2023-163-Minutes for Meeting April 24,2023 Recorded 6/6/2023Recorded in Deschutes County CJ2023-163
Steve Dennison, County Clerk
Commissioners' ,journal 06/06/2023 2:10:16 PM
v1 E S COG 4
BOARD OF
COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541) 388-6570
2023-163
FOR RECORDING STAMP ONLY
�i7�T ►�il�► [ ►�!
1:00 PM Allen Room
MONDAY April 24, 2023 Live Streamed Video
Present were Commissioners Anthony DeBone, Patti Adair and Phil Chang. Also present were Nick
Lelack, County Administrator; Erik Kropp, Deputy County Administrator; Whitney Hale, Deputy County
Administrator; Dave Doyle, County Counsel; Kim Riley, Assistant County Counsel; and Brenda Fritsvold,
BOCC Executive Assistant.
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 DeBone called the meeting to order at 1:00 p.m.
CITIZEN INPUT: None
AGENDA ITEMS:
1. Resolution 2023-020, establishing the responsibilities of the County Treasurer
County Counsel Dave Doyle said because the positions of the County's appointed
Chief Financial Officer (CFO) and its elected Treasurer are no longer held by the
same person, the CFO, Treasurer and other county staff have identified the
responsibilities of the Treasurer apart from those of the CFO. Doyle recommended
Board approval of the resolution to document the responsibilities of the Treasurer.
Commissioner DeBone appreciated the work done to clarify the division of duties
between the CFO and the Treasurer. Commissioner Chang asked to know how the
Treasurer responsibilities were determined. Doyle explained that most of these are
BOCC MEETING APRIL 24, 2023 PAGE 1 OF 6
iA
3.
4.
laid out in State statutes and Oregon's Constitutional provisions. Others were
identified in discussions between the CFO, Treasurer and the County's Internal
Auditor.
ADAIR: Move approval of Resolution No. 2023-020, establishing the
responsibilities of the County Treasurer
CHANG: Second
VOTE: ADAI R: Yes
CHANG: Yes
DEBONE: Chair votes yes. Motion Carried
Treasury Report for March 2023
County Treasurer Bill Kuhn presented the Treasury Report for March 2023 which
included a high-level overview of the current state of the economy.
Finance Report for March 2023
Chief Financial Officer Robert Tintle presented the Finance Report for March 2023
FY 2024 Video Lottery Fund Allocations
Stephanie Robinson, Administrative Services, said each year, the Board reviews
anticipated revenue from the County's portion of video lottery proceeds for the
upcoming fiscal year and develops an expenditure plan that has historically included
funding for economic development activities, various projects, support for other
organizations, and grant programs.
Robinson described revenues from video lottery proceeds in recent years and said
staff recommends that the Board consider an allocation of funds in FY 2024 which
aligns with the projected revenue amount of $1,176,015. She presented the list of
funding requests for FY24, shared four draft funding packages as options, and
described possible one-time special investments for three projects: Fair & Expo Master
Plan $200,000; camping feasibility study $42,000; and affordable housing trust fund
(amount to be discussed/determined).
In response to Commissioner Adair, Robinson said the Board allocated $163,000 in
FY23 to one-time special projects that were sought mid -year; these included the grant
approved for the Sisters Chamber of Commerce.
BOCC MEETING APRIL 24, 2023 PAGE 2 OF 6
Commissioner Adair asked if the County can utilize funds in the Park Acquisition and
Development budget for the camping feasibility study. Budget Manager Dan Emerson
agreed to investigate if that would be an allowed use of this fund.
Commissioner DeBone suggested an initial award of $300,000 to the affordable
housing trust fund as a good starting point for that new initiative.
At Commissioner DeBone's suggestion, the Board was in consensus to allocate
$100,000 for the Fair's Master Plan in FY 2024. The Board also concurred to lower the
amount of fundraising grants to a maximum of $15,000 for next year.
Commissioner Chang supported allocating $50,000 to the fuel reduction grants
program. Commissioner Adair supported a lower allocation of $20,000 to this
program.
Chair DeBone noted the Board's agreement to continue discussing and finalize its
expenditure plan for FY24 video lottery funding at a future meeting.
5. Countywide Long-term Financial Forecast with Courthouse Debt Service
Presentation
Robert Tintle, Chief Financial Officer, gave an overview of the presentation and shared
general principles which are advised to guide budgeting in times of limited resources.
Dan Emerson, Budget Manager, presented information on the long-term financial
outlook for the County, beginning with a review of available funding sources for debt
and capital maintenance and sharing the forecast for each, including the projected
revenues and expenditures of the General Fund out to 2035 based on historical data.
Emerson said one reason why available General Funds are declining is that the
County's staff has grown about twice as fast as the population since 2018. Other
factors include unforeseen emergency capital maintenance needs and the increased
cost of materials due to restricted supply and recent high inflation. While the full
amount of allowable property tax levy is currently being assessed, rising costs and
operational growth are combining to outpace revenues —if this continues, service
levels could be affected.
Commissioner Chang asked for information on the rate of staff increases from 2013-
2017 in comparison to the rate of population growth in the County those same years.
He noted that some added positions are funded by grants.
BOCC MEETING APRIL 24, 2023 PAGE 3 OF 6
County Administrator Nick Lelack suggested other comparisons of value might be
made to the growth in the number of second homes, or to the growth in the tourism
industry.
Continuing, Emerson said revenue sources such as property tax are not keeping up
with growing expenditures. By FY 2035, operational expenditures are projected to
surpass all General Fund revenues; a deficit of $700,000 is forecast in FY36.
With respect to the planned courthouse expansion project, Emerson said issuing 20-
year bonds for the construction cost estimate of $40.5 million would result in an
annual debt service of $3.24 million. Paying this debt service from transient room tax
(TRT) revenue and general funds would likely leave little or no TRT or general funds for
other purposes.
Emerson next shared charts illustrating available funds and forecasted expenditures
for the General Fund and TRT account as well as charts showing forecasts for debt and
capital expenditures. The latter charts included debt service for the courthouse and
minimum capital maintenance and capital projects. A graph contrasting available
funds with forecasted expenditures showed that available funds are projected to fall
short of debt service obligations and minimal capital needs in FY39.
Emerson said other expenses not included in these projections include improvements
to the public safety campus, funding for the Stabilization Center, and higher
operational subsidies to departments which are experiencing declining revenues. He
briefly described a potential $10 million buy -down of the amount needed to be
borrowed for the courthouse expansion project, which would save on financing costs.
Responding to Commissioner Chang, Emerson confirmed that the remaining $400,000
of ARPA funds could be used to buy down the debt service for the courthouse project.
Commissioner Chang requested an analysis of positions which the County is
essentially cost -sharing with the State in order to jointly deliver needed services (for
example, through the Community Justice and Health Services departments). He
supported efforts to advocate for higher State funding of these staff costs in the
future. Commissioner DeBone said the Association of Oregon Counties is a good
partner in helping to address unfunded mandates from the State.
Regarding the General Fund, Commissioner Chang said it was fiscally irresponsible of
the County to not increase the property tax rate to the full amount allowed in previous
years.
Continuing his presentation, Emerson shared an analysis and forecast of the Health
Benefits Fund. He said due to this fund's diminishing reserves, the County will increase
BOCC MEETING APRIL 24, 2023 PAGE 4 OF 6
rates by 11 % in FY24. An additional 23% rate increase is expected in FY25 to meet
projected claims costs.
Kathleen Hinman, Human Resources Director, explained that the County has
experienced a 10.8% increase in claims costs, in part due to the number of FTEs added
since 2018 and also because the cost per claim has grown. Staff recommends the
contingency amount be 25% of projected claims.
Commissioner Adair was concerned that in 2024, the Health Benefits reserve fund is
projected to fall below $5 million.
Commissioner Chang asked if it was too late to consider funding the courthouse via a
voter -approved general obligation bond. Tintle said the question of how to pay for this
project is a matter of policy to be decided by the Board.
Commissioner DeBone agreed it is necessary to acknowledge current costs and where
and why these are escalating. He said the County will continue to provide great
services.
OTHER ITEMS:
Deputy County Administrator Whitney Hale relayed a request from KOR
Community Land Trust for County sponsorship of its fundraising event on
April 271h. The Board was in agreement to approve a $1,000 fundraising grant
from video lottery funds for this purpose.
Jen Patterson, Strategic Initiatives Manager, distributed a draft letter of
support for SB 847A as discussed in last Friday's legislative update meeting.
Following discussion and advice from Assistant Legal Counsel Kim Riley, it
was decided to revise the letter to refer to Section 5 of HB 2006 which
authorizes transitional housing accommodations inside urban growth
boundaries (UGBs).
EXECUTIVE SESSION: None
ADJOURN:
Being no further items to come before the Board, the meeting was adjourned at 4:47 p.m.
DATED this Day of J (t' 2023 for the Deschutes County Board of Commissioners.
5 ,�
ANTHONY DEBONE, CHAIR
BOCC MEETING APRIL 24, 2023 PAGE 5 OF 6
ATTEST: � '&)'a m
PATTI ADAIR, VICE CHAIR
- pp va"I
RECORDING SECRETARY
PHIL CHANG, COMM SIONER
BOCC MEETING APRIL 24, 2023 PAGE 6 OF 6
MEETING DATE: April 24, 2023
SUBJECT: Treasury Report for March 2023
ATTENDANCE:
Bill Kuhn, County Treasurer
DATE: April 7, 2023
TO: Board of County Commissioners
FROM: Bill Kuhn, Treasurer
SUBJECT: Treasury Report for March 2023
Following is the unaudited monthly treasury report for fiscal year to date (YTD) as of March 31, 2023.
Treasury and Investments
• The portfolio balance at the end of February was $301.5 million, a decrease of $17.9 million from February and an
increase of $23.0 million from last year (March 2022).
• Net investment income for February was $553,839 approximately $13K greater than last month and $433K greater
than March 2022. YTD earnings of $3,641,643 are $1.2 million more than the YTD earnings last year.
• All portfolio category balances are within policy limits.
• The LGIP interest rate remained at 3.75% throughout the month of March. Benchmark returns for 24-month
treasuries are down from the prior month by 75 basis points and 36-month treasuries are down 70 basis points
from the prior month.
• Average portfolio yield is 2.20% which is lower than the prior month's average of 2.28%.
• The portfolio weighted average time to maturity is unchanged from February at 1.27 years.
TE
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Deschutes
CountyS
cD <
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: �� � � -: `
lnv�tm•ntlncome � :'
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Municipal Debt
$ 47,140,000
15.6%
Mar-23
Y-T-D
Corporate Notes
48,321,000
16.0%
Total Investment Income
$ 558,839
$ 3,686,643
Time Certificates
1,245,000
0.4%
Less Fee: $5,000 per month
(5,000)
45,000
U.S. Treasuries
60,000,000
19.9%
Investment Income - Net
$ 553,839
3 64 6643
Federal Agencies
112,965,000
37.5%
LGIP
20,831,004
6.9%
Prior Year Comparison
Mar-22 $ 121,074
1162895
First Interstate Bank
11,000,967
3.6%
Total Investments
$ 301,502,972
100.0%
Total Portfolio: By Investment Type
First Interstate Municipal Debt
Bank 15.6%
3.6%
LGIP
6.9% Corporate Notes
16.0%
Federal Agencies Time Certificates
37.5
U. S. Treasuries
19.9%
P6iVolio by Broke
$100
N
$89.4
o $80
$60
$45.0 $45.7
$47.8
M
$40
$32.4
$20
$9.3
$-
DA
Robert W Moreton Great Pacific
Piper Castle Oak
Davidson
Baird & Co Capital Securities
Sandler
Markets
ciliteodiry Maximums:.
Ia d Rercentages
U.S. Treasuries 100%
Current Month
Month
LGIP ($56,763,000) 100%
FIB/ LGIP
3.75%
_Prior
3.75
Federal Agencies 100%
Investments
2.02%
Bankers Acceptances 25%
Average
2.20%
Time Certificates 50 %
Municipal Debt 25%
Corporate Debt 25%1
24 Month Treasury
4.79%
LGIP Rate
3.75%
- M8#tiff YeBr�a�
36 Month Treasury
4.90 %
Max
Weighted Average
3.63
1.27
_
.; 1,Cttt81.
0 to 30 Days
10 %
13.0 %
Under 1 Year
25%
42.2 %
Under 5 Years
100%
100.0 %
'Other_. , Pol cVr:
Actual
Corp Issuer 5 %
2.8
Callable 25%
17.7%
Credit W/A AA2
AA1
onVestment Aativ
Purchases in Month $
Sales/Redemptions in Month $
7,210 000
400,000,000
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
County Rate ® 2 Year Treasury Rate Corporate Bond Rate LGIP Rate
Three Year Portfolio Balance
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MEETING DATE: April 24, 2023
SUBJECT: Finance Report for March 2023
ATTENDANCE:
Robert Tintle, Chief Financial Officer
DATE: April 24, 2023
TO: Board of County Commissioners
FROM: Robert Tintle, Chief Financial Officer
SUBJECT: Finance Report for March 2023
Following is the unaudited monthly finance report for fiscal year to date (YTD) as of March 31, 2023.
Budget to Actuals Report
General Fund
• Revenue YTD in the General Fund is $40.1M or 91.8% of budget. By comparison, last year revenue YTD was
$37.6M and 92.2% of budget.
• Expenses YTD are $32.3M and 71.2% of budget. By comparison, last year expenses YTD were $30.7M and
71.0% of budget.
• Beginning Fund Balance is $13.8M or 106.7% of the budgeted $12.9M beginning fund balance.
)us
��...- Cour
Fund
Select all
(Blank)
001 - General Fund'
O10 - Assmt-Clerk...
020 - Code Abate...
030 - Community ...
040 - Court Techn...
050 - Economic D...
060 - General Co...
070 - General Co...
090 - Project Dev-
120 - law Library
130 - Park AC(Ims'
132 - Park Develo ..
Monthly GL Period
0
9
$11AM
(Blank)
ity Wide Financial Dashboard 001 - General Fund 9 75.0%
Year Complete
Budget to Actuals
Requirements Resources Beginning Working Capital Budget to Actuals by Category
*Actuals •Budget OPmjectien
All Major Funds
Monthly Expenditures
71.0%
g :41 11
% of last year budget
0 Last Year Actuals ®Current Year Actuals
Monthly Revenues
92.2%
of last vear budget
6
Q
•! ast Year Actuals ®Current Year Actuals
On the attached pages you will find the Budget to Actuals Report for the County's major funds with actual revenue
and expense data compared to budget through March 31, 2023.
Position Control Summary
Position Control Summary FY23
July - June
Percent
Org
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar April May
June Unfilled
Assessor
Filled
':` 33.26
31.00
': 32,00
31.00
> 31.00
33.26 :.
32.26
32.26
32.26
Unfilled
2.00
4.26
3.26
4.26
f 4.26
2.00 -
3.00
3,00 '
3.00
9.15%
Clerk
Filled
9.48
9.48
10.48
P 10.48
10,48
10.48
10,48 :
9,48
9.48
Unfilled
1.00
1,00
-
-
1.00
1.00
4.24%
BOPTA
Filled
0.52
0,52
0.52
0.52
4 0.52
0.52
0,52 f
0,52
0.52
Unfilled
-
-
-
-
0.00%
DA
Filled
57,40
58.40
59.20
61.20
61.20
59,80
58.30
58.80
58.00.'
Unfilled
3.20
2.20
1,40
0.40
0.40 :
1,30 i
2.80
2.80
3.60"
3.29%
Tax
Filled
5.50
5.50
6.50
6.50
6.50
6.50
6,50
6.50 '
6.50:
Unfilled
1.00
1.00
4
-
-
3.42%
Veterans' >
Filled
5.00
5.00
'. 5.00
: 4,00
4.00
4.00
5.00 :
5.00 '..
5.00
Unfilled
-
-
1.00
1.00
1,00 '
-
': 6.67%
Property Mgmt
Filled
2.00
2.00
2.00
2.00
2.00
2.00
2.00 f
2.00
2.00
Unfilled
1.00
1.00
1.00
1.00
1.00
1.00 +
1.00
1.00
1.00
33.33%
Total General Fund
Filled
11316
` 111.90
115.70
p' 115.70
115,70
116,56 =
115,06 `
114.56
113,76
Unfilled
8.20
r 9.46
5.66
6.66
': 6,66 f'
5,30 -
6.80 :
7.80 :'
8.60 -
5.94%
Justice Court
Filled
4.60
: 4,60
4.60
4.60
4,60 =
4.60 ':
4.60 ;..
4.60 is
4.60`:
Unfilled
-
-
-
-
-
0100%
Community Justice Filled
45.20
45.20
45.90
44.90
44.90
45.90
45.90
45.90
47.00
Unfilled
2.70
2.70
2.00
3.00
3.00
2.00
2.00
2.00
2.00
4.95%
Sheriff
':Filled
`: 218.25
232.25
23015
230.25
231.75 :.
229,75I:
228.751
235,75.
233,75.'
Unfilled
44.75
30.75
32.75 ':
32,75
31.25 '-
33.25:
36.25 :
29,25 :
31.25:
:12.74%
Houseless Effort
Filled
-
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Unfilled
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
61.11%
Health Srvcs
Filled
355,80
`: 357,50
368.30
371.30
374,55 ''
380.20 ':
380.10
383.30 '-
383.95
Unfilled
49.55
47,85
48.25
46.25
44.25
39.60
39.70
38.50
37.85
10.46%
CDD
Filled
59.80
5&80
59.80
58.80
59.80
57.80
57.80
58.80
58.80
Unfilled
12.20
13.20
12.20
13.20
12.20
14.20
6.20
5.20
5.20
15.03%
Road
Filled
55.00
" 55.00
58.00
' 57.00
58.00
58.00 -
57,00
57.00
58.001
Unfilled
6.00
6,00
1 3.00
4.00
3,00 -.
3.00 :
4.00 ::
4.00 ':
3.00,:
6.56%
Adult P&P
Filled
35.55
35.55
35,85
34.85
34.85
34.85
34.85
33.85
33.75
Unfilled
5.30
5.30
5.00
6.00
6.00
6.00
6.00
7.00
6.00
14.35%
Solid Waste
Filled
27.00
: 26.00
28.00
26,00
- 27,00
28.00 ::
27,00
28.00 1
30.001
Unfilled
3,00
4.00
2.00
4,00
3.00
2.00
3,00 r
2.00
8.52%
Victims Assistance
Filled
8.00
8.00
8.00
8.50
8.50
8.50
7.50
7.50
7.50
Unfilled
-
-
-
-
-
-
1.00
2.00
2.00
6.49%
GIS Dedicated
filled
2.30
2.30
2.30
2.30
2.30
2.30
2.30
2.30 :
2.30:
Unfilled
-
-
-
0.00%
Fair & Expo
Filled
9.75
9.75
9.75
10.75
10.75
10.75
10.75
11.75
11.75
Unfilled
3.75
3.75
3.75
2.75
2.75
2.75
2.75
1.75
1.75
21.19%
Natural Resource
Filled
1.00
-
2.00
2.00
2.00 `
2.00 '
2.00:
Unfilled
1.00
2,00 ':
2.00
100
-
-
-
38.89%
ISF - Facilities
Filled
20.75
21.75
20.75
21.75
21.75
19.75
19.75
21.75
23.75
Unfilled
4.25
3.25
4.25
3.25
3.25
5.25
5.25
3.25
1.25
14.78%
ISF -Admin
Filled
8.75
8.75
9.75 '
10.75
10.75
10.75"
9.75
9.75'
9.75
Unfilled
2.00
2.00
1.00 "
-
-
-
5.33%
ISF - BOCC
Filled
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Unfilled
-
-
-
-
-
-
-
-
-
0.00%
ISF -.Finance
-Filled
10.00 -:
8.00 +
10.00 -:
10.00
10,00 -
12.00 -.
12.001
12.00 1
12,00
Unfilled
1.00
3.00
1.00 ':
1.00
1.00
-
-
6.80%
ISF - Legal
Filled
7.00
7.00
7.00
7.00
7.00
7.00
7.00
7.00
7.00
Unfilled
-
-
-
-
-
-
-
-
-
0.00%
ISF - HR `
Filled
9,00 -
9.00
9.00
9.00
9,00
9.00
9.00
9.00
9,00
Unfilled
1.00
1A0
1.00 '.
1.00 ,.
1.00 '
1.001.
1.00':
1.00 1
1.00:
:10.00%
ISF - IT
Filled
16.70
16.70
16.70
16.70
16.70
15.70
15.70
16.70
15.70
Unfilled
-
-
-
-
-
1.00
1.00
-
1.00
2.00%
ISF - Risk
Filled
2.25
2.25
2.25
2.25
2.25 '
2.25
3.25 <
3.25
3.25'd-
Unfilled
-
-
-
0.00%
911
Filled
52.00
51.00
49.57
50.57
51.57
52.10
50.10
52.10
52.10
Unfilled
8.00
9.00
10.43
9.43
8.43
7.91
9.91
7.91
7.91
14.61%
Total.
Filled
1,064.86
1,074.30
1,095.47
1,096.97
1,107.72
1,111.76
1,104.16
1,120.86
1,123.71 - -
-
Unfilled
154.70
145.26
135.29
136.29
126.79
124.26
125.86
112.66
109.81 - -
-
Total
1,219.56
1,219.56
1,230.76
1,233.26
1,234.51
1,236.01
1,230.01
1,233.51
1,233.51 A - -
-
%Unfilled
12.68%
11.91%
10.99%
11.OS%
10.27%
10.05%
10.23%
9.13%
8.90%
10.58%
A 0 net increase in FTE. Comm Justice+1.10, Adult P&P-1.1
o`\\0TES`0g, Budget to Actuals - Countywide Summary
All Departments
75.0%
FY23 YTD March 31, 2023 (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
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
TOTALRESOURCES
REQUIREMENTS
001 -General Fund
030 - Juvenile
160/170 - TRT
200 -American Rescue
Fund
40,504,168 40,047,506 99% ; 43,472,708 39,954,465 92% ; , 42,822,464 99% ;
901,143
1,007,843
112% ;
1,010,203
574,508
57%
1,046,608
104% ;
12,578,435
13,029,089
104% ;
13,631,282
10,624,671
78%
13,163,535
97% ;
19,000,000
14,281,402
75%
105,186
26,725,155
999% ;
29,121,381
999% ;
550,832
494,676
90%
525,032
382,273
73% ;
e
525,530
100% ;
44,947,745
45,776,980
102% ;
48,877,055
47,344,976
97%
; 49,328,721
101 % ;
48,727,400
48,848,440
100% ;
57,787,985
47,379,049
82%
56,235,226
97% ;
9,580,316
10,542,434
110% ;
11,675,519
7,070,967
61%
9,512,402
81% ;
22,629,649
24,768,506
109% ;
24,889,063
18,670,545
75%
; 25,574,669
103% ;
5,840,250
6,178,356
106% ;
6,134,018
4,895,742
80%
6,214,210
101% ;
2,471,190
1,124,832
46%
1,943,063
243,885
13%
590,976
30% ;
13,350,600
13,930,834
104% ;
14,503,499
9,474,452
65%
; 13,813,001
95% ;
1,395,724
1,779,723
128% ;
1,408,534
1,478,592
105% ;
2,049,785
146% ;
1,560,500
1,922,671
123% ;
1,849,380
2,366,929
128% ;
2,379,297
129% ;
8,544
8,012
94%
7,414
127,787
999% ;
314,917
999%:
517,524
584,713
113% ;
642,252
404,542
63%
521,501
81% ;
7,546
6,354
84%
6,298
15,566
247% ;
20,850
331% ;
3,146,973
4,409,440
140% ;
3,311,477
2,540,558
77% ;
3,389,701
102% ;
23,027,177
25,070,639
109% ;
23,658,700
18,202,930
77%
24,545,395
104% ;
12,019,306
12,896,533
107% ;
13,744,678
12,530,863
91%
13,990,660
102% ;
50,071,869
34,055,652
68%
57,902,131
47,763,197
82%
57,012,878
98% ;
312,836,891
300,764,634
96%
327,885,478
298,771,651
91%
352,173,708
107% ;
Fiscal Year 2022 1Fiscal Year 2023
Budget Actuals % Budget Actuals % Projection %
21,298,809 19,383,248 91% ;
7,496,355 6,674,328 89% ;
4,010,388 3,826,539 95% ;
38,000,000 14,187,441 37% ;
24,202,373 16,691,646 69%
7,928,538 5,384,201 68%
13,113,218 10,143,672 77%
23,129,361 11,238,960 49%
23,145,707 96%
7,466,302 94%
11,939,381 91%
23,129,361 100%
Budget to Aetuals r Countywide Summary
Q`\\)IESC,0-
All Departments
75.0%
FY23 YTD March 31,
2023 (unaudited)
Year Complete
220 - Justice Court
736,142
690,802
94% ;
731,183
546,440
75%
736,139
101% ;
255 -Sheriff's Office
54,162,360
51,382,461
95%
59,715,533
41,533,128
70% ;
59,075,830
99% ;
274 - Health Services
58,872,642
51,718,597
88% ;
71,019,127
45,246,718
64% ;
64,466,386
91% ;
295 - CDD
9,978,889
8,963,943
90%
11,233,304
6,904,597
61% ;
9,431,358
84% ;
325 - Road
15,024,128
13,771,124
92%
16,188,996
9,176,778
57% ;
15,639,098
97% ;
355 - Adult P&P
7,079,915
6,392,578
90% ;
7,575,910
4,882,071
64% ;
6,704,344
88% ;
465 - Road CIP
29,722,691
8,106,117
27% ;
28,387,166
14,038,930
49%
; 22,913,621
81% ;
610 - Solid Waste
9,709,991
8,792,122
91%
11,754,672
6,657,274
57% ;
11,008,024
94% ;
615 - Fair & Expo
2,504,877
2,626,480
105% ;
2,768,054
2,252,392
81% ;
2,948,313
107% ;
616 - Annual County Fair
1,468,131
1,352,783
92%
1,852,030
1,951,726
105% ;
2,059,945
111% ;
617 - Fair & Expo Capital
568,000
7,670
1% ;
870,000
202,104
23% ;
870,000
100% ;
Reserve
618 - RV Park
552,188
466,135
84%
594,181
365,138
61%
505,887
85% ;
619 - RV Park Reserve
100,000
885
1 %
100,000
5,532
6%
1009000
100%
670 - Risk Management
6,427,292
4,982,451
78% ;
5,887,806
2,209,323
38%
4,720,833
80% ;
675 - Health Benefits
29,424,393
29,294,027
100% ;
26,769,217
17,636,097
66%
30,097,473
112% ;
705 - 911
14,563,007
10,8969900
75% ;
17,709,497
9,651,442
54%
16,642,820
94% ;
999 - Other
86,872,890
41,149,853
47%
107,868,168
39,696,401
37%
97,512,717
90% ;
TOTAL REQUIREMENTS
398,573,088
284,666,484
71%
439,398,334
246,414,571
56%
; 411,113,540
94% ;
Budget to Actuals - Countywide Summary
Q`,�3IESC0G2`
All Departmentsku
75 00�0
FY23 YTD March 31, 2023 (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% ;
(20,871,416)
(15,383,518)
74% ;
(19,698,572)
94% ;
030 - Juvenile
6,223,387
6,223,387
100% ;
6,452,997
4,839,741
75%
6,452,997
100% ;
1601170 - TRT
(6,024,574)
(5,916,413)
98%
(6,031,446)
(4,523,553)
75%
(5,964,179)
99% ;
220 - Justice Court
240,956
196,126
81% ;
263,217
197,406
75% ;
263,217
100% ;
255 -Sheriff's Office
3,500,737
3,501,246
100% ;
3,448,587
2,726,243
79%
3,448,587
100% ;
274 - Health Services
6,122,830
6,122,830
100% ;
8,007,942
5,206,398
65%
5,906,894
74% ;
295 - CDD
(270,622)
(1,159,207)
428% ;
(911,585)
(671,876)
74%
(752,229)
83% ;
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% ;
267,532
150,747
56%
267,532
100%:
465 - Road CIP
12,193,917
10,672,113
88%
14,230,313
4,889,361
34%
14,131,212
99% ;
610 - Solid Waste
(6,029,323)
(6,029,323)
100% ;
(5,299,665)
(3,050,467)
58% ; ;
(3,453,962)
65% ;
615 - Fair & Expo
962,736
918,804
95% ;
704,127
528,093
75%
657,039
93% ;
616 - Annual County Fair
(75,000)
(75,000)
100% ;
(156,706)
(117,522)
75% ;
(156,706)
100% ;
617 - Fair & Expo Capital
798,901
779,502
98%
1,149,827
862,353
75%
1,129,648
98% ;
Reserve
618 - RV Park
47,958
47,958
100% ;
(81,566)
(21,179)
26% ;
(81,566)
100% ;
619 - RV Park Reserve
132,042
132,042
100% ;
261,750
196,173
75%
261,566
100% ;
670 - Risk Management
(3,500)
(3,500)
100%:
(3,500)
(2,619)
75%
(3,500)
100% ;
705 - 911
-
-
0%
(59,900)
(59,900)
100% ;
(59,900)
100% ;
999 - Other
15,418,726
17,682,916
115% ;
10,959,373
11,674,895
107% ;
9,982,058
91% ;
TOTAL TRANSFERS
91
-
0
(255)
-
0
-
0% ;
Q`��3TES roG�� Budget to Actuals - Countywide Summary
All Departments
FY23 YTD March 31, 2023 (unaudited)
ENDING FUND BALANCE
001 -General Fund
030 - Juvenile
1601170 - 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
TOTAL FUND BALANCE
75.0%
Year Complete
1 Fiscal Year 2022-----T�
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
Projection
%
10,723,375
13,847,828
129% ;
11,374,637
21,727,128
13,826,013
122% ;
596,681
1,522,125
255% ;
634,663
1,552,174
1,555,429
245% ;
8,433,816
9,475,532
112% ;
4,000,000
5,432,978
4,735,507
118% ;
-
108,098
999% ;
-
15,594,293
6,100,118
999% ;
55 646
-
0%
57 066
33 238
52 608
92% '
12,160,633 15,162,285 125% ; 7,024,650 23,700,376
6,011,534 13,942,649 232% ; 6,005,519 21,281,378
763,172 2,168,956 284% ; 1,627,134 1,663,451
2,231,806 7,806,356 350% ; 2,262,898 9,859,348
1,971,182 3,238,905 164% ; 1,925,640 3,403,323
5,316,460 27,223,832 512% ; 12,334,484 189318,147
583,520 3,066,662 526% ; 556,359 2,833,373
604,256 995,519 165% ; 315,960 749,812
17,369 385,854 999% ; 225,358 683,535
1,341,108 1,809,440 135% ; 1,587,183 2,597,476
s
13,294 166,536 999% ; 82,920 184,762
824,054 1,191,937 145% ; 1,340,766 1,398,144
5,045,296 8,944,938 177% ; 5,107,351 9,273,554
8,375,402 11,304,191 135% ; 8,815,139 11,871,024
9,307,082 12,708,705 137% ; 8,926,080 15,528,226
55,322,038 95,096,396 172% ; 56,713,214 117,666,298
129,697,724 230,166,744 177% ; 130,917,021 285,352,036
8,863,763 126% ;
11,618,382 193% ;
1,497,771 92% ;
5,411,791 239% ;
3,016,303 157% ;
19,032,399 154% ;
2,417,677 435% ;
754,031 239% ;
548,500 243% ;
2,384,005 150% ;
100,584 121% ;
1,374,353 103% ;
7,610,306 149% ;
5,752,112 65% ;
9,996,645 112% ;
68,428,356 121% ;
175,076,653 134% ;
w"TES C0G�' Budget to Actuals Report
General Fund - Fund 001
FY23 YTD March 31, 2023 (unaudited)
75.0%
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
33,570,297
97%
34,378,087 100%
(89,086); A
Property Taxes - Prior
460,000
337,612
73%
301,000
262,415
87%
,
301,000 100%
Other General Revenues
2,689,926
2,880,344
107%
3,591,874
3,572,380
99%
3,811,369 106%
219,495a B
Assessor
987,411
886,514
90%
964,246
352,493
37% a
964,246 100%
Clerk
2,741,215
2,225,591
81%
2,298,566
961,276
42% o
1,298,566 56%
(1,000,000)! C
BOPTA
14,588
13,216
91%
14,588
5,261
36%
14,588 100%
District Attorney
448,201
258,776
58%
1,183,942
997,227
84%
1,403,289 119%
219,347, D
Tax Office
341,004
321,554
94%
221,483
89,550
40%
221,483 100%
Veterans
259,107
182,018
70%
214,836
91,009
42% !
214,836 100%
'E
Property Management
152,000
150,000
99%
215,000
52,558
24%
215,000 100%
F
TOTAL RESOURCES
40,504,168
40,047,506
99%
43,472,708
39,954,465
92%
42,822,464 99%
(650,244);
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Assessor
5,454,784
5,157,534
95%
5,910,478
3,921,216
66%
5,342,377 90%
568,101: G
Clerk
2,080,739
1,735,214
83%
2,432,710
1,560,876
64%
2,305,415 95%
127,295- H
BOPTA
82,911
77,147
93%
87,177
62,793
72%
86,906 100% ,
271-
District Attorney
9,715,707
8,677,696
89%
10,979,839
7,771,785
71%
10,845,527 99%
134,312:1
Medical Examiner
242,652
241,582
100% -
438,702
182,608
42%
438,702 100%
Tax Office
932,570
886,019
95%
905,262
643,169
71%
861,123 95%
44,139- H
Veterans
795,189
762,328
96%
809,390
529,354
65%
779,059 96%
30,331, H
Property Management
380,061
360,274
95%
508,359
272,685
54%
356,142 70%
152,217- H
Non -Departmental
1,614,196
1,485,453
92%
2,130,456
1,747,160
82%
2,130,456 100%
J
TOTAL REQUIREMENTS
21,298,809
19,383,248
91%
24,202,373
16,691,646
69%
23,145,707 96%
1,056,666.
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Transfers In
260,000
260,000
100%
260,000
195,327
75%
260,439 100%
439: K
Transfers Out
(22,212,604)
(22,067,006)
99%
(21,131,416)
(15,578,845)
74%
(19,959,011) 94%
1,172,405
TOTAL TRANSFERS
(21,952,604)
(21,807,006)
99%
(20,871,416)
(15,383,518)
74%
(19,698,572) 94%
1,172,844:
FUND BALANCE
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Beginning Fund Balance
13,470,620
14,990,575
111%
12,975,718
13,847,828
107%
13,847,828 107%
872,110,
Resources over Requirements
19,205,359
20,664,258
19,270,335
23,262,819
19,676,757
406,422;
Net Transfers - In (Out)
(21,952,604)
(21,807,006)
(20,871,416)
(15,383,518)
(19,698,572)
1,172,844
TOTAL FUND BALANCE ; $ 10,723,375
$ 13,847,828 129% ; $ 11,3749637
$ 21,727,128 191% ; $ 13,826,013 122% ; $2,451,376;
A Current year taxes received primarily in November, February and May; actual FY22-23 TAV is 5.50% over FY21-22 vs. 5,55% budgeted
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 Recording fees expected to be lower than budget due to decreased loan origination volume from rising interest rates
D Recent budget adjustment to increase State grant funding which is expected to come in later this fiscal year
E Oregon Dept. of Veteran's Affairs grant reimbursed quarterly
F Interfund land -sale management revenue recorded at year-end
G Projected Personnel savings based on FY22/FY23 average vacancy rate of 7.9%
H Projected Personnel based on vacancy savings to date
I Projected Personnel savings based on FY22/FY23 average vacancy rate of 4.2%
j Includes $100K loan to Alfalfa Fire District
K Repayment to General Fund from Finance Reserves for ERP Implementation
L Estimating Behavioral Health will return approximately $1.2M of County General Funds in FY23
V'TES COG1< Budget to Actuals Report
Juvenile o Fund 030
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022 IL-
-Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
OYA Basic & Diversion
432,044
500,765 116%
525,049
269,682
51%
525,049 100%
ODE Juvenile Crime Prev
100,517
117,184 117%
123,000
51,261
42%
107,720 88%
(15,280)
Gen Fund -Crime Prevention
89,500
89,500 100%
89,500
-
0%
89,500 100%
Leases
88,000
89,154 101%
86,000
67,671
79%
90,228 105%
4,228, A
Inmate/Prisoner Housing
80,000
92,400 116% !
55,000
87,300
159%
95,000 173%
40,000- B
DOC Unif Crime Fee/HB2712
49,339
50,462 102%
49,339
25,271
51%
43,271 88% _
(6,068)
Miscellaneous
7,500
29,113 388% =
42,500
30,202
71%
37,000 87%
(5,500)
OJD Court Fac/Sec SB 1065
20,000
10,291 51%
15,000
10,008
67%
15,000 100%
Food Subsidy
12,000
11,380 95%
10,000
8,336
83%
10,000 100% ,
Contract Payments
8,000
9,947 124% -
8,000
2,930
37%
5,000 63%
(3,000); C
Interest on Investments
14,243
7,647 54%
6,815
21,848 321%
28,840 423% =
22,025 D
TOTAL RESOURCES
901,143
1,007,843 112% ;
1,010,203
574,508
57%
1,046,608 104% ;
36,405,
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
6,082,895
5,411,118 89%
6,292,271
4,346,132
69%
5,867,866 93%
424,405- E
Materials and Services
1,363,409
1,249,983 92%
1,527,992
1,014,454
66%
1,490,161 98%
37,831, F
Capital Outlay
50,051
13,226 26%
108,275
23,615
22%
108,275 100% e
TOTAL REQUIREMENTS
7,496,355
6,674,328 89%
7,928,538
5,384,201
68% ;
7,466,302 94%
462,236:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfers In- General Funds
6,304,397
6,304,397 100%
6,529,064
4,896,783
75%
6,529,064 100%
Transfers Out-Veh Reserve
(81,010)
(81,010) 100%
(76,067)
(57,042)
75%
(76,067) 100%
TOTAL TRANSFERS
6,223,387
6,223,387 100% ;
6,452,997
4,839,741
75%
6,452,997 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
968,506
965,223 100%
1,100,001
1,522,125 138%
1,522,125 138%
422,125�
Resources over Requirements
(6,595,212)
(5,666,485)
(6,918,335)
(4,809,693)
(6,419,694)
498,641
Net Transfers - In (Out)
6,223,387
6,223,387
6,452,997
4,839,741
6,452,997
TOTAL FUND BALANCE
$ 596,681
$ 1,522,125 255% ;
$ 634,663
$ 1,552,174 245% ; ;
$ 1,555,429 245% ;
$920,766;
A New lease payment for JBarJ
B Savings based on current expense trends for materials and services.
C Out of county utilization for last two months is higher than anticipated based on original projection. Can shift daily based on intake activity.
D Investment Income projected to come in higher than budget
E Projected Personnel savings based on FY23 average vacancy rate of 5.2%
F Savings based on current expense trends for materials and services.
v"(ES C-0' Budget to Actuals Report
TRT - Fund 160/170
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Room Taxes
12,519,987
12,977,205 104%
13,580,874
10,548,764 78%
13,060,154 96%
(520,720); A
Interest on Investments
58,448
51,884 89% '
50,408
75,747 150%
103,220 205%
52,812- B
Miscellaneous
-
- s
-
161 '
161 c
161!
TOTAL RESOURCES
12,578,435
13,029,089 104% ;
13,631,282
10,624,671 78%
13,163,535 97%
(467,747);
REQUIREMENTS Budget Actuals % Budget Actuals %
Grants & Contributions
�
-
-
c
5,600,000
4,600,000
82%
COVA
3,660,659
3,512,891
96%
3,675,886
2,686,456
i
73%
Interfund Charges
239,526
239,526
100%
3,574,573
2,680,930
75%
Administrative i
15,203
9,365
62%
215,508
138,787
64%
Software
95,000
64,758
a
68%
47,251
37,500
�
79%
TOTAL REQUIREMENTS
4,010,388
3,826,539
95%
13,113,218
10,143,672
77% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Transfer Out - RV Park
(20,000)
(20,000)
100%
(20,000)
(14,994)
75%
Transfer Out - Annual Fair
(75,000)
(75,000)
100%
(75,000)
(56,250)
75%
Transfer Out - Justice Court
(240,956)
(196,126)
81%
(263,217)
(197,406)
75%
Transfer Out - Health
(444,417)
(444,417)
100%
(418,417)
(313,812)
75%
Transfer Out - F&E Reserve
(498,901)
(479,502)
96%
(501,683)
(376,254)
75%
Transfer Out - F&E
(1,093,513)
(1,049,581)
96%
(1,101,342)
(826,002)
75%
Transfer Out - Sheriff
(3,651,787)
(3,651,787)
100%
(3,651,787)
(2,738,835)
75%
TOTAL TRANSFERS
(6,024,574)
(5,916,413)
98% ;
(6,031,446)
(4,523,553)
75% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Beginning Fund Balance
5,890,343
6,189,395 105%
9,513,382
9,475,532 100%
Resources over Requirements
8,568,047
9,202,550
518,064
480,999
Net Transfers - In (Out)
(6,024,574)
(5,916,413)
(6,031,446)
(4,523,553)
TOTAL FUND BALANCE
$ 8,433,816
$ 9,475,532 112% ;
$ 4,000,000
$ 5,432,978 136% ;
A Room Tax collections up 3% over
last year versus 5.0% budget assumption
B Investment Income projected to come in higher than budget
Projection % $ Variance
4,600,000
e
82%
1,000,0m C
3,528,818
e
�
96%
147,068!e D
3,574,573
�
100%
i
E
188,739
e
88%
26,769<
47,251
i
100%
�
11,939,381
91%
1,173,837:
Projection % $ Variance
(20,000) 100%
e i o
e
(75,000) 100%
�
(263,217) 100% � t
(418,417) 100%
(481,504) 96% 20,179, F
(1,054,254) 96% 47,088, G
a (3,651,787) 100%
(5,964,179) 99% 67,267;
Projection % $ Variance
9,475,532 100%
(37,850);
1,224,154
706,090,
i (5,964,179)
67,267!
o
i
$ 4,735,507 118% ;
$735,507:
C Includes contributions of $4M to Sunriver Service District and $600K to Deschutes Trail Coalition; $1 M budgeted for Mt. Bachelor will be paid in
FY24
D Payments to COVA based on a percent of TRT collections
E Includes -$3.5M for Interfund Payments to the General County Reserve Fund
F The balance of the 1 % F&E TRT is transferred to F&E reserves
G Transfer projected to be lower based on decreased Room Tax revenue
VCES COG2< Budget to Actuals Report
ARPA — Fund 200
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget Actuals %
Budget Actuals %
Projection
% $ Variance
Interest on Investments
- 93,961
105,186 234,306 223%
319,460
304% 214,274, A
State & Local Coronavirus Fiscal
19,000,000 14,187,441 75%
24,179,776 '
24,179,776
24,179,776� C
Recovery Funds
Local Assistance & Tribal
- -
2,311,073
4,622,145
a 4,622,145: B
Consistency
TOTAL RESOURCES
19,000,000 14,281,402 75%
105,186 26,725,155 999%: ;
29,121,381
999% ; 29,016,195:
REQUIREMENTS
Services to Disproportionately
Impacted Communities
Administrative
Infrastructure
Negative Economic Impacts
Public Health
TOTAL REQUIREMENTS
Budget Actuals % Budget Actuals %
20,650,098
5,242,251
25%
15,394,824
8,894,264
58%
5,281,005
143,079
3%
4,317,328
129,342
3%
2,050,000
527,275
26%
1,634,710
648,353
40%
6,285,840
5,488,685
87% 0
899,577
674,792
75%
3,733,057
2,786,152
75%
882,922
892,210
101%
38,000,000
14,187,441
37%
23,129,361
11,238,960
49% ;
Projection % $ Variance
15,394,824 100% D
4,317,328 100% ° E
1,634,710 100% F
i
899,577 100% ° G � o
882,922 100% ° H
23,129,361 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance 19,000,000 14,137 0% : 23,024,175 108,098 0% 108,098 0% :(22,916,077):
Resources over Requirements (19,000,000) 93,961 (23,024,175) 15,486,195 5,992,020 29,016,195,
Net Transfers - In (Out) - - -
TOTAL FUND BALANCE ° _ $ 108,098 999% ; $ 15,594,293 999% ; $ 6,100,118 999% ; $6,100,118;
A Investment Income projected to come in higher than budget
B A budget adjustment for additional Local Assistance & Tribal Consistency funds is forthcoming
C The revenue received in FY22, but unspent at 06.30.22, was recorded as Deferred Revenue and recognized in FY23
D Includes $6.77M in childcare/early education funding, $6.9M in housing support for unhoused persons and over $7.3M in affordable housing projects
E Administration holds the balance of the ARPA funds, as well as an approved Management Analyst for ARPA reporting and administration
F Consists of modernization of irrigation systems, Terrebonne wastewater system, and a regional broadband infrastructure needs and assessment
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
H 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
-VES ` 2� Budget to Actuals Report
.,�. Justice Court - Fund 220
FY23 YTD March 31, 2023 (unaudited)
75.0%
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
381,859 73% 525,000 100%
Interest on Investments
95
45
48% 32
414 999% 530 999% = 498!A
Miscellaneous
737
365
50% -
- -
TOTAL RESOURCES
550,832
494,676
90% 525,032
382,273 73% ; 525,530 100% ; 498;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
577,209
541,792
94%
569,648
432,192
76%
574,604 101%
(4,956);
Materials and Services
158,933
149,011
94%
161,535
114,248
71% '
161,535 100%
B
TOTAL REQUIREMENTS
736,142
690,802
94%
731,183
546,440
75%
736,139 101% ;
(4,956);
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
Transfers In -TRT
240,956
196,126
81%
263,217
197,406
75%
263,217 100%
-
TOTAL TRANSFERS
240,956
196,126
81%
263,217
197,406
75% ;
263,217 100% ;
Resources over Requirements ;
(185,310)
(196,126)
(206,151)
(164,168)
(210,609)
(4,458):
Net Transfers - In (Out)
240,956
196,126
263,217
197,406
263,217
TOTAL -,
$ 55,646
-
0%
$ 57,066
$ 33,238
58% ;
$ 52,608 92%
($4,458);
A Investment Income projected to come in higher than budget
B One time yearly software maintenance fee paid in July for entire fiscal year
TES ` 1' Budget to Actuals Report
C� 0
1.
-�®. Sheriff's Office - Fund 255
FY23 YTD March 31, 2023 (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
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
28,448,529
28,828,746 101% a
30,282,049
29,551,917
98% _
30,239,651 100%
(42,398); A
1 11,813,562
11,962,302 101% i
13,400,541
13,007,210
97% i '
13,313,046 99% !
(87,495); B
3,993,964
4,407,029 110% a
4,607,630
4,195,268
91%
4,946,564 107% a
338,934� C
330,000
288,862 88%
330,000
220,574
67% 0
330,000 100% a
1 145,000
118,145 81%
145,000
91,142
63% a
145,000 100%
147,416
96,152 65%
89,119
221,920
249%
285,500 320%
196,381! C
69,274
24,356 35%
22,716
56,945
251%
68,960 304%
46,244! D
I
-
�
P
15,070
-
-
I I
1
1
-
36,317
-
-
-
44,947,745
45,776,980 102% ;
48,877,055
479344,976
97% ;
49,328,721 101% ;
451,666:
REQUIREMENTS Budget Actuals % Budget Actuals %
Digital Forensics
-
808,610
592,446
73%
Concealed Handgun Licenses
-
-
I
335,044
241,876
72%
Rickard Ranch 1
-
264,871
141,470
53%
Sheriff's Services I
4,002,499
4,208,992 105%
5,863,885
3,757,911
64%
Civil/Special Units
1,154,204
1,112,473 96%
1,168,300
849,639
73%
Automotive/Communications I
3,576,342
3,738,777 105%
4,005,888
2,536,913
63%
Detective I
3,029,130
3,013,632 99%
3,583,825
2,967,910
83%
Patrol 1
14,015,461
13,440,565 96%
14,640,315
10,445,799
71%
Records I
1,025,023
735,218 72%
944,493
501,574
53%
Adult Jail 1
21,033,697
18,807,184 89%
22,069,320
15,126,374
69%
Court Security
444,617
431,758 97%
424,769
403,821
95%
Emergency Services
789,912
543,303 69%
829,997
390,100
47%
Special Services
1,775,588
2,053,196 116% a
2,047,792
1,713,997
84% °
Training
1,626,207
1,786,439 110%
1,907,588
1,179,886
62%
Other Law Enforcement I
1,389,684
1,510,925 109%
820,836
683,412
83%
Non - Departmental I
299,998
- 0%
-
-
0%
TOTAL REQUIREMENTS
54,162,360
51,382,461 95%
59,715,533
41,533,128
70% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Transfer In - TRT
3,651,787
3,651,787 100%
3,651,787
2,738,835
75%
Transfer In - General Fund I
121,950
121,950 100%
70,000
52,497
75%
Transfers Out - Debt Service
(273,000)
(272,491) 100%
(273,200)
(65,089)
24%
TOTAL TRANSFERS
3,500,737
3,501,246 100% ;
3,448,587
2,726,243
79% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Beginning Fund Balance
17,874,511
I
17,266,520 97%
i
14,414,541
15,162,285 105%
1
Resources over Requirements
(9,214,615)
(5,605,481)
(10,838,478)
5,811,848
Net Transfers - In (Out)
3,500,737
I
3,501,246
I
3,448,587
2,726,243
1
TOTAL FUND BALANCE
$ 12,160,633
$ 15,162,285 125% ;
$ 7,024,650
$ 23,700,376 337% ;
Projection
%
$ Variance
789,644
98%
18,966�
I
I
326,804
�
1
98%
8,240,
264,871
I
100%
1
1
5,172,145
�
I
88%
691,740!1
1
1,082,781
I
I
93%
85,519:
3,902,719
�
1
97%
103,169!1
3,941,343
�
I
110%
I
(357,518)!1
14,696,309
1
100%
I
(55,994)aI
693,695
�
73%
250,798!1
21,662,166
�
I
98% 0
I
407,154! E
538,116
�
127% '
1
(113,347)!
1
642,989
�
I
77%
187,008!
2,429,126
�
1
119%
(381,334)!1
1,901,401
�
I
100%
6,187a1
1,031,721
�
I
126%
(210,885)!I
-
I
100%
1
59,075,830
99% ;
639,703:
Projection % $ Variance
3,651,787 100%
� I t
70,000 100%
� 1 �
(273,200) 100%
3,448,587 100% ;
Projection % $ Variance
15,162,285 105% - 747,744�
� I I
(9,747,109) 1,091,369,
I I
t
3,448,587
$ 8,863,763 126% ; $1,839,113:
Note: Vacant positions are driving projected department savings, with other fluctuations causing projected budget overages
A Current year taxes received primarily in November, February and May; actual FY22-23 TAV is 5.50% over FY21-22 vs. 5.55% budgeted
B Current year taxes received primarily in November, February and May; actual FY22-23 TAV is 4.79% over FY21-22 vs. 5.45% budgeted
C Investment Income projected to come in higher than budget
D Investment Income projected to come in higher than budget
E Savings due to vacant positions
ES COG�< Budget to Actuals Report
Health Services Fund 274
FY23 YTD March 31, 2023 (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
75.0%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection
% $
Variance
17,641,302
16,634,837
94%
22,223,536
18,473,565
83%
19,259,801
87% (2,963,735):
8,947,837
11,776,144
132%
12,882,624
9,959,640
77% ,
12,115,681
94%
(766,943)
4,129,465
3,518,729
85%
8,901,719
6,160,271
69%
7,943,579
89% _
(958,140)
3,627,151
4,032,343
111%
3,232,620
3,312,660
102%
5,002,172
155%
1,769,552
4,303,483
4,090,251
95%
2,615,634
1,498,723
57%
2,551,727
98%
(63,907)
1,936,838
3,350,227
173%
2,332,031
2,077,473
89%
2,012,022
86%
(320,009)!
1,086,019
1,213,172
112%
1,238,499
1,202,335
97%
1,346,549
109%
108,050!
884,036
866,362
98%
1,169,317
1,761,026
151%
2,093,626
179%
924,309!
843,050
777,348
92% !
807,530
856,673
106%
1,142,142
141%
334,612!
468,415
538,392
115%
615,644
491,209
80%
669,029
109%
53,385:
1,014,100
750,524
74%
430,863
498,871
116%
665,321
154%
234,458!
172,200
194,470
113% °
337,614
155,417
46%
206,477
61%
(131,137)!
280,000
342,960
122%
300,000
246,242
82%
324,251
108%
24,251
157,000
199,100
127%
177,574
97,070
55% a
177,574
100%
173,030
178,331
103%
173,030
63,178
37%
63,178
37%
(109,852)!
127,000
127,000
100%
127,000
127,000
100%
127,000
100%
152,634
118,228
77%
125,000
115,610
92%
154,147
123%
29,147!
156,549
101,438
65%
97,750
282,088
289% 0
380,950
390%
283,200!
2,627,291
38,587
1%
-
-
-
48,727,400
48,848,440
100% ;
57,787,985
47,379,049
82%
56,235,226
97% (1,552,759);
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Administration Allocation
-
-
-
-
0%
-
0%
-
Personnel Services
43,994,358
39,393,426
90%
50,658,752
35,457,773
70% '
47,582,300
94%
3,076,452
Materials and Services
14,721,284
12,243,043
83%
19,902,800
9,461,766
48% a
16,439,155
83%
3,463,645
Capital Outlay
157,000
82,128
52%
457,575
327,179
72%
444,931
97%
12,644
TOTAL REQUIREMENTS
58,872,642
51,718,597
88%
71,019,127
45,246,718
64%
64,466,386
91%
6,552,741:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Transfers In- General Fund
5,909,168
5,909,168 100%
6,608,245
4,956,102
75%
5,435,840 82% (1,172,405);
Transfers In- OHP Mental Health
-
-
1,473,586
368,382
25% !
544,943 37% (928,643)
Transfers In - TRT
444,417
444,417 100% •
418,417
313,812
75%
418,417 100%
Transfers Out
(230,755)
(230,755) 100%
(492,306)
(431,898)
88%
(492,306) 100%
TOTAL TRANSFERS
6,122,830
6,122,830 100% ;
8,007,942
5,206,398
65%
5,906,894 74% (2,101,048);
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection % $ Variance
Beginning Fund Balance
10,033,946
10,689,975 107%
11,228,719
13,942,649 124%
13,942,649 124% 2,713,929,
Resources over Requirements
(10,145,242)
(2,870,157)
(13,231,142)
2,132,331
(8,231,160) 4,999,982,
Net Transfers - In (Out)
6,122,830
6,122,830
8,007,942
5,206,398
5,906,894 (2,101,048)!
TOTAL FUND BALANCE .
$ 6,011,534
$ 13,942,649 232% ;
$ 6,005,519
$ 21,281,378 354% ; $ 11,618,382 193% ; $5,612,863:
uTESCpG2{ Budget to Actuals Report
Health Services - Ac�rr>lin - Fund274
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget
Actuals
%
Budget
Actuals %
Projection %
$ Variance
Federal Grants
1,438,843
1,183,981
82%
454,405
421,394 93%
609,128 134%
154,723� A
State Grant
769,319
493,270
64%
379,180
341,655 90%
149,944 40%
(229,236); B
OHP Capitation
-
436,443
367,074
306,713 84%
367,074 100%
Other
9,200
12,146
132%
160,495
156,577 98%
162,949 102% =
21454
Interest on Investments
156,549
101,438
65%
97,750
282,088 289% a
380,950 390%
283,200-
CCBHC Grant
486,804
6,938
1%
-
-
-
Patient Fees
-
1,124
TOTAL RESOURCES
2,860,715
2,235,340
78%
1,458,904
1,508,427 103% ; ;
1,670,045 114% ;
211,141:
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
6,904,224
5,832,219 84%
6,738,820
4,422,049 66%
6,030,564
89% 708,256- C
Materials and Services
6,580,649
6,134,705 93%
7,010,683
4,951,668 71%
6,946,024
99% 64,659!
Administration Allocation
(10,188,902)
(10,188,901) 100%
(11,228,846)
(5,530,452) 49%
(11,228,846)
100%
TOTAL REQUIREMENTS
3,295,971
1,778,023 54%
2,520,656
3,843,266 152% ;
1,747,742
69% 772,915:
TRANSFERS Budget
Actuals % Budget
Actuals
%
Projection % $ Variance
Transfers In- OHP Mental Health
- 80,771
20,190
25%
- 0% (80,771); D
Transfers Out (219,794)
(219,794) 100% (230,635)
(172,971)
75%
(230,635) 100%
TOTAL TRANSFERS (219,794)
(219,794) 100% ; (149,864)
(152,781)
102% ; ;
(230,635) 154% ; (80,771);
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
3,552,000
3,769,942 106%
3,884,332
4,007,465 103% ,
4,007,465 103% - 123,133-
Resources over Requirements
(435,256)
457,318
(1,061,752)
(2,334,839)
(77,697) 984,056:
Net Transfers - In (Out)
(219,794)
(219,794)
(149,864)
(152,781)
(230,635) (80,771)
TOTAL FUND BALANCE
$ 2,896,950
$ 4,007,465 138% ;
$ 2,672,716
$ 1,519,845 57% ;
$ 3,699,134 138% ; $1,026,418:
A Projection includes unbudgeted FEMA carryforward from FY22 for vaccine clinics and outreach.
g Projected revenue is less than actuals received because the projection excludes unearned revenue.
C Personnel projections based on year to date vacancy savings and assume 3% moving forward.
D Transfers In from OHP Mental Health Reserves will occur at end of year. No funds are currently projected to be transferred to Admin Services.
ESCpG2< Budget t® Actuals Report
Health Services - Behavioral Health -Fund 274 75.0%
FY23 YTn March 31, 2023 (unaudited)
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection
%
$ Variance
State Grant
11,907,014
12,160,202 102%
15,718,843
13,754,183
88% _
12,723,710
81% _
(2,995,133); A
OHP Capitation
8,947,837
11,339,701 127%
12,515,550
9,652,927
77%
11,748,607
94%
(766,943); B
State Miscellaneous
1,934,643
1,712,171 89%
8,027,373
5,845,958
73%
7,264,424
90%
(762,949); C
OHP Fee for Service
3,627,151
4,009,351 111%
3,214,360
3,290,720
102%
4,972,909
155%
1,758,549, B
Federal Grants
2,725,623
2,781,433 102%
2,017,169
1,005,729
50% a
1,775,428
88%
(241,741)
Local Grants
1,093,055
1,378,335 126%
1,475,139
1,190,920
81%
1,255,734
85%
(219,405): E
Other
682,180
668,038 98%
719,670
541,482
75% ,
721,325
100%
1,655!
Patient Fees
372,115
431,526 116%
519,344
387,165
75% _
516,300
99%
(3,044)
Medicaid
1,014,100
750,524 74%
430,863
498,871
116% a
665,321
154%
234,458!
State - Medicare
172,200
194,470 113%
337,614
155,417
46% e
206,477
61%
(131,137)!
Liquor Revenue
157,000
199,100 127%
177,574
97,070
55%
177,574
100%
Divorce Filing Fees
173,030
178,331 103%
173,030
63,178
37% a
63,178
37%
(109,852); D
Interfund Contract- Gen Fund
127,000
127,000 100%
127,000
127,000
100% !
127,000
100%
CCBHC Grant
2,140,487
31,649 1%
-
-
TOTAL RESOURCES
35,073,435
35,961,830 103% ;
45,453,529
36,610,620
81% ;
42,217,987
93%
(3,235,542);
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection
%
$ Variance
Administration Allocation
7,523,855
7,523,855 100%
8,265,132
4,088,436
49% ;
8,265,132
100%
Personnel Services
26,606,065
24,513,386 92%
32,453,031
23,264,728
72% '
30,833,691
95%
1,619,340! F
Materials and Services
4,882,963
3,690,305 76%
10,260,652
3,496,557
34%
6,764,062
66%
3,496,589
Capital Outlay
80,000
54,752 68%
225,443
137,905
61% E
216,855
96%
8,588!
TOTAL REQUIREMENTS ;
39,092,883
35,782,298 92%
51,204,258
30,987,626
61% ,
46,079,740
90%
5,124,518:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection
% $ Variance
Transfers In -General Fund
2,278,087
2,278,087 100%
2,231,439
1,673,541
75% _
1,227,695
55% (1,003,744); G
Transfers In- OHP Mental Health
-
- !
1,392,815
348,192
25%
544,943
39% (847,872); H
Transfers Out
(10,961)
(10,961) 100%
(152,921)
(150,177)
98% '
(152,921)
100%
TOTAL TRANSFERS
2,267,126
2,267,126 100% ;
3,471,333
1,871,556
54% ;
1,619,717
47% (1,851,616);
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection
% $ Variance
Beginning Fund Balance
3,612,014
3,870,664 107%
4,788,795
6,317,144
132%
6,317,144
132% 1,528,349,
Resources over Requirements
(4,019,448)
179,532
(5,750,729)
5,622,994
(3,861,753)
1,888,976;
Net Transfers - In (Out)
2,267,126
2,267,126
3,471,333
1,871,556
1,619,717
(1,851,616);
TOTAL FUND BALANCE
$ 1,859,692
$ 6,317,322 340% ;
$ 2,509,399
$ 13,811,694 550% ; ;
$ 4,075,107 162% ; $1,565,708:
A Increase of $1.1 M related to new funds for Aid & Assist ($431 K), a cost of living adjustment ($358K), and carryforward revenue from FY22 ($455k).
Projected revenue is less than actuals received because the projection excludes unearned revenue.
B A new System of Care wraparound payment was budgeted as part of OHP Capitation, but is coming in as OHP Fee for Service.
C Vacancies in I/DD are estimated to result in lower State Miscellaneous revenue than budgeted. Projected revenue is less than actuals received
because the projection excludes unearned revenue.
D Mediation Program will no longer be managed within Health Services, so funds are transferred out of Health Services
E Projected revenue is less than actuals received because the projection excludes unearned revenue.
F Personnel projections based on year to date vacancy savings and assume 10% moving forward.
G Estimating Behavioral Health will return approximately $1M return of County General Funds in FY23.
H Transfers In from OHP Mental Health Reserves will occur at end of year. Fewer funds are currently projected to be transferred to Behavioral Health
than budgeted.
Q`�uTESCOGZ< Budget to Actuals Report
Health Services - Public Health - Fund 274
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022 M
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
State Grant
4,964,969
3,981,365 80%
6,125,513
4,377,727 71%
6,386,147 104% a
260,634- A
Environmental Health Fees
1,086,019
1,213,172 112%
1,238,499
1,202,335 97% a
1,346,549 109% :
108,050-
State Miscellaneous
2,194,822
1,806,557 82%
874,346
314,313 36% I
679,155 78%
(195,191); B
Local Grants
843,783
1,971,892 234% <
856,892
886,553 103% -
756,288 88%
(100,604); C
State - Medicaid/Medicare
843,050
777,348 92%
807,530
856,673 106% -
1,142,142 141%
334,612- D
Vital Records
280,000
342,960 122%
300,000
246,242 82% I
324,251 108%
24,251
Other
192,656
186,177 97%
289,152
1,062,966 368% °
1,209,352 418%
920,200, E
Federal Grants
139,017
124,837 90%
144,060
71,600 50% '
167,171 116% -
23,111-
State Shared- Family Planning
152,634
118,228 77%
125,000
115,610 92%
154,147 123%
29,147,
Patient Fees
96,300
105,742 110%
96,300
104,044 108%
152,729 159%
56,429�
OHP Fee for Service
-
22,993
18,260
21,940 120%
29,263 160%
11,003�
TOTAL RESOURCES
10,793,250
10,651,270 99%
10,875,552
9,260,002 85%
12,347,194 114% ;
1,471,642:
REQUIREMENTS Budget Actuals % Budget Actuals %
Projection %
$ Variance
Administration Allocation 2,665,047 2,665,046 100% 2,963,714 1,442,016 49%
2,963,714 100%
Personnel Services 10,484,069 9,047,822 86% 11,466,901 7,770,995 68% 6
10,718,045 93%
748,856! F
Materials and Services 3,257,672 2,418,033 74% 2,631,466 1,013,540 39%
2,729,069 104%
(97,603); G
Capital Outlay 77,000 27,376 36% 232,132 189,275 82%
228,076 98%
4,056-
TOTAL REQUIREMENTS 16,483,788 14,158,277 86% ; 17,294,213 10,415,826 60%
16,638,904 96%
655,309;
TRANSFERS Budget Actuals % Budget Actuals %
Projection %
$ Variance
Transfers In -General Fund 3,631,081 3,631,081 100% 4,376,806 3,282,561 75%
4,208,145 96%
(168,661): H
Transfers In - TRT 444,417 444,417 100% 418,417 313,812 75% a
418,417 100%
Transfers Out - - (108,750) (108,750) 100%
(108,750) 100%
TOTAL TRANSFERS 4,075,498 4,075,498 100% ; 4,686,473 3,487,623 74%
4,517,812 96%
(168,661);
FUND BALANCE Budget Actuals % Budget Actuals %
Projection %
$ Variance
Beginning Fund Balance 2,869,932 3,049,370 106% = 2,555,592 3,618,039 142%
3,618,039 142%
11062,447,
Resources over Requirements (5,690,538) (3,507,006) (6,418,661) (1,155,824)
(4,291,710)
2,126,951
Net Transfers - In (Out) 4,075,498 4,075,498 4,686,473 3,487,623
4,517,812
(168,661)
TOTAL FUND BALANCE $ 1,254,892 $ 3,617,861 288% ; $ 823,404 $ 5,949,839 723% ; ;
$ 3,844,141 467% ; $3,020,737:
A Carryforward of unbudgeted funds are related to vacancies in COVID Team and Public Health Modernization;
Includes additional funds for Problem
Gambling
B Projected revenue is less than actuals received because the projection excludes unearned revenue.
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. Projected revenue is less than actuals received because the projection excludes unearned revenue.
D Medicaid revenue trending more than budgeted for the Family Support Services - Nurse Home Visiting Programs
E Revenue over budget is related to receipt of additional Opioid Settlement funds for years 1-3 of two settlements. Currently the resources
are not
obligated, and will fall to fund balance.
F Personnel projections based on year to date vacancy savings and assume 6% moving forward.
G Increase in expenditures related to additional funds in Prevention Services, including Tobacco Prevention, Diabetes Prevention, and
Alcohol and
Drug Prevention. Also includes estimated isolation motel expenses and increase MAC/TCM match amounts.
H Due to Health Officer vacancy, anticipate returning associated County General Fund ($168K).
TES CaG�< Budget to Actuals Report
Community Development - Fund 295
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection
%
$ Variance
Admin - Operations
138,716
153,688 111%
153,445
114,178
74%
154,095
100%
650a
Code Compliance
842,906
995,865 118%
1,171,592
707,555
60%
994,467
85%
(177,125); A
Building Safety
3,819,940
4,325,818 113%
4,821,160
3,123,962
65%
4,088,100
85%
(733,060); A
Electrical
914,750
979,129 107%
1,022,005
564,701
55%
772,505
76%
(249,500)� A
Onsite Wastewater
1,056,678
983,462 93%
1,017,678
531,183
52%
705,573
69%
(312,105): A
Current Planning
1,980,521
2,223,570 112% a
2,425,334
1,405,784
58%
1,933,184
80%
(492,150); A
Long Range Planning
826,806
880,902 107%
1,064,305
623,605
59%
864,478
81%
(199,827)� A
TOTAL RESOURCES
9,580,316
10,542,434 110% ;
11,675,519
7,070,967
61%
9,512,402
81%
(2,163,117);
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Admin - Operations
3,137,795
2,960,981
94%
3,432,980
2,259,967
66%
3,035,185
88%
397,795: B
Code Compliance
617,012
618,343
100% °
805,614
539,293
67%
722,886
90%
82,728! B
Building Safety
2,284,444
2,022,820
89%
2,538,721
1,395,012
55%
1,926,950
76%
611,771: B
Electrical
556,531
553,223
99%
641,837
397,985
62%
539,095
84%
102,742! B
Onsite Wastewater
765,935
643,079
84%
753,369
538,872
72%
732,669
97%
20,700!
Current Planning
1,769,333
1,589,882
90%
2,062,044
1,128,717
55%
1,563,134
76% a
498,910! B
Long Range Planning
847,839
575,615
68%
998,739
644,751
65%
911,439
91%
87,300!
TOTAL REQUIREMENTS
9,978,889
8,963,943
90%
11,233,304
6,904,597
61%
9,431,358
84%
1,801,946:
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
Transfers In - General Fund
290,000
170,661 59%
160,000
100,555
63%
160,000 100%
- C
Transfers In - CDD Electrical
-
-
-
85,000
107,631
107,631 ! D
Reserve
Transfers Out
(99,360)
(99,360) 100%
(112,619)
(84,438)
75%
(112,619) 100%
Transfers Out - CDD Reserve
(461,262)
(1,230,508) 267%
(958,966)
(772,993)
81%
(907,241) 95%
51,725- E
TOTAL TRANSFERS
(270,622)
(1,159,207) 428% ;
(911,585)
(671,876)
74%
(752,229) 83%
159,356:
FUND BALANCE Budget Actuals % Budget
Actuals % Projection % $ Variance
Beginning Fund Balance 1,432,367 1,749,673 122% 2,096,504
2,168,956 103% 2,168,956 103% 72,452-
Resources over Requirements (398,573) 1,578,491 442,215
166,370 81,044 (361,171)
Net Transfers - In (Out) (270,622) (1,159,207) (911,585)
(671,876) (752,229) 159,356
TOTAL FUND BALANCE $ 763,172 $ 2,168,956 284% ; $ 1,627,134
$ 1,663,451 102% ; $ 1,497,771 92% ; ($129,363);
A YTD revenue collection is lower than anticipated due to application volume decrease
B Projections reflect unfilled positions
C $40K to Current Planning will be transferred as needed
D Transfer in from reserves anticipated due to revenue collection less than anticipated
E Transfer out projection increased due to reduced expenditures related to unfilled FTE
Oy`�v(ES C0G;< Budget to Actuals Report
Road - Fund 325
FY23 YTD March 31, 2023 (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
State Miscellaneous
Assessment Payments (P&I)
Revenue Not Assigned
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2022
Fiscal
Year 2023
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
17,485,000
19,740,504 113% ;
19,483,147
15,298,702
79%
20,103,788 103%
620,641, A
2,096,751
2,195,918 105% !
2,200,000
2,239,616
102%
2,239,616 102%
39,616! B
1,221,632
1,254,413 103% a
1,311,901
342,783
26%
1,300,901 99% a
(11,000)
627,207
792,420 126% i
882,502
-
0%
- 0%
(882,502)
449,150
341,833 76%
426,000
345,267
81% ,
474,833 111%
48,833
560,000
155,269 28%
403,731
266,129
66%
399,488 99%
(4,243)
67,340
68,747 102%
77,610
54,186
70%
84,410 109%
6,800-
59,109
55,083 93%
54,172
79,163
146% -
103,110 190% 0
48,938, C
60,000
148,267 247% a
50,000
20,429
41%
50,000 100%
-
- !
-
20,000
20,000
20,000-
3,460
16,052 464% a
4,272
'
6,200
6,200, D
-
- r
-
-
'
792,322
792,322
22,629,649
24,768,506 109% ;
24,889,063
18,670,545
75%
25,574,669 103% ;
685,606,
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Personnel Services
6,916,229
6,751,810
98%
7,802,271
5,323,517
68%
7,309,479
94%
492,792, E
Materials and Services
7,843,400
6,877,560
88%
8,246,700
3,760,924
46%
8,192,511
99% a
54,189!
Capital Outlay
264,500
141,754
54%
140,025
92,337
66%
137,109
98%
2,917!
TOTAL REQUIREMENTS
15,024,128
13,771,124
92%
16,188,996
9,176,778
57%
15,639,098
97%
549,897;
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
7,806,356
132%
7,806,356 132%
1,913,390-
Resources over Requirements
7,605,521
10,997,382
8,700,067
9,493,767
9,935,571
1,235,503°
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
$ 7,806,356
350% ;
$ 2,262,898
$ 9,859,348
436% ;
$ 5,411,791 239% ;
$3,148,893:
A Updated fall projection per AOC/CRP
B Actual payment higher than budget
C Investment Income projected to come in higher than budget
D Updated based on YTD actuals trending higher than budgeted
E Projected Personnel savings based on FY23 average vacancy rate of 6.8%
oy`'�3(ESC-0' Budget to Actuals Report
Adult P&P - Fund 355
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022
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
3,550,840 75% a
4,734,453 100%
I
CJC Justice Reinvestment
781,597
I
892,038 114% °
892,038
I@
943,172 106% ,
I
943,171 106% °
f
51,133- A
I
DOC Measure 57
255,545
I
244,606 96%
244,606
l i
271,606 111% -
I
271,606 111% °
1
27,000, B
I
State Miscellaneous
138,000
1
96,068 70% °
123,453
I P
44,771 36%
I
100,000 81%
I
(23,453); C
I
Interfund- Sheriff
50,000
I
55,000 110%
50,000
P I
37,500 75%
I
50,000 100%
1
Gen Fund/Crime Prevention
50,000
50,000 100%
50,000
- 0%
50,000 100% °
1
Oregon BOPPPS
24,281
I
20,318 84%
20,318
I I
- 0% _
I
- 0%
I
(20,318); D
Interest on Investments
45,193
19,125 42%
18,151
47,149 260%
63,680 351%
45,529- E
Electronic Monitoring Fee I
2,500
280 11%
500
607 121% a
800 160% -
300- F
1
Miscellaneous
500
I
3,904 781% °
500
I B
99 20%
1
500 100% -
I
-
I
DOC-Family Sentence Alt
118,250
58,958 50%
Probation Work Crew Fees I
1,500
- 0%
Probation Supervision Fees
170,000
I
3,606 2%-
B I
I
1
TOTAL RESOURCES
5,840,250
6,178,356 106% ;
6,134,018
4,895,742 80%
6,214,210 101% ;
80,192;
REQUIREMENTS
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Personnel Services
5,379,503
4,864,354 90%
5,683,822
3,674,693 65%
4,852,339 85%
831,483- G
Materials and Services
1,700,412
1,528,224 90%
1,883,614
1,198,902 64%
1,809,942 96% °
73,672- H
Capital Outlay
-
-
8,475
8,475 100% °
42,063 496% °
(33,588)°
TOTAL REQUIREMENTS
7,079,915
6,392,578 90%
7,575,910
4,882,071 64% ;
6,704,344 88%
871,566:
TRANSFERS
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Transfers In- General Funds
662,046
662,045 100%
536,369
402,264 75%
536,369 100%
Transfer to Vehicle Maint
(190,974)
(190,974) 100% a
(69,277)
(51,957) 75%
(69,277) 100%
Transfers Out
-
-
(199,560)
(199,560) 100% ° °
(199,560) 100% °
TOTAL TRANSFERS
471,072
471,071 100% ;
267,532
150,747 56%
267,532 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
2,739,775
2,982,055 109%
3,100,000
3,238,905 104%
3,238,905 104%
138,904-
Resources over Requirements
(1,239,665)
(214,221)
(1,441,892)
13,671
(490,133)
951,759!
Net Transfers - In (Out)
1
471,072
471,071
1
267,532
150,747 1 1
I I
267,532 I
I
1
1
TOTAL FUND BALANCE ;
$ 1,971,182
$ 3,238,905 164% ;
$ 1,925,640
$ 3,403,323 177% ;
$ 3,016,303 157% ; $1,090,663:
A Received additional JRI funding
for training, equity
plan, and community engagement.
B DOC has increased funds for M57. Deschutes County received an additional $27K for housing and curriculum
training.
C Close out of Adult Treatment Court. No longer
accepting new clients.
D Hearings officer agreement with board of supervision is payment in even year. Payment
will come next year.
E Investment Income projected to come in higher than budget
F Received additional electronic
monitoring restitution payments.
G Projected Personnel savings based
on FY23 average vacancy rate of 13.9%
H Adult Treatment Court Closure
and based on
other expense trends.
o�wTES <'nG�< Budget to Actuals Report
Road CIP -Fund 465 75.0%
FY23 YTD March 31, 2023 (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% a 267,106 15% _ (1,551,394): A
Interest on Investments 279,729 124,832 45% 124,563 243,885 196% 323,870 260% 199,307, B
TOTAL RESOURCES 2,471,190 1,124,832 46% 1,943,063 243,885 13% ; 590,976 30% ; (1,352,087);
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Materials and Services 109,870 109,870 100% 127,640 95,730 75% 127,640 100% .
Capital Outlay 29,612,821 7,996,247 27% 28,259,526 13,943,200 49% a 22,785,981 81% 5,473,545
TOTAL REQUIREMENTS ; 29,722,691 8,106,117 27% 28,387,166 14,038,930 49% 22,913,621 81% 5,473,545:
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Transfers In
12,193,917
10,672,113
88%
14,230,313
4,889,361
34%
14,131,212
99% ;
(99,101)
TOTALTRANSFERS
12,193,917
10,672,113
88%
14,230,313
4,889,361
34%
14,131,212
99% ;
(99,101);
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-
Resources over Requirements
(27,251,501)
(6,981,285) (26,444,103)
(13,795,046)
(22,322,645) 4,121,458!
Net Transfers - In (Out)
12,193,917
10,672,113 14,230,313
4,889,361
14,131,212 (99,101)
TOTAL FUND BALANCE
$ 5,316,460
$ 27,223,832 512% ; $ 12,334,484
$ 18,318,147 149% ;
$ 19,032,399 154% ; $6,697,915:
A $1M was budgeted in FY23, but received in FY22
B Investment Income projected to come in higher than budget
,,uTES CMG Budget to Actuals Report
Road CIP (Fund 465) - Capital Outlay Summary by Project 75.0%
FY23 YTD March 31, 2023 (unaudited) Year Completed
Fiscal Year 2022 Fiscal Year 2023
Budget Actuals % Budget Actuals % Proiection % $ Variance
Terrebonne Refinement Plan
; $ 10,000,000 $
-
$
7,319,310 $
2,200,000
30% $
2,200,000
30% $
5,119,310
US 20 at Tumalo
6,700,000
-
6,700,000
6,700,000
100%
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
793,061
19%
4,017,815
94%
247,401!
Transportation System Plan Update
108,510
86,081
79%
-
39,948
77,100
(77,100)
Gribbling Rd Bridge
279,575
1,110
0%
818,500
90,360
11 % ;
267,106
33%
551,394
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%
985,000
79,505
8%
256,699
26% ':
728,301
Deschutes Mkt Rd/Hamehook Round
671,000
208,367
31 %
1,663,000
461,836
28 % ;
2,305,294
139 % ;
(642,294):
Paving Cottonwood: Us 97 To BSNF RR
618,144
499,075
81 %
Paving Desch Mkt Rd: Yeoman Hamehoo
310,838
-
0%
443,000
0%
-
0%
443,000
Paving Alfalfa Mkt Rd: Mp 4 Dodds
265,000
2,638
1 %
1,200,000
1,788,826
149 %
1,788,826
149 %
(588,826)
Paving Of Hamby Rd: Us 20 To Butler
200,000
1,912
1 %
333,000
999,285
300 %
999,286
300 %
(666,286)
Powell Butte Hwy/Butler Market RB
150,000
38,562
26 %
785,000
140,376
18 % ':
306,153
39 %
478,847
Wilcox Ave Bridge #2171-03 Replacement
100,000
-
0%
160,000
-
0%
0%
160,000;
US 20: Tumalo Mufti -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
32,693
13%
32,693
13°/, 1
213,308E
Slurry Seal2022
-
1,148
-
337,183
337,183
(337,183);
Paving of Rosland Rd: US 20 to Oraf
380,000
-
0%
393,000
103 % ':
(13,000)
Intersection Safety Improvements
-
150,000
-
0%
0%
150,000
Hamehook Rd Bridge 416181 Rehabilitation
-
96,500
-
0%
40,000
41 %
56,500:
NW Lower Bridge Way: 43rd St to Holmes Rd
-
100,000
155
0%
60,000
60 %
40,000
Northwest Way: NW Coyner Ave to NW Altmeter Wy
-
815,000
-
0%
815,000
100%
Slurry Seal 2023
-
300,000
-
0%
300,000
100%
Terrebonne Wastewater System Phase 1
-
1,000,000
-
0% ;
0% ;
1,000,000B
Tumalo Reservoir Rd: OB Riley to Sisemore Rd
-
100,000
-
0% I
35,000
35 % (
65,000
Local Road Pavement Preservation
200,000
-
0%
-
0%
200,000'.0
Paving Butler Market - Hamehook to Powell Butte
1,000,000
Old Bend Rdm Hwy - US 20 to Tumalo
500,000
FY 22 Guardrail Improvements
100,000
114,378
114%-
FY23Guardrail Improvements
-
150,000
0% ':
75,000
50% ':
75,000
Redmond District Local Roads
500,000
-
0%
-
-
-
• c
Bend District Local Roads
500,000
-
0%
-
-
-
- C
Sidewalk Ramp Improvements
75,000
156,557
209 %
50,000
182,670
365 % ;
182,870
365%
(132,670)
Signage Improvements
100,000
1,843
2%
-
97,156
97,156
(97,156)
TOTAL CAPITAL OUTLAY
$ 29,612,821
$ 7,996,247
27%;
$ 28,259,526::
13,943,053
49%;
$ 22,785,981
81%:
$ 6,973,546
A Budgeted in FY 22 in project US 20: Cook Ave/OB Riley Rd (Tumalo)
B This project will be moved to FY 24
C These projects were re -named to Local Road Pavement Preservation
O1E5 ` �{ Budget to Actuals Report
e 0
Solid Waste - Fund 610
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection
%
$ Variance
Franchise Disposal Fees
7,124,000
6,891,500 97%
7,210,000
4,476,385
62% _
7,000,000
97%
(210,000); A
Private Disposal Fees
2,827,000
3,191,189 113% !
3,337,000
2,118,101
63% a
3,020,000
91%
(317,000); A
Commercial Disp. Fee
2,686,000
3,075,123 114%
3,234,000
2,191,562
68%
2,900,000
90%
(334,000); A
i
Franchise 3% Fees
290,000
337,878 117%
305,000
294,828
97%
350,000
115%
45,000, B
Yard Debris
300,000
268,060 89%
290,000
197,142
68%
290,000
100%
C
Miscellaneous
55,000
88,470 161%
70,000
102,343
146%
140,000
200%
70,000, D
Interest on Investments
41,599
27,916 67%
30,498
27,353
90%
36,000
118% :
5,502! E
Special Waste
15,000
37,718 251%
15,000
61,183
408%
70,000
467%
55,000- F
Recyclables
12,000
12,980 108%
12,000
5,554
46%
7,000
58%
(5,000)l G
Leases
1
1 100% -
1
1
100% -
1
100%
TOTAL RESOURCES
13,350,600
13,930,834 104% ;
14,503,499
9,474,452
65%
13,813,001
95%
(690,498),
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Personnel Services
2,754,132
2,694,834 98%
3,277,684
2,209,930
67% _
3,186,927 97% 90,757,
Materials and Services
5,651,103
i
5,192,786 92%
6,473,358
3,556,529
55%
5,927,467 92% 545,891: H
Capital Outlay
53,141
76,304 144%
264,000
145,229
55%
154,000 58% 110,000:1
Debt Service
1,251,615
828,197 66%
1,739,630
745,586
43% 0
1,739,630 100%
TOTAL REQUIREMENTS ; 9,709,991 8,792,122 91% ; 11,754,672 6,657,274 57% 11,008,024 94% ; 746,648:
TRANSFERS Budget Actuals % Budget Actuals % Projection % $ Variance
SW Capital & Equipment (6,029,323) (6,029,323) 100% (5,299,665) (3,050,467) 58% (3,453,962) 65% 1,845,703: J
Reserve
TOTAL TRANSFERS (6,029,323) (6,029,323) 100% ; (5,299,665) (3,050,467) 58% ; ; (3,453,962) 65% 1,845,703;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance 2,972,234 3,957,273 133% 3,107,198 3,066,662 99% 3,066,662 99% (40,535);
Resources over Requirements 3,640,609 5,138,712 2,748,827 2,817,178 2,804,977 56,150-
Net Transfers - In (Out) (6,029,323) (6,029,323) (5,299,665) (3,050,467) (3,453,962) 1,845,703
TOTAL FUND BALANCE $ 583,520 $ 3,066,662 526% ; $ 556,359 $ 2,833,373 509% ; ; $ 2,417,677 435% ; $1,861,318:
A Total disposal fee projections reflect management's best estimate of revenues to be collected. With the completion of some large disposal projects
such as the Stevens Ranch Section 11 and decrease in general private usage, YTD total disposal volumes have tapered and are projected to be
-2% less than the prior year end. Franchise disposal fee payments of $789K 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 and the annual payment from Cascade Disposal
C Revenue is seasonal with higher utilization in summer months
D Proceeds from cell 9 rock excavation have positively impacted miscellaneous revenue
E Investment Income projected to come in higher than budget
F Revenue source is unpredictable and dependent on special clean-up projects of contaminated soil and asbestos (i.e. gas station remediation)
G Recycling material values have dropped
H Projecting to spend less than anticipated due to the timing of services (waste characterization study, mulch grinding, etc.), adding Site Attendants
versus using temporary labor, environmental and general repair and maintenance costs.
I Supplier delays and project postponements for the fencing, pick-up, and Negus kiosks move costs to early next fiscal year; Negus push box
included in the purchase of the loader in Fund 614
j Projection reflects a reduction to the Fund 613 Capital Projects contribution in FY23 to offset reduced revenues and ensure adequate coverage for
FY24 requirements.
o � VT0
ESC { Budget to Actuals Report
C
Fair & Expo -Fund 615 75.0%
FY23 YTn March 31, 2023 (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
605,611
81%
808,000
108%
62,241:
Food & Beverage
513,500
792,639
154%
415,000
706,788
170%
934,000
225%
519,000!1
Rights & Signage
105,000
38,192
36%
105,000
67,584
64%
109,000
104%
4,000!
Storage
77,500
46,525
60%
65,000
35,706
55%
I
46,000
71% a
(19,000)!
Horse Stall Rental I
71,500
66,636
93%
49,000
44,625
91%
110,000
224%
61,000!
i
Camping Fee
19,500
11,675
1
60%
20,000
3,475
1 1
17% _
23,000
1
115%
3,000!1
Interest on Investments
474
5,301
999%
5,221
11,581
222%
15,630
299%
10,409! A
Miscellaneous I
250
2,032
813%
3,554
3,222
91% '
4,155
117%
601!
I
Interfund Payment
30,000
30,000
I
100%
-
-
1 1
-
I
1
TOTAL RESOURCES
1,395,724
1,779,723
128% ;
1,408,534
1,478,592
105% ;
2,049,785
146% ;
641,251;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Personnel Services
1,118,980
1,129,821
101%
1,256,902
910,347
72%
1,177,175
94%
79,727- B
Personnel Services - F&B
181,593
200,062
110%
170,247
65,305
38%
107,867
63%
62,380, C
Materials and Services
818,804
852,050
104%
965,684
799,302
83%
1,073,000
111%
(107,316);
Materials and Services - F&B I
282,500
342,748
121 %
273,950
420,389
153%
489,000
178%
(215,050)
Debt Service
103,000
101,799
99%
101,270
57,050
56%
101,270
100% o
I
TOTAL REQUIREMENTS ;
2,504,877
2,626,480
105% ;
2,768,054
2,252,392
81% ;
2,948,313
107% ;
(180,259);
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection
%
$ Variance
Transfers In - Room Tax
1,093,513
1,049,581
96%
1,101,342
826,002
75%
1,054,254
96%
(47,088): D
Transfers In - Park Fund
30,000
30,000
100%
30,000
22,500
75%
30,000
100%
Transfers In -County Fair
150,000
150,000
100%
-
-
I
-
-
Transfers Out I
(310,777)
(310,777)
100%
(427,215)
(320,409)
75%
(427,215)
100%
TOTAL TRANSFERS
962,736
918,804
95%
704,127
528,093
75%
657,039
93%
(47,088);
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
750,673
923,473 123%
971,352
995,519 102%
995,519 102%
24,167:
Resources over Requirements
(1,109,153)
(846,757)
(1,359,520)
(773,801)
(898,528)
460,992
Net Transfers - In (Out)
962,736
918,804
704,127
528,093
657,039
(47,088)
I
I
I I
I
I
TOTAL FUND BALANCE
$ 604,256
$ 995,519 165% ;
$ 315,960
$ 749,812 237% ; ;
$ 754,031 239% ;
$438,071:
A Investment Income projected to come in higher than budget
B Projected Personnel savings based on FY23 average vacancy rate of 20%
C Projected Personnel based on vacancy savings to date
D Transfers expected to be higher than budget due to increased Room Tax revenue
01ESC0G2� Budget to Actuals Report
Annual County Fair Fund 696
FY23 YTD March 31, 2023 (unaudited)
75.0%
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
782,364 110% a
782,424 110% =
72,424;
Concessions and Catering
385,000
526,737 137%
505,000
815,458 161%
815,461 161% °
310,461-
Carnival
330,000
415,716 126%
385,000
433,682 113%
433,682 113% °
48,682:
Commercial Exhibitors
110,000
86,200 78%
80,000
117,100 146%
117,100 146%
37,100-
Fair Sponsorship
83,500
51,035 61%
61,000
101,370 166% a
109,370 179%
48,370!
State Grant
52,000
53,167 102% -
53,167
53,167 100% -
53,167 100%
a
Rodeo
20,000
24,050 120%
24,000
30,970 129%
30,970 129%
6,970
RN Camping/Horse Stall Rental
25,500
19,815 78%
20,000
17,520 88%
17,520 88%
(2,480)
Livestock Entry Fees
4,500
- 0%
5,000
1,925 39%
2,169 43%
(2,831)
Merchandise Sales
-
5,239
3,500
3,245 93%
3,245 93%
(255)
Interest on Investments
-
2,683
2,713
10,128 373%
14,190 523%
11,477! A
TOTAL RESOURCES
1,560,500
1,922,671 123% ;
1,849,380
2,366,929 128% ; ;
2,379,297 129% ;
529,917.
REQUIREMENTS
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Personnel Services
155,959
36,681 24%
169,445
139,999 83%
182,360 108%
(12,915);
Materials and Services
1,312,172
1,316,102 100%
1,682,585
1,811,727 108%
1,877,585 112%
(195,000)-
TOTAL REQUIREMENTS
1,468,131
1,352,783 92%
1,852,030
1,951,726 105% ;
2,059,945 111% ;
(207,915);
TRANSFERS
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Transfer In -TRT 1%
75,000
75,000 100%
75,000
56,250 75%
75,000 100% -
-
Transfer Out - Fair & Expo
(150,000)
(150,000) 100%
-
-
Transfers Out
-
-
(231,706)
(173,772) 75%
(231,706) 100%
TOTAL TRANSFERS
(75,000)
(75,000) 100% ;
(156,706)
(117,522) 75%
(156,706) 100% ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance
-
(109,033) 999%
384,715
385,854 100%
385,854 100%
1,139,
Resources over Requirements
92,369
569,888
(2,650)
415,203
319,352
322,002-
Net Transfers - In (Out)
(75,000)
(75,000)
(156,706)
(117,522)
(156,706)
TOTAL FUND BALANCE
$ 17,369
$ 385,854 999% ;
$ 225,358
$ 683,535 303% ; ;
$ 548,500 243% ;
$323,142;
A Investment Income projected to come in higher than budget
=C�
j(ES C2a Budget to Actuals Deport
Annual County Fair - Fund 616
Fair 2023
Actuals to
2023
Fair 2022
Date
Projection
RESOURCES
Gate Receipts
$ 782,364
$ -
$ 775,000
Carnival
433,682
-
430,000
Commercial Exhibitors
436,292
-
433,200
Livestock Entry Fees
1,925
-
2,000
RN Camping/Horse Stall Rental
17,392
3 -
17,250
Merchandise Sales
3,245„p
-
2,500
Concessions and Catering
497,366
-
475,000
Fair Sponsorship
126,300
-
64,825
TOTAL FAIR REVENUES
$ 2,298,566
, $ -
$ 2,199,775
OTHER RESOURCES
State Grant 53,167 - 53,167
Interest 5,794 4,094 13,094
Miscellaneous - -
TOTAL RESOURCES $ 2,357,526 $ 4,094 $ 2,266,036
REQUIREMENTS
Personnel 102,763 „.; 46,151 152,153
Materials & Services 1,722,703 41,353 1,962,476
TOTAL REQUIREMENTS $ 1,8253466 $ 87,504 $ 2,114,629
TRANSFERS
Transfer In - TRT 1 %
68,750
18,750
62,500
Transfer Out - F&E Reserve
(96,540) ,
(57,924)
(193,080)
Transfer Out - Fair & Expo
-
TOTAL TRANSFERS
$ (27,790),ti,y
$ (39,174)
$ (130,580Kai
Net Fair
$ 504,270
$ (122,584)
$ 20,827
Beginning Fund Balance on Jan 1 $ 448,151 $ 952,421 $ 952,421
Ending Balance $ 952,421 $ 829,837 $ 973,248
o`��TEs coG�< Budget to Actuals Report
Fair & Expo Capital Deserve - Fund 617 75.0%
FY23 YTD March 31, 2023 (unaudited)
Year Complete
Fiscal Year 2022 �- 'Fiscal Year 2023
RESOURCES Budget Actuals % Budget Actuals % Projection % $ Variance
Interest on Investments 8,544 8,012 94% a 7,414 27,787 375% a 37,140 501% = 29,72& A
Local Government Payments - I - 100,000 ' 277,777 ' 277,777- B
TOTAL RESOURCES 8,544 8,012 94% 7,414 127,787 999% ; 314,917 999% ; 307,503;
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Materials and Services
180,000
8,564
5%
220,000
52,104
24%
220,000 100%
Capital Outlay
388,000
(894)
0%
650,000
150,000
23% '
650,000 100% C
TOTAL REQUIREMENTS ;
568,000
7,670
1%
870,000
202,104
23%
870,000 100% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Projection % $ Variance
Transfers In -TRT 1%
498,901
479,502
96%
501,683
376,254
75%
481,504 96% (20,179); D
Transfers In - Fair & Expo
300,000
300,000
100%
416,437
312,327
75%
416,437 100%
Transfers In -Annual County Fair
-
-
!
231,706
173,772
75%
231,706 100%
TOTAL TRANSFERS
798,901
779,502
98%
1,149,827
862,353
75% ;
1,129,648 98% ; (20,179);
FUND BALANCE Budget Actuals % Budget
Actuals %
Projection %
$ Variance
Beginning Fund Balance 1,101,663 1,029,596 93% 1,299,942
1,809,440 139%
1,809,440 139% a
509,498-
Resources over Requirements (559,456) 342 (862,586)
(74,317) f
(555,083)
307,503!
Net Transfers - In (Out) 798,901 779,502 1,149,827
e a
862,353
o �
1,129,648
�
(20,179)
i
TOTAL FUND BALANCE a $ 1,341,108 $ 1,809,440 135% ; $ 1,587,183
$ 2,597,476 164% ;
$ 2,384,005 150% ;
$796,822:
A Investment Income projected to come in higher than budget
B Awarded a grant for 278k which will help offset the budgeted HVAC replacement expenses
C Capital Outlay appropriations are a placeholder should viable projects be recommended
and approved for construction
D Transfers expected to be higher than budget due to increased Room Tax revenue
o`�V(ES C-0 Budget to Actuals Report
RV Park - Fund 618
FY23 YTD March 31, 2023 (unaudited)
75.0%
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
379,876
63% t
485,212
80%
(119,788)- A
Cancellation Fees 1
-
15,725
1
14,000
5,838
42% a 1
13,466
96%
(534)!
RV Park Fees > 30 Days
10,500
8,499
81% 0
13,000
10,249
79%
11,000
85%
1
(2,000)� B
Washer/Dryer I
5,000
3,476
70% g
I
4,200
3,911
93%
I I
5,061
121%
B
861!
1
Miscellaneous
2,500
3,731
149% •
3,750
1,665
44% • •
2,522
67%
(1,228)•
Vending Machines
2,500
1,021
41%
1,750
1,012
58%
1,500
86%
1
(250)•
Interest on Investments I
2,024
578
29%
552
1,992 361% _
2,740 496% :
2,188, C
TOTAL RESOURCES
517,524
584,713
113% ;
642,252
404,542
63%
521,501
81%
(120,751);
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Personnel Services
19,456
1,643 8%
111,153
56,609
51%
84,397 76%
26,756- D
Materials and Services
�
310,805
242,863 78%
259,755
142,996
55%
198,217 76%
61,538-
Debt Service
221,927
1
221,629 100% •
223,273
165,533
I I
74%
I
223,273 100% •
I
-
TOTAL REQUIREMENTS ;
552,188
466,135 84%
594,181
365,138
61%
505,887 85%
88,294:
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfers In - Park Fund
160,000
160,000 100% -
160,000
160,000
100% -
160,000 100%
Transfers In - TRT Fund
20,000
20,000 100% •
20,000
14,994
75%
20,000 100%
Transfer Out - RV Reserve
(132,042)
(132,042) 100% •
(261,566)
(196,173)
75% •
(261,566) 100%
TOTAL TRANSFERS
47,958
47,958 100% ;
(81,566)
(21,179)
26%
(81,566) 100% ;
FUND BALANCE Budget Actuals % Budget Actuals % Projection % $ Variance
Beginning Fund Balance
_ - 116,415
166,536 143% •
166,536 143% • 50,121•
Resources over Requirements
(34,664) 118,578 48,071
39,404
15,614 (32,457)
Net Transfers - In (Out)
I
47,958 47,958 (81,566)
I
(21,179)
1 1
(81,566)
I I
TOTAL FUND BALANCE
$ 13,294 $ 166,536 999% ; $ 82,920
$ 184,762 223% ;
$ 100,584 121% ; $17,664.
A Expecting less volume due to higher fuel prices and economic concerns
8 Expecting less volume due to new RV park in Redmond offering stays longer than 45 days
C Investment Income projected to come in higher than budget
D Projected Personnel based on vacancy savings to date
o`�V(ESC0&' Budget to Actuals Report
RV Dark Reserve - Fund 619
FY23 YTD March 31, 2023 (unaudited)
75.0%
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 15,566 247% 20,850 331% a 14,552- A
TOTAL RESOURCES 7,546 6,354 84% ; 6,298 15,566 247% ; 20,850 331% ; 14,552;
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
Capital Outlay
100,000
885 1%
100,000
5,532
6%
100,000 100% ; B
TOTAL REQUIREMENTS
100,000
885 1%
100,000
5,532
6%
100,000 100% ;
TRANSFERS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Transfer In - RV Park Ops
132,042
132,042 100%
261,750
196,173
75%
261,566 100%
(184),
TOTAL TRANSFERS
132,042
132,042 100% ;
261,750
196,173
75%
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-
Resources over Requirements
(92,454)
5,469
(93,702)
10,034
(79,150)
14,552-
Net Transfers - In (Out) Q
132,042
132,042
261,750
196,173
261,566
(184)
TOTAL FUND BALANCE
$ 824,054
$ 1,191,937 145% ;
$ 1,340,766
$ 1,398,144 104% ;
$ 1,374,353 103% ;
$33,587:
A Investment Income projected to come in higher than budget
B Capital Outlay appropriations are a placeholder
JA
V(ESCpG- Budget to Actuals Report
Risk Management - Fund 670
FY23 YTD March 31, 2023 (unaudited)
75.0%
Year Complete
E_
Fiscal Year 2022 1
Fiscal Year 2023
RESOURCES
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Workers' Compensation
1,120,766
1,164,543 104%
1,234,761
919,515
74%
1,234,761 100% a
General Liability
944,278
940,773 100% 0
892,681
669,511
75%
892,681 100%
Unemployment
323,572
334,147 103%
430,179
334,616
78%
430,179 100%
A
Property Damage
393,546
409,593 104%
419,566
314,675
75%
1
419,566 100%
Vehicle 1
227,700
227,700 100%
248,764
186,573
75%
248,764 100%
!
Interest on Investments
101,111
50,142 50%
49,346
108,573
220%
145,570 295%
96,224, B
Claims Reimbursement 1
25,000
1,280,876 999%
25,000
6,476
26% 1
15,000 60%
(10,000)
1
Skid Car Training
10,000
!
- 0%
10,000
(144)
I I
-1%
1
2,000 20%
1
(8,000); C
Process Fee- Events/Parades 1
1,000
1,485 149%
1,000
765
77% 1
1,000 100% a
1
Miscellaneous
-
1
180
180
-
I I
0%
I
180 100% a
1
TOTAL RESOURCES
3,146,973
4,409,440 140% ;
3,311,477
2,540,558
77%
3,389,701 102% ;
78,224:
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
General Liability
3,600,000
2,706,359 75%
3,000,000
397,037
13%
1,500,000 50%
1,500,000e D
Workers' Compensation
1,580,000
953,365 60%
1,580,000
1,112,741
70%
1
2,000,000 127%
(420,000): E
Insurance Administration 1
547,047
491,393 90%
607,558
433,199
71%
620,833 102%
(13,275)a
Property Damage
1
300,245
604,926 201%
300,248
100,564
33%
1
200,000 67%
100,248!1 F
Vehicle
200,000
137,356 69%
200,000
165,781
83%
2009000 100%
E
Unemployment
200,000
89,053 45%
200,000
-
0%
200,000 100%
-
TOTAL REQUIREMENTS
6,427,292
4,982,451 78% ;
5,887,806
2,209,323
38%
4,720,833 80%
1,166,973:
TRANSFERS
Transfers Out -Vehicle
Replacement
TOTALTRANSFERS
FUND BALANCE
Budget Actuals % Budget Actuals % Projection % $ Variance
(3,500)
(3,500) 100%
(3,500)
(2,619)
75%
(3,500) 100%
(3,500)
(3,500) 100% ;
(3,500)
(2,619)
75% ;
(3,500) 100% ;
Budget Actuals % Budget Actuals %
Beginning Fund Balance
I
8,329,115
9,521,450 114% ;
I
7,687,180
8,944,938 116%
I
Resources over Requirements
(3,280,319)
(573,012)
(2,576,329)
331,235
Net Transfers - In (Out)
1
(3,500)
(3,500)
I
(3,500)
(2,619)
I
TOTAL FUND BALANCE
$ 5,045,296
$ 8,944,938 177% ;
$ 5,107,351
$ 9,273,554 182% ;
A Unemployment collected on first $25K of employee's salary in fiscal year
B Investment Income projected to come in higher than budget
C Skid Car training resuming; there will be revenue from public participation
D Claims are trending lower than budget
E Claims are trending higher than budget
F FY22 had abnormally high property damage; anticipating less in FY23
Projection % $ Variance
8,944,938 116% = 1,257,758-
1 i
(1,331,132) 1,245,197!!
! 1
i
(3,500) o �
$ 7,610,306 149% ; $2,502,955;
o V'(ESC �' Budget o Actuals Report
C� 0
Health Benefits - Fund 675
FY23 YTD March 31, 2023 (unaudited)
75.0%
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% 0
19,908,221
14,793,951 74%
19,913,842 100%
5,621,
COIC Premiums i
t
1,589,000
1,255,305 79% '
1,547,778
1,331,210 86% '
i
1,768,795 114% a
221,017-
Employee Co -Pay
1,200,000
t
1,238,034 103%
1,282,015
l
932,594 73%
e
1,247,416 97%
(34,599)fi
Retiree / COBRA Premiums i
1,060,000
1,438,217 136%
595,000
616,584 104%
988,174 166% !
393,174
1
Prescription Rebates
1
128,000
1
396,119 309% =
175,000
i t
280,620 160%
a
320,000 183%
t
145,000, A
Interest on Investments
200,277
90,816 45%
95,686
138,755 145%
187,030 195% °
91,344, B
Claims Reimbursement & Other
82,000
1,487,600 999%
55,000
109,217 199%
120,138 218%
65,138-
TOTAL RESOURCES
23,027,177
25,070,639 109% ;
23,658,700
18,202,930 77%
24,545,395 104% ;
886,695,
REQUIREMENTS Budget Actuals % Budget Actuals % Projection % $ Variance
Health Benefits
25,140,847
24,583,764 98%
21,597,563
14,971,689
69%
24,890,813 115%
(3,293,250); C
Deschutes On -Site Pharmacy
1 2,970,575
�
3,381,197 114%
I
3,779,608
1,961,425
52%
I
3,781,941 100%
(2,333); C
Deschutes On -Site Clinic
1,141,829
�
1,190,855 104%
1,212,497
611,900
I
50%
1
1
1,254,180 103%
I
(41,683); C
Wellness
171,142
I
138,211 81%
179,549
91,083
1
51%
I
170,539 95%
I
9,010, C
TOTAL REQUIREMENTS ; 29,424,393 29,294,027 100% ; 26,769,217 17,636,097 66% ; 30,097,473 112% ; (3,328,256);
FUND BALANCE Budget Actuals % Budget
Beginning Fund Balance 14,772,618 15,527,580 105% 11,925,656
I I
Resources over Requirements (6,397,216) (4,223,389) ; (3,110,517)
Net Transfers - In (Out) - - -
I I
TOTAL FUND BALANCE $ 8 375,402 $ 11,304,191 135% $ 8,815,139
A Budget estimate is based on claims which are difficult to predict
B Investment Income projected to come in higher than budget
C Amounts are paid 1 month in arrears
Actuals % Projection % $ Variance
11,304,191 95% 11,304,191 95% (621,465);
t i 1 1
566,833 (5,552,078) (2,441,561);
1 a t t
$ 11,871,024 135% o $ 5,752,112 65% a ($3,063,027,
�vTES C,0&" Budget to Actuals Report
911 - Fund 705 and 710
FY23 YTD March 31, 2023 (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 on Investments
Property Taxes - Jefferson Co.
Miscellaneous
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2022
Fiscal Year 2023
Budget
Actuals
%
Budget
Actuals
%
Projection
% $
Variance
9,803,579
9,931,743
101%
10,402,834
10,183,517
98%
10,421,062
100%
18,228,A
1,106,750
1,815,283
164%
1,668,000
920,835
55% I
1,668,000
100%
B
60,000
123,282
205%
810,000
607,177
75% I
810,000
100%
C
236,576
237,221
100%
237,221
244,437
103%
244,437
103%
7,216- D
147,956
157,552
106%
153,292
35,120
23% I
153,292
100%
233,576
140,986
60%
140,445
72,183
51% I
140,445
100%
162,000
244,799
151%
I
120,874
154,886
128% -
I I
165,985
137%
I
45,111�
I
1
115,000
92,601
81%
80,000
72,295
90%
80,000
100% o
-
96,867
69,988
72%
67,515
176,680
262% !
235,120
348%
167,605! E
38,344
37,525
98%
39,497
37,112
94% I
39,497
100%
18,658
45,553
244%
25,000
26,621
106% _
32,822
131% ,
7,822-
12,019,306
12,896,533
107% ;
13,744,678
12,530,863
91% ;
13,990,660
102% ;
245,982;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Expenditures
-
64,754
-
0% ;
Personnel Services
8,005,795
7,462,327
93%
8,606,196
5,699,635
66%
Materials and Services I
3,582,212
2,915,749
81%
4,088,201
2,547,737
62%
Capital Outlay I
2,975,000
518,824
17%
4,950,346
1,404,070
28%
TOTAL REQUIREMENTS
14,563,007
10,896,900
75%
17,709,497
9,651,442
54% ;
TRANSFERS
Budget
Actuals
%
Budget
Actuals
%
Transfers In
4,804,813
4,804,813
100%
1,750,000
1,750,000
100%
Transfers Out
(4,804,813)
(4,804,813) 100%
(1,809,900)
(1,809,900) 100%
TOTAL TRANSFERS
-
-
0%
(59,900)
(59,900)
100% ;
FUND BALANCE Budget Actuals % Budget Actuals %
Beginning Fund Balance 11,850,783 10,709,072 90% 12,950,799 12,708,705 98%
Resources over Requirements (2,543,701) 1,999,633 (3,964,819) 2,879,421
Net Transfers - in (Out) - - (59,900) (59,900) f
TOTAL FUND BALANCE $ 9,307,082 $ 12,708,705 137% ; $ 8,926,080 $ 15,528,226 174% ;
Projection
%
$ Variance
c -
0%
64,754.
7,479,619
I
87%
1,126,577!i F
4,088,201
100%
1 i
5,075,000 103%
I
(124,654)-
16,642,820
94%
1,066,677:
Projection % $ Variance
1,750,000 100%
� I I
(1,809,900) 100%
(59,900) 100% ;
Projection % $ Variance
12,708,705 98% (242,094);
� I I
(2,652,160) 1,312,659,
(59,900) I I
$ 9,996,645 112% ; $1,070,565:
A Current year taxes received primarily in November, February and May; actual FY22-23 TAV is 5.50% over FY21-22 vs. 5.55% budgeted
B Telephone tax payments are received quarterly
C State GIS reimbursements are received quarterly
D Invoices are mailed in the Spring
E Investment Income projected to come in higher than budget
F Projected Personnel savings based on FY23 average vacancy rate of 15%
�JTES CO
L G
BOARD OF
COMMISSIONERS
MEETING DATE: April 24, 2023
SUBJECT: FY 2024 Video Lottery Fund Allocations
RECOMMENDED MOTION:
N/A
BACKGROUND AND POLICY IMPLICATIONS:
Each year, commissioners review anticipated revenue from the County's portion of video
lottery proceeds for the upcoming fiscal year and develop an expenditure plan that has
historically included funding for economic development activities, various projects, support
for other organizations, and grant programs.
At the Board's request, staff has completed analysis on recent trends related to video
lottery revenue and expenditures. Over the last four fiscal years, video lottery proceeds
received by the County have fluctuated, but in total, are up 1.4% from four years ago. In FY
2024, staff anticipates a 2% increase in video lottery proceeds received over last fiscal year.
Total revenue for FY 2024 is expected to be $1,176,015.
In FY 2023, the Board allocated $1,326,145 in video lottery proceeds, compared to $770,936
in FY 2020. Since FY 2022, video lottery funding allocations have exceeded video lottery
proceeds received and the beginning net working capital has declined over the past two
years. In FY 2024, the beginning net working capital for the Fund is projected to be
$989,460.
In order to maintain a healthy contingency and fund balance for mid -year or unexpected
projects that arise in FY 2024 and future years, staff recommend the Board consider an
allocation of funds in FY 2024 that aligns with expected revenue. Staff have prepared four
draft funding packages as options for Board consideration during this discussion and
allocation of video lottery funds. Alternatively, the Board could opt to fund combinations of
projects outside of the draft options prepared by staff.
Attached are supporting documents intended to assist with this process.
BUDGET IMPACTS:
Planned expenditures will be included in the FY 2024 budget.
ATTENDANCE:
Stephanie Robinson, Administrative Services
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MOVE
START
EDCOGROW
March 22, 2023
Deschutes County Board of Commissioners
1300 NW Wall Street, 2nd Floor
Bend, OR 97703
RE: Economic Development for Central Oregon Budget Request
Dear County Commissioners and Budget Committee,
On behalf of Economic Development for Central Oregon (EDCO), I am writing today to request funds in
the amount of $306,085 (a $26,635 increase over last fiscal year) for the 2023-2024 fiscal year which
will provide ongoing support of EDCO's strategic plan and mission to create a diversified local
economy and a strong base of middle-class jobs in Central Oregon.
Last fiscal year Deschutes County increased funding by 3.5% while the EDCO budget went up by 10%
due to escalating labor and materials costs. To help make up the difference, the organization increased
membership rates by 30%, created a strategic membership development strategy which was on target
through December 2022, and plans to launch a new event series in the future. That said, costs for
events, materials, labor, and other contracted services continue to escalate and the Consumer Price
Index (CPI) has prevented the organization from completely offsetting the delta.
The 2023-24 fiscal year budget request to Deschutes County includes a 6.4% (in line with the CPI)
increase for local programs and a 12.9% increase for the EDCO regional office to help offset:
• Continued materials costs escalation (equipment, office supplies, software support, etc.)
• Escalating labor expenses (due in part to inflation and housing costs)
• Increased demand for services and project headwinds requiring additional capacity -building
resulting in an FTE increase (+1)
Program or Community
Sunriver-La Pine
Deschutes County FY2022-23 Investment
(current)
$36,225
Deschutes County FY 2023-24
(proposed)
$38,545
Sisters Country
$36,225
$38,545 '
Redmond (RED[)
$15,525
$16,520
Bend
$15,525
$16,520
Venture Catalyst Program
$41,400
$44,050
EDCO Regional Office
$134,550
$151,905
TOTAL:
$279,450
$306,085
Note: Sunriver-La Pine program funds are passed through EDCO to the City of La Pine apart from a nominal
administrative charge to provide software and staff support for the position.
EDCO's primary efforts to achieve strategic initiatives, focus on helping companies do the following:
MOVE. Guide employers outside the region through the relocation process as a resource for
regional data, incentives, talent, site selection, and more.
START. Mentor and advise scalable young companies from concept to exit on issues such as
access to capital, critical expertise, and strategy.
GROW. Partner with local traded -sector companies to help them grow and expand.
MOVE
START
EDCOGROW
Leveraged Funding
For decades, Deschutes County has been a key partner in the work of economic development both
through its own operations and through contracting with EDCO for business development services and
efforts to enhance and support the local business climate. We believe there are three primary reasons
driving this ongoing investment by and partnership with Deschutes County from lottery funding
allocated for economic development:
• As a private non-profit, our personnel and benefit overhead costs are lower than the County;
• EDCO leverages private sector funding to stretch limited public dollars further; and
• EDCO has a proven track record of success, efficiency, and effectiveness in fostering
job
growth, industry diversification and the key elements that pave the way for both.
FundingKEN
from Deschutes County leverages more than $7 of outside funding for
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every $1 spent by the County in the form of private memberships, local and
federal government contributions and earned revenue (primarily events) to do
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economic development within its borders. In this way, public dollars are«COO
combined to achieve better results and measurably improve the local, county
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and regional economy. We believe this partnership has been key to the
consistently high rankings in the U.S. for economic performance and job
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creation from The Milken Institute, including #1 rankings for small metros four out of
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the past six years, and consistently high ranking with Forbes, Entrepreneur, WalletHub
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and Heartland Forward as standout places where jobs are being created and sustained.
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Scope of Work
EDCO will maintain a strong regional organization with adequate capacity to deliver comprehensive
local economic development programs in coordination with Deschutes County and local communities.
Services within the base of operation of EDCO will include, but not be limited to, marketing,
recruitment, retention/expansion, and further formation of public/private partnerships. EDCO will
also monitor initiatives that directly impact local companies' ability to be successful and will conduct
additional activities to encourage and support local entrepreneurship by providing a mentoring
network and facilitating access to equity/growth capital. In addition, EDCO will administer enhanced
economic development activities by hiring and retaining the staff necessary to support individual
communities. A portion of the funds received from Deschutes County will be used to augment existing
marketing and abridged recruitment efforts to generate new job creation.
It is no secret that labor shortages exacerbated by both housing and childcare affordability are
negatively impacting economic growth. Labor shortages are also impacting the availability and rising
costs of raw materials and related bricks and mortar for companies trying to grow or move to Central
Oregon. Add increasing interest rates as the Federal Reserve works to curb inflation and it's clear
there are numerous headwinds facing EDCO's work. Given the shifts in this landscape and current
economic uncertainty, it's more important than ever to invest in economic development.
Return on Investment (ROI)
EDCO fosters business development activities by building relationships with traded sector clients -
companies who generate most of their income from outside the region - one CEO at a time. The
organization leverages many different tools and resources to accomplish the work to promote
investment and job creation on the high desert. One of those tools under EDCO's supervision is the
Enterprise Zone program. On behalf of the Deschutes County Board of Commissioners, a sponsor of
the three enterprise zones within the County, EDCO markets, provides technical assistance, and
administratively manages these zones to help companies during times of expansion and relocation.
EDCO also provides these services to Jefferson and Crook Counties.
MOVE
START
GROW
Business Oregon, the State's economic development agency, recently
conducted a Property Tax Incentives Impact Study across the State, business
which included an analysis of the enterprise zone program for the ore x
years 2019 and 2020. The results were astonishing, reporting that the
standard program, which is a 3-5-year property tax exemption,
resulted in an economic impact 29 times the investment made by participating companies. This means
that for every dollar of property tax abated, companies using the standard program generated $29.16
dollars in increased economic output. This output reflects the relative magnitude of up -front capital
investments by participating companies, combined with the ensuing period of abatement over which
foregone property taxes accumulate. Total output (or the numerator in the ROI calculation) is a
function of various increases in jobs (direct, indirect, and induced) and payroll and the multiplier effect
on other local businesses.
Presently EDCO is managing 70 active authorizations from 58 companies in Deschutes County that
utilize the enterprise zone, which accounts for 20-30% of our Area Director's efforts and time. At the
time of authorization, those companies plan to invest over $266 million dollars and create over 839
jobs. The impending ROI for these investments, based on the aforementioned information from the
impact study, is over $7.7 billion dollars in Deschutes County alone. These authorizations represent
over 80% of the enterprise zone activity in the region, yet this body of work is not presently accounted
for in our funding contract. This is just one example of the return -on -investment Deschutes County
can expect when investing in EDCO. Supporting information regarding this report can be found here.
Strategic Plan
Historically, the basis of Deschutes County's investment in
outsourced economic development services with EDCO has
been the organization's successive three-year strategic plans.
Development of the most recent plan included outreach to
many stakeholders, including local traded -sector businesses,
local communities, Deschutes County staff and
Commissioners. The FY 2022-2024 plan includes information
on target industry sectors, business development strategies,
workforce development initiatives, advocacy, and table
setting efforts, and is available for review here.
Central Oregon Industry Clusters
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EDCO's board and staff applaud the Commission and the
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and enhance support for economic development services. We SCIENTIFIC
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believe this proposal, which is consistent with prior year De rtea MNuvatnitiuis
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commitments, represents a cost-effective strategy that is
broadly supported by the communities within Deschutes
County and leverages both private and public investment in economic development.
I welcome the opportunity to address any questions you may have and appreciate your consideration
of EDCO's request.
Sincerely,
Joan Stark
EDCO Chief Executive Officer
Chamber of Commerce
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Date: March 21, 2023
TO: Deschutes County Board of Commissioners
FROM: Sunriver Area Chamber of Commerce Finance Committee
RE: Fiscal Year 2023-24 Budget Request
The Sunriver Area Chamber of Commerce values its partnership with Deschutes County to provide
support to Sunriver area businesses, while working to create and maintain jobs for local citizens.
The Chamber's Finance Committee carefully reviewed its financial requirements to continue its
successful programs and developed a budget request of $68,000 for the fiscal year 2023-2024, an
increase of $3,000 from the previous fiscal year.
The $3,000 would be matched with $3,000 from the Chamber to hire a contract employer with a total
budget of $6,000. The contract employer would be responsible for updating and managing the
Chamber's website and creating social media content. Currently, there is only one paid Chamber
employee. A contract employee is necessary to assist the executive director to successfully meet the
requirements of Chamber members.
The Chamber greatly increased its services to its members in the 2022-23 fiscal year, including starting
networking events, continuing its Monday business email newsletter, starting a Wednesday events'
newsletter, attending events hosted by nonprofits and businesses in La Pine and Sunriver, participating
in meetings organized by COIC about the future of South Deschutes County, hosting a career education
lunch for middle school girls at Three Rivers Elementary School, redesigning the Sunriver Magazine,
increasing the Chamber's social media presence, supporting businesses and nonprofit organizations in a
variety of ways, collaborating with the La Pine Chamber of Commerce on a joint breakfast on workforce
development and organizing three separate Shop Sunriver campaigns.
The Chamber recently worked with Dave Jones of Destination Oregon on a television segment to
promote Sunriver as a place for people living in Central Oregon to visit for a daytrip, date night, family
outing or staycation. The Chamber coordinated the businesses to be filmed and supplied photos and
videos to be used in the segment.
Most importantly, the Chamber was dedicated in 2022 and will continue in 2023 to show community
and business members the value of being a chamber member. The result of the Chamber's work has
resulted in an increase in membership in 2022 and in the first three months of 2023.
The Chamber's transition from a physical office to a virtual office has been a successful endeavor.
Business owners and managers appreciate the executive director meeting them at their business,
especially since many can't leave to go to a meeting elsewhere.
The Chamber plans to continue working with its partners on the successful "Shop Sunriver" campaign.
Partners include The Village at Sunriver, Visit Central Oregon, Sunriver Resort, SHARC, Alpine
Entertainment and businesses in the Sunriver Business Park.
The Chamber also partners with Sunriver Owners Association, Sunriver Police Department, Sunriver Fire
Department, Sunriver Music Festival, Sunriver Nature Center & Observatory, High Desert Museum and
other organizations to share their news on the Chamber's social media and in the newsletters.
The Chamber's plans for 2023-2024 include enrolling additional members while retaining existing
members, by working with partners to promote their events, sharing information about the Annular
Eclipse in October, hosting a membership dinner, continuing networking events and Shop Sunriver, and
focusing on issues critical to the well-being of community members and residents including
transportation, housing, workforce development and education.
Funding for a contract employee would allow the Chamber to continue to add services to benefit its
members.
In summary, the Sunriver Area Chamber of Commerce total budget request is as follows:
Continued Baseline Support
"Shop Sunriver" campaign:
TOTAL REQUEST:
$48,000 — a $3,000 increase
20 000
68 000
We welcome the opportunity to discuss the Chamber's proposal in additional detail and to answer your
questions. Please note Executive Director Kristine Thomas will be attending the 2023 Oregon's
Governor's Conference on Tourism April 3 to April 5 in Portland. She can be reached at 541-593-8149 or
exec@sunriverchamber.com.
Thank you for your consideration.
Sunriver Area Chamber of Commerce Board of Directors Finance Committee:
Ryan Duley, Board President, Director of Marketing for Sunriver Brewing
Aaron Schofield, Board Treasurer, Vice President/Branch Manager, First Interstate Bank
Kelly Newcombe, Board Secretary, General Manager, Meredith Lodging
Keith Kessaris, Board Member, Assistant General Manager, Sunriver Owners Association
Thomas Samwel, Board Member, Director of Finance, Sunriver Resort
Funded $75,000 in February 2023 and proposed consideration of additional $50,000
during FY24 video allocation exercise.
Date: December 7, 2022
TO: Deschutes County Board of Commissioners
FROM: Sisters Area Chamber of Commerce Finance Committee
RE: Fiscal Year 2023 Budget Request
The Sisters Area Chamber of Commerce respectfully requests financial support from the Deschutes
County Board of Commissioners. The Sisters Chamber values its partnership with Deschutes County to
provide assistance to Sisters area businesses, while we work to create and maintain jobs in western
Deschutes County. We have businesses in Sisters Country which encompass not only those in the city
limits but the business sectors that operate outside the city limits in Deschutes County.
Our past partnerships with the county include COVID grant funding distributed directly to businesses
and marketing campaigns to help alleviate the economic disruptions due to the Governors mandated
shutdowns of businesses and large events that draw many people county -wide to Sisters Country.
As the county emerges from the two-year economic disruption caused by the pandemic, more than ever
the Chamber must continue to play a vital role in coordinating communications between the local
businesses and nonprofit organizations; serving as a liaison and advocate to address the need for public
transportation, childcare and workforce development; and provides additional support to businesses.
The Chamber plans to continue our member services marketing campaigns, promotions, and our
Harvest Faire event in addition to our monthly networking events, and we also work with regional
partners to coordinate and advocate for services in Sisters Country. Regional partners include COIC as
we serve on the Broadband Action Team as a committee member, Oregon State Chamber advocacy,
COVA Board of Directors and Central Oregon Chambers and working with businesses looking to relocate
to the Sisters Area, inside and outside the city limits.
The Chamber's plans for 2023 include monthly networking events, business advocacy and services,
member and workforce marketing programs and events that strengthen the economy in Western
Deschutes County. The Chamber can only achieve its goals to continue to provide services to Sisters area
businesses and nonprofits with the financial support from Deschutes County.
The Chamber's Finance Committee has carefully reviewed its financial needs and developed a budget
request of $125,000 for the fiscal year 2023. This will allow us to maintain our basic operations while
increasing the scope of our marketing campaigns, membership recruitment via our website and social
media and assisting businesses and non -profits in the Sisters area that help our community county -wide.
This will allow us to continue to offer the services mentioned earlier, including business development,
education and training, and advocacy. We would also continue to offer traditional services that our local
businesses, and our Sisters area community have come to expect from our Chamber, such as business
referrals, and providing promotional information about Sisters special amenities, recreational
opportunities, and sponsorships for events and activities.
Through the use of both social and traditional media, and other strategies, we have been able to create
effective marketing programs directed at both residents and visitors that provide direct support to our
businesses.
If awarded the grant, the Chamber will use the funds for baseline support and the Sisters Harvest Faire
marketing and shop local campaigns. This would be beneficial to the county as the Sister Harvest Faire
brings 10,000 people to the region during the shoulder season. The Chamber plans to continue
partnering with local organizations in many other ways to continue this type of marketing and support
for local businesses.
In summary, the Sisters Area Chamber of Commerce total budget request is as follows:
2023 Baseline Support Request: $105,000
Harvest Faire Event Expense: $10,000
Shop Local Campaign $15,000
TOTAL REQUEST:
Concerning the source of funding for the Chamber request for Fiscal Year 2023, we will leave that up to
the discretion of the county, recognizing that most economic development allocations come from the
Lottery Fund, but there may be other appropriate sources, as well.
We are available anytime to discuss this proposal in additional detail and to answer any questions you
might have. Please call or email our Chief Financial Officer, Turi Shergold at turi@sisterscountry.com. Or
call her cell at 541-410-9513. Thank you for considering this request.
Chamber of Commerce Board of Directors Finance Committee:
Christina Schulz, Branch Manager, Washington Federal Bank, Chamber Board President
Marc Madron, Commercial Lending Manager, Mid -Oregon Credit Union, Chamber Board Treasurer
Turi Shergold, Chief Financial Officer, Sisters Area Chamber of Commerce, Non -Voting Board Member
Victoria Graves, Managing Partner, Three Creeks Brewing Co., Chamber Board Secretary
Judy Trego, CEO, Sisters Area Chamber of Commerce, President, Sisters Community Foundation
L\X0* E S, COG
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Special Project SupportRequestsdr .
pile C6d1< s Pl�C/I
March 1, 2023
Deschutes County mmissioners�1
Dear Commi ioners:
As we prepare for the 23nd year of Shop with a Cop I am proud to say this program
has stayed true to the ideals it was founded on in 2000: To provide less fortunate
students with a one-on-one experience with uniformed law enforcement while
shopping for Christmas presents for themselves and family members. In
addition, this program assists children and families throughout the year with
basic needs during emergencies.
"It is indeed a humbling experience picking up a child in 20 degree weather and they
are dressed in tennis shoes, a short sleeve shirt and no winter clothing. These
holiday gifts and meals make a tremendous difference for these families' lives. One
learns the joy of giving far exceeds the joy of receiving," SWAC volunteer.
Your compassion and generosity really do make a difference in the lives of children in
Deschutes County. With your help we can continue making a positive impact in the
lives of those who reside in our community.
We graciously ask for your donation again this year. We apply 100% of your
donation to this local program. This year the students will be shopping on
December 13th at the Redmond Walmart store and on December 13th and 14'h at
the Bend Walmart store.
Your donation can be made by using the enclosed self-addressed envelope and
writing your check payable to: DCSO SWAC. You can mail or deliver your check to
the main Sheriffs Office in Bend, or to the Sheriff's Office substations in Sisters or
La Pine.
On behalf of the students and their families, thank you for considering a donation.
Your generosity is very much appreciated.
Sincerely,
� C—
L. Shane Nelson
Sheriff
kal
Deschutes Cultural Coalition
P.O. Box 2094
Bend, OR. 97709
Commissioner Patti Adair March 16, 2023
Commissioner Phil Chang
Commissioner Tony DeBone
Deschutes County
1300 NW Wall Street
Bend, OR 97701
Dear Deschutes County Commissioners:
The Deschutes Cultural Coalition, a local funding and cultural support program of the
state's Oregon Cultural Trust, requests $25,000 from Deschutes County to help restore
and support county wide arts and culture organizations in their effort to build their
capacity to serve the citizens of this region. The request is more than matched dollar for
dollar by an annual fund distribution by the Oregon Cultural Trust. We thank the
Deschutes County Commissioners for consideration of this proposal.
Since 2003 the Deschutes Cultural Coalition has been a vital source of income for our
county's cultural nonprofits. As we know, when financial times are challenging the arts
are first to be cut and the last to be restored. Yet the magnitude of value the arts bring
to this county through programs for children and families, our museums, vibrant
entertainment venues and collaborations with the tourism industry contributes
significant value with modest means and a richness that enhances the central Oregon
lifestyle.
Deschutes Cultural Coalition knows how to responsibly manage funds and has an
excellent track record in leveraging support to maximize results. Since 2003 the
Oregon Cultural Trust, created by the Oregon State Legislature in 2001, has been
distributing funds throughout Oregon to support the arts, heritage and humanities.
One of the channels of fund distribution is through tribal and county cultural coalitions.
The 45 cultural coalitions representing all counties and tribes, of which the Deschutes
County Coalition (DCC) is one, are tasked annually with the job of distributing funds at
locally, often to cultural groups that are not competitive in the state level grant process.
In recent years, the Deschutes Cultural Coalition has been entrusted with
approximately $35,000 annually to grant to local arts and culture groups, from BEAT
theatre for kids, LaPine Parks and Rec., to the Sisters Outdoor Quilt show as examples.
While individual grants are relatively Small, in the $2,000 to $3,000 range, the funds are
vital to our smaller arts organizations. The DCC committee members are respected
leaders in the arts, heritage and humanities fields. The DCC is in the process of
applying for its nonprofit 501(c)(3) status. EIN 88-1650979.
We appreciate your consideration of this request.
Sincerely,
cafe a1#49at,
Cate O'Hagan
Co -Chair, Deschutes Cultural Coalition
CateMarie0hagan@gmail.com
541.588.0166 Cell
Eric Sande
Treasurer, Deschutes Cultural Coalition
Executive Director, Redmond Chamber of Commerce
Eric@VisitRedmond0regon.org
541.749.0738 Cell
DESCHUTES RIVER
CONSERVANCY
March 20, 2023
RE: Special Project Grant Recipient for Deschutes Basin Water Collaborative
Dear Deschutes County Board of Commissioners:
Please accept this proposal for continued support for the Deschutes Basin Water Collaborative (DBWC)
as a Special Project Grant Recipient. Water security for our farms, cities and rivers is an ongoing critical
issue in Deschutes County, and the Deschutes Basin Collaborative is the forum to work together to
ensure these issues are taken care of into the future. Specifically, the DBWC is focused on accelerating
the implementation of water projects and programs that meet instream and out -of -stream needs in the
basin, including working through complex water management issues with a wide variety of stakeholders.
Its current focus is developing a Comprehensive Basin Water Management Plan (Plan) consistent with
the State's Integrated Water Resources Strategy and the guidelines set forth in the Place -Based Planning
Framework.
With the support of Deschutes County over the last two years, Central Oregon Intergovernmental
Council (COIC) and the Deschutes River Conservancy (DRC) have staffed the DBWC and have made
significant progress on developing the Plan. Specifically, COIC coordinates and facilitates DBWC meetings,
and the DRC coordinates and facilitates several subcommittees and provides technical support and
expertise to the overall effort. The DBWC consists of a 46-member Working Group that serves as the
decision -making body, as well as a Planning Team, an Outreach Committee, an Ecological Needs
Committee, and ad -hoc Committees as necessary. Through these forums, basin partners continue to
build trust and move strategies forward. The DBWC is midway through drafting Plan chapters, and
anticipates having a draft Plan by June 2023, with finalization expected within the year. The work of the
DBWC is well-known and well -respected at the state level, which is already paying dividends in
increasing funding for basin water planning and implementation. Of note, recent legislative packages
contain significant funding for initiatives in the Deschutes Basin being identified in the Plan, including
piping canals and improving on -farm efficiencies.
We greatly appreciate the support of Deschutes County, both in funding the collaborative, as well as
providing consistent participation, including leadership in the co-chair position. Continued support as a
Special Project Grant Recipient would ensure continued progress in the DBWC and would leverage other
state and local dollars. We respectfully request $2S,000 in County investment to continue this work in
2024.
Thank you for your consideration and we are happy to provide more information or answer any
questions.
Best,
/adz ��t��
Kate Fitzpatrick
Executive Director
Deschutes River Conservancy
Scott Aycock
Community Development Director
Central Oregon Intergovernmental Council
DESCHUTES
FOREST PROJECT
Dear County Commissioners DeBone, Adair, and Chang,
I am writing to you on behalf of the Deschutes Collaborative Forest Project (DCFP) to request $25,000 of Special
Project Grant funding for Fiscal Year `24 (FY24). The DCFP is uniquely situated to benefit Deschutes County by
building social consensus around active forest restoration to reduce barriers to implementing forest restoration and
fire resilience work throughout the Deschutes National Forest (DNF) which ultimately protects people, property,
and the central Oregon economy.
Last year's funding helped the DCFP engage in consensus building which resulted in the launch of two new
projects. The DCFP reestablished the Prescribed Fire Subcommittee whose charge is to address federal, state, and
regional barriers to the use of prescribed fire on the landscape. The fire -prone dry forests of southwest, central and
eastern Oregon will burn sooner or later and prescribed fire allows those fire events to be carefully planned,
implemented, and controlled. Additionally, in FY23, the DCFP planned and approved a Forest Products Industry
workshop series that will be implemented in the coming year. This workshop series will entail presentations from
industry representatives regarding the long-term needs, concerns, and strategies of the Forest Product Industry in
central Oregon. The objective is to identify opportunities for the DCFP to support the long-term sustainability of
an industry which is a key part of central Oregon's history, community, and an imperative actor in forest
restoration work.
If selected, FY24 funding will support the staffing necessary to progress three particular projects, all of which are
a continuation of work already being pursued. The Prescribed Fire Subcommittee will work to reduce barriers to
implementation of prescribed fire. Prescribed fire is one of the most cost effective and ecologically impactful tools
used in the enhancement of fire resilient forests which protects people, property and the central Oregon economy.
Some anticipated deliverables will be comment letters and engagement with the EPA and Oregon DEQ,
engagement with federal legislation, and an increased amount of acres burned in the DNF during prescribed fire
season. Secondly, Deschutes County funds will also be used to pursue a Forest Products Industry project oriented
towards understanding and addressing their concerns as well as identifying new market opportunities. Some
anticipated deliverables include the production of multiple presentations and field trips to industry headquarters
and operation sites, community discussions of the economics and processes of commercial thinning, and
identification of solutions to key industry challenges.
Lastly, Deschutes County funds will support the outreach efforts associated with the aforementioned projects.
Deepening public understanding of active forest restoration is critical to the success of the Prescribed Fire
Subcommittee, the sustainability of the Forest Product Industry, and active restoration work in general. In order to
gain the public's trust of active forest restoration, the public must understand it first. The DCFP's Outreach
Coordinator will produce and coordinate consistent messaging, delivered throughout Deschutes County, to ensure
that the public stays well informed on what is happening in the DNF and that the social license is maintained.
Finally, Deschutes County funds will help bring substantial federal dollars to the region to support active forest
restoration projects. Your continued support of the DCFP, and the positive effects it will have on the forest and our
communities, will be amplified by federal and state funds directly benefiting Deschutes County. Thank you very
much for your continued support of DCFP efforts; Together we are building a collaborative model for restoration
that will make our forests and communities healthier and safer for decades to come.
Sincerely,
Jacob Fritz
DCFP Program Coordinator
Central Oregon
March 21, 2023
Dear Deschutes County Administrators and Board of Commissioners:
Thank you for considering this Service Partner request from Friends of the Children Central Oregon.
Our mission is to impact generational change by empowering youth who are facing the greatest obstacles through relationships with
professional mentors —12+ years, no matter what. Through our ground -breaking approach, we employ salaried, trained professional
mentors (Friends) whose full-time job is to ensure the educational success, social development, and well-being of traumatized
children in our community.
For five years, we have provided consistent services, with a measurable impact, to Deschutes County's most vulnerable youth. We
currently serve 50 children, aged 5 to 11 years of age, and their families in Deschutes County; 100% have experienced poverty, 50%
are children of color, 21% are experiencing foster/kinship care, 11% are experiencing homelessness, and each child has had six or
more Adverse Childhood Experiences. This Spring, we will add a new cohort of 16 kindergarteners in La Pine, serving a total of 300+
individuals, with eight professional Friends.
The data emerging from the pandemic is clear: more children, especially children of color and those living in poverty and/or rural
communities, have fallen further behind academically and are experiencing increased behavioral and mental health challenges than
prior to 2020. In response, we have committed to deepening our continuum of support to include mental health, education, and
service expansion to rural communities.
Mental Health
Through professional training and community partnerships, we are increasing access to behavioral health care for our youth and
families. We recently entered into a contractual agreement with Juniper Mountain Counseling to provide therapeutic support for
our youth, their families, and our Friends. This partnership improves access and reduces barriers to mental services, increases
engagement and expands capacity by working with clinicians to provide trauma -informed, evidence -based mental health
interventions that meet the needs of youth and their families who might not otherwise access counseling or behavioral health
services.
Academic Skills Development
Nearly 80% of our youth today are not meeting grade level expectations in literacy. With a targeted intervention strategy and a
deepening of our services, we believe we can close that gap to a single digit. We recently transitioned our Educational Program
Manager (EPM) from a part-time to full-time position, expanding capacity in both individual tutoring and skill building for our
Friends. For youth identified as needing the most academic support to advance and meet milestones, the EPM develops individual
literacy plans and works 1:1 with each youth on a weekly basis, works with schools to monitor and support youth progress and
engages caregivers into their youth academic success plans. The EPM also provides training and support for Friends' skill
development in education. We know this is a critical step to ensure an equal educational opportunity to our youth who have
historically been under- and inadequately served by our public schools.
Rural Expansion
Rural communities, which already faced significant disparities compared to urban settings, experienced additional challenges
through virtual learning such as more limited technology access and availability of caregiver support, combined with recent
increases in housing expenses and skyrocketing inflation. We recently hired Friends expand our footprint to La Pine, where it is
needed most. Further expansion to serve more youth in rural communities will be at the forefront of our strategic decision -making
over the next 5 years,
A deepening of services strengthens our commitment to youth and their families and amplifies our holistic approach to open
pathways to health and empowering youth with skills needed to overcome adversity and thrive.
We respectfully request $50,000 per year in funding from Deschutes County to support continued growth as we strategically plan to
double the number of youth served in five -years and the further deepening of our continuum of support. In partnership, we will
work tirelessly to fill the gaps in service, meetirnc our youth where they are at, while ensuring access to resources. We appreciate
your time and consideration and look forward ,.o speaking wi.t you in more detail about this initiative. Together, we can make
generational change.
Respectfully submitted,
Rachel Cardwell
Executive Director
2.A
. Partner Requests,
Other Deschutes County
FundingService Partner •
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COUNCIL ON AGING OF CENTRAL OREGON
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Volunteer Coordination of Meals on Wheels & Congregate Dining
2022-23 Award $42,500
Amount Requested 2023-24 $50,000
Community Need and Request for Increased Funding
• Even with COVID retreating, many older adults in Central Oregon are still isolated at
home.
• We are still adding Meals on Wheels clients who request support, despite earlier wait
lists. Every client gets shelf -stable foods as emergency backup, as well.
• Community dining is back and healthy, replacing drive -through hot lunch service in Bend,
Sisters and La Pine. Redmond is also serving in-house again.
• Our food provision has increased and so have uncertainties related to our food supply.
We have a new relationship in La Pine that promises to increase our ability to deliver hot
food in La Pine.
We respectfully request $50,000 for FY2023-24 to help cover volunteer expenses and expand
our food provision for Meals on Wheels and Congregate Dining. This will help us avoid large-
scale waitlists and caps on new seniors joining our programs in the face of inflationary food
costs and cuts in federal assistance (SNAP). Since finishing and reopening our Central District
Senior Services Center, we have expanded our offerings to three days a week of community
dining, better meal variety, and nearly eliminated our waiting lists.
Impact of Current Investment Provide 0.6 FTE (of 3.2 FTE) to support nutrition programs
(Meals on Wheels and congregate dining) and recruit, train, and coordinate volunteers.
• In the period of July 1, 2021 to June 30, 2022 COA coordinated more than 18,899
volunteer hours and served/delivered 137,815 meals.
• In the period of July 1, 2022 to February 28, 2023 COA coordinated more than 15,521
volunteer hours and served/delivered 120,768 meals.
Comments Without the CARES and ARPA funds we received during COVID, and no increase
in OAA funds, we will most certainly see caps on services in the next two years, hence our
request for additional support in FY24. We received an average of $700,000 in CARES and
ARPA funding annually during each of the three years of COVID. Our FY24 budget will be
considerably constrained, even with additional support efforts. Your previous investments in
helping expand our in-house cooking will position us to prepare more hot, nutritious meals
and this request will address the loss of funds and increased costs of food in FY24.
Healthy People: Support and advance the hoolth and.. agfety of Deschutes County's residents
'� E S COG2
Q MOUNTAINSTAR FAMILY RELIEF NURSERY
Therapeutic Early Childhood Classroom and Outreach Projects
2022-23 Award $21,600
Amount Requested 2023-24 $21,600
Community Need and Request for Funding
Deschutes County Data:
• There has been a dramatic increase in the number of children in DHS/Child Welfare.
• In 2021, there were 14.4 (per 1,000) children who were victims of abuse and neglect
compared to 11.1 (per 1,000) in 2020. Statewide, 41.5% of child abuse and neglect victims
were ages 5 and under (Oregon DHS 2021 Child Welfare Databook).
MountainStar Data:
• Average of 16 family "risk factors" (such as mental health or substance abuse issues,
housing or food insecurity) for child abuse and neglect.
• Parents have an average Adverse Childhood Experience (ACE) score of 6 (ACE score scale
is 0-10). An ACE score of 4 or more predicts adverse long-term health outcomes such as
increased chronic disease state, mental illness and addiction disorders, learning
disabilities, and behavioral disorders. In Central Oregon, there are over 5,000 children
ages 0-3 considered at -risk. MountainStar currently serves just 6% of this population.
• 98% of our client families live in poverty and 100% meet the OR state definition of at -risk.
Funding will support 0.3 FTE (of 3.0 FTE) Program Managers in our Relief Nursery Therapeutic
Early Childhood programs in Bend, Redmond, and La Pine.
Impact of Current Investment Grant supports 0.3 FTE (of 3.0 FTE) Program Managers in our
Relief Nursery Therapeutic Early Childhood programs in Bend, Redmond, and La Pine.
• During the period of July 1, 2022 to February 1, 2023, we provided therapeutic early
childhood classes, home visiting, parent support, and transportation for 82 children ages
0-3, and provided Outreach services (crisis intervention, home visits and basic needs
support) for 75 children and their families. 98% of children enrolled in these services
remained safe from confirmed cases of abuse and neglect during this timeframe.
Comments MountainStar raises $1.2 in private investment for every $1 of government
funding. Portland State University documented a 4:1 return on investment (ROI) for the
Salem Relief Nursery. Nationally, investments in early childhood are documented at a 12:1
ROI, which exceeds most other economic development projects. MountainStar Bend's early
childhood classes are rated 5-stars by the State. In FY 2021-22, 98% of the children served
remained free from confirmed cases of abuse and neglect.
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Healthy People: Support and advance the health and safety of Deschutes County's residents
'��3 E S c0
G2
o J BAR J CASCADE YOUT14 & FAMILY CENTER
Runaway & Homeless Youth Emergency Shelter Project
2022-23 Award $20,000
Amount Requested 2023-24 $20,000
Community Need
The total number of homeless in Central Oregon has increased by 116% since 2015 (Point in
Time Count data: 594 — 2015; 1,286 — 2022). The number of homeless children and youth has
also increased. The following are data for children and youth (up to the age of 24):
• Total homeless children & youth has increased by 78% (184 — 2015; 327 — 2022)
• Unaccompanied children & youth has increased by 124% (55 — 2015; 123 — 2022)
It is estimated that 30-40% of homeless youth are not identified.
2022 service totals include:
Shelter — 5,438 nights for 97 youth (all programs emergency and transitional youth)
24-Hour Crisis Response — 1,329 hotline calls; 466 total youth served
Street Outreach Youth Contacts (basic needs) —1,320 youth; 2,784 hours (duplicated)
Shelter space continued to be limited during 2022 due to COVID-19 and social distancing
requirements. CYFC has had to maintain mandated staffing ratios, despite many COVID+ staff.
Impact of Current Investment Provide support for 0.2 FTE (of 3.8 FTE) Case Manager to
support the Runaway and Homeless Youth Emergency Shelter (RHY).
• 92% of youth who have accessed shelter and received crisis intervention and/or
mediation, were reconnected with family or transitioned to other safe and stable living
environments when leaving the program.
• In the period of July 1, 2022 to January 31, 2023 CYFC provided 656 nights of emergency
shelter and crisis intervention and family mediation were provided to 24 youth ages 12-
20.
Comments CYFC's goal is to shelter the most vulnerable youth to reduce risk and end chronic
homelessness. Youth access shelter directly off the street. In 2022, 96 human trafficking
victims (sex and labor) were identified and served. Homeless youth are at higher risk for
physical and sexual exploitation, mental health and substance abuse - even death. It is
estimated that 5,000 homeless youth die each year as a result of assault, illness, or suicide.
RHY services are largely funded through federal and state grants and donations. However,
grant funds require that 10-25% of the project cost be provided through matching funds.
Deschutes County grant funds continue to be crucial match funds for this project.
Healthy People: Enhance and protect the health and well-being of communities and their residents
-� E S C0G�
q REDMOND SENIOR CENTER
Food for Meals on Wheels & Congregate Meals Project
2022-23 Award $12,000
Amount Requested 2023-24 $13,000
Community Need and Request for Increased Funding
Over 25% of the population are age 50 or older, and by 2025, this number is projected to be 35%.
Our "Meal Services Program (MSP)" has a rich history serving older adults in the greater Redmond
area - Alfalfa, Eagle Crest, Crooked River Ranch, Terrebonne, and parts of Powell Butte. We project
over 36,000 meals will be served by June 30, 2023, and with increased requests, we plan for a 30%
increase in meals served July 1 thru June 30, 2024.
We face several critical issues:
1. Demand for MS continues to grow;
2. Food and supply costs and staff salaries continues to escalate an average of 20%;
3. Demand for volunteer support continues to grow resulting in increased staff support
needed;
4. Increase federal compliance documentation impacts staff time and training.
In 2023-24, strategically, we are focusing on:
• Kitchen - Our commercial kitchen will undergo a complete remodel bringing it in compliance with
state health standards, significantly increasing efficiency preparing meals, and ability to serve
more people. Thanks to Deschutes County and City of Redmond funding and our leveraging of this
funding, the community will realize a much -improved resource.
• Fund Development— Our fund development efforts will expand to include increased funding
partners, grant support, and local funding events.
We are requesting an increase in funding to address food costs aligned with serving a minimum of an
average of 165 meals daily and address supply costs (trays, paper products, packaging, etc.) aligned
with home delivered and on -site meals.
Impact of Current Investment Support a minimum of 5.7% of the total annual cost for Meals on
Wheels and home food delivery service for older adults. From July 1, 2022 to February 1, 2023, MSP
has reached 70% of its goal. In this same time period, this investment supports less than 3% of actual
costs as a result of significant increase food/supply costs. This investment helped leverage two new
financial partners supporting the MSP.
Comments We are greater Redmond's hub for older adults and the only inclusive organization
providing Meal Service Program to diverse older adults in the area. Sustaining the Meal Services
Program rests on engaging multiple revenue streams. Our Meal Services Program "backbone" is
Deschutes County and our other community partners who provide average of 63% of funding needed.
Federal funding represents an average of 37% support.
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Healthy People: Support and advance the health and safety of Oeschutes County's resiclents
KIDS CENTER
Child Abuse Medical Evaluation Project
2022-23 Award $30,000
Amount Requested 2023-24 $35,000
Community Need
KIDS Center serves children (0-18) who are suspected victims of physical or sexual abuse,
neglect, drug endangerment, and witnessing domestic violence. KIDS Center is the regional
Designated Medical Provider (DMP) for medical evaluations, as well providing forensic
interviews, family advocacy, and therapy for children referred by law enforcement, DHS Child
Welfare, therapists, and medical professionals.
• In 2022, KIDS Center served 2,112 unduplicated children and families, and conducted 414
evaluations, a 17% increase from 2021.
In 2022, our medical examiners (MEs) fielded 30 consult calls from medical providers in
Deschutes County and conducted 102 case reviews, which resulted in recommendations
and referrals to investigative agencies.
Impact of Current Investment Grant supports 0.21 FTE (of 1.0 FTE) medical examiner to
conduct consultations and medical evaluations of suspected victims of child abuse. In the
period of July 1, 2022, to February 28, 2023:
• Performed medical assessments for 293 children.
• 165 child abuse cases reviewed with law enforcement, DHS, and DA's Office.
• Provided support to 100% of DA's cases where a child was seen at KIDS Center.
® Every child (and their family) served with a medical evaluation received additional
services including family advocacy and a therapy referral (as appropriate).
Comments During the past two fiscal years, KIDS Center has provided our professional staff
with two rounds of substantial compensation increases to attempt to keep pace with the
rising costs of living in Central Oregon. The increased funding amount requested would help
support those increased costs in the coming year.
Safe Communities: Reduce crime and recidivism through prevention, intervention, supervision and
enforcement
�� E S CpG2
`� -LATINO COMMUNITY ASSOCIATION
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Healthy Families & Family Empowerment Programs
2022-23 Award $35,000
Amount Requested 2023-24 $35,000
Community Need and Request for Funding
We have successfully established our Family Empowerment Center in Bend and just
expanded to a larger office in Redmond to meet the growing demand for our culturally -
specific services, leadership development and advocacy work. Immigrant Latino families in
our communities are one of our most vulnerable and underserved populations.
Key data indicators for Deschutes County Latinos include:
• Fastest growing (increased by 47% since 2010 in Deschutes County) with the ...
• Lowest median age at 26 (compared to 47) and 36% being under 18 years old; the ...
• Highest rate of labor force participation (78%), yet also with the ...
• Lowest average per capita income ($17,267) and the ...
• Highest rate of uninsured (18%), referring to health insurance coverage.
Immigrant Latino families face unique barriers such as English proficiency, lower formal
education levels and a reluctance of businesses to recognize foreign credentials. In
September 2021, we moved to a 5,700 square foot office and community center in Bend to
expand our services to families and continue to realize our vision to build a welcoming
community across cultures. This move increased our annual facility costs by $67,000. We
now have space for our English and Citizenship classes. We hosted vaccination and testing
clinics and have rented our community room to families for baby showers and birthdays. We
also just expanded our Redmond office to house our growing staff team, including our
Workforce Navigator and Advocacy & Leadership Coordinator. Computer classes just started.
Impact of Current Investment Support 6% of Healthy Families & Family Empowerment
program costs.
• Information and referrals for 400 people
• Help enroll and educate 500 people regarding health insurance and system access
• Coordinate and provide 100 people with legal assistance
• Provide 200 people free tax filing services
• Help SO people become U.S. citizens
Comments As employers struggle to find qualified employees to fill their open positions,
immigrants will become an even more important segment of our workforce. However, they
face housing, childcare, health challenges. Deschutes County's support will help ensure we
are resourced adequately to meet the needs AND empower our immigrant families to thrive.
Healthy People: Support and advance the health and safety of Deschutes County's residents
BETHLEHEM INN
Volunteer Coordination of Emergency Meals
2022-23 Award $42,500
Amount Requested 2023-24 $50,000
Community Need and Request for Increased Funding
We respectfully request BOCC grant funding to help support the continuing service delivery of
nutritious meals as part of our Meal Program. This is especially critical now that the Inn has
opened its second shelter location in Redmond. As the region's leading emergency shelter
provider, the Inn serves as a critical safety net in our region. Without access to services uniquely
provided by the Inn, economically disadvantaged adults and families are at greater risk of chronic
poverty with limited alternatives as the region slowly recovers from the devastating impact of the
pandemic.
The region continues to experience an increase in the number of adults/families, who have lost
their income, may no longer have a safe place to live and will be seeking support from the Inn. It is
essential for the Inn to address extreme hunger and nutrition -related health conditions to
mitigate reduction in cognitive abilities, which make it even more difficult for homeless individuals
to find and hold jobs.
Since March 2020, the Inn has been required to reduce its resident capacity by over 60% to
comply with CDC guidelines. That guideline continues today; however, a projected return to 100%
capacity is expected by the early 2023. While the demand for nutritious meals was great before
COVID-19, it is projected to be even more significant as we transition into the post -virus months.
Bethlehem Inn respectfully requests $50,000 for FY 23124 in support of our Meal Program in Bend
and Redmond, which will serve a projected 100,000 nutritious meals to an estimated 1,100
children and adults next year. Funding will help support fixed staffing costs regardless of resident
count- 1.0 FTE Kitchen manager and 2.0 FTE Kitchen staff. Matching funds will help support 2.0
FTE Kitchen Staff and one .25 FTE Facility assistant to support food inventory and facility needs.
Impact of Current Investment Support for 0.73 FTE (of 1.0 FTE) kitchen manager and 0.16 FTE (of
1 FTE) kitchen steward to prepare and serve meals as part of the Meal Program.
100% of residents provided three nutritious meals daily
• In the period of July 1, 2022 to February 28, 2023, 572 residents and 60,600 meals served.
Comments BOCC funding will help support the increasing fixed kitchen staffing costs due to
competitive job market and need to increase salaries to retain/recruit staff regardless of number
of residents served.
Healthy People: Support and odvonce the health and safety ofDeschutes County`s residents
FAMILY ACCESS NETWORK
Juniper Elementary FAN Advocate Project
2022-23 Award $17,500
Amount Requested 2023-24 $17,500
Community Need
This year FAN is celebrating our 30th anniversary, offering assistance, possibility, and hope to
Central Oregon families in need by connecting them with crucial resources that help children
flourish in school and in life. FAN has served over 181,000 children and family members since
inception and more than 7,000 individuals each year.
FAN places advocates directly in schools to decrease barriers to assistance for children and
their family members who are low-income, unhoused, or experiencing poverty. According to
the 2020 Condition of Education report from National Center for Education Statistics,
"...living in poverty [is] associated with poor educational outcomes —including receiving low
achievement scores, having to repeat a grade, and dropping out of high school." Social
determinants of health include economic stability and access to education. FAN directly
addresses both of these determinants by connecting families with basic needs, like food,
clothing, school supplies, health care, rental/utility assistance, transportation, and more, so
children can remain in school prepared to learn. Each year, FAN works with over 100
community partners, including health and social services, to ensure families can access the
resources they need to stabilize after suffering setbacks.
Our relationship with our community partners is reciprocal: often school personnel and
community organizations refer clients to FAN for help with multiple poverty -related needs.
According to research conducted through the School of Social Work at Georgia State
University, "On a community level, fragmentation of services across agencies can... be a
barrier for overwhelmed families who are unaware of effective strategies to navigate
complex systems of service delivery" (Lewinson, T. & Collard, C.S. 93). FAN's work counters
this fragmentation of services, so that clients can navigate the often -confusing web of social
services more efficiently. Working through one dedicated advocate, families in need can
build a trust -based relationship with someone who can help them get the resources they
need to thrive.
Impact of Current Investment Grant supports 0.37 FTE (of 0.47 FTE) FAN advocate at Juniper
Elementary School to connect children and family members to basic -need resources.
• In the period of July 1, 2022 to March 1, 2023 connected 218 children and family
members to basic -need resources, nearly meeting annual goals.
• During the fall client survey, 98% of families reported that FAN improved their situation.
Healthy People:.Support and advance the health and sai`ety af Deschutes County`s residents
�3'VE S Co&
SAVING GRACE
Mary's Place Supervised Visitation & Safe Exchange Center
2022-23 Award $30,000
Community Need
During FY21-22, 908 victims of domestic violence, sexual assault and/or stalking in the County
received 12,622 vital safety services from Saving Grace (SG) including shelter, 24-hr helpline,
counseling, and legal assistance, a 17% increase over FY20-21. Of victims receiving these SG
services, 99 were referred by law enforcement after screening in as high lethality cases. In
Deschutes County Circuit Court for FY21-22, 511 restraining orders were filed, with 124 cases
involving children where parenting time was allowed. Of those cases, 52 (42%) were referred
to Mary's Place (MP) for supervised visits or safe exchanges. The purpose of referring these
cases to MP is to protect the adult victim and children from further harm from an abusive
parent/partner, while allowing parenting time to continue. In FY21-22, MP provided 73
unduplicated families including 125 children with 1,414 supervised visits and safe exchanges.
• MP remains the sole provider of free domestic violence -specific supervised visits and safe
exchange services including case management east of the Cascades.
• Requested funds would support 0.33 FTE of 1.0 FTE program director for supervision and
direction of 6.77 FTE staff who provide supervised visits, safe exchanges, case
management and advocacy services for MP families.
Impact of Current Investment Provide 0.36 FTE of 1.0 FTE to supervise 6.77 staff who
provide supervised visits, safe exchanges, case management and advocacy services for
families that have experienced domestic violence, sexual assault, stalking and/or child sexual
abuse.
• In the period of July 1, 2022 to March 1, 2023 MP has so far served 63 families with
nearly 800 supervised visits and safe exchanges and expects to exceed the numbers
served during the prior FY.
Comments The COVID pandemic has continued to impact MP staff and families served.
Additionally, the stress of inflation and high housing costs have been strongly felt by both
staff and families served, with most families served living at or near poverty level. Due to high
demand, families must wait on average one month to begin MP services. The severity of
violence and coercive control experienced by survivors referred to MP remains alarmingly
high. Stalking, strangulation, sexual assault and abuse of children common, underscoring the
importance of the services Mary's Place provides in preventing further violence and harm to
these vulnerable citizens of Deschutes County.
Sofe Communities: Reduce crime and recidivism through prevention, intervention, supervision and
enforcement
Community Need
COVO served 1,430 unduplicated households (singles or multiple persons) in 2022. 711 of these
households were new to COVO services. Total client contacts in our Outreach Program were 6,648
with 3,140 of these in our Outreach Center and 3,508 in homeless camp outreach efforts. Despite an
ever-increasing effort by COVO and other service providers, the number of persons living unsheltered
remains high in Deschutes County, many still reeling from the financial impact of the pandemic.
COVO respectfully requests $30,000 for FY 2023-24 to continue funding a portion of the outreach
coordinator to oversee camp and street outreach efforts, and to train and support outreach
volunteers. The coordinator works with community partners to facilitate services to individuals and
enhance collaborative efforts for best addressing service to the homeless in Deschutes County. Key
partners in outreach include but not limited to Deschutes County Homeless Outreach Services Team
and Stabilization Center, Mosaic Medical Mobile Clinic, Shepherd's House, REACH, VA HUD-VASH
team and more.
COVO is a key partner in the Homeless Leadership Coalition (HLC) Central Oregon/Continuum of Care
(CoC), serving on the HLC board and committees, and participates in the Coordinated Entry System
weekly case management and the annual Point in Time Count. COVO is a member of the Multi -Agency
Coordination (MAC) Group currently planning for the funding to our CoC from the Governor's
emergency order on homelessness (EO 23-02). Central Oregon Veterans Village, a partnership with
Deschutes County, Bend Heroes Foundation and others, provides shelter to homeless Veterans
identified through our Outreach Program and referrals from community partners. In 2023-24 three
priorities are to increase services to the rapidly increasing population of senior/aging persons
experiencing or at risk for homelessness; reach areas of Deschutes County less served because of
accessibility; and to increase outreach to women Veterans (a 23% increase in 2022 over 2021 of
women Veteran clients seen).
Impact of Current Investment Provide 0.6 FTE (of 1.5 FTE) Outreach Coordinator
• In the period of July 1, 2022 to February 28, 2023, Outreach made 2,331 contacts with homeless
and low-income people visiting the center, 3,026 contacts with homeless people in camps, and
served 102 veterans not currently served by COVO, soundly meeting annual goals.
• Coordinated more than 1,162 volunteer hours assisting services and outreach to homeless
and/or low income people.
Comments COVO continually seeks practical solutions to address homelessness in Deschutes County,
for both Veterans and non -Veterans. We do this in partnership with our network of extraordinary
community partners, believing in strength in collaboration. COVO fills a unique niche in helping those
experiencing homelessness, providing a trusted connection as a gateway to accessing support,
community services, and housing.
Healthy people: Support and advance the health and so ety of Oeschutes C.ounty's residents
COURT APPOINTED SPECIAL ADVOCATES OF CENTRAL OREGON
CASA
$35,000
Community Need and Request for Funding
CASA of Central Oregon provides volunteer advocacy to abused and neglected children, aged
from birth to 21 years. CASA programs are mandated by Oregon law; this means that every
time a child enters foster care in Deschutes County, CASA of Central Oregon is appointed by
the judge to represent that child's best interests in all court proceedings. Even though CASA is
mandated by law, the CASA program in Deschutes County received a small portion of its
funding from the state general fund this year. That amount may well be at -risk given the state
fiscal challenges this biennium.
The need is greater than ever. Children in Deschutes County are still feeling the long-term
effects of the community challenges brought by the COVID-19 pandemic. We know this
because the number of children in foster care has increased since the beginning of the
pandemic. On January 1, 2020, there were 172 children in foster care in Deschutes County.
This number increased by 27% to January 1, 2022. On January 1, 2023, there were 211
children in foster care, still above pre -pandemic levels.
CASA respectfully requests $35,000 for FY 23-24 to fund 0.6 FTE of a Program Coordinator
position. This calculation reflects wages and benefits for a college -educated Program
Coordinator to support approximately 40 volunteers, who will advocate for over 100 children.
Impact of Current Investment Provide 0.6 (of 6.7 FTE) program staff to train/support CASA
volunteers for children birth through age 18.
• In the period July 1, 2022 to March 1, 2023, there were 288 unduplicated Deschutes
County children in foster care. During the same period, 247 children had an assigned
CASA. We estimate that there will be approximately 300 children in foster care from July
1, 2022 to June 30, 2023.
Comments National studies have shown the CASAs are effective. Children with CASAs tend
to do better during their time in foster care: 1) they transition into a safe, permanent home
more quickly than children without a CASA's advocacy; 2) they do better in school; 3) have
fewer disciplinary problems, and; 4) receive more services to heal from trauma and thrive.
County support has never been more vital to give children in foster care a volunteer
advocate.
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Healthy People: Support and advance the health and safety of Deschutes County's residents
Community Need
Oregon estimates that 40% (4 out of 10) of children enter kindergarten with barriers to their
success. Healthy Beginnings' goal is to reach more of the 14,468 children in the county ages 0-5
that miss receiving a developmental screening. With increased demands on working families in
Central Oregon, preschool screenings are an innovative solution to provide developmental
screenings for children in a preschool setting.
• In FY21-22, Healthy Beginnings screened 448 children in Deschutes County through the
preschool screening program. The program identified concerns in 119 children, providing
referrals and personal follow up to connect them with services in development, hearing, and
vision. Ultimately, 96 of these referrals were followed up on, to the point of seeking
professional care and/or treatment.
• New Screening Program Manager hired, March 2023. This new staff member brings professional
expertise and training in the field of childhood mental health and behavioral issues. This will
enhance our post-COVID screening protocols and family follow-up.
In 2023, we are launching a new partnership with Juntos Aprendemos, to strengthen relationships,
expand outreach and increase service to the Central Oregon Latino community.
Impact of Current Investment
• In the period of July 1, 2022 to March 1, 2023, HB provided 56 evidence -based screenings in
development, behavior, hearing, and vision at preschool sites. Screening program was placed
on hold in Q2 due to key staff retirement and an extended replacement search process.
• Screening results sent to the medical provider, family, and shared with the preschool teacher
to ensure closed loop communication between family, medical home & school. HB has
provided 31 referrals for care and treatment.
• Finalized a two-year MOU w/ Deschutes County WIC program, to provide screenings and
participate in WIC sponsored events. (Spring 2023)
• Renewed Title 1A Prel< screening partnership with Redmond School District. (Spring 2023)
Comments Healthy Beginnings is a sole source provider of evidence -based preschool screenings in
the region. We have strong partnerships with other local service providers, Deschutes County WIC,
Juntos Aprendemos, Healthy Families of the High Desert, High Desert ESD, Early Learning Hub of C.O.,
Mosaic Medical, Head Start and Early Head Start programs.
Healthy People: Enhonce and protect the health and well-being of communities and their residents
UPPER DESCHUTES
WATERSHED COUNCIL
March 20, 2023
RE: Request to Deschutes County Commissioners for Service Partner Grant Funding for Upper
Deschutes Watershed Council for FY24
Dear Deschutes County Commissioners:
Thank you for your ongoing support for our programs at the Upper Deschutes Watershed Council
(UDWC)! UDWC is now serving the Central Oregon community for a 261h year in 2023 after
being formed in partnership with Deschutes County back in 1997. I look forward to sharing my
annual presentation with you later in 2023. During this current fiscal year, the UDWC is
receiving $20,000 as part of Deschutes County's Service Partner Grant Program. This annual
funding is an important component that supports our staffing and operations which brings
additional public and private dollars to the Upper Deschutes watershed. As an example, total
revenue for our work in FY22 was $1.6M with 43% coming as federal funding, 14% as state
funding and 39% being non -governmental grants or donations. In FY23, our proposed budget was
just over $2M for working leveraging this support from Deschutes County.
UDWC has received the same level of funding ($20,000) from Deschutes County for the past 20
years and is respectively requesting an increase to $25,000 for FY24 (July 1, 2023 — June 30,
2024). Costs have gone up in recent years with operations, health care, and adminstrative costs
increasing due to inflation and other pressures which leads to this request for additional Service
Partner Grant Program funding which we have never requested before.
Support from Deschutes County supports our staffing and operations costs, allowing UDWC to
complete restoration projects, monitor the health of our streams and rivers, and to accomplish
valuable education and outreach for K-12 students and community members about the importance
of our rivers and streams. Recent highlights from FY23 include:
UDWC informs the community about stream restoration, watershed monitoring, and
community stewardship opportunities with the outcome of keeping the community
informed and engaged in the protection of natural resources. A couple examples in FY23
include: 1) UDWC is offering a second year of watershed education classes in 2023 and
doing it this year in partnership with COCC through their continuing education programs.
Classes include a six -part series including a watershed tour about the Metolius watershed
and another about the Upper Deschutes watershed. This is a continuation of programming
we started in 2022 and we have expanded in 2023 thanks to funding from the
Roundhouse Foundation in Sisters, Oregon Watershed Enhancement Board and is also
supported by funding from Deschutes County. 2) UDWC completed a restoration project
at Creekside Park in Sisters and involved nearly 400 students and community volunteers
in planting trees and shrubs along the streambanks of Whychus Creek at the park. A very
PO BOX 1812 BEND, OR 97709 1 700 NW HILL ST. BEND, OR 97701 www.restorethedeschutes.org
similar effort will be taking place in April and May of 2023 at Riverbend Park in Bend
where a restoration project is underway. 3) UDWC also held its annual Deschutes River
Clean-up on July 30, 2022 with another clean-up scheduled for July 2023. We had more
participants and sponsors than ever before in 2022!
UDWC has completed over 50 on -the -ground restoration projects over the past 25 years.
For our 251h anniversary in 2022, we created a map (copied below) showing the location
of all these projects and also created a video sharing some personal stories about the
value of watershed councils. In FY23, UDWC completed three restoration projects which
is more projects than normal for us and stretches our capacity but we are also still
catching up on projects that were delayed because of the Covid pandemic and forest fires
of 2020. UDWC led a restoration project at Creekside Park in Sisters along Whychus
Creek and also a restoration project at the Willow Springs Preserve owned by the
Deschutes Land Trust along Whychus Creek. Lastly, UDWC led a restoration project at
Riverbend Park along the Deschutes River in Bend in partnership with Bend Park and
Recreation District (BPRD). This project is an excellent example of a public/private
investment with BPRD providing funding for the project but UDWC also bringing over
$400,000 in funding from the Oregon Watershed Enhancement Board, the Bend
Sustainability Fund and the Sunderland Foundation. Videos about our work and some of
these projects can be found at the links below.
25"' Anniversary Video: https://www.youtube.com/watch?v=doPvGgSuQwE
Creekside Park Project Video: https://www.youtube.com/watch?v=U2tMoQ7J46M
Willow Spring Project Video: https://www.youtube.com/watch?v=5i8GPbc6JZI
Link to 2022 Annual Report: https://www.upperdeschuteswatershedcouncil.org/wp-
content/uploads/2022/12/UDWC 2022AnnualReport.pdf
• In FY23 we have continued to work with public and private schools offering K-12
students the opportunity to learn about their local rivers and streams and take field trips to
these rivers and streams to learn about local water resources. We also offered three
summer camps for students in 2022.
• UDWC also continues to coordinate a watershed monitoring program to monitor stream
temperatures and restoration effectiveness at various locations in in Central Oregon, and
this has continued in FY23.
Funding from the Service Partner Grant from Deschutes County helps leverage funding for all the
projects described above by supporting UDWC staff and our operations costs. We greatly
appreciate and depend on the financial support from the Deschutes County Service Partner
Program and we respectfully request continued support in FY24.
Sincerely,
Kris Knight �
Executive Director
Upper Deschutes Watershed Council
FY23 Service Partner Results of Investment Overview
Other County Funding
Amount Requested Received / Requested,
Service Partner FY23 Award FY24 FY23?*
Bethlehem Inn $42,500 $50,000 Yes
CASA $35,000
$35,000 No
_
on Aging $42,500
$50,000 Yes
_Council
COyo $30,000
$30,000 Yes
FAN $17,500
$17,500 Yes
Healthy Beginnings
$25,000
$25,000
Yes
1 Bar J Youth Services
$20,00_0
$20,000
Yes
_
KIDS Center
$30,000
$35,000
No
_
LCA
$35,000
$35,000
Yes
MountainStar
$21,600
$21,600
Yes
_
Redmond Senior Center
$12,000
$13,000
No
Saving Grace
$30,000
$35,000
Yes
*Refer to Funding Summary for information on grants, amounts, and intended use of funds.
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Other Deschutes County Funding Summary
Below is an overview of funding Service Partners received, are scheduled to receive, or have applied for from
July 1, 2021 through June 30, 2023 from the County in addition to BOCC Service Partner Grant Program
funds.
Grant Type Amount Intended use of Funds
Bethlehem Inn
ARPA Funding
$900,000
Facility Improvements for Bethlehem Inn Redmond
building
BOCC Discretionary FY22 Q4
$2,000
Fundraising support for Spotlight on Homelessness
event
BOCC Discretionary FY23 Q4
$2,500
Fundraising support for Spotlight on Homelessness
event
TOTAL:
$904,500
CASA — no additional funding requested/received
Council on Aging
ARPA Funding
$327,840
Building rehabilitation — HVAC upgrades
BOCC Discretionary FY22 Q1
$1,700
Outreach canopy replacement
BOCC Discretionary FY22 Q2
$1,800
Building rehabilitation/bathroom upgrades
BOCC Discretionary FY22 Q3
$1,700
Printing Adult Activity Packets
BOCC Spay & Neuter Grant
$1,735
Spay and neuter vet services
BOCC Discretionary FY23 Q1
$1,450
Hot box meal delivery equipment
BOCC Discretionary FY23 Q2
$1,250
Printing Adult Activity Packets
TOTAL:
$337,475
COVO
Veterans Village
$75,000 Village operation costs
FAN
BOCC Discretionary FY22 Q1
$2,500
Fundraising support for annual FAN luncheon event
BOCC Discretionary FY23 Q2
$2,000
Fundraising support for annual FAN luncheon event
TOTAL:
$4,500
Healthy Beginnings
BOCC Discretionary FY22 Q3
$1,300
Provide two community -based Title 1A PreK program
screenings in Redmond
J Bar J Youth Services
BOCC Discretionary FY23 Q4 $2,000 Car seats
KIDS Center — no additional funding requested/received
Latino Community Association (LCA)
BOCC Discretionary FY22 Q3
$2,500
Fundraising support for Gala de Oro event
BOCC Discretionary FY23 Q2
$2,000
Fundraising support for Empowering Families luncheon
event
BOCC Discretionary FY23 Q4
$2,500
Fundraising support for Gala de Oro event
TOTAL:
$7,000
Grant Type I Amount Intended use of Funds
MountainStar Family Relief Nursery
ARPA Funding
$600,000
Program expansion in La Pine and remodel in Redmond
BOCC Discretionary FY22 Q1
$2,000
Fundraising support for Birdies 4 Babies event
BOCC Discretionary FY23 Q1
$2,000
Fundraising support for Birdies 4 Babies event
TOTAL
$604,000
Redmond Senior Center — no additional
funding requested/received
Saving Grace
ARPA Funding
$375,000
Weekend Advocates program as well as food and
housing services
ARPA Funding
$75,000
Shelter kitchen remodel and addition of two shelter
bedrooms
TOTAL
$450,000
EIS C®
Camping Feasibility Study
Fair & Expo Master '`, Support
Affordable d
FIREWISE USA
RESIDENTS REDUCING WILDFIRE RISKS
Request for $100,000 in Video Lottery funds for fuel reduction grants
Program:
The County's Fuel Reduction Grant Program is designed to assist communities with specific,
short-term projects related to reducing fuels and improving defensible space in Deschutes
County.
Preference will be given to communities or neighborhoods that are working to be recognized as
a Firewise USAT"° site or are currently recognized as a Firewise USA"' site and are proposing
projects consistent with their Firewise action plan and community assessment.
Applicants must be working at the neighborhood or community scale (individual property
owners are not eligible) to reduce wildfire risks.
A wide range of activities may be eligible for funding, including, equipment rental, supplies
needed for community work parties, contracting out roadside chipping, fuel reduction or
defensible space, and debris disposal fees.
Requests for regular maintenance (i.e. pine needle raking and removal) and ongoing
operational funding that cannot be sustained beyond the grant period are discouraged.
Funding:
In the Fall of 2022, there were a total of 30 applicants for fuel reduction grants, of which 26
were awarded. Total amounts awarded ranged from $1,000-$5,000. The total "ask" from all the
applicants was $157,000, which speaks volumes for the program and success of the programs in
the County. We are hopeful that the BOCC will continue to support this effort.
Thank you for being an advocate for this valuable funding.
Deschutes County Natural Resources
61150 SE 27th Street
Bend, OR 97702
* DFSCHij7`ES COUNTY
r �
To: Deschutes County Board of Commissioners
From: Geoff R. Hinds, Deschutes County Fair & Expo
Date: 4/6/2023
Subject: Request for $200,000 in Oregon Video Lottery funds for a facility master plan
I am writing to request $200,000 in Oregon Video Lottery funds from Deschutes County to be used by
Deschutes County Fair & Expo for a facility master plan. The purpose of this master plan is to develop a
comprehensive, long-term plan for the improvement and expansion of our fairgrounds and event center.
As you are aware, Deschutes County Fair & Expo is a valuable asset to our community, attracting visitors
from all over the region and generating significant economic activity for our local businesses. However,
our current facilities are outdated and inadequate to meet the growing demand for events and activities. In
order to remain competitive and continue to serve our community effectively, we need to develop a
master plan that will guide our future growth and development.
The proposed master plan will include an assessment of our existing facilities and infrastructure, as well
as recommendations for new construction and upgrades to better meet the needs of our patrons and
vendors. We will also explore opportunities for revenue generation, including partnerships with local
businesses and other organizations.
We believe that the Oregon Video Lottery funds are a critical source of support for this project, and we
are confident that this investment will pay dividends for our community for years to come. We will work
closely with Deschutes County to ensure that the funds are used effectively and transparently, and that the
final master plan reflects the priorities and needs of our community.
Thank you for your consideration of this important request. We look forward to working with you to
improve and expand the facilities at Deschutes County Fair & Expo.
Sincerely,
Geoff R. Hinds
Director, Fair & Expo
Deschutes County Fair & Expo Center
3800 Airport Way, Redmond OR 97756
(541) 548-2711
EXPO.DESCHUTES.ORG
Deschutes County
FY 2024 Video Lottery Fund Allocation Exercise
State Video Lottery Revenue Anticipated $ 1,176,015.00 Projected by Oregon State Lottery
ISF Fees $ (35,496.00)
Grant Program Administration $ (56,070.00) Remaining Balance
Total Resources Available $ 1,084,449.00
FY 2023
CATEGORY PROGRAM FY 2024 REQUESTS FY 2024 ALLOCATIONS NOTES
ALLOCATIONS
Economic Development
EDCO Regional Capacity/ Operational Support
Local Capacity: Bend
Local Capacity: Sunriver/La Pine
Local Capacity: Redmond
Local Capacity: Sisters
Venture Catalyst Program
Economic Development Loans
(Transfer to Fund 050)
Sub -Total
Other Economic Development
Sunriver Chamber General Operations
Sunriver Chamber "Shop Sunriver' Campaign
Sisters Chamber General Operations
Sub -Total
Special Project Support
Shop -with -a -Cop Program
Deschutes Cultural Coalition
Deschutes Basin Water Collaborative
Deschutes Collaborative Forest Project
Friends of the Children
Sub -Total
Service Partners
Central Oregon Council on Aging(COCOA) - Meals
an Wheels and Congregate Dining
MountarStar Family Relief Nursery - Therapuetic
Early Childhood Classroom and Safety Net Projects
J-Bar-J / Cascade Youth and Family Services
Redmond Senior Center - Meals on Wheels &
Congregate Meals Project
KIDS Center - Child Abuse Medical Evaluation Project
Latino Community Association - Healthy Families &
Family Empowerment Programs
Bethlehem Inn-Voiunteei Coordination of
Emergency Meals
Family Access Network (FAN) -Juniper Elementary
FAN Advocate Project
Saving Grace- Mary Place Supervised Visitation &
Safe Exchange Center
Central Oregon Veterans' Outreach (COVO) -
Homeless Outreach Coordinator
Court Appointed Special Advocates (CASA)
Healthy Beginnings Preschool Developmental
Screening
Upper Deschutes Watershed Council
SulaJotal
Grant Programs
Sub -Total
[t
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t1
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rttt rs
1Ir111
25,000.00
20,000.00
$ 42,50000
$ I50,00000
$ 21,600 00
b 21,600 00
$-20,00000
$ 2400000
8 12,00000
$ `. 13,00000
$ 30,000 00
$ ; 35,000 00
$ 35,000 00
$ 35,000 00
$ '42,500,00
$ 50,00000
S 17,50000
$ 1750000
$ 30,00000
$ 35,000,00
$ 30,00000
$ 30,00000
$ �3S,00000
S : 35,00000
$ 25.000 00
$ 25,000 00:
$ 20,00000
$ 2500000
$ 361,100.00
:$::: :.::392,100.00:
_
$
'otal of a $26,635 increase requested to support rising
,perational and labor expenses as well as an additional 1.0 FIT
me to increased demand for services. This results in a 6.4%
ncrease in funding for local programs and 12.9% increase for
.DCO regional support.
staff does not anticipate that a transfer to 050 in FY24 will be
iecessary, based on current fund balance and expected loan
equests.$110,000 allocated in FY22.
�3.000 increase requested to support hiring a contracted
employee for website and social media management.
Jo increase requested.
:5,000 increase requested to continue progress on water
management plan and leverage state and local dollars.
;5,000 increase requested to support staffing and outreach
rfforts for projects.
:30,000increase requested to support continued organizational
;rowth (doubling in size in next five years).
7,500 increase requested to support volunteer expenses and
,ad provisions.
to incree quested.
loincreasase rerequested.
1,000 increase requested to support rising food and supply
.Its
5,000 increase requested to support staff compensation
djustments for rising cost of (wing.
Jo increase requested.
7,500 increase requested to support fixed kitchen staffing
osts.
5.000 -ncrease requested to support rising operas onal and
dministrative costs, including staff compensation adjustments.
loincrease requested.
loincrease requested.
loincrease requested.
5,000 increase requested to support rising operational and
drmm,trat ve costs
Fuels Reduction Grant Program
$ 100,000.00
8::..' 100,000.00
Discretionary Grants
$ 60,00000
$ 60,000.00
Original FY23 allocation was $15,000. Board increased allocation
Fundraising Grants
$ 26,000.00
$.. :..25,000.00.
based on grant requests.
Original FY23 allocation was $25,000. Board increased allocation
Arts and Culture Grants
$ 42,950 00
$ 30,000 00
based on grant requests.
United Way of Central Oregon: Emergency Food,
Clothing and Shelter Grants
$ 80,00000
$ : 80,000,00
$ 208,950.00
$ 165,000.00.
$
F,,,,nd investments'NEW' SpecialProjectSupport Camping Feasibility study
Master Plan Support (onetimAffordable Housing Trust Fund (one time)
$ 58,00000
$ :. 42,00000Fair&Expo
$ 58,000.00
$ ' 242,000,00
1 $
ayment of $58,000 expected to be paid in FY23
Optional to a11— for unexpected revenue vast ons
TOTAL REQUIREMENTS $ 1,303,185.00 $: - Contingency was estimated at 8% of requirements,
REMAINING BALANCE
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BOARD OF
COMMISSIONERS
MEETING DATE: April 24, 2023
SUBJECT: Countywide Long-term Financial Forecast with Courthouse Debt Service
Presentation
RECOMMENDED MOTION:
No action required.
BACKGROUND AND POLICY IMPLICATIONS:
In preparation for the Fiscal Year 2024 (FY 2024) budget week, the Deschutes County
Finance Department will share a long-term financial analysis with the Board. Staffs
presentation includes an overview of current and future County finances, including
forecasts for key funds and future debt service obligations.
The expanding population of our County has led to a corresponding rapid increase in FTE
to meet the higher demand for services. This operational growth, combined with prolonged
high inflation, supply chain issues, recent decreased development activity and related
revenues, increased space needs and the courthouse expansion project has increased
pressure on the County's current and future resources.
General Fund
The General Fund provides resources to support a number of critical County functions.
General Fund departments include District Attorney, Clerk/Elections, Assessor, Veterans'
Services, Tax Office, Property Management, and Medical Examiner. General Fund transfers
help support Heath Services, juvenile justice, Adult Parole & Probation, and general County
reserve including capital and maintenance. Since 2018, the General Fund departmental
expenditures have grown at a rate of 8.2% each year, while the primary source of General
Fund revenue, property taxes, have increased by 5.5% each year.
Coming into FY 2024, other sources of General Fund revenue, such as Clerk's fees, are
declining due to inflation and higher interest rates and are budgeted at $1.7 million less
than FY 2021 actuals. Long-term forecasts for the General Fund show that if the County
maintains its current rate of growth, the General Fund will be unable to fully support itself
by the end of FY 2034 with the maximum tax levy. For FY 2024, assessing the County's
maximum permanent rate of 1.2783 is approximately an increase of $1.8 million over the
FY 2023 adopted rate of 1.2183, a six -cent increase per $1,000 assessed value.
Future Debt - Courthouse Expansion
The County has a pressing capital need for the courthouse and has committed to a $40.5
million expansion of the facility. The County will need to finance debt for this project over a
period of 20 years. Including interest, the project is expected to cost $65 million.
Unallocated Transient Room Tax (TRT) and support from the General Fund have previously
been identified to pay the debt. Staffs analysis shows that unless the County reduces
expenditures or receives additional revenue for the project, the General Fund and TRT
funds will not be able to fully support debt payments.
Staff is recommending that the County pay down $10 million in debt for the project upfront
by utilizing a combination of TRT, General Funds, and Local Assistance and Tribal
Consistency dollars. If the County buys down debt for the project and uses all future
General Fund and unallocated TRT revenues additional revenue or a reduction in
expenditures will be needed to meet the project's debt service obligation.
The County has requested $25 million from the legislature to support the courthouse
expansion project. Once the County knows if it will receive additional funds from the State,
staff will be able to revise the forecast and determine the impact of the remaining debt
service payments. However, it is likely that debt service payments will still be significant,
even with the potential of additional revenue from the State.
Health Benefits Fund
The Health Benefits Fund accounts for the medical and dental insurance programs
supporting employee health benefit functions including operation of the clinic, pharmacy,
and wellness program. Medical claim expenditures have been higher than projected for the
last two fiscal years and the County is experiencing a new baseline rate for claims receipts.
In FY 2024, the County is budgeting a reduction of approximately $6 million in beginning
working capital in the Health Benefits Fund and preliminary analysis shows the
departmental health insurance rate will need to be increased by 11 % in FY 2024 and then
23% in FY 2025. This will increase personnel costs and retiree health insurance costs. Staff
anticipates $400,000 in additional General Fund support will be needed to cover claims
costs in FY 2025. (departments)
The forecasts and projections used for this presentation include historical growth and
operational expenditure rates. The models do not include future County financial needs
and the costs associated with those requests. Examples include:
• Increased operational subsidies to multiple departments outside of the General
Fund who are currently facing declining revenues
• The County's portion of long-term funding of the office of coordinated
houseiessness after CY 2025
Stabilization Center funding
Public safety campus improvements
Staff recommends and will discuss the following options with the Board and Budget
Committee during budget week:
• Increasing the County's tax rate to $1.2783 per $1,000 assessed value
• Deferring any new TRT allocations
• Slowing operational growth Countywide and within the General Fund until inflation
decreases and projected assessed value growth of property tax returns to higher
levels
• Buying down $10 million in courthouse debt to save on financing costs
• Considering changing revenue allocations from other sources and redirect to the
General Fund and courthouse funding, such as PILT.
BUDGET IMPACTS:
None at this time.
ATTENDANCE:
Robert Tintle - Chief Financial Officer
Dan Emerson - Budget and Financial Planning Manager
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To: Joint Committee On Ways and Means
Re: Amendment Request for Senate Bill 847 A
Apri 121, 2023
Dear Co -Chairs Steiner and Sanchez, Vice -Chairs Girod, Gomberg and Smith, and Members of the
Committee:
Like most of Oregon, Deschutes County and Central Oregon struggle with the growing homeless
population. As you know, Central Oregon is one of eight continuum of care regions within the
State.
Deschutes County, through its governing body, requests an amendment to SB 847 A to expressly
allow counties the discretion to adopt safe parking programs on rural lands (including resource
zoned lands) located at the perimeters of existing Urban Growth Boundaries (UGBs). Current state
statutes essentially prohibit or create uncertainty to the adoption of safe parking programs on
rural lands, including Exclusive Farm use and Forest zoned properties. Adding an amendment
expressly allowing for safe parking programs on rural lands can serve as a stepping stone to
sheltered housing options in Deschutes County, especially in those areas that are proximate to
UGBs.
County staff, including Deputy County Administrator Erik Kropp, Director of Houseless Strategy &
Solutions Cheyenne Purrington, Community Development Director Peter Gutowsky, and County
Counsel Dave Doyle are available to further articulate our concerns and request.
Thank you for your consideration. We look forward to hearing from you soon.
The Deschutes County Board of Commissioners
Anthony DeBone
Chair
Patti Adair
Vice Chair
Phil Chang
Commissioner
CC: Senators Lynn Findley, Tim Knopp, and Dennis Linthicum
Representatives Vikki Breese Iverson, Jason Kropf, E. Werner Reschke, and Emerson Levy
1300 NW Wall Street Bend, Oregon 97703
(541)388-6572 board@deschutes.org @www.deschutes.org
E S COG�a
BOARD OF
COMMISSIONERS
BOARD OF COUNTY COMMISSIONERS MEETING
1:00 PM, MONDAY, APRIL 24, 2023
Allen Room - Deschutes Services Building - 1300 NW Wall St - Bend
(541) 388-6570 1 www.deschutes.org
AGENDA
MEETING FORMAT: In accordance with Oregon state law, this meeting is open to the public and
can be accessed and attended in person or remotely, with the exception of any executive session.
Members of the public may view the meeting in real time via YouTube using this link:
http://bit.ly/3mminzy. To view the meeting via Zoom, see below.
Citizen Input: The public may comment on any topic that is not on the current agenda.
Alternatively, comments may be submitted on any topic at any time by emailing
citizeninput@deschutes.org or leaving a voice message at 541-385-1734.
When in -person comment from the public is allowed at the meeting, public comment will also be
allowed via computer, phone or other virtual means.
Zoom Meeting Information: This meeting may be accessed via Zoom using a phone or computer.
• To join the meeting from a computer, copy and paste this link: bit.ly/3h3ogdD.
• To join by phone, call 253-215-8782 and enter webinar ID # 899 4635 9970 followed by the
passcode 013510.
• If joining by a browser, use the raise hand icon to indicate you would like to provide public
comment, if and when allowed. If using a phone, press *6 to indicate you would like to speak and
*9 to unmute yourself when you are called on.
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, call (541) 388-6572 or
email brenda.fritsvold@deschutes.org.
CALL TO ORDER
CITIZEN INPUT: Citizen Input may be provided as comment on any topic that is not on the
agenda.
Note: In addition to the option of providing in -person comments at the meeting, citizen input comments
may be emailed to citizeninput@deschutes.org or you may leave a brief voicemail at 541.385.1734.
AGENDA ITEMS
1. 1:05 PM Resolution 2023-020, establishing the responsibilities of the County
Treasurer
2. 1:15 PM Treasury Report for March 2023
3. 1:30 PM Finance Report for March 2023
4. 1:50 PM FY 2024 Video Lottery Fund Allocations
5. 2:35 PM Countywide Long-term Financial Forecast with Courthouse Debt Service
Presentation
OTHER ITEMS
These can be any items not included on the agenda that the Commissioners wish to discuss as part of
the meeting, pursuant to ORS 192.640.
EXECUTIVE SESSION
At any time during the meeting, an executive session could be called to address issues relating to ORS
192.660(2)(e), real property negotiations, ORS 192.660(2)(h), litigation; ORS 192.660(2)(d), labor
negotiations, ORS 192.660(2)(b), personnel issues, or other executive session categories.
Executive sessions are closed to the public; however, with few exceptions and under specific guidelines,
are open to the media.
O j ,
April 24, 2023 BOARD OF COUNTY COMMISSIONERS MEETING Page 2 of 2