. 1IICIC are AJCIICIILJ
beyond complying with that legal requirement:
• Citizens know their neighborhoods and community best.
• Residents and property owners can offer ideas on what is needed, what works and what
doesn't.
• Members of the public who participate in development of a plan or ordinance take pride
in their work and support the results
• Public involvement increases understanding of, and potentially support for, local
government.
Citizens can make their greatest contributions to the planning process when they understand
the system. How staff handles questions at the planning department and how Landmarks
Commissioners conduct meetings can contribute to public understanding. Several local
jurisdictions go beyond that and make special efforts to educate people on planning.
34 HLC Policy and Procedures Manual
Stress Criteria for Decisions
A citizen whose testimony does not connect to the applicable criteria then sees the testimony
dismissed and becomes frustrated, angry and distrustful of both local officials and local land use
planning. The public needs to know that decisions are based on criteria in local ordinances.
Make criteria stand out in the staff written report, the oral presentation and in comments by
the chair. Additionally, it is important to note that staff are trained "experts." The HLC can
engage staff for additional feedback recognizing for example, that they can provide context on
procedural issues, criteria, floodplains, transportation, etc.
FMAEOTVZURV�IM
RESOURCES
The following resources can assist the HLC:
• Deschutes County Code
https•//www.deschutes.org/administration/page/deschutes-county-code
• Deschutes County Community Development Department
https://www.deschutes.org/cd
• Deschutes County Meetings and Hearings Information
https://www.deschutes.org/bcc/page/meetings-and-hearings-information
• Deschutes County Historic Landmarks Commission
https://www.deschutes.org/cd/page/historic-landmarks-commission
• Deschutes County Property Information
httr)s://dial.deschutes.org/
• Oregon Administrative Rules
https://sos.oregon.gov/archives/Pages/oregon administrative rules.aspx
• Oregon Department of Land Conservation and Development
https://www.oregon.gov/lcd/Pages/index.aspx
• Oregon Ethics Guide for Public Officials
https://www.oregon.gov/ogec/Documents/2010-
10 PO Guide October Final Adopted.pdf
• Oregon Government Ethics Commission
https://www.oregon.gov/ogec/Pages/index.aspx
• Oregon State Historic Preservation Office
https://www.oregon.gov/oprd/OH/
• Oregon Revised Statutes
https://www.oregonlegislature.gov/bills laws/pages/ors.aspx
36 HLC Policy and Procedures Manual
APPENDIX A
1. How much time will I need to spend doing Historic Landmarks Commission business?
The HLC typically holds four meetings a year in February, May, August and November.
Mondays at 5:30 p.m. at the Deschutes Services Center, 1300 Wall Street, Barnes and
Sawyer rooms, Bend.
Meeting preparation requires upwards to 1-3 hours, depending on the agenda, meeting
materials, and the complexity of issues. Commissioners are encouraged to contact staff
with questions or concerns about the meeting agenda or meeting materials, or request
additional information prior to the meeting to maximize productivity. Staff fulfills
additional information requests based on available resources, direct relevance to the
meeting agenda item, and applicability to the entire HLC, at the discretion of the
Planning Director.
2. How do the Historic Landmarks Commission and the Board of County Commissioners
interface?
A HLC Commission does not decide a legislative matter, but rather makes a
i crommendation to the nnard of rniinty rnr Mirrinnarc. Wn_A/P%/Pry as a clecliratarl
planning body for Deschutes County, the elected County Commissioners depend on the
HLC to fully consider land use matters relating to historic preservation and forward
thoroughly evaluated, reasoned recommendations.
3. Who runs Historic Landmarks Commission meetings?
The chair (or vice -chair when the chair is absent) is responsible for facilitating public
meetings and discussions among Landmarks Commissioners and staff. Chair
responsibilities include:
• Conducts meetings and maintains order.
• Encourages relevant testimony by making the criteria for decisions clear.
• Ensures that time limits are met.
• Keeps Commission discussion on track and germane to the subject.
• Summarizes as needed.
• Diffuses hostility.
• Asks for ideas and opinions from each Landmarks Commissioner.
APPENDIX A
4. Who establishes the Commission's agenda?
County planning staff is responsible for setting agendas, preparing staff reports and
submitting them to the HLC. Other duties include preparing public notices and agendas
and maintaining minutes, findings and reports as public records.
5. Can you provide an example of conflict of interest?
In Oregon, conflict of interest involve pecuniary matters. Nonetheless, the American
Planning Association offers the following circumstances that may involve a conflict of
Interest (Source: PAC QuickNotes4. January 1, 2006):
A conflict of interest is a contradiction between an individual's personal interest and his
or her public duty. Such conflicts can exist whether or not money is involved, and
whether the conflict is actual or only perceived. Questions about conflicts of interest are
part of larger due process considerations concerning the impartiality of the planning
board or commission. Such conflicts threaten the right of applicants to receive a fair
hearing and decision. To avoid conflicts, a planning commissioner must maintain
independence, neutrality, and objectivity in an environment of often competing
interests.
Scenarios. Circumstances that may involve a conflict of interest include:
A personal bias or prejudice concerning any interested party or representative of a
party in a matter before the commission;
• A personal or financial relationship with any party or party representative; or
• An action on a matter that may substantially affect the personal or financial interests
(either directly or indirectly) of the Planning Commissioner or the Commissioner's
family, such as owning nearby property.
Familial Contacts. What is reasonable in terms of familial contacts may vary from
community to community; for example, in some small jurisdictions, extended families
have been around for generations and interrelationships between applicants and
commission members are common. Such contacts may be so pervasive that a
commission member could not regularly be excused from participation; if that were the
case, the commission might not ever achieve a quorum. However, a commission member
can publicly declare the relationship and make an affirmative statement that the
relationship, although it exists, will not impair his or her judgment. Again, if the conflict
of interest is financial, even if it might be common practice to vote on matters of direct
financial gain, the ethical planning commissioner should not do so.
38 HLC Policy and Procedures Manual
APPENDIX B
1. Prior to each Historic Landmarks Commission Meeting:
a. Contact staff if you are not able to access the information online at least six (6) days
prior to the meeting date.
b. Prepare for the meeting by reading the meeting agenda and packet. Good
preparation results in a good meeting. Based on the agenda and topics:
Determine whether you have a conflict of interest or need to disclose any
information pertaining to the proposal.
Identify the different types of agenda items (i.e., public hearing, work session),
the requested actions or recommendations for each agenda item, time of the
actions or recommendations, and options (i.e., recommend approval,
recommend approval with amendments/revisions/conditions, recommend
denial, or no recommendation).
iii. Contact staff with questions or information requests regarding the proposed
application or supporting documents, staff report, findings, and other
applicable information necessary to prepare for the meeting.
c. Refer to this Manual regarding the outline for conducting a Legislative Public Hearing
i. understand
the F h agenda item I..
Or VVOrK JeSJIUfI to u11UCI JLd11U UIC appropriate process iiir ca%ii ageiiva i�cni. n.
addition, review Roberts Rules of Order if necessary to participate effectively in the
meeting.
d. Conduct site visit(s) individually or with staff, if applicable.
e. Inform staff if you will not attend or arrive late to the meeting.
2. At the Historic Landmarks Commission Meeting:
Keep an open mind. Always be respectful of fellow Commissioners, the public and
staff. Act in a fair, ethical, and consistent manner.
b. Be patient with public comments. Listen and do not pre -judge before testimony is
taken. Avoid jargon and explain terms. Be mindful of body language.
c. Participate and ask questions.
d. Follow the applicable meeting procedures based on the type of agenda time (i.e.,
public hearing, work session), and Roberts of Rules of Order.
e. Consider proposals to amend the Comprehensive Plan or Deschutes County Code
based on:
Consistency with federal law, the Oregon Planning Program, and the
Comprehensive Plan.
r-ITOATOM
ii. The application and evidence submitted supporting the proposal.
iii. All public, expert, applicant, and agency testimony, as well as staff comments.
f. Ask questions to gain a thorough understanding of the proposal; the reasons, basis,
legal foundation for the proposal; and all perspectives of the proposal and potential
impacts.
g. State the reasons of your recommendation so the actions are clear to the HLC, the
applicant, the public, and staff.
h. The Chair's primary responsibilities are to:
i. Conduct and run an orderly meeting in a fair and timely manner, per the
agenda, and in compliance with Roberts Rules of Order.
ii. Maintain order and facilitate a civil, safe, and respectful meeting, dialogue and
behavior by all parties. Diffuse hostility. Intervene when:
1. Speakers are interrupting one another.
2. Speakers make personal attacks or ask personal questions.
3. Speakers ramble or get away from the issue.
4. Testimony, discussion, clapping, or cheering is out of order (intimidates
people not sharing the same views and discourages public participation).
iii. Keep the Commission on track by managing the discussion or deliberations:
1. Ensure participation among all Commissioners, especially newer members;
2. Elicit relevant testimony, meaning that testimony should pertain to the
matter under consideration. Refocus the discussion that has wandered off
the point;
3. Highlight or summarizes important points;
4. Clarify misunderstanding;
5. Enforce time limits equally, if applicable;
6. Keep the evidence phase separate from the deliberation phase;
7. Deliberate the proposal's facts and standards.
8. Ensure motions are clearly stated before a vote is taken.
9. Verify the administrative assistant has accurately recorded the vote and the
reasons for the recommendation.
iv. Seek guidance or advice from staff when necessary.
40 1 HLC Policy and Procedures Manual
APPENDIX C
The following list of Goal 5 Cultural and Historic Resources in rural Deschutes County appear in
the County's current Comprehensive Plan. These inventories are acknowledged by the
Department of Land Conservation and Development. In 2020, Deschutes County's inventories
were updated to comply with Oregon Administrative Rule (OAR) 660-023-0200, the historic
resources rule, which includes procedural requirements for surveying sites, evaluating integrity,
and considering whether and how to protect historic and cultural resources. The State
amended the historic resources rule in February 2017 to require a base level of protection for
National Register historic properties and provide a more usable and clear list of standards for
local governments to follow if they have an established historic preservation ordinance. This
rule change is reflected in the separation of National Register sites into pre- and post-2017
listings below. Protection standards for resources listed on the National Register of Historic
Places are required for local governments to comply with regardless of what the local ordinance
provides.
Locally Significant Historic Resources
1. Alfalfa Grange: Grange building and community center, built in 1930, located on Willard
Road, Alfalfa. 17-14-26 TL 400.
2. Allen Ranch Cemetery: Oldest cemetery in Deschutes County. 30' by 40' fenced cemetery
plot. Situated 100 yards west of South Century Drive, one-half mile south of Road 42. Two
marble gravestones, two wooden markers. 20-11-7 TL 1700.
3. Fall River Fish Hatchery "Ice House": The hatchery "Ice House" dates from the beginning of
fishery management in Oregon, circa 1920. It is an 18 foot by 18 foot improvement, the
only original building remaining on the property, and the only significant building or
structure on the site. Located at 15055 S. Century Drive, E%2; NE%; Section 32, Township
20S, Range 10 E, Tax Lot 100. (Ordinance 94-006 §1, 1994).
4. Long Hollow Ranch — Black Butte: Headquarters complex of historic ranch, located on
Holmes Road in Lower Bridge area, including headquarters house, ranch commissary,
equipment shed, barn and bunkhouse. 14-11-1 TL 101.
5. Swamp Ranch — Black Butte: The present day site of the Black Butte Ranch was part of the
vast holdings of the Black Butte Land and Livestock Company in 1904. No buildings from
the period exist. 14-9-10A, 10B, 15B, 15C, 16A, 21A, 21B, 21C, 22A, 22B.
6. Brothers School: Only one -room schoolhouse currently in use in Deschutes County,
located on Highway 20 in Brothers. 20-18-00 TL 3200.
7. Bull Creek Dam: The Bull Creek Dam, a component of the Tumalo Irrigation Project was
constructed in 1914 to form a water storage reservoir to increase the amount of irrigated
acreage at Tumalo. It is a gravity type of overflow dam. Two cut off walls are extended into
solid formation, one at the upper toe and the other at the lower toes of the concrete dam.
The dam proper is about 17 feet high from the foundation, although the completed
APPENDIX C
structure is about 25 feet. Located on Tumalo Reservoir -Market Road. 16-11-33 TL 2700
SW-%; SW-%.
8. Bull Creek Dam Bridge (Tumalo Irrigation Ditch Bridge): Built in 1914, the bridge, which
spans the dam, consists of five continuous filled spandrel, barrel -type concrete deck arch
spans, each 25 feet long. The concrete piers are keyed into notches in the arch structure.
The structure is the oldest bridge in Deschutes County. On Tumalo Reserve -market Road.
16-11-33 TL 2700/ SW-%; SW-%.
9. Camp Abbot Site, Officers' Club: Officers' Club for former military camp, currently
identified as Great Hall in Sunriver and used as a meeting hall. 20-11-5B TL 112.
10. Camp Polk Cemetery: One of the last remaining pioneer cemeteries, located off Camp
Polk Road near Sisters. The site is composed of a tract of land, including gravestones and
memorials, containing 2.112 acres in the Southwest Quarter of the Southeast Quarter of
Section 27, Township 14 South, Range 10 E.W.M., TL 2100, described as follows:
Beginning at a point North 20 degrees 06' 20" West 751 feet from the corner common to
Sections 26, 27, 34 and 35 in Township 14 South Range 10 E.W.M. and running thence
South 88 degrees 30' West 460 feet; thence North 1 degree 30' East 460 feet; thence
South 1 degree 30' 200 feet to the point of beginning.
11. Camp Polk Military Post Site: One of the oldest military sites in Deschutes County. Located
on Camp Polk Cemetery Road. Site includes entire tax lots, listed as follows 14-10-00 TL
2805 & 14-10-34 TL 100, 300.
12. Cloverdale Srhnnl: Srhnnl building in Clnverdale, located near 68515 George Cyrus Road.
First building built in Cloverdale. 15-11-7 TL 600.
13. Eastern Star Grange: Grange hall for earliest grange organized in Deschutes County,
located at 62850 Powell Butte Road. 17-13-19 TL 1900.
14. Enoch Cyrus Homestead Hay Station and Blacksmith Shop: The Enoch Cyrus Homestead
was the original homestead of Oscar Maxwell, built in 1892 and purchased in 1900 by
Enoch Cyrus. Important stage/store stop for early travelers. The homestead house,
including a back porch and cistern, and the Blacksmith Shop are designated. 15-11-10 TL
700.
15. Fremont Meadow: A small natural meadow on Tumalo Creek in Section 34, Township 17
South, Range 11 East, lying within Shevlin Park. TL 5900. Campsite for 1843 Fremont
expedition. 17-11-34 TL 5900.
16. Harper School: One -room schoolhouse, located west of South Century Drive, south of
Sunriver, moved halfway between the Allen Ranch and the Vandevert Ranch from the
former townsite of Harper. 20-11-17 TL 1200.
17. Improved Order of Redmond Cemetery: Historic cemetery used by residents of La
Pine/Rosland area. Located on Forest Road 4270, east of Highway 97. A 40-acre parcel
described as: The Southwest one -quarter of the Southeast one -quarter (SW-%; SE-%)
Section 7, Township 22 south, Range 11, East of the Willamette Meridian, Deschutes
County, Oregon.
18. Laidlaw Bank and Trust: One of the few remaining commercial buildings from the
community of Laidlaw, located at 64697 Cook Avenue, Tumalo. 16-12-31A TL 2900.
19. La Pine Commercial Club: Building was built in 1912 as a community center, serving as a
regular meeting place for civic organizations and occasionally served as a church. One of
the oldest and continuously used buildings in La Pine. Located at 51518 Morrison Street,
La Pine, 22-10-15AA TL 4600.
20. Lynch and Roberts Store Advertisement: Ad advertising sign painted on a soft volcanic ash
surface. Only area example of early advertising on natural material. Lynch and Roberts
established mercantile in Redmond in 1913. Roberts Field near Redmond was named for
J. R. Roberts. Site includes the bluff. 14-12-00 TL 1501.
21. Maston Cemetery: One of the oldest cemeteries in County. Oldest grave marker is 1901.
About one-half mile from site of Maston Sawmill and Homestead. Site includes the
gravestones and memorials and the entire tax lot, identified as 22-09-00 TL 1800.
22. George Millican Ranch and Mill Site: Ranch established in 1886. Well dug at or near that
date. Remains of vast cattle ranching empire. 19-15-33 TLs 100, 300.
23. George Millican Townsite: Town established 1913. Site includes store and garage
buildings, which retain none of the architectural integrity from era. 19-15-33 TL 500.
24. Petersen Rock Gardens: The Petersen Rock Gardens consist of stone replicas and
structures erected by Rasmus Petersen. A residence house and museum are part of the
site. The site has been a tourist attraction for over 60 years. Located at 7930 SW 77th,
Redmond. Site includes entire tax lot. 16-12-11 TL 400.
25. Pickett's Island: After originally settling in Crook County, Marsh Awbrey moved to Bend
and then homesteaded on this island in the Deschutes River south of Tumalo. The site
was an early ford for pioneers. Located in Deschutes River near Tumalo State Park. 17-12-
6 NE-% TL 100. Portion between Deschutes River and Old Bend Road is designated.
26. Rease (Paulina Prairie) Cemetery: Historic cemetery on Elizabeth Victoria Castle Rease and
Denison Rease's homestead. Earliest known grave is of their son, George Guy Rease, born
in 1879, who was also a homesteader on Paulina Prairie. George Guy Rease died of
smallpox on the Caldwell Ranch on May 2, 1903. Other known burials are William Henry
Caldwell, 1841-October 15, 1910, died on the Caldwell Ranch of injuries sustained on a
cattle drive; Melvin Raper, 1892-1914, died in a tent of tuberculosis; Addie Laura Caldwell,
1909-November 16, 1918, died of the Spanish influenza epidemic; and Emma Nimtz
Deedon, 1886-April 15, 1915, died of complications from a pregnancy. There are several
unmarked graves. The cemetery is a county -owned one -acre parcel on the north edge of
Paulina Prairie, two miles east of Highway 97. 210-11-29, SE-%; NW-% TL 99.
27. Terrebonne Ladies Pioneer Club: The Club was organized in 1910. The building has been a
community -meeting place since 1911. Located at 8334 11th Street, Terrebonne. 14-13-
16DC TL 700.
28. Tetherow House and Crossing: Site is an excellent example of an early Deschutes River
crossing. Major route from Santiam Wagon Road to Prineville. Tetherow House was built
43 HLC Policy and Procedures Manual
APPENDIX C
in 1878. The Tetherows operated a toll bridge, store and livery stable for travelers. Oldest
house in County. Site includes house and entire tax lot. 14-12-36A TL 4500.
29. Tumalo Creek — Diversion Dam The original headgate and diversion dam for the feed
canal was constructed in 1914. The feed canal's purpose was to convey water from
Tumalo Creek to the reservoir. The original headworks were replaced and the original
94.2 ft low overflow weir dam was partially removed in 2009/2010 to accommodate a
new fish screen and fish ladder. The remaining original structure is a 90 foot (crest
length) section of dam of reinforced concrete. Tax Map 17-11-23, Tax Lot 800 & 1600.
30. Tumalo Community Church: The building is the oldest church in the County, built in 1905.
It stands in the former town of Laidlaw, laid out in 1904. Located at 64671 Bruce Avenue,
Tumalo. 16-12-31A TL 3900.
31. Tumalo Project Dam: Concrete core, earth -filled dam 75 feet high. First project by State of
Oregon to use State monies for reclamation project. On Tumalo Creek. 16-11-29.
32. William P. Vandevert Ranch Homestead House: The Vandevert Ranch House stands on the
east bank of the Little Deschutes River at 17600 Vandevert Road near Sunriver. The
homestead was established in 1892, and has been recently relocated and renovated.
Vandevert family history in the area spans 100 years. 20-11-18D TL 13800.
33. Kathryn Grace Clark Vandevert Grave: Kathryn Grace Vandevert, daughter of William P.
Vandevert, died of influenza during the epidemic of 1918. Her grave is located across a
pasture due south of the Vandevert House, 50 feet east of the Little Deschutes River. Site
includes grmtestone and fenced gravesite measuring is approximately 15 feet by 25 feet.
20-11-00 TL 1900.
34. Young School: Built in 1928, it is an excellent example of a rural "one -room" school which
served homesteaders of the 1920s. Located on Butler Market Road. 17-13-19 TL 400.
35. Agnes Mae Allen Sottong and Henry J. Sottong House and Barn: House and barn are
constructed with lumber milled on the property in a portable sawmill run by the Pine
Forest Lumber Company in 1911. Henry was awarded homestead patent 7364 issued at
The Dalles on Dec 1, 1904. Henry was president of the Mountain States Fox Farm. A flume
on the Arnold Irrigation District is named the Sottong Flume. The structures are also
associated with William Kuhn, a president of the Arnold Irrigation District; Edward and
Margaret Uffelman, who were part of the group that privatized and developed the Hoo
Doo Ski Resort; and Frank Rust Gilchrist, son of the founder of the town of Gilchrist and
Gilchrist Mill and president of the Gilchrist Timber Company from the time of his father's
death in 1956 to 1988. Frank R. Gilchrist served on the Oregon Board of Forestry under
four governors and was appointed by the governors to serve as a member of the Oregon
Parks and Recreation Advisory Committee. He served on the Oregon State University's
Forest Products Research Lab and was a director and president of the National Forest
Products Association. T18 R12 Section 22, 00 Tax lot 01600.
Inventory note: Unless otherwise indicated the inventoried site includes only the designated
structure. No impact areas have been designated for any inventoried site or structure.
44 HLC Policy and Procedures Manual
APPENDIX C
National Register Historic Properties listed before February 23, 2017
36. Pilot Butte Canal: A gravity -flow irrigation canal constructed in 1904 that diverts 400 cubic
feet of Deschutes River water per second. The canal conveys water through a 225-miles-
long distribution system of successively narrower and shallower laterals and ditches on its
way to those who hold water rights, serving about 20,711 acres by 1922. The canal was
built in an area that had a population of 81 people when it was constructed. The historic
district measures 7,435 feet long and encompasses 50 feet on either side of the canal
centerline to create a 100-foot corridor. The district has a character -defining rocky,
uneven bed, and highly irregular slopes, angles, cuts, and embankments.
37. Elk Lake Guard Station: A wagon road built in 1920 between Elk Lake and Bend sparked a
wave of tourism around the scenic waterfront. To protect natural resources of the
Deschutes National Forest and provide visitor information to guests, the Elk Lake Guard
Station was constructed in 1929 to house a forest guard.
38. Deedon (Ed and Genvieve) Homestead: The homestead is located between the Deschutes
River and the Little Deschutes River. All of the buildings were constructed between 1914
and 1915.
39. Gerking, Jonathan N.B. Homestead: Jonathan N.B. Gerking, "Father of the Tumalo
Irrigation Project," played a crucial role in getting the project recognized and funded.
40. McKenzie Highway: The McKenzie Salt Springs and Deschutes Wagon Road, a predecessor
to the modern McKenzie Hiiahway. was constructed in the 1860s and 1870s.
41. Paulina Lake Guard Station: The station typifies the construction projects undertaken by
the Civilian Conservation Corps and signifies the aid to the local community provided by
the emergency work -relief program through employment of youth and experienced
craftsmen, purchase of building materials and camp supplies, and personal expenditures
of enrollees.
42. Paulina Lake I.O.O.F Organization Camp: The Paulina Lake I.O.O.F. Organization camp was
constructed during the depression era and are the result of cooperative efforts by
nonprofessional builders. Such camp buildings are important in Oregon's recreational
history as an unusual expression of both its rustic style and its vernacular traditions.
43. Petersen Rock Gardens: The Petersen Rock Gardens consist of stone replicas and
structures erected by Rasmus Petersen. The site has been a tourist attraction for over 60
yea rs.
44. Rock 0' the Range Bridge: Rock O' The Range is the only covered span east of the
Cascades in Oregon. To gain access to his property, William Bowen instructed Maurice
Olson — a local contractor — to build a bridge inspired by Lane County's Goodpasture
Bridge.
45. Skyliners Lodge: The Skyliners are a Bend -based mountaineering club organized in 1927.
In 1935, the group started building the Skyliners Lodge with help from the Deschutes
National Forest, the Economic Recovery Act and the City of Bend.
45 HLC Policy and Procedures Manual
APPENDIX C
46. Santiam Wagon Road: The Santiam Wagon Road went from Sweet Home to Cache Creek
Toll Station. The road was conceived of in 1859 to create a route across the Cascades. By
the 1890s, the road had become a major trade route.
47. Wilson, William T.E. Homestead: This homestead house was built in 1903 and has an
"American Foursquare" architectural style.
National Register Resources listed on / after February 23, 2017
Central Oregon Canal: A gravity -flow irrigation canal constructed in 1905 and enlarged in 1907
and 1913. The canal retains its impressive historic open, trapezoidal shape, dimensions and
characteristics. It is characterized by the volcanic rock flows, native materials, rocky bed and
sides, and its hurried hand-hewn workmanship. The historic district is 3.4 miles long, crossing
rural land between the Ward Road Bridge on the western edge and the Gosney Road Bridge on
the eastern edge. In the historic district, the canal ranges in width from 34' to 78', averaging
around 50', and its depth varies from 1' to 9', averaging around 4' deep, depending on the
amount of volcanic lava flows encountered, the terrain, and slope. The canal through the
historic district carries nearly the full amount of water diverted from the Deschutes River, 530
cubic feet per second during the irrigation season, April through October. The historic district
encompasses 50' on either side of the canal centerline to create a 100' corridor that includes
the whole of the easement held by COID, and all the contributing resources. (Date listed:
03/18/2019)
46 HLC Policy and Procedures Manual
Deschutes County & City of Sisters
Historic Preservation Program
2022 — 2027 Strategic Plan
Photo: Brothers School
Prepared by:
Deschutes County
Community Development Department
www.deschutes.org/cd
Historic Landmarks Commission
Dan Ellingson —Pioneer Association
Christine Horting-Jones—Ex-Officio
Sharon Leighty— Unincorporated Area
Kelly Madden— Unincorporated Area
Dennis Schmidling— City of Sisters
Rachel Stemach— Bend Area
Deschutes County Community Development Department
Peter Gutowsky, AICP, Community Development Director
Will Groves, Planning Manager
Tanya Saltzman, AICP, Senior Planner
City of Sisters Community Development Department
Scott Woodford, Community Development Director
Emelia Shoup, Assistant Planner
The Historic Landmarks Commission is responsible for taking the lead in promoting historic and cultural
resource preservation in unincorporated Deschutes County and the City of Sisters.
This publication has been funded with the assistance of a matching grant-in-aid from the Oregon State
Historic Preservation Office and the Historic Preservation Fund, National Park Service, Department of the
Interior. Any opinion, findings, and conclusions or recommendations expressed in this material do not
necessarily reflect the views of the Department of the Interior. Regulations of the U.S. Department of the
Interior strictly prohibit unlawful discrimination on the basis of race, color, national origin, age or handicap.
Any person who believes he or she has been discriminated against in any program, activity, or facility
operated by a recipient of Federal assistance should write to: Office of Equal Opportunity, National Park
Service, 1201 Eye Street, NW (2740) Washington, DC 20005.
The activity that is the subject of this manual has been financed in part with Federal funds from the
National Park Service, U.S. Department of the Interior. However, the contents and opinions do not
necessarily reflect the views or policies of the Department of the Interior, nor does the mention of trade
names or commercial products constitute endorsement or recommendation by the Department of the
Interior.
Historic Preservation Strategic Plan
Table of Contents
EXECUTIVESUMMARY............................................................................................................ 3
OVERVIEW.............................................................................................................................. 4
BACKGROUND........................................................................................................................4
HISTORICPRESERVATION POLICIES......................................................................................... 6
DeschutesCounty..................................................................................................................... 6
Cityof Sisters............................................................................................................................ 7
HISTORICRESOURCES............................................................................................................. 8
HISTORICRESOURCE LISTS...................................................................................................... 8
PLANDEVELOPMENT............................................................................................................ 16
PLANELEMENTS................................................................................................................... 17
2 Historic Preservation Strategic Plan
MMAKINAM `
The Deschutes County and City of Sisters Historic Preservation Strategic Plan 2022-2027
provides a framework for shaping the county and City of Sisters' preservation programs
and services over the next five years and creates a blueprint for allocating Certified Local
Government (CLG) grant funding. Currently, Deschutes County and its Historic Landmarks
Commission (HLC), which also serves the City of Sisters, rely on CLG grants administered
through the Oregon State Historic Preservation Office (SHPO). They are awarded to eligible
local governments in the spring of every odd numbered year. The grant period lasts
approximately sixteen to eighteen months. The grants, which require a 50/50 match are
typically in the $10,000 to $14,000 range and used for a broad range of preservation
activities.
Developing a Strategic Plan enables staff and HLC to reach out to our municipal partners,
the Oregon State Historic Preservation Office (SHPO), historic landmark property owners,
stakeholders, and the public to prioritize preservation programs that build upon existing
projects and promote collaboration. This effort also takes into account finite in -kind
resources from Deschutes County and Sisters. Both rely on their Community Development
Department (CDD) to manage the CLG program and the HLC as outlined in the annual CDD
work plan.
To prepare this plan, Deschutes County staff solicited the guidance of a spectrum of people
and organizations: two public forums provided opportunity for public input; an on-line
survey was established to provide additional feedback; and several stakeholder interviews
were held to further understand their opinions.
The mission of the HLC is to preserve the City of Sisters and Deschutes County's significant
historic and archaeological resources and to encourage greater public understanding and
appreciation.
The plan identifies three goals, with associated objectives and actions, which are intended
to guide and measure the success of the program:
1. Collaborate: Strengthen the network of historic preservation and community partners
through collaboration.
2. Coordinate: Facilitate program administration and special projects that provide
opportunities to expand the scope and benefits of historic preservation.
3. Educate: Promote educational opportunities highlighting the value, benefits,
responsibilities, and requirements of historic preservation.
c Historic Preservation Strategic Plan
Historic resources are recognized by Statewide Planning Goal 5, Natural Resources, Scenic
Views and Historic Areas and Open Spaces, and Oregon Administrative Rule (OAR) 660-023.
The Statewide Goal and OAR recommend cities and counties inventory and protect historic
and cultural sites. Recognizing the value and importance of having a connection to our
past, Deschutes County and the City of Sisters have chosen to implement and maintain a
historic preservation program.
What is a Historic Resource?
Historic landmarks connect us to the past and teach us how people in different eras worked
and interacted within their surroundings. Historic resources are the buildings, structures,
sites, districts, and large objects that have survived to the present. Examples include
houses, cemeteries, bridges, camps, and canals. They are important because of their
association with significant local, state, or national themes, events, individuals, or eras in
history. They also include traditional cultural places which are not obvious constructions
because they are no longer present but continue to have significant meaning such as
traditional Native Americans meeting places. These landmarks enrich the community by
providing tangible evidence of our heritage.
®A®ka®
As described by the National Trust for Historic Preservation, historic preservation means
saving the story of us —the communities we cherish, the parks we love, the buildings we
admire, the little stories we always share with visitors. From ancient cultures through the
growth of our current communities, it is about saving the places, buildings, artifacts,
stories, and memories that preserve and enhance our human experience.
Historic Preservation Program History
In 1979, Deschutes County inventoried potential historic and cultural sites in the Resource
Element of the Comprehensive Plan. The 1979 Comprehensive Plan included goals and
policies to protect historic resources as well as provisions that the County establish an HLC
and adopt an ordinance to protect designated historic sites. One year later, the Board of
County Commissioners (BOCC) adopted Ordinance PL-21, which established an HLC and
created a process to evaluate, designate and regulate historic structures. The HLC
subsequently, and over time, evaluated proposed historic sites and cultural resources,
including Locally Significant Historic Resources, National Register historic properties,
4 Historic Preservation Strategic Plar
Archaeological Sites and Objects. The resulting list of historically designated sites can be
found in the Comprehensive Plans of Deschutes County and the City of Sisters (see Section
2 for more on the designation process for locally significant sites).
Since 2011, Deschutes County and Sisters reorganized and created their own program as a
result of the Cities of Bend, La Pine and Redmond wanting autonomy and becoming
independently recognized Certified Local Governments (CLG). The jurisdictions of various
historic landmarks commissions are illustrated in the map below.
Historic Landmarks Commissions
in Deschutes County
City of Bend
City of La Pine
City of Redmond
Deschutes County / City of Sisters
b�
�i
Map of Historic Landmarks Commissions in Desdiutes County
Purpose of the Historic Landmarks Commission
The HLC serves as an advisory body for issues concerning historic and cultural resources for
unincorporated Deschutes County and the City of Sisters and reviews development
applications for alterations to designated historic sites. In addition, it reviews the exterior
treatments of buildings applying the Western Frontier Architectural Design Theme for the
City of Sisters. For more information concerning the procedures and policies of the Historic
Landmarks Commission, please refer to the Historic Landmarks Commission Policies and
Procedures Manual.
The Deschutes County Comprehensive Plan Section 2.11 Cultural and Historic Resources
and Deschutes County Code (DCC) Chapter 2.28, Historic Preservation and Historic
Landmarks Commission, establish the legal basis for the HLC.
In 2011, Deschutes County updated its Comprehensive Plan, a policy document that
provides a framework for addressing resource protection, rural growth and development
over a 20-year period (2010-2030). The update was performed to ensure a consistent policy
framework for land use planning and development that reflects current conditions and
trends, recent population projections, state law, and community values. The
Comprehensive Plan goals and policies addressing cultural and historic resources are
summarized below.
Goal and Policies
Goal Promote the preservation of designated historic and cultural
resources through education, incentives, and voluntary programs.
Policy 2.11.1 The Historic Landmarks Commission shall take the lead in promoting
historic and cultural resource preservation as defined in DCC 2.28.
a. Support incentives for private landowners to protect and
restore historic resources.
b, promote educational programs to inform the public of the
values of historic preservation.
c. Support improved training for the Historic Landmarks
Commission.
Policy 2.11.2 Coordinate cultural and historic preservation with the Oregon State
Historic Preservation Office.
o Maintain Deschutes County's designation as a Certified Local
Government.
o Encourage private property owners to coordinate with the
State Historic Preservation Office.
Policy 2.11.3 Encourage the preservation of lands with significant historic or
cultural resources.
a. Develop and maintain a comprehensive list of sites on the
National Register of Historic Places.
b. Review County Code and revise as needed to provide
incentives and adequate regulations to preserve sites listed
on the Statewide Goal 5 historic and cultural inventory.
i Historic Preservation Strategic PlM,,,
i ��
The Sisters Comprehensive Plan was revised and adopted in 2021. The Plan's goals and
policies inform critical planning and regulatory documents used by the City that guide
growth and development in Sisters, specifically the Sisters Development Code. Standards
in those documents provide the criteria that are used to make land use decisions by the
City and go a long way toward shaping the character of development. The plan also
provides key guidance on partnership with neighboring agencies including Deschutes
County, Sisters -Camp Sherman Fire District, and the Sisters School District, to name a few,
to provide key services.
The City of Sisters recognizes the importance of historic preservation in several sections of
its Comprehensive Plan:
Livability Section
• GOAL 4: Maintain and enhance the livability of Sisters as a welcoming community
with a high quality of life and a strong community identity.
o Objective 4.1: COMMUNITY IDENTITY. To promote projects, programs, and
initiatives that strengthen the community's identity, including historic
resources, scenic views, trees, artisanal activities, and inclusive attitude
towards all community members.
■ POLICY 4.1.1: The City shall recognize and conserve the environment
and natural resources that enhance the community's identity,
including open spaces, natural landscapes, outdoor recreation areas,
historic structures, architectural styles, and public art.
• POLICY 4.1.7: The City shall conduct public education and outreach
of the historic resources in Sisters and encourage property owners
to nominate their eligible properties to the Deschutes County
Inventory of Historic Sites and/ or National Historic Register.
• POLICY 4.1.8: The City shall identify and protect historical sites in
coordination with the Deschutes County Landmarks Commission
Environment Section
• GOAL 6.2: Protect people, property, and structures from natural hazards
o Objective 6.2.1: To reduce the hazards related to wildfire through a
combination of proper location and design of new development, reduction
of combustible materials, and coordination with partnering agencies and
community members.
• POLICY 6.2.1.5: The City shall support a program to support fire
resistant retrofits of commercial and residential buildings with
emphasis on buildings that are designated historic or have historic
value, as determined through historic survey
7 Historic Preservation Strategic Plan
Parks, Rec, Open Space Section
• GOAL 7.1: Plan, develop, maintain, and enhance recreation opportunities, scenic
views, and open spaces to meet the needs of community members and visitors of
all ages, abilities, cultures, and incomes and enhance their physical and mental
health.
o POLICY 7.1.16: The City shall add signage or information kiosks in parks that
include historical and educational information, where appropriate.
The Deschutes County HLC is part of a nationwide network of groups dedicated to the
preservation and celebration of our heritage. The HLC is responsible for reviewing and
maintaining the Goal 5 list of designated historic resources. The resulting inventory of
historically designated sites is formally adopted in the Comprehensive Plans of Deschutes
County and the City of Sisters. In addition, the National Register of Historic Places catalogs
and protects properties worthy of preservation because of their significance to our nation's
history, architecture, landscape, archeology, engineering, and/or culture. As a CLG, the
Deschutes County HLC is responsible for oversight of both the locally and nationally
designated resources. Both are detailed below.
i
The following list of Goal 5 Cultural and Historic Resources in rural Deschutes County
appear in the County's current Comprehensive Plan. These inventories are acknowledged
as written by the Department of Land Conservation and Development. In 2020, Deschutes
County's inventories were updated to comply with Oregon Administrative Rule (OAR) 660-
023-0200, the historic resources rule, which includes procedural requirements for
surveying sites, evaluating integrity, and considering whether and how to protect historic
and cultural resources. The State amended the historic resources rule in February 2017 to
require a base level of protection for National Register historic properties and provide a
more usable and clearer list of standards for local governments to follow if they have an
established historic preservation ordinance. This rule change is reflected in the separation
of National Register sites into pre- and post-2017 listings below. Protection standards for
resources listed on the National Register of Historic Places are required for local
governments to comply with regardless of what the local ordinance provides. Any
modifications to any element of this list must occur by legislative amendment.
8 Historic Preservation Strategic PIM
Locally Significant Historic Resources
1. Alfalfa Grange: Grange building and community center, built in 1930, located on Willard
Road, Alfalfa. 17-14-26 TL 400.
2. Allen Ranch Cemetery: Oldest
cemetery in Deschutes County. 30' by
40' fenced cemetery plot. Situated 100
yards west of South Century Drive,
one-half mile south of Road 42. Two
marble gravestones, two wooden
markers. 20-11-7 TL 1700.
3
Fall River Fish Hatchery "Ice House": a
The hatchery "Ice House" dates from Allen Ranch Cemetery
the beginning of fishery management
in Oregon, circa 1920. It is an 18 foot by 18 foot improvement, the only original building
remaining on the property, and the only significant building or structure on the site.
Located at 15055 S. Century Drive, E%; NE%; Section 32, Township 205, Range 10 E, Tax
Lot 100. (Ordinance 94-006 §1, 1994).
4. Long Hollow Ranch — Black Butte: Headquarters complex of historic ranch, located on
Holmes Road in Lower Bridge area, including headquarters house, ranch commissary,
equipment shed, barn and bunkhouse. 14-11-1 TL 101.
S. Swamp Ranch — Black Butte: The present day site of the Black Butte Ranch was part of
the vast holdings of the Black Butte Land and Livestock Company in 1904. No buildings
from the period exist. 14-9-10A, 10B, 15B, 15C, 16A, 21A, 21B, 21C, 22A, 22B.
6. Brothers School: Only one -room schoolhouse currently in use in Deschutes County,
located on Highway 20 in Brothers. 20-18-00 TL 3200.
7. Bull Creek Dam: The Bull Creek Dam, a component of the Tumalo Irrigation Project was
constructed in 1914 to form a water storage reservoir to increase the amount of
irrigated acreage at Tumalo. It is a gravity type of overflow dam. Two cut off walls are
extended into solid formation, one at the upper toe and the other at the lower toes of
the concrete dam. The dam proper is about 17 feet high from the foundation, although
the completed structure is about 25 feet. Located on Tumalo Reservoir -Market Road.
16-11-33 TL 2700 SW-%; SW-%.
8. Bull Creek Dam Bridge (Tumalo Irrigation Ditch Bridge): Built in 1914, the bridge, which
spans the dam, consists of five continuous filled spandrel, barrel -type concrete deck
arch spans, each 25 feet long. The concrete piers are keyed into notches in the arch
structure. The structure is the oldest bridge in Deschutes County. On Tumalo Reserve -
market Road. 16-11-33 TL 2700/ SW-%; SW-%.
9 Historic Preservation Strategic PIM.
9. Camp Abbot Site, Officers' Club:
Officers' Club for former military camp,
currently identified as Great Hall in
Sunriver and used as a meeting hall. 20-
11-513 TL 112.
1. Camp Polk Military Post Site: One of the oldest military sites in Deschutes County.
Located on Camp Polk Cemetery Road. Site includes entire tax lots, listed as follows 14-
10-00 TL 2805 & 14-10-34 TL 100, 300.
2. Cloverdale School: School building in Cloverdale, located near 68515 George Cyrus
Road. First building built in Cloverdale. 15-11-7 TL 600.
3. Eastern Star Grange: Grange hall for earliest grange organized in Deschutes County,
located at 62850 Powell Butte Road. 17-13-19 TL 1900.
4. Enoch Cyrus Homestead Hay Station and Blacksmith Shop: The Enoch Cyrus Homestead
was the original homestead of Oscar Maxwell, built in 1892 and purchased in 1900 by
Enoch Cyrus. Important stage/store stop for early travelers. The homestead house,
including a back porch and cistern, and the Blacksmith Shop are designated. 15-11-10
TL 700.
5. Fremont Meadow: A small natural meadow on Tumalo Creek in Section 34, Township
17 South, Range 11 East, lying within Shevlin Park. TL 5900. Campsite for 1843 Fremont
expedition. 17-11-34 TL 5900.
6. Harper School: One -room schoolhouse, located west of South Century Drive, south of
Sunriver, moved halfway between the Allen Ranch and the Vandevert Ranch from the
former townsite of Harper. 20-11-17 TL 1200.
7. Improved Order of Redmond Cemetery: Historic cemetery used by residents of La
Pine/Rosland area. Located on Forest Road 4270, east of Highway 97. A 40-acre parcel
described as: The Southwest one -quarter of the Southeast one -quarter (SW-%; SE-%)
Section 7, Township 22 south, Range 11, East of the Willamette Meridian, Deschutes
County, Oregon.
10 Historic Preservation Strategic Plan
8. Laidlaw Bank and Trust: One of the few remaining commercial buildings from the
community of Laidlaw, located at 64697 Cook Avenue, Tumalo. 16-12-31A TL 2900.
9. La Pine Commercial Club: Building was built in 1912 as a community center, serving as
a regular meeting place for civic organizations and occasionally served as a church. One
of the oldest and continuously used buildings in La Pine. Located at 51518 Morrison
Street, La Pine. 22-10-15AA TL 4600.
10. Lynch and Roberts Store Advertisement: Ad advertising sign painted on a soft volcanic
ash surface. Only area example of early advertising on natural material. Lynch and
Roberts established mercantile in Redmond in 1913. Roberts Field near Redmond was
named for J. R. Roberts. Site includes the bluff. 14-12-00 TL 1501.
11. Maston Cemetery: One of the oldest cemeteries in County. Oldest grave marker is
1901. About one-half mile from site of Maston Sawmill and Homestead. Site includes
the gravestones and memorials and the entire tax lot, identified as 22-09-00 TL 1800.
12. George Millican Ranch and Mill Site: Ranch established in 1886. Well dug at or near that
date. Remains of vast cattle ranching empire. 19-15-33 TLs 100, 300.
13. George Millican Townsite: Town established 1913. Site includes store and garage
buildings, which retain none of the architectural integrity from era. 19-15-33 TL 500,
14. Petersen Rock Gardens: The Petersen Rock Gardens consist of stone replicas and
structures erected by Rasmus Petersen. A residence house and museum are part of the
site. The site has been a tourist attraction for over 60 years. Located at 7930 SW 77th,
Redmond. Site includes entire tax lot. 16-12-11 TL 400.
15. Pickett's Island: After originally settling in Crook County, Marsh Awbrey moved to Bend
and then homesteaded on this island in the Deschutes River south of Tumalo. The site
was an early ford for pioneers. Located in Deschutes River near Tumalo State Park. 17-
12-6 NE-% TL 100. Portion between Deschutes River and Old Bend Road is designated.
16. Rease (Paulina Prairie) Cemetery: Historic cemetery on Elizabeth Victoria Castle Rease
and Denison Rease's homestead. Earliest known grave is of their son, George Guy
Rease, born in 1879, who was also a homesteader on Paulina Prairie. George Guy Rease
died of smallpox on the Caldwell Ranch on May 2, 1903. Other known burials are
William Henry Caldwell, 1841-October 15, 1910, died on the Caldwell Ranch of injuries
sustained on a cattle drive; Melvin Raper, 1892-1914, died in a tent of tuberculosis;
Addie Laura Caldwell, 1909-November 16, 1918, died of the Spanish influenza
epidemic; and Emma Nimtz Deedon, 1886-April 15, 1915, died of complications from a
pregnancy. There are several unmarked graves. The cemetery is a county -owned one -
acre parcel on the north edge of Paulina Prairie, two miles east of Highway 97. 210-11-
29, SE-%; NW-% TL 99.
17. Terrebonne Ladies Pioneer Club: The Club was organized in 1910. The building has been
a community -meeting place since 1911. Located at 8334 11th Street, Terrebonne. 14-
13-16DC TL 700.
11 Historic Preservation Strategic Plays
18. Tetherow House and Crossing: Site is an excellent example of an early Deschutes River
crossing. Major route from Santiam Wagon Road to Prineville. Tetherow House was
built in 1878. The Tetherows operated a toll bridge, store and livery stable for travelers.
Oldest house in County. Site includes house and entire tax lot. 14-12-36A TL 4500.
19. Tumalo Creek — Diversion Dam
The original headgate and
diversion dam for the feed canal
was constructed in 1914. The
feed canal's purpose was to
convey water from Tumalo
Creek to the reservoir. The
original headworks were
replaced and the original 94.2 ft
low overflow weir dam was
partially removed in 2009/2010 Tumalo Creek — Diversion Dam
to accommodate a new fish
screen and fish ladder. The remaining original structure is a 90 foot (crest length)
section of dam of reinforced concrete. Tax Map 17-11-23, Tax Lot 800 & 1600.
20. Tumalo Community Church: The building is the oldest church in the County, built in
1905. It stands in the former town of Laidlaw, laid out in 1904. Located at 64671 Bruce
Avenue, Tumalo. 16-12-31A TL 3900.
21. TUmaln Drnjert nnm. Concrete core, earth -filled clam 75 feat high, Firrt nrnjert by State
of Oregon to use State monies for reclamation project. On Tumalo Creek. 16-11-29.
22. William P. Vandevert Ranch Homestead House: The Vandevert Ranch House stands on
the east bank of the Little Deschutes River at 17600 Vandevert Road near Sunriver. The
homestead was established in 1892, and has been recently relocated and renovated.
Vandevert family history in the area spans 100 years. 20-11-18D TL 13800.
23. Kathryn Grace Clark Vandevert Grave: Kathryn Grace Vandevert, daughter of William
P. Vandevert, died of influenza during the epidemic of 1918. Her grave is located across
a pasture due south of the Vandevert House, 50 feet east of the Little Deschutes River.
Site includes gravestone and fenced gravesite measuring is approximately 15 feet by
25 feet. 20-11-00 TL 1900.
24. Young School: Built in 1928, it is an excellent example of a rural "one -room" school
which served homesteaders of the 1920s. Located on Butler Market Road. 17-13-19 TL
400.
25. Agnes Mae Allen Sottong and Henry J. Sottong House and Barn: House and barn are
constructed with lumber milled on the property in a portable sawmill run by the Pine
Forest Lumber Company in 1911. Henry was awarded homestead patent 7364 issued
at The Dalles on Dec 1, 1904. Henry was president of the Mountain States Fox Farm. A
flume on the Arnold Irrigation District is named the Sottong Flume. The structures are
also associated with William Kuhn, a president of the Arnold Irrigation District; Edward
12 Historic Preservation Strategic Plan
and Margaret Uffelman, who were part of the group that privatized and developed the
Hoo Doo Ski Resort; and Frank Rust Gilchrist, son of the founder of the town of Gilchrist
and Gilchrist Mill and president of the Gilchrist Timber Company from the time of his
father's death in 1956 to 1988. Frank R. Gilchrist served on the Oregon Board of
Forestry under four governors and was appointed by the governors to serve as a
member of the Oregon Parks and Recreation Advisory Committee. He served on the
Oregon State University's Forest Products Research Lab and was a director and
president of the National Forest Products Association. T18 R12 Section 22, 00 Tax lot
01600.
Inventory note: Unless otherwise indicated the inventoried site includes only the
designated structure. No impact areas have been designated for any inventoried site or
structure.
National Register Historic Properties listed before February 23, 2017
26. Pilot Butte Canal: A gravity -flow irrigation canal constructed in 1904 that diverts 400
cubic feet of Deschutes River water per second. The canal conveys water through a
225-miles-long distribution system of successively narrower and shallower laterals
and ditches on its way to those who hold water rights, serving about 20,711 acres by
1922. The canal was built in an area that had a population of 81 people when it was
constructed. The historic district measures 7,435 feet long and encompasses 50 feet
on either side of the canal centerline to create a 100-foot corridor. The district has a
character -defining rocky, uneven bed, and highly irregular slopes, angles, cuts, and
embankments.
28. Deedon (Ed and Genvieve) Homestead: The homestead is located between the
Deschutes River and the Little Deschutes River. All of the buildings were constructed
between 1914 and 1915.
29. Gerking, Jonathan N.B. Homestead: Jonathan N.B. Gerking, "Father of the Tumalo
Irrigation Project," played a crucial role in getting the project recognized and funded.
13 Historic Preservation Strategic Plan
30. McKenzie Highway: The McKenzie Salt Springs and Deschutes Wagon Road, a
predecessor to the modern McKenzie Highway, was constructed in the 1860s and
1870s.
31. Paulina Lake Guard Station: The station typifies the construction projects undertaken
by the Civilian Conservation Corps and signifies the aid to the local community
provided by the emergency work -relief program through employment of youth and
experienced craftsmen, purchase of building materials and camp supplies, and
personal expenditures of enrollees.
32. Paulina Lake I.O.O.F Organization Camp: The Paulina Lake I.O.O.F. Organization camp
was constructed during the depression era and are the result of cooperative efforts
by nonprofessional builders. Such camp buildings are important in Oregon's
recreational history as an unusual expression of both its rustic style and its vernacular
traditions.
33. Petersen Rock Gardens: The Petersen Rock Gardens consist of stone replicas and
structures erected by Rasmus Petersen. The site has been a tourist attraction for over
60 years.
34. Rock O' the Range Bridge: Rock O' The Range is the only covered span east of the
Cascades in Oregon. To gain access to his property, William Bowen instructed
Maurice Olson — a local contractor — to build a bridge inspired by Lane County's
Goodpasture Bridge.
35. Skvliners Lodee: The Skvliners are a
Bend -based mountaineering club
organized in 1927. In 1935, the
group started building the Skyliners
Lodge with help from the
Deschutes National Forest, the
Economic Recovery Act and the City
of Bend.
3r,. Santiam Wagon Road: The Santiam Skyliners Lodge
Wagon Road went from Sweet
Home to Cache Creek Toll Station. The road was conceived of in 1859 to create a
route across the Cascades. By the 1890s, the road had become a major trade route.
37. Wilson, William T.E. Homestead: This homestead house was built in 1903 and has an
"American Foursquare" architectural style.
National Register Resources listed on / after February 23, 2017
Central Oregon Canal: A gravity -flow irrigation canal constructed in 1905 and enlarged in
1907 and 1913. The canal retains its impressive historic open, trapezoidal shape,
dimensions, and characteristics. It is characterized by the volcanic rock flows, native
materials, rocky bed and sides, and its hurried hand-hewn workmanship. The historic
14 Historic Preservation Strategic Plan
district is 3.4 miles long, crossing rural land between the Ward Road Bridge on the western
edge and the Gosney Road Bridge on the eastern edge. In the historic district, the canal
ranges in width from 34' to 78', averaging around 50', and its depth varies from 1' to 9',
averaging around 4' deep, depending on the amount of volcanic lava flows encountered,
the terrain, and slope. The canal through the historic district carries nearly the full amount
of water diverted from the Deschutes River, 530 cubic feet per second during the irrigation
season, April through October. The historic district encompasses 50' on either side of the
canal centerline to create a 100' corridor that includes the whole of the easement held by
COID, and all the contributing resources. (Date listed: 03/18/2019)
is Historic Preservation Strategic Plan
Community Involvement
Deschutes County values public involvement, recognizing it is a critical part of evaluating
public policy and land use planning processes. Understanding the perspective, goals,
interests, and concerns of the community allows decision makers to make informed
decisions. Recognizing this, Planning Division staff conducted an outreach campaign
focused on historic preservation, consisting of an online survey, public forums, and several
stakeholder interviews.
• Public forum announcements were provided in a variety of formats to reach the
largest population of interested parties, including:
o Press release to the media
o Social media blasts
o E-mail distribution to 12 stakeholders, several of which further distributed
the information to their network of members and partners
o CDD /project website, which included meeting information and survey link
• Public forums provided an overview of the historic preservation program and the
strategic planning process.
o A PowerPoint presentation introduced the history of historic preservation in
Deschutes County, project background, and purpose of the meeting.
o Two forums were scheduled; due to technical difficulties only one was held,
but staff encouraged participants to reach out to staff to provide more
information or ask questions if the cancellation created a scheduling conflict
o Public forums were conducted to allow for both virtual and in -person
participation, and the recording of the forum is available at any time to
watch online
• An online survey solicited input from the public and stakeholders.
o In addition to the open forum, the public was provided an opportunity to
complete an online survey to weigh in on historic preservation issues and
priorities. This enabled participants to convey their thoughts privately.
o The survey was linked on the project web page and in social media blasts
o A total of 27 responses were collected.
o Stakeholder Interviews
o Staff reached out to stakeholders for individual interviews to gather their
opinions and perspectives on Deschutes County's historic preservation
program.
o Staff contacted 12 stakeholders and invited them to participate in a
stakeholder meeting independent of the community conversations. Staff
16 Historic Preservation Strategic PI M.,
met with the City of Bend HLC staff liaison, the City of Sisters Community
Development Director, and the Deschutes National Forest — Sisters Ranger
District.
o The Historic Landmarks Commission will aim to conduct stakeholder
interviews on an ongoing basis for continual feedback rather than only
during the strategic planning process.
Goads, Objectives, and Actions
The following goals, objectives and actions reflect a general consensus of those who
participated and the priorities of the Deschutes County Historic Landmarks Commission.
Goals
The goals are directly linked to the priorities expressed by the public, the HLC, and the
BOCC.
Objectives
The plan's objectives describe elements of how the historic preservation program will
approach the goals. Several of the objectives serve multiple goals but each is listed with its
most relevant goal. Objectives are listed in rough priority order. Each has associated actions
to implement.
Actions
The plan's actions detail how the objectives will be accomplished over a 3-to-5-year time
frame. Actions are listed as priorities and may apply to multiple objectives but are
described in relation to their primary objective.
Goal 1 - Collaborate: Strengthen the network of historic preservation and
community partners through collaboration.
Objective 1A: Improve facilitation of Historic Preservation in the region to increase the
visibility of and participation in historic preservation efforts throughout the county.
Actions:
• Establish the Deschutes Historical Society, Redmond Historical Society, and Three
Sisters Historical Society as the hubs of historic preservation educational programs.
• Support and engage in Historic Preservation Month activities.
Objective 1B: Work with other HI -Cs and stakeholder groups to maximize impact and value
17 Historic Preservation Strategic Plan
to owners and general community.
Actions:
• Schedule annual meetings and/or presentations and facilitate regular updates with
other HI -Cs in the region.
• Improve the management and access of historic property records in partnership
with other agencies and local museum resources through support for technology
upgrades.
Goal 2 - Coordinate: Facilitate program administration and special projects that
provide opportunities to expand the scope and benefits of the historic preservation.
Objective 2A: Expand and Improve Historic Preservation Program Administration.
Actions:
• Provide dedicated staff to facilitate and manage historic preservation program.
• Conduct an inventory of potential properties eligible for landmark designation.
• Support efforts to protect archeological sites in Deschutes County.
• Tell the full American story through sites representing native/indigenous and
minority populations in Deschutes County and outreach to relevant cultural
resource managers.
• Support, share, and celebrate Deschutes County's oral history collections.
• Review and update relevant county codes for consistency with state laws and
policies.
Objective 213: Improve access to historic resource information.
Actions:
• Regularly hold HLC meetings in Sisters and other regions of the county.
• Provide more content to the "Story Map" descriptions.
• Support technology upgrades at Deschutes Historical Society.
• Provide support to maintain and promote the Deschutes Historical Museum
Deschutes History mobile app.
Objective 2C: Improve relationships with historic resource owners.
Actions:
• Maintain regular contact with historic property owners such as scheduled mailers,
electronic mailing lists, and visits to highlight benefits and responsibilities of
designation as well as any active project status.
• Assign historic sites to landmarks commissioners to establish stronger relationships.
Goal 3 - Educate: Promote educational opportunities highlighting the value, benefits,
responsibilities, and requirements of historic preservation.
18 Historic Preservation Strategic Plan
Objective 3A: Expand historic preservation education.
Actions:
• Promote presentations during Historic Preservation Month to various groups
including community organizations.
• Increase visibility through published articles in various media outlets and formats,
including regional preservation group newsletters.
• Give annual presentations to Board of County Commissioners and Sisters City
Council.
• Attend, present, and provide materials at community events, i.e. History Pub and
others.
• Support the preservation and/or replacement of historic site signage.
• Highlight/celebrate milestone years for Deschutes County and the City of Sisters.
Objective 313: Increase the attention paid to, and protection of, the historic rural county
setting.
Actions:
• Organize field trips that promote both public and other HLC participation.
• Highlight importance and relevance of historic resources other than buildings and
structures such as the Santiam Wagon Road, tree blazes, cemeteries, and
indigenous sites and history.
• Distribute quarterly newsletters highlighting Goal S resources, designation
processes, or other preservation-themed opportunities.
19 Historic Preservation Strategic Plan
O
rn
4T
cn
Lf)
It
Q)
Q0
u
Q0
fB
00
r-4
cn
Rt
V)
m
ME
F�
ti
5
w
ro
44
IA
L
W
.er
AC'
0
E
CLA
a
a
G
/y
m
L
m Q�
C
�I
C.
O
i
E
v
i
QS
v
+0+
'O
u
ME
0.
u
CY)
_0
m
m
Ln
Q0
Q0
00
r-4
m
C74
V)
0
E
0
y
� � \
EGA
0
d\�\�\\» �,\ �\\\\\
ui
.. . « � \ } /
�� � � \ \ \� \� � \\ � \ \ \ { \ \
/ \ \\ y \\ \ \ \
"T zo
w CL
\ \
�
4-J
4-j
0
Ul
Ln
Ln
a)
2
1:0
wj
M,
=1
0
me
S\S, VVtS PARK DR.
W. ADAMS AVE.
S
H in
Ln Q
Y Z
O W. MAIN AVE.
E. BLACK BUTTE AVE.
E. ASPENWOOD AVE. Ln
1-4 2
Ln U
E. ADAMS AVE.
LL J
F
to Z
W. HOOD AVE. F;
1,_:
E. HOOD AVE.
"'0'
Ln
is
I.-:26
jO
En
= N
~
Ln
vi
vi
w E. WASHINGTON AVE.
uIx
U
¢
Q p
N
F
0
Z
a
:
Fire Station &
Community Haltfft
~
�^
�
94..
J ui
u
u
U
o
\ L4
1• Historic
ui
This publication has been funded with the assistance of
a matching grant-in-aid from the Oregon State Historic
Preservation Office and the Historic Preservation Fund,
National Parh Service, Department of the Interior. Any
opinion, findings, and conclusions or recommendations
expressed in this material do not necessarily reflect the
views of the Department of the Interior. Regulations of
the U.S. Department of the Interior strictly prohibit
unlawful discrimination on the basis of race, color,
national origin, age or handicap. Any person who
believes he or she has been discriminated against in any
program, activity, or facility operated by a recipient of
Federal assistance should write to: Office of Equal
Opportunity, National Parh Service, 1201 Eye Street, NW
"Q++
(2740) Washington, DC 20005
The activity that is the subject of this brochure has
been financed in part with Federal funds from the
...., A
National Parh Service, U.S. Department of the Interior.
However, the contents and opinions do not necessarily
reflect the views or policies of the Department of the
Interior, nor does the mention of trade names or com-
mercial products constitute endorsement or recom-
mendation by the Department of the Interior.
THREE SISTERS HISTORICAL SOCIETY
WWW.THREESISTERSHISTORICALSOCIETY.ORG
INSTAGRAM: @SISTERSMUSEUM
FACEBOOK: @THREESISTERSHISTORICALSOCIETY
EMAIL: THREESISTERSHISTORICALSOCIETY@GMAIL.COM
CITY OF SISTERS
520 EAST CASCADE, SISTERS, OR 97759
WWW.CI.SISTERS.OR.US
PHONE:541-549-6022
FACEBOOK: @CITYOFSISTERSOREGON
SISTERS, OREGON TURNED 751
LEARN MORE ABOUT OUR HISTORY
AND HOW WE ARE CELEBRATING BY
SCANNING THE QR CODE WITH YOUR
PHONE CAMERA.
SISTERS
HISTORIC
LANDMARKS
111A1 UIRIS
Tnlln
EXPLORE THE HISTORY OF SISTERS' DOWNTOWN BY FOLLOWING THIS
SELF -GUIDED TOUR AND THE HISTORIC PLAQUES ON BUILDINGS.
1�v'(E s coG2�
BOARD OF
COMMISSIONERS
MEETING DATE: September 26, 2022
SUBJECT: Medical Examiner Services
RECOMMENDED MOTION:
Move approval of County Administrator and District Attorney signatures on 2022-781, a contract
for Medical Examiner services.
BACKGROUND AND POLICY IMPLICATIONS:
The CnuntVc, Medical Examiner manages investigations of deaths for the purposes of
determining cause and manner of death and producing death certificates in
accordance with ORS 146 and in line with the recommendations and requirements of
the State Medical Examiner's Office. This includes deaths due to injuries, those
occurring under suspicious circumstances, and those of individuals not under the care
of a physician.
The Medical Examiner is responsible for the investigation of all human deaths requiring
investigation; certifying the manner and the cause of all deaths investigated and filing a
certificate of death as required by ORS 432.133.
The Medical Examiner is also responsible for reporting of death investigations to the
State Medical Examiner, supervising medical -legal death investigators, maintaining a
roster of active county medical -legal death investigators, ensuring consistent and
accurate documentation of cases in the medical examiner information system, and
coordinating with the District Attorney's Office, law enforcement agencies, local funeral
homes, and families of the deceased.
The County's current contracted Medical Examiner, Dr. Jana VanAmburg, is retiring. Her
contract expires at the end of September.
In preparation for the expiration of the current contract, staff issued an RFQ for
Medical Examiner Services on July 6. The County did not receive responses to the RFQ
and extended it in late July.
Two providers responded to the RFQ: Dr. Anne Onishi and Maureen McCaffrey, PA-C.
The two responding providers have proposed that they will work jointly and in
collaboration to support County Medical Examiner Services.
Staff from the District Attorney's Office, Sheriffs Office and County Administration have
reviewed the proposals, in coordination with the State Medical Examiner's Office.
Staff are currently finalizing negotiations on contract terms and seek Board approval
for County Administrator and District Attorney signatures on contract 2022-781 for
Medical Examiner Services.
Estimated annual cost for FY23 is estimated to be $365,000 including death
investigations, mortuary services, reporting, and other associated expenses.
During FY22, the County spent $241,582 for Medical Examiner services and associated
expenses. During FY21, costs were $220,617.
BUDGET IMPACTS:
Costs to provide Medical Examiner services are included in the FY 22-23 budget.
ATTENDANCE:
Whitney Hale, Deputy County Administrator
Erik Kropp, Deputy County Administrator
SUNRIVER & LA PINE OVERVIEW
South Deschutes County Population:
8...Q (2021 population from Oregon Employment Department)
) Regional Labor Force:
? 0 C (2021 annual average from Oregon Employment Department)
0n Median Household Income:
('In(202 1 estimates from Oregon Pros ep =)
19,128
123,953
..........................................
$56,495
Located in Deschutes County, Sunriver and La Pine are the anchors of the southern part of the region.
These two communities sit close to lakes, reservoirs, mountains, rivers, and landmarks with easy
access to plenty of outdoor recreational activities including hiking, fishing, boating, skiing, and more.
Mt. Bachelor was ranked one of the "Best Ski Areas in the U.S.," according to AFAR Travel Magazine.
From 2015 to 2020, the Oregon Department of Transportation (ODOT) has investing millions in
roadway and landscaping improvements, while the area is currently investing in urban renewal
projects to support amenities. La Pine offers easy permitting, affordability, buildability with minimal
obstructions, and a state -qualified Enterprise Zone that provides up to five years of property tax relief
for qualifying businesses. In addition to transportation and urban renewal projects, there are 485
single and multi -family homes planned or permitted for construction in 2022 and growing campuses at
La Pine Community Health Center and St. Charles Medical Center.
COMMUNITY BUSINESS ASSETS
La Pine offers a diverse mix of commercial and industrial business
opportunities featuring a 330-acre industrial and business park east of U.S.
Hwy 97 with direct access to the BNSF railway mainline. The park is an ideal
host to industries in advanced manufacturing, high technology, specialty food
and beverage, and data and call center operations. Just to the north, Sunriver
has a thriving business park, upscale alpine homes and world -class resort
and conference facilities. Sunriver's business park is home to more than 30
businesses and serves as a collaborative center for small businesses in the
area.
La Pine and Sunriver sit next to U.S. Hwy 97 which runs from Northern
California to the Canadian border. The BNSF Railway is also nearby with a side
rail to the area's major industrial park. The Sunriver Resort Airport is a general
aviation airport located in the heart of the critically acclaimed Resort serving
a wide range of aircraft from small private planes to corporate jets. With a
recently upgraded 5,500' long paved and lighted airstrip, the airport is the third
busiest in the state and boasts one of the longest private airstrips in the West.
Running parallel are energy transmission lines from the Bonneville Power
Administration (BPA) and Cascade Natural Gas, while Midstate Electric
Cooperative connects to low-cost BPA hydroelectric power. Power is plentiful
with reliability estimated at greater than 99.999%.
The Bend -La Pine school district is the fifth largest in the state of Oregon. The
district is growing at six times the average rate of other districts and performs
over 100 points higher on the SAT, according to the Oregon Department of
Education. High School students are able to expand their skills while obtaining
real -world work experience with Central Oregon employers through Youth
CareerConnect. Nearby OSU-Cascades and Central Oregon Community College
make top-quality post -secondary education easily obtainable for residents of
the community.