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2024-130-Minutes for Meeting April 22,2024 Recorded 5/21/2024�vTES CO
o` G2- I BOARD OF
ZCOMMISSIONERS
1 300 NW Wall Street, Bend, Oregon
(541) 388-6570
•
11:00 AM
Recorded in Deschutes Countv CJ2024-130
Steve Dennison, County Clerk
Commissioners' Journal 05/20/2024 4:47:02 PM
� ,`Fj Ii I I I Ili I IIIIIIIII IN 1111111111
2024-130
MONDAY April 22, 2024
Barnes & Sawyer Room
Live Streamed Video
Present were Commissioners Patti Adair, Tony DeBone and Phil Chang. Also present were
County Administrator Nick Lelack; Assistant County Counsel Kim Riley; and BOCC Executive Assistant
Brenda Fritsvold.
This meeting was audio and video recorded and can be accessed at the Deschutes County
Meeting Portal webpage www.deschutes.org/meetinZs.
CALL TO ORDER: Chair Adair called the meeting to order at 11:00 am.
CITIZEN INPUT: None
AGENDA ITEMS:
Salary, Market, and Equity Study
Kathleen Hinman, Human Resources Director, reviewed the Board's prior
authorization to conduct a salary, market and equity study to assist with
evaluating staff compensation and benefits with the goal of remaining
competitive and equitable while ensuring sustainability. She summarized that a
wage review and market analysis for non -represented and AFSCME represented
employees will be undertaken as well as evaluations of internal equity and pay
equity organization -wide.
BOCC MEETING APRIL 22, 2024 PAGE 1 OF 9
Adding that the State's pay equity law will be applied to all positions as the study
is conducted, Hinman introduced representatives of HR Answers, the selected
contractor for this project.
Laurie Grenya from HR Answers said the company will guide the County as it
works to update its compensation philosophy and evaluate salary structures for
competitiveness and equity. HR Answers will also review the County's existing
policies and procedures applicable to administering compensation to ensure
adherence to best practices.
Saying that HR Answers encourages organizations to consider total
compensation (base pay, retirement benefits, healthcare benefits) when
evaluating compensation, Grenya shared the results of a survey conducted of the
County's executive team on this issue. She advised that the County consider
changing which comparables are surveyed for market salary information to
better reflect who the County competes for staff against, and who it loses staff to.
Stressing that determiningjob matches requires the careful evaluation of
transferable skills, she described the four pillars of job matching and said at a
minimum, three of these are needed to match one job with another.
Continuing, Grenya said although Deschutes County currently uses four counties
as comparables, the County is —outside of police and fire —able to decide which
h A,;dictions and/or organizations to use as comps. Grenva recommended
expanding the comps beyond the current four counties and including two
reputable aggregate resources (or aggregator surveys). She further
recommended evaluating the compensation provided by any public sector entity
of comparative staff size and budget size to Deschutes County.
Commissioner Chang was interested to factor in the consideration that some of
the County's job candidates are seeking a certain active outdoor lifestyle.
Responding to Commissioner DeBone, Hinman confirmed that the County
reports compensation information to the State on a regular basis.
Commissioner Adair asked to know the median salary paid by Deschutes County.
Hinman agreed to provide that information.
Responding to Commissioner Adair, Hinman said the average length of
employment at the County is just over eight years.
Commissioner DeBone supported expanding the comparables used to gain a
bigger picture. He noted this will require deciding which specific information is
used when comparing compensation.
BOCC MEETING APRIL 22, 2024 PAGE 2 OF 9
Hinman explained that an aggregate survey consolidates all of the returned
information into one column for each position. She asked if the Board wishes to
continue using the current comparables as well as an aggregate factor.
In response to Commissioner Adair, Grenya said using aggregate sources cuts
time and costs. Direct market surveys, on the other hand, take much longer
because each jurisdiction must be surveyed separately.
Commissioner DeBone noted that because some workers prefer the private
sector to the public, evaluating total compensation is important.
Commissioner Adair suggested including the Cities of Bend and Redmond as
comparables.
Hinman confirmed that department heads indicated interest in including
information gleaned from the private sector. She said if the Board wants this
included, it could be incorporated into the aggregator data.
Commissioner Chang supported expanding the comparables beyond the four
counties currently used to include other public sector and possibly private sector
comps.
Hinman said staff will bring this matter back to the Board on Wednesday for
further discussion and potential Board direction.
At 12:06 pm, the meeting was recessed until 12:30. The meeting reconvened at 12:30
Pm.
2. Department of justice Violence Against Women grant to improve criminal
justice responses to sexual assaults, domestic violence and stalking
Kathleen Meehan Coop presented the request to apply for a Violence Against
Women ICJR grant to continue the Deschutes County High Risk Domestic Violence
Team. Meehan Coop explained that the District Attorneys Office, in partnership
with Saving Grace, Parole and Probation, the Sheriff's Office and area police
departments have partnered for two prior ICJ grants to benefit victims of
domestic violence. If awarded, the grant will be used to fund two positions: a
part-time domestic violence investigator and a law enforcement liaison who will
provide comprehensive services for high -risk survivors of domestic violence.
CHANG: Move approval of the submittal of an application for a 2024 Violence
Against Women ICJR grant
BOCC MEETING APRIL 22, 2024 PAGE 3 OF 9
DEBONE: Second
VOTE: CHANG:
DEBONE:
ADAI R:
Yes
Yes
Chair votes yes. Motion Carried
3. FY 2025 Video Lottery Fund Allocations
Laura Skundrick, Management Analyst, reminded that each year, the Board
considers anticipated revenue from the County's portion of video lottery
proceeds for the upcoming fiscal year and develops an expenditure plan for
these. In FY 2025, the County's revenue from video lottery proceeds is expected
to be $1,370,000; staff recommends that the Board determine allocations in
alignment with this projection.
Budget & Fiscal Planning Manager Dan Emerson explained that one of the
questions before the Board is whether to allocate some of the available video
lottery funds to County core services in order to help relieve pressure on
the General Fund and Transient Room Tax Fund.
Responding to Commissioner Adair, Skundrick said the video lottery fund has
$1,108,409 in beginning working capital, which staff recommends be reserved as
contingency.
Skundrick presented four possible funding options for the Board's consideration.
Discussion ensued regarding the funding needed for the Fair & Expo's
masterplan. In response to questions, Fair & Expo Director Geoff Hinds said as
the envisioned land swap with the State proceeds, the additional 140 acres will
be incorporated into a new masterplan of the entire Fairgrounds. He confirmed
that the Fair utilizes TRT funds for marketing and also for capital repairs, and said
the RFPs received for the masterplan have not yet been evaluated.
Commissioner Adair urged allowing the Central District Oregon High School
Equestrian Team (ONSET) program to resume operating at the Fairgrounds,
saying Rimrock is too small of a facility. Noting that every high school in
Deschutes County participates in this program, she encouraged prioritizing this
use as OHSET is an important program which benefits youth.
In response to Commissioner Adair, Hinds confirmed he has talked with the
organizers of the proposed new sports complex and understands their interest in
possibly utilizing Fair property. As a next step, the proponents will conduct
necessary research to identify community needs.
BOCC MEETING APRIL 22, 2024 PAGE 4 OF 9
Commissioner Adair asked to know how much was spent on the 2018 Fair
masterplan.
Commissioner Chang spoke to the possibility of putting a bond measure to
voters for renovation and development of Fair facilities once the masterplan is
completed.
In response to Commissioner Adair, Lee Randall, Facilities Director, said with
respect to the changes to the District Attorneys office space, staff has looked at
projected staffing levels and how the space can best be utilized to provide as
much flexibility as possible going forward. As part of this project, staff envisions
also improving the utilization of other floors in the existing courthouse. Cost
estimates are not yet available.
Responding to questions, Randall said the space formerly used to store records
requires the installation of HVAC to be suitable for occupancy. Staff will bring
options to the Board for its consideration.
The Board discussed the four options presented by staff for allocating video
lottery funds in FY 2025. Commissioner Chang said while the County's core
services are extremely important, he had concerns about community partners
who have depended on these funds for decades.
Dan Emerson, Budget & Financial Planning Manager, noted that Environmental
Health has the option of increasing its inspection fees to lower the subsidy
needed from the General Fund.
Commissioner DeBone supported subsidizing the Environmental Health division
at $250,000, allocating $150,000 for the Fair masterplan, and allocating $100,000
to remodel the DA's office. Commissioner Adair concurred.
Commissioner Chang referred to funding requests from organizations not
previously funded and expressed concern about honoring the partnerships with
organizations funded in the past. He spoke to the purpose of video lottery funds
and the critical services provided by many community partners.
Discussion ensued regarding the increase in funds requested from EDCO and
funding requests from Chambers of Commerce. Commissioners discussed
funding each of the service organizations at 50% of the full amount requested by
each as a starting point.
BOCC MEETING APRIL 22, 2024 PAGE 5 OF 9
Noting that some of the Chambers serve incorporated areas, Commissioner
Chang said as the Sunriver Chamber does not, he supported funding it at a total
of $45,000.
Commissioner Adair reported that United Way uses just 2% of its contributions
for administration.
Following further discussion, the Board concurred to fund COVO at $30,000 and
award a $15,000 total allocation to the Deschutes Cultural Coalition.
In response to Commissioner Adair, David Doyle, County Counsel, said video
lottery funds must be used for economic development purposes. He allowed that
this term can be broadly construed, and said a legal opinion from the prior
County Counsel advised that these funds could be used for distribution to the
service partners.
The Commissioners were in consensus to allocate each of the service partners an
additional $5,000 on top of the previously discussed allocations of 50% of their
request.
Skundrick said staff will bring this matter back to the Board for final action.
The Board convened as the governing body of the Sunriver Service District.
4. Sunriver Service District Management Agreement Updates
County Counsel David Doyle summarized that the Board of the Sunriver Service
District (SSD) is proposing changes to the Management Agreement between the
Governing Body of the SSD, the SSD Managing Board, and the Sunriver Owners
Association (SROA).
Jim Fister, Board Chair of the SSD Managing Board, described the proposal to
transition all seven SSD Managing Board positions to open positions to enable
more representation from those who want to serve. He added that the SROA
could be offered an ex-officio position on the SSD Managing Board in lieu of
having two voting positions as it does now.
Commissioner DeBone differentiated between the SSD and the homeowners'
association, noting that the SSD provides public safety services (i.e., law
enforcement and fire protection).
BOCC MEETING APRIL 22, 2024 PAGE 6 OF 9
James Lewis, representing the SROA, said many people who own property in
Sunriver do not live there. He confirmed that SROA seeks to retain its designated
seats on the SSD board.
Clark Peterson, also representing the SROA, said the SROA and SSD work very
well together. Adding that SROA is willing to accept a decrease from two positions
on the SSD Board to one, he noted that a position with full voting rights is not the
same as an ex officio, non -voting position. He believed that any conflicts of
interest could be managed.
Commissioner DeBone asked if the SROA would be willing to restrict its
representative to the SSD Board to someone who is a full-time resident and
registered voter in Sunriver.
Gerhard Beenen, SROA president and SSD treasurer, stated his support for
keeping one SROA representative on the SSD Board. He was concerned that
without this, it will be difficult to maintain representation.
Lewis referred to a joint meeting of the two Boards last week and asked about
the rationale behind the concern about possible conflicts of interest.
County Counsel David Doyle spoke to concerns about the potential for conflicts
of interest, whether intentional or inadvertent, and to the potential disclosure of
confidential information. He explained attorney -client privilege and attorney
work product and stressed that the SROA is not the County's client. He said while
the SROA is a private entity, the SSD Board is a public body which must abide by
certain rules regarding public records and open meetings. These changes
attempt to minimize the blended arrangement between a private entity and
public body that currently exists.
SSD Board member John Shoemaker shared his belief that the proposed changes
to the management agreement would not change the relationship between the
two entities.
Commissioner Chang encouraged both parties to return with a proposal all can
agree to.
Commissioner DeBone offered to meet with all interested parties in an effort to
facilitate an agreement.
A break was announced at 2:19 pm. The meeting resumed at 2:23 pm with the Board
reconvening as the governing body of Deschutes County.
BOCC MEETING APRIL 22, 2024 PAGE 7 OF 9
5. Discussion and Possible Action on Property identified for the Land Exchange
with the Department of State Lands
Erik Kropp, Deputy County Administrator, said staff seeks conceptual approval to
clear 137 acres of County -owned property in east Redmond of all encampments
- in the process of cleaning up the property for the purpose of completing a long -
sought land exchange with the Department of State Lands. Staff proposes
clearing this property of encampments by utilizing a nearby County -owned
property of 45 acres as a site where people could relocate their camps.
Kristie Bollinger, Property Manager, presented a draft remediation plan which
includes communication and coordination with service providers and the City of
Redmond.
Commissioner DeBone clarified that the 45 acre property is located near Oasis
Village and CORE3.
In response to comments, Kropp agreed that one of the challenges of the 45 acre
site is its unlevel terrain along with many rocks and junipers.
Commissioner Adair said the City of Redmond is willing to partner with the
County to establish a campground with some services on the 45 acres.
Commissioner Chang noted that the 45 acres is part of Coordinated Houseless
Response Office (CHRO) RFQ/RFP process to identify potential service providers
for a managed camp or other services. Kropp said responses to the RFQ/RFP
have been received but not yet evaluated.
Commissioner Chang said offering minimal services and minimal security to
relocated encampments would result in bad outcomes.
Commissioner DeBone did not want to offer a place where people would be leery
to go due to concerns about safety. He commented on the concept of a long-time
visitor area at the 45 acres which would offer trash service, bathrooms, and
potable water, and require adherence to rules to ensure satisfactory conduct of
the persons staying there.
Commissioner Adair said gravel will need to be added to guard against fires.
The Board was in consensus to support moving forward with the presented
concept. Kropp said staff will return for direction on what services will be
provided on the 45 acres and who will provide these.
BOCC MEETING APRIL 22, 2024 PAGE 8 OF 9
Commissioner Chang exited the meeting at 2:53 pm.
6. Treasury Report for March 2024
Bill Kuhn, County Treasurer, presented the March 2024 Treasury Report.
7. Finance Report for March 2024
Robert Tintle, Chief Financial Officer, presented the March 2024 Finance Report.
OTHER ITEMS:
• Commissioner DeBone attended a Rotary meeting and the La Pine High
School's "Bite of Reality" event.
• Commissioner Adair reported on last week's Behavioral Health Advisory
Board meeting, in particular discussion regarding the concern that many
youth are experiencing mental health struggles.
• Commissioner DeBone reported on the Redmond Airport committee
meeting last Thursday where phase 1 of the airport's expansion project was
discussed. This phase will include three skybridges for passenger embarking
and disembarking.
• County Administrator Nick Lelack announced the Board will hold a public
hearing on the 2020-2040 Comprehensive Plan Update in Sunriver
tomorrow.
EXECUTIVE SESSION: None
ADJOURN:
Being no further items to come before the Board, the meeting was adjourned at 3:30 pm.
DATED this day of A1Qy 2024 for the Deschutes County Board of
Commissioners.
PATTI ADAIR, CHAIR
ATTEST:
ANTHONY DEBONE, VICE CHAIR
rit)�M
RECORDING SECRETARY
PHIL CHANG, COM ISSIONER
BOCC MEETING APRIL 22, 2024 PAGE 9 OF 9
�\X E S CpG
A BOARD OF
1 COMMISSIONERS
BOARD OF COUNTY COMMISSIONERS MEETING
11:00 AM, MONDAY, APRIL 22, 2024
Barnes Sawyer Rooms - Deschutes Services Building - 1300 NW Wall Street - Bend
(541) 388-6570 1 www.deschutes.org
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 attend the meeting virtually 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
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allowed via —I „�..,.... f r,. ..' . ... -- -
Zoom
• To join the meeting via Zoom from a computer, use this link: http://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 *9 to indicate you would like to
speak and *6 to unmute yourself when you are called on.
• When it is your turn to provide testimony, you will be promoted from an attendee to a
panelist. You may experience a brief pause as your meeting status changes. Once you
have joined as a panelist, you will be able to turn on your camera, if you would like to.
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.fritsvoW-@deschutes.org.
Time estimates: The times listed on agenda items are estimates only. Generally, items will be heard in
sequential order and items, including public hearings, may be heard before or after their listed times.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
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
11:00 AM Salary, Market, and Equity Review Project Overview
LUNCH RECESS
Continued AGENDA ITEMS
2. 12:30 PM Department of justice Violence Against Women grant to improve criminal
justice responses to sexual assaults, domestic violence and stalking
3. 12:40 PM FY 2025 Video Lottery Fund Allocations
Convening as the Governing Body of the Sunriver Service District
4. 1:40 PM Sunriver Service District Management Agreement Updates
Reconvening as the Governing Body of Deschutes County
5. 1:50 PM Discussion and Possible Action on Property Identified for the Land Exchange
with the Department of State Lands (DSL)
6. 2:50 PM Treasury Report for March 2024
7. 3:05 PM Finance Report for March 2024
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.
April 22, 2024 BOARD OF COUNTY COMMISSIONERS MEETING Page 2 of 3
EXECUTIVE SESSION
At any time during the meeting, an executive session could be called to address issues relating to ORS
192.660(2)(e), real property negotiations, ORS 192.660(2)(h), litigation; ORS 192.660(2)(d), labor
negotiations, ORS 192.660(2)(b), personnel issues, or other executive session categories.
Executive sessions are closed to the public, however, with few exceptions and under specific guidelines,
are open to the media.
ADJOURN
April 22, 2024 BOARD OF COUNTY COMMISSIONERS MEETING Page 3 of 3
�O'(ES CO
BOARD OF
COMMISSIONERS
MEETING DATE: April 22, 2024
SUBJECT: Department of justice Violence Against Women grant to improve criminal justice
responses to sexual assaults, domestic violence and stalking
RECOMMENDED MOTION:
Move to approve the application for a 2024 Violence Against Women ICJR grant to continue
the Deschutes County High Risk Domestic Violence Team.
BACKGROUND AND POLICY IMPLICATIONS:
The District Attorney's Office in partnership with Saving Grace, Parole and Probation, DCSO,
BPD, RPD, SPD and BBRPD, have partnered for two prior ICJR grants to improve our
community's responses to domestic violence cases and survivors.
Grant funding will be used to support two HRDVT positions and team training. One of the
positions would be for a limited term, part-time domestic violence investigator (DVI) based
out of the DA's Office. The DVI will assist with DV case investigation. The other position
would be for a LAP/law enforcement liaison at Saving Grace to provide comprehensive
services for the high risk survivors.
If awarded the grant, funds would be available from October 1, 2024 to September 30,
2027.The total amount of grant funding available from OVW has not increased substantially
over the years, so we will be refining the roles of both grant -funded positions so that our
project objectives can be achieved within the constraints of the funding available.
The grant application is a two-step process with forms due by April 30, 2024 and the full
proposal due on May 2, 2024.
BUDGET IMPACTS:
The three year grant request would be for a maximum of $500,000. There is no
requirement for a matching funds.
ATTENDANCE:
Kathleen Meehan Coop, Management Analyst
April 11, 2024 2024 OVW Grant Summary 1
2024 OVW GRANT OPPORTUNITY SUMMARY
1. Grant Title
a. US Department of Justice Office on Violence Against Women (OVW)
"Improving Criminal Justice Reponses to Sexual Assault, Domestic Violence, and
Stalking Grant Program"
i. Formerly known as the Grants to Encourage Arrest and Enforcement of
Protection Orders Program
2, Submission Due Date
a. Applications are due on May 2, 2024
i. Strongly encouraged to be submitted 48 hours prior
3. Funding
a. The grant is for $500,000 over 3 years.
i. If awarded, the funding is scheduled to be available starting on October 1,
2024.
b. Funding will likely cover:
i. 0.5 FTE Domestic Violence Investigator - DCDA
ii. 0.75 FTE LAP/Law Enforcement Liaison — Saving Grace
4. Project Summary
a. This will be a request to OVW to award $500,000 in grant funds as a continuation
of a current grant project.
b. We are seeking funding to address the following three main target areas:
i. Continue to fund a Domestic Violence Investigator position to provide
follow up investigations for Domestic Violence cases occurring in
Deschutes County.
ii. Continue work with High Risk Domestic Violence Team.
Ili. Continue the Lethality Assessment Protocol that connects survivors of DV
crimes with Saving Grace in high risk cases.
5. Community Partners that have been involved in this project
As part of the application we are updating our current MOU between all the partners.
a. Deschutes County
b. Deschutes County District Attorney's Office
c. Deschutes County Sheriff's Office
d. Deschutes County Parole and Probation
e. Bend Police Department
f. Redmond Police Department
g. Sunriver Police Department
h. Black Butte Police Department
i. Saving Grace
BOARD OF
COMMISSIONERS
MEETING DATE: April 22, 2024
SUBJECT: Salary, Market, and Equity Review Project Overview
RECOMMENDED MOTION:
No motion expected at this meeting.
BACKGROUND AND POLICY IMPLICATIONS:
Deschutes County Commissioners provided approval for the County to hire a consultant to
complete a Salary, Market, and Equity study. Staff issued an RFP, conducted first and
second round interviews with a Steering Committee earlier this year with the contract
being awarded to HR Answers, Inc.
HR Answers is a Woman -owned Business Enterprise (WBE) located in Tigard, Oregon with
over 35 years in business with an experienced team of human resources professionals. The
team has extensive experience not only in compensation for private and public sector
clients, but also in working with leadership, as well as represented and non -represented
employees in its consulting assignments. The team is committed to providing
organizations with exceptional consulting by utilizing varied backgrounds and decades of
experience.
The Salary, Market, and Equity study for Deschutes County will include work to help the
County:
Understand the equity and competitiveness of our employee's compensation and
benefits,
Update the existing program so that the program can be competitive, sustainable,
and equitable for the future, and
Recommend a budget plan to appropriately realign employees' compensation as
necessary.
This project will encompass a thorough wage review and market analysis for Non -
represented and AFSCME represented employees, as well as look at internal equity and pay
equity organization -wide. A compensation structure will be recommended that includes
methods to easily update the wage structure as new market indicators and minimum wage
changes occur; as well as recommendations for addressing employee and position equity,
advancement, and development.
HR Answers will guide the County through processes to facilitate project planning and
engage County leadership on establishing comparable agencies for market salary updates,
updating the County's compensation philosophy, and reviewing salary structure for
competitiveness and equity. They will also complete a review of existing policies and
-- procedures applicable to administering compensation to ensure the organization follows
industry best practices.
In 2017, the Board approved use of Clackamas, Lane, Marion, and Jackson counties as our
comparable labor market; as well as the County's current Compensation Philosophy
statement.
Our employees enjoy a rewarding work culture that is proudly focused on
providing innovative and comprehensive services to our community. Our
goal is to attract, reward, and retain a talented and diverse workforce to
deliver these services. We value our employees and recognize their
commitment by providing them with a competitive compensation, benefits,
and retirement package that is internally equitable and fiscally responsible to
the citizens and taxpayers of Deschutes County.
HR Answers will present a project overview and facilitate a conversation with the Board to
review our current comparable labor market and discuss any changes to be considered
when defining to the comparable labor market to be used for the County's compensation
survey as part of this project.
BUDGET IMPACTS:
None at this time.
ATTENDANCE:
Kathleen Hinman, Human Resources Director
Laurie Grenya, HR Answers, Inc.
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BOARD
J. •
MEETING DATE: April 22, 2024
SUBJECT: FY 2025 Video Lottery Fund Allocations
RECOMMENDED MOTION:
Consider varying funding packages for the allocation of video lottery proceeds.
BACKGROUND AND POLICY IMPLICATIONS:
Each year, the Board considers 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, support for other
organizations, and grant programs.
In order to maintain a healthy contingency and fund balance for FY25 and future years,
staff continues to recommend that the Board allocate FY25 funds in alignment with
expected FY25 revenue. In FY25, staff anticipates that the County will receive $1,370,000 in
revenue from video lottery proceeds.
As the Board knows, the County is experiencing revenue contraction in the General Fund
and is also experiencing reductions in Transient Room Tax (TRT) revenue and increasing
demands on TRT as a funding source. As a result of these concerning revenue forecasts,
County Administrator Lelack requested that staff prepare four funding packages for Board
consideration for this discussion of allocating video lottery funds.
These packages include:
1. Full support for Deschutes County core services. This model includes support to:
a. Offset Environmental Health fees. Earlier this year the Board expressed support
for offsetting Environmental Health fees for restaurants, mobile food units,
pools, and spas with TRT funds. Using Video Lottery Funds (VLF) instead of TRT
to offset these costs would provide additional TRT capacity, which is a more
flexible funding source.
b. Fund the permitting and design process to prepare for a remodel to
accommodate the District Attorney's Office's space needs in the Grey
Courthouse after State Courts vacates this area in 2026.
Provide the remaining funding needed to complete the Fair and Expo Center
market analysis and strategic planning project.
2. A hybrid model allocating resources for core services and external entities at 50%
of requests.
This model assumes full funding support for Economic Development of Central Oregon.
3. A hybrid model allocating resources for core services and external entities at 30%
of requests.
This model assumes full funding support for Economic Development of Central Oregon.
4. Full support for external organizations and projects.
Funding models that include support for County core services will help to provide relief to
other County funds such as the General Fund and Transient Room Tax.
Alternatively, the Board could opt to fund a combination of projects outside of the draft
packages prepared by staff.
documents tended t^ a�SiSt With this process:
Attached are supporting uv�ui � ienu intended - r•
BUDGET IMPACTS:
Planned expenditures will be included in the FY 2025 budget.
ATTENDANCE:
Whitney Hale, Deputy County Administrator
Dan Emerson, Budget & Financial Planner Manager
Laura Skundrick, Management Analyst
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® EDCO
® Bend Chamber of Commerce
• Chambers - La Pine, Redmond, Sisters
• Sunriver Chamber of Commerce
MOVE
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EDCOGROW
April 2, 2024
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 $324,967 for the 2024-2025 fiscal year (an increase of $18,882 from last 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 9.5%, as requested due to escalating labor
and materials costs. This year, we are asking for a modest increase to help offset increasing
expenses related to insurance benefits, equipment and supplies, contract services, and a
conservative cost of living adjustment (COLA) related to the Consumer Price Index (CPI) and
Inflationary rates of 3.2% (for February 2024). We are forecasting a small deficit in 2023/24, due
to an unsuccessful grant application, but we feel 5% is a reasonable and prudent request for
2024/25 as we plan to bolster private sector funding, noted in the "Leveraged Funding" section.
New to this budget request is the inclusion of funding related to table sponsorships for regional
Annual Luncheons, as applicable, per the request of County staff. The table below is a breakdown of
the current and proposed 2024-25 request.
,.ram Deschutes
2024
Sunriver-La Pine
County FY 2i
Investment (current)
$38,545
Luncheon Table i(proposed
Sponsorships
$600 (5 seats)
$40,472
$41,072
Sisters Country
$38,545
NA
$40,472
$40,472
Redmond (REDI)
Bend
$16,520
$16,520
$900 (8 seats)
NA
$17,346
$17,346
$18,246
$17,346
Venture Catalyst
$44,050
NA
$46,253
$46,253
Regional Office
$151,905
$1,628 (10 seats)
$159,950
$161,578
Total:
$306,085
$3,128
321
$,839
$324,967
N t S ber-La Pine
ro ram funds are passed
through EDCO to the City of La
Pine apart from a nominal
o e. unr� p g
administrative charge to provide software and staff support for the position.
EDCO's primary focus is on helping companies create jobs by doing the following, which brings in
new wealth and helps the overall economy grow:
MOVE. Guide employers outside the region through the relocation process as a resource for
regional data, incentives, talent, site selection, and more.
START. Mentor and advise scalable young companies from concept to exit on issues such as
access to capital, critical expertise, and strategy.
GROW. Partner with local traded -sector companies (those that export products and
services out of the region and import wealth back into the community) to help them grow
and expand.
MOVE
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EDCOGROW
Leveraged Funding
For decades, Deschutes County has been a key partner in the work of economic development both
through its own operations and through contracting with EDCO for business development services
to enhance and support the local business climate. By partnering with EDCO to allocate state lottery
funding dedicated to economic development efforts, the County benefits from:
• Lower personnel and benefit overhead costs,
• EDCO's 501(c)6 business organization status, which leverages private sector funding,
augmenting public sector further (see funding mix below); and
• EDCO's proven track record of success, efficiency and effectiveness in fostering job growth,
industry diversification and strategic initiatives that pave the way for sensible growth.
EDCO's FY 23.24 Funding Mix
Private Membership
Public Contracts
Earned Revenue
Other
c______ n_ L ..� County , t thin Itti dollars of outside fnndina for MILKEN
investment from Descl1u eS Coun y lever age$ more uaaaa 4— . b - - INSTITUTE
every $1 spent in the form of private memberships, local and state contributions and
earned revenue. In this way, public dollars are augmented to achieve better results and (((( o' FORWHEARTLAND D
measurably improve the local and regional economy. We believe this partnership has �»
been a key component to the region's consistently high rankings in the U.S. for economic
performance and job creation from The Milken Institute, including #1 rankings for small Forbes
metros four out of the past seven years (ranked 6th in 2024), and consistently high
ranking with Forbes, Entrepreneur, WalletHub, and Heartland Forward as standout '
places where jobs are being created and sustained. ,
Entrepreneur
Scope of Work
EDCO will continue to deliver comprehensive local economic development programs in
coordination with Deschutes County and local communities. Services will include, but are not
limited to, marketing, recruitment, retention/expansion, strategic initiatives (i.e., air service, the
Central Oregon Innovation Hub, etc.), management of incentive programs, and further formation of
public/private partnerships. EDCO will monitor programs and systems that directly impact local
companies' ability to be successful and will encourage and support local entrepreneurship by
providing a mentoring network and facilitating access to equity/growth capital among other things.
EDCO will administer enhanced economic development efforts by hiring and retaining the staff
necessary to support individual communities. For its investment, Deschutes County receives seven
FTE and a relative apportionment of five additional staff delivering EDCO's mission.
Strategic Plan
Development of EDCO's most recent strategic plan included
outreach to many stakeholders, including local traded -
sector businesses, local communities and Deschutes
County staff and Commissioners. The FY 2022/23-
2024/25 plan includes information on target industry
sectors, business development strategies, workforce
development initiatives, advocacy, and table setting efforts,
and is available for review here.
Return on Investment (ROI)
The organization leverages many 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 for, 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
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EDCOGROW
Central Oregon Industry Clusters
MANAGEMENTOF
COMPANIES AND
ADMINISTRATIVE HIGH TECHNOLOGY
SUPPORT Data Ce�ttas.
HO`s. Busmen gem<ondunora
Support Senates tiew.i,% Software, and
- Hardware UevHopment
a
I
sE✓� LIFESTYLE PRODUCTS
Outdoor and Apparel
TRADED- prWwu. wad processing.
SECTOR ---------------- Brewing, Viotk% and other
INDUSTRIES• Brearag, Man f—.6'g
ADVANCED
MANUFACTURING
� Buuang products.
AWW.VAerospMe and
MeleNurgiW l Manulattwing
SCIENTIFIC
Bmwanre, Mndwst
tx <e a�M Nuuazau0U15
ManlJac ing
'EDCO tonnes m aade6-## wdin--b—^—yMooxm-WY rmnxe s me erysed as Wdot '*'
Presently EDCO is managing 63 active authorizations 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 $545 million and create 1,050 local jobs. The
impending ROI for these investments, based on the 29x formula from the 2022 Property Tax Impact
Study commissioned by Business Oregon, is over $15.8 billion in Deschutes County alone. The 63
active authorizations in Deschutes County represent over 80% of the enterprise zone activity in the
entire region.
In addition to the Enterprise Zone program, EDCO plays an active role, with support from
Deschutes County staff, in the administration of the Deschutes County Economic Development
Forgivable Loan Fund (DCEDLF) program. This important program provides a monetary incentive
for job creation to growing traded -sector companies, encouraging additional capital investment in
the County. To date this program has helped more than 30 companies create over 1500 traded -
sector jobs since its inception.
EDCO provides the following services to help the County execute this successful incentive:
• Marketing to applicable businesses
• Application assistance
• Compensation verification
• Coordination and management of the due diligence committee
• Formation of staff reports and recommendations
• Draft loan agreements
• Quarterly reporting documentation
• Oversight of conversion process
MOVE
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EDCOGROW
EDCO believes programs like the Enterprise Zone and Forgivable Loan Fund are critical and help set
the region apart when competing for private sector investment. We are pleased to include
management of them as part of our service delivery.
- - - - Creating a Diversified Local Economy
EDCO works tirelessly to champion a sustainable economy in Deschutes County and the region. Our
efforts are focused on building a robust pipeline of company projects that promise long-term
stability and growth. Presently we are working with 127 company "projects" who are planning on
investing over $1.4 billion in Deschutes County, which could create as many as 4,000 new traded
sector jobs. The graph below illustrates the diverse composition of our pipeline, showcasing our
comprehensive "move -start -grow" strategy throughout Central Oregon.
It is no secret that labor shortages exacerbated by both
Move M Start M Grow housing and childcare affordability are negatively
70 impacting economic growth. Labor shortages are also
60 impacting the availability and rising costs of raw materials
50 related to "bricks and mortar" for companies trying to
ao grow in or move to Central Oregon. Add escalated interest
30 rates as the Federal Reserve has worked to curb inflation
20 and it's clear there are numerous headwinds facing
10 EDCO's work. That said, our commitment to fostering
0 11211mmmm business development by building relationships one CEO
Seca �eQce GoJcr1 �a�o°a �5�e`� ore` at a time has and will continue to yield results. Given the
Jc�,e�` e\G`oe� challenges and economic uncertainty mentioned above,
5 its more important than ever to invest in economic
Q` development.
EDCO's board and staff applaud the Commission and the Deschutes County management team for
the vision to sustain and enhance support for economic development services. We believe this
proposal 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,
Jon Stark
EDCO Chief Executive Officer
12JO4120231tem #1.
� l _
Bend Chamber Operational Funding
Proposal to Deschutes County Commission
November 15, 2023
The Work of the Bend Chamber
Supporting a thriving business community by:
• Convening and connecting businesses and thought leaders to solve business, employer and
economic challenges
• Advocating for businesses at the local, state and federal level
• Resourcing businesses with health insurance, information and other assistance
• Developing tomorrow's Leaders through Leadership Bend and other programming
• Initiatives that benefit businesses throughout Central Oregon and their employees, including
housing, childcare, and workforce development
In addition to its work to support businesses, the Chamber supports multi -year, key initiatives that have
deep impact to businesses, employers and their employees. These initiatives, including midmarket
housing, childcare, workforce development and others, are complex and require sustained and
collaborative effort to achieve results. The Chamber's Workforce Housing Initiative is one of these
efforts, and has been the Chamber's prime focus since 2022.
Workforce Housing Initiative 2024-2025
While there is a shortage of all levels of housing, the Bend Chamber's focus is middle -market housing,
where there is a quickly vanishing supply for an important part of Central Oregon's labor pool and the
greater community.
Updated 10/10/23
EEi1temE]
Goal:
Increase rental or ownership housing for the Bend workforce in 80-120% income band
• Track middle market housing additions against City of Bend Housing Needs Analysis
• successfully advocate for policies and legislation that supports AMI 80-120 housing
• Identify and enable collaboration and investment in building more AMI 80-120 housing
• Continue to be a champion (social and other) communicator of ideas, projects and need for AMI
80-120 housing in the community
Initiative Elements:
Projects:
• Increase rural and urban ADU units by updating the Chamber's toolkit, and collaborating with
Deschutes County and City of Bend ADU programs
• Invest in projects that incentivize AMI 80-120% housing and targeting local employees
Project Policy & Funding
• Track progress of the State Housing Policy Advisory Committee (HPAC) to identify and advocate
for policy changes to increase housing.
• Advocate for modest, well -planned expansion of Urban Reserves (HB 3414)
• Advocate for additional investments for pre -development and infrastructure
Partnerships & Collaboration
• Work with major employers and employer clusters to develop strategies to add housing
• Identify developers who are interested in connecting with employers as potential housing
lessors or investors
• Partner with public, private and nonprofit organizations with shared advocacy goals
Project Assistance & Consulting
Assist with permitting and project advancement at City and County level
• Identify community asset opportunities in housing projects (response to employer need for
more childcare, connectivity, etc.)
Potential Project Investment
As part of the Chamber's ongoing investment opportunities that add to financial viability of delivering
AMI 80 —120 housing for Bend's workforce, create a sustainable, revolving loan fund using public and
private money to invest in workforce housing development projects within the Bend, Oregon UGB.
To create a viable public/private partnership, the Bend Chamber proposes building upon past work and
formalizing the Central Oregon Workforce Housing Collaborative, The Collaborative will include
employers, local government, and strategic partners. The Collaborative will be led by the Bend Chamber,
and membership is by invitation. Collaborative members are responsible for bringing capital, land, or
other assets to the table as a condition of membership. An environmental scan of Collaborative
Updated 10/10/23
12104120231tem #1.
CHAMBER
members and their assets will be conducted, and recommendations made on how to best leverage
individual assets.
Outreach
Build collaborative partnerships to support deployment of investments for employer -driven or
supported workforce housing projects.
• Develop collaborations with local employers, developers and land owners.
Fund Mechanics: Mix of public, private and philanthropic dollars to fund low interest, short
term loans (under 36 months) to spur workforce housing projects.
Metrics of Success: Short -terms goals include securing public and private capital investments to
create and sustain the fund; developing a coalition of willing developers and employers to drive
the work; marketing the fund to developers and promoting partnerships among coalition
employers.
DESCHUTES COUNTY LOTTERY FUNDING REQUEST
• To support economic and business support efforts, and key initiatives, the Bend Chamber
requests an investment of $75,000 from Deschutes County Video Lottery Investment Funds to
specifically support our 2024 workforce housing program support.
The Chamber's work continues year over year, and sustained, annual financial support from
_��_....-,+:..., +., .,I�r, �nr! ovoriito ni�r nrnaramc and __Atl\/PS
Deschutes County enables our organization o plan and -rna, m _.._ initiatives __
moving forward. We request an annual contribution to support this work.
• These funds will build capacity within Chamber operations and project investments that will
support Deschutes County businesses and the economy.
Updated 10/10/23
12104120231tem #1.
November 20, 2023
To the Board of County Commissioners
1300 NW Wall Street
Bend, OR 97703
Dear Commissioner, Patti Adair, Commissioner, Phil Chang and Chair, Tony DeBone:
The Chambers of Commerce of La Pine, Redmond and Sisters are requesting an annual allocation of
$60,000 each from the Video Lottery Fund.
Based on the information we have received this fund is to be used for Economic Development and
Education purposes.
We are aware that the Sunriver Chamber has been receiving approximately $60,000 (some years more,
some years less) annual allocation for years, and we stand in strong support for continuing that
allocation.
As you know, most of Deschutes County's businesses are made up of small businesses. The Chambers'
role in providing much needed services to this sector is vital to the health of our economy.
As an example, During COVID the Chambers' were one of the only organizations willing to take in funds
and distribute those funds to small businesses in Deschutes County. The distribution of funds to our
small businesses resulted in our Chambers' being ineligible for relief funds, as those funds were run
through our books (by our accountants), making us ineligible for COVID assistance.
We also assist with many different aspects, helping small businesses succeed throughout the county, a
list of our economic development activities is attached to this packet.
Based on our conversation today, we respectfully request the allocation be approved.
Sincerely,
Ann Gawith, Eric Sande and Judy Trego
2210412023 Item #1.
Deschutes County Rural Chambers of Commerce Activities
Redmond Chamber of Commerce
• We help to support, represent and strengthen businesses in North Deschutes County,
Terrebonne and parts of Crooked River Ranch.
• We help and support the resorts of Eagle Crest and Juniper Preserve (continually work with
group business holding events at the resorts).
• We help and support the team and events held at Deschutes County Fair and Expo Center.
We help growing our community and destination of north Deschutes County.
Sisters Area Chamber of Commerce
• We promote, market, support, represent and strengthen the small business community in
Western Deschutes County.
• We help and support the resorts of Black Butte Ranch, Aspen Lakes and the surrounding areas.
o We help and support many events held within Western Deschutes County, as an example, the
Sisters Area Chamber of Commerce is one of the many sponsors for the Sisters Rodeo, we have
also provided sponsorship to the Rodeo held at the Deschutes County Fair and Expo Center.
• We grow community by assisting businesses/community efforts in Western Deschutes County.
• We assist struggling businesses with loan referrals, employment, and business marketing
consulting.
• We provide many networking opportunities for small businesses in Western Deschutes County.
La Pine Chamber of Commerce
• We help to market, support, represent and strengthen businesses in Southern Deschutes
County.
• We help and support the resorts of Paulina Lake Lodge, East Lake Resort and the entire
Newberry Crater recreational area, including working with the Deschutes National Forest.
• We help and support other resorts in the immediate area ... Twin Lakes Resort, Crane Prairie
Resort, Cultus Lake Resort, Crescent Lake and Willamette Pass areas, as well as the
Gilchrist/Crescent area.
• We help and support the many events held in La Pine, including the La Pine Frontier Days and
the La Pine Rodeo, the Rhubarb Festival
• We help and support the community radio station KNCP FM
We are a sponsor of the Deschutes County Fair and Rodeo
We offer resources to our business community for information & education on workforce
development, business plans and marketing, etc.
• We continually market the desirability of doing business and living in Southern Deschutes
County
Sincerely,
Eric Sande, Judy Trego, Ann Gawith
CEO RDM, CEO SACC, CEO, LP Chamber
12104120231tem #1.
ORS 461.547
Distribution of certain video lottery revenues to counties for economic
development.
The Oregon State Lottery Commission shall transfer an amount equal to
2.5 percent of the net receipts from video lottery games allocated to
the Administrative Services Economic Development Fund to counties
for economic development activities for the following purposes:
• Furthering economic development in Oregon;
• "Furthering economic development" includes, but is not limited
to, providing:
® Services or financial assistance to for -profit and nonprofit
businesses located or to be located in Oregon;
a Services or financial assistance to business or industry associations
to promote, expand or prevent the decline of their businesses;
• Creating jobs;
• "Creating jobs" includes, but is not limited to:
• Supporting the creation of new jobs in Oregon;
• Helping prevent the loss of existing jobs in Oregon;
• Assisting with work transition to new jobs in Oregon; or
Training or retraining workers.
MEMORANDUM
Date: Nov. 29, 2023
TO: Deschutes County Board of Commissioners
FROM: Sunriver Area Chamber of Commerce Finance Committee
RE: Fiscal Year July 1, 2024 to June 30, 2025 Budget Request
The Sunriver Area Chamber of Commerce kindly requests the continued financial support of the
Deschutes County Board of Commissioners for the 2024-25 fiscal year. The chamber appreciates the
grant it received for the current fiscal year and has taken great care to use the funds to benefit the
Sunriver community.
In 2023, the chamber created new programs and events, and built and reestablished partnerships to
benefit the businesses, nonprofit organizations and community members in South Deschutes County.
Highlights of the chamber's work in 2023 include:
• Hosts two networking events a month except in the summer
• Publishes two weekly newsletters
• Promotes businesses and nonprofit organizations via its social media
Meets individually with businesses to discuss their concerns or provide assistance
• Partnered with several businesses to host Sunriver Solar Soiree in October
Started the Sunriver Saturday Market, held once a month from June to October
• Created the content and published the Sunriver Magazine
• Worked with businesses to have a canned food drive to benefit Care & Share
• Held a pumpkin carving contest with The Village at Sunriver with the winner receiving a check to
its favorite charity
• Hosted a career exploration and inspirational lunch for the middle school girls at Three Rivers
School
• Partnered with the La Pine Chamber of Commerce to host the annual State of the County
Breakfast
• Supported many nonprofits as a volunteer including the Sunriver Music Festival, La Pine
Chamber of Commerce, Sunriver Women's Club, Care & Share and SLED
• Serve as a committee member for the Newberry Regional Partnership
1
Currently hosting the second annual Ornament Quest — a Shop Sunriver event
None of this work would be possible without the support of Deschutes County. While great strides have
been made to increase membership and many businesses are returning as members after a hiatus, the
chamber requests continued support to meet its goals to serve the businesses and nonprofits in South
Deschutes County.
The chamber's plans for 2024-25 include hosting the annual breakfast, a career exploration lunch for
middle school students and networking events; serving on the Newberry Regional Partnership
committee; having a fundraiser; and continuing with the events established in 2023 including the
canned food drive and Sunriver Saturday Market.
The chamber's finance committee has carefully reviewed its financial needs and developed a budget
request of $65,000 for the fiscal year 2024-2025, an increase of $15,000 from the previous fiscal year of
$50,000. This would allow us to maintain our basic operations while having funds to hire a part-time
employee. Currently, the chamber only has one employee —the executive director.
The chamber has worked diligently to show businesses there is a value in being a chamber member. In
order for the chamber to continue to make strides, an additional employee needs to be hired.
For our baseline operations, we are requesting $45,000. This will allow us to continue to offer the
services mentioned earlier, including business development, education and training, and advocacy. We
also could continue to offer traditional services that our local businesses, visitors, and our community
have come to expect from our chamber, such as business referrals, and providing promotional
information about Sunriver's special amenities, recreational opportunities, and events and activities.
We are requesting an $20,000 to hire a part-time employee to assist the executive director.
In summary, the Sunriver Area Chamber of Commerce total budget request is as follows:
Continued Baseline Support: $45,000
Hire a part-time employee $20,000
TOTAL REQUEST: $65,000
We are available anytime to discuss this proposal in additional detail and to answer any questions you
might have. Our chamber office number is 541-593-8149 or you can email Executive Director Kristine
Thomas at exec@sunriverchamber.com. Thank you for considering this request.
Sunriver Area Chamber of Commerce Board of Directors Finance Committee:
Ryan Duley, Sunriver Brewing, Chamber Board President
Aaron Schofield, Branch Manager, First Interstate Bank, Chamber Board Treasurer
Keith Kessaris, Assistant General Manager, Sunriver Owners Association
Thomas Samwel, Area Director of Finance, Sunriver Resort Limited Partnership, Chamber Board Member
2
ES C-0
2'A
4^AA-�
rY25 VIDEO LOTTERY ALLOCATIO11
Special Project Support Requests for Funding:
• Shop -with -a -Cop Program
• Deschutes Cultural Coalition
• Deschutes Basin Water Collaborative
• Deschutes Collaborative Forest Project
• Friends of the Children
• Newberry Regional Parnership
c
Deschutes County Sheriff's Office
63333 W. Highway 20
Bend, OR 97703
March 2024
Dear Tony, Patti, and Phil:
As we prepare for the 24th 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.
t. •Jrnnoo
,,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.
On behalf of the students and their families, thank you for considering a donation. Your generosity
is very much appreciated.
April 3, 2024
Commissioners Patti Adair, Phil Chang and Tony DeBone
Deschutes County
1300 NW Wall Street Suite 200
Bend, OR 97703
RE: Grant 2023-437 DCC EIN 88-1650979.
Dear Deschutes County Commissioners,
On behalf of the Deschutes Cultural Coalition (DCC), I would like to express our deep
gratitude to Deschutes County for $25,000 for arts and culture grants. With these
funds, the DCC and Deschutes County are working together to wisely invest in the
�„ A nnn�it\/ bi iilding efforts of our county nonprofit arts and culture
proan
. uNu ,.,
organizations.
Attached is the spreadsheet of the applicants, the grants they received and the
purpose of each grant. For this grant round, we followed through with our previously
reported intent to combine the Deschutes County and DCC grant processes into one.
All administration fees were paid by the DCC.
Twenty-three organizations (up from 14 last year) received program support and
capacity building grants ranging from $750 to $3,500 for arts and culture nonprofit
organizations. The grant guidelines emphasize the importance of increasing access
(in all its forms) to the public.
The DCC EIN is 88-1650979.
The DCC respectfully requests a continuation of our arts and culture funding
partnership with Deschutes County at the $25,000 level.
Warm Regards,
Cate O'f¢a�aw
Cate O'Hagan, President,
Deschutes Cultural Coalition
Application Organization First
Round Project
fame _Project Summary _
--.---_ To fund rile CuRur.1 Fusion Exhibition for AN Heritage Month on May 18t at the
APIC
Har!nony: " urturing Cultural Resonance in Deschutes
Asians and Pacific Islanders Collective (A $
1,500 County
Tower Theater.
„ — — T —er._
To fund 3 ful-orchestra performances (about 8o musicians) in the 2024-25
season, and many more small ensemble performances throughout the year in
Bend Pops Orchestra $
1,500 Concert
Season 2024/25 locations throughout the county.
To fund cultural activities for mentors and matches including! collaboration with
BEAT Children's Theater, opportunities for matched mentors and mentees to
learn about and attend local live theater productions, acting classphula based
group dance classes, group watercolor paint class.0
Big Brothers Big Sisters of Central Dreg $
1,000 Cultura:Mentoring
Activities 0
To fund the Cascade School of Musics 21 st Annual Student Showcase Celebration
at the Tower Theatre, supporting students of all ages by offering our community
Cascade
School of Music's 21 st Anniversary Student Showcase an evening of free and diverse music by their award winning CSM Students and
Cascade School of Music
$ 1,50o Celebration
Faculty.
To fund tuition free Teen Theater opportunities in the region., including a
complete theatrical and media experience through workshops and productions
that begin in July and continue through the following June. Students learn acting
skills, writing, movement and all of the
ting, production elements, i
Cascades Teen Theater technical aspects of creating a stage production. 0
Cascades Theatrical Company
$ 750
To fund a consultant's work to continue designing and implementing a
comprehensive Fundraising Plan and the infrastructure systems that support it.0
Central Oregon Center for the Arts
$ 1,500
Central Oregon Center for the Arts 0
To fund Music Masters series, the newest of their community outreach programs.
Music Masters brings renowned professional orchestral musicians to Central
Oregon to present day -long programs focusing on a particular orchestral
instrument. Each day -long event includes workshops, presentations, Q&A
sessions with guest musicians, masterclasses, and a concert open to the public. 0
0
Central Oregon Symphony Association
$ 2,000
Music Masters
To fund speaker fees at monthly Guild meetings for visiting authors/educators.
Central Oregon Writers Guild
$ 1,200
COWG Visiting Author Presentations
To fund a youth orchestra across the region, including Bend, Madras, and
Prineville, focusing on underserved and remote communities through
scholarships, mentorship, and equipment.
Central Oregon Youth Orchestra
$ 2,500
Sounds of the Future: Sustaining Youth Orchestras To fund activities and coordination of Historic Preservation Month in May, 2024,
including program speaker stipends/travel costs, rental fees for program space,
and Preservation Munth Ji anded advertising support.
Deschutes County Historical Society
$ 2,500
Historic Preservation Month 2024
To fund the creation of an art program where none exists, in Vern Patrick
Elementary School, Redmond School District. Painting, ceramics, and sculpture
Vern Patrick Elementary School Arts Program will be introduced with the appropriate materials being made available.
Dry Canyon Arts Association
$ 2,500
To fund the Roadshow program, designed to bring theatre out to communities
rather than requiring people to come to a fixed theater space, making live theatre
accessible to diverse audiences through performances at venues throughout
$ 3,500
Ellipse Theatre Community 2024 Roadshow Capacity Growth Central Oregon
Ellipse Theatre Community
To fund educational outreach through free programing such as guest artist visits
u
to schools, public Master Classes for accomplished young musicians, and
Spotlight Chamber Players training group, the goal is to allow young children to
experience the highest levels of music performance and cultivate an interest that
can lead to lifelong appreciation and enjoyment of the musical performing arts
High Desert Chamber Music
$ 1,500
HDCM Educational Outreach
To fund Oregon Encounters, a free program to 1,206 fourth grader students to
using hands-on, immersive activities and engaging cultural experiences to
connect students with the stories of the diverse people who lived in Oregon in the
1800s, including Indigenous communities, African Americans and Latinx
High Desert Museum
$ 1,Ooo
Oregon Encounters populations.
To fund the move of a performance stage in Frontier Heritage Park out of the
road easement due to changes in use of the road.
La Pine Park and Recreation Foundatio
$ 3,500
LPRD Stage Relocation Project
To fund Scalehouse Voices, in partnership with OSU-Cascades, a four-part series
of evenings with extraordinary voices in art and design, featuring fresh voices,
perspectives, and ideas from acclaimed artists, designers, and scholars.
Scalehouse
$ 2,000
Scalehouse Voices
To fund the second annual Big Ponderoo, featuring 13 national performers on the
festival's main stage and 6local/regional performers who will perform on the
Pinecone stage between main act changeovers, along with arts experiences for
people of all ages.
Sisters Folk Festival, Inc.
$ 3,500
Big Ponderoc Music & Art Festival
's highest -need
To fund a children's literacy programs that serves k�Iearning
schools with two ingredients critical for literacy andcess: one-on-one
$ 1,000
SMART Reading in Deschutes County reading time and access to books.
SMART Reading
To fund Discover the Symphony Concert, family friendly concert at a budget price,
and Instrument Petting Zoo on August 15, 2024 at the Tower Theatre[]
Outside of the Sunriver Resort's Great Hall, a display of musical instruments and a
handful of music teachers provided a classroom for touching, holding, bowing
and blowing into a variety of instruments.
0
Sunriver Music Festival Moves the Discover the Symphony
Concert and Petting Zoo to the Tower Theatre on August 15,
0
Sunriver Music Festival
$ 2,000
2024
To fund their Twelfth Season in 2024, featuring: Free educational workshop
from a Broadway actor, several performance of a parody play on Golden Girls,
Sixth Annual Children's Drama Camp, free to all students in grades K through 8 in
Sunriver and La Pine schools and also home -schooled children on June 24
through 28, 2024, and a free "Teen Tech" Camp for area high school students to
learn and use all their lighting and sound equipment and to learn about writing,
Sunriver Stars Community Theater
$ 2,000
2024 Live theater Season
To fund the Archaeology Roadshow, a large-scale public outreach event designed
to promote stewardship of Oregon's cultural heritage and educate adults and
Central Or
$ 2,050
Archaeology Roadshow Central Oregon 2024
children about the value of archaeology to all.
the Archaeological Society of
To fund a lecture from Favianna, an interdisciplinary artist, cultural strategist, and
entrepreneur based in Oakland, California. Her art and praxis address migration,
gender justice, climate change, racial equity, and sexual freedom. Her work
centersjoy and healing, while challenging entrenched myths and dominant
Art, Socialjustice and the Radical Imaginary: A talk by Favianna
cultural practices
The Nancy R. Chandler Lecture Series -
t $ 3,000
Rodriguez
To fund a Community Summer Theatre Camp, tailored for 11-to-18-year-olds iu
Deschutes County. This comprehensive performing arts education initiative is a
Tower Theatre Foundation and Ponderosa Players Community
collaboration with Bend's Ponderosa Players to nurture creativity, instill
Theatre Camp
confidence, and cultivate a lasting passion for the arts in the region's students.
Tower Theatre Foundation
$ 3,000
I Summer
$ 46,500
DESCHUTES RIVER
CONSERVANCY
March 27, 2024
RE: Special Project Grant Recipient for Deschutes Basin Water Collaborative
Dear Deschutes County Board of Commissioners:
The Deschutes River Conservancy (DRC) and the Central Oregon Intergovernmental Council (COIC)
respectfully submit this proposal requesting continued support for the Deschutes Basin Water
Collaborative (DBWC) as a Special Project Grant Recipient.
With the support of Deschutes County since 2022, Central Oregon Intergovernmental Council (COIC) and
the Deschutes River Conservancy (DRC) have provided dedicated and focused attention to the DBWC and
have made great strides toward finalizing a Comprehensive Basin Water Management Plan for the Upper
Deschutes Basin (The Plan): This plan will help. Deschutes Basin stakeholders accelerate the
implementation of water projects and programs that meet the diverse needs in the basin, including
water security for our farms, cities, and rivers.
Over the last year, DRC and COIC and their partners have developed complete drafts of all major sections
of The Plan. This document follows the Oregon Water Resources Department guidance for place -based
integrated water resource planning, and includes focused evaluation and discussion regarding Planning
Process, Watershed Characterization, Quantification of Existing Water Needs/Demands, Potential
Solutions, and Integration and Implementation Opportunity to Meet Long-term Needs. The draft
chapters of the plan are now undergoing focused refinement and editing, which includes regular
comment periods and discussions with input the 46-member Working Group made up of a wide array of
stakeholders and diverse interests, in addition to review from local agency representatives.
The DBWC approach is consensus -based. One of the greatest values of this effort will be a consensus
approved Plan that demonstrates the power of collaboration and community engagement to ensure
voices are heard, and our future efforts in Deschutes County move forward to our collective goals.
However, a consensus -based approach like this one is neither easy, nor quick. As DBWC stakeholders
continue to review and comment on the drafted sections, thoughtful conversations evolve, new
information is shared, and revisions are made which bring us closer to the consensus that strengthens
The Plan. With a tremendous foundational draft completed, the efforts now and through 2024 will be on
the discussion, refinement, and ultimate approval of a Final Plan for the Upper Deschutes basin by the
Working Group.
The generous contribution from Deschutes County supports staffing the DBWC through DRC's technical
assistance and expertise and coordination of several subcommittees, including a Planning Team, an
Outreach Committee, an Ecological Needs Committee, and other ad -hoc committees as necessary.
Deschutes County also supports COIC's expert and professional facilitation of DBWC meetings and
conflict -resolution, and their maintenance of public records of the process.
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 will be crucial to ensure continued progress in the DBWC and will
leverage other state and local dollars. As competing demands for water grow and groundwater
stewardship and permitting become increasingly complex, we believe a comprehensive and broadly -
supported plan will be of great value to Deschutes County and Central Oregon. We respectfully request
$30,000 in County investment to continue this work into 2025.
Thank you for your consideration and we are happy to provide more information or answer any
questions.
Best,
Kate Fitz at ici` k�
p
Executive Director
Deschutes River ('nncarvnnry
L�
Scott Ay
Community Development Director
Central Oregon Intergovernmental Council
Dear County Commissioners Adair, Chang, and DeBone,
I am writing to you on behalf of the Deschutes Collaborative Forest Project (DCFP) to request $20,000 of Special
Project Grant funding for Fiscal Year `25 (FY25). The DCFP is uniquely situated to benefit Deschutes County by
building social consensus to reduce barriers to implementing forest restoration and fire resilience work throughout
the Deschutes National Forest (DNF). Holistic restoration work at scale ultimately protects people, property, the
environment, and the central Oregon economy.
Among many other accomplishments, last year's funding supported the completion of a Forest Product Industry
workshop which produced a set of action items to address major challenges local industry faces including the need
for social license, the limited workforce capacity, and the lack of new market opportunities. In addition to the
Industry workshop, the DCFP and many other partners worked to reduce barriers to the implementation of
prescribed fire on the landscape resulting in the establishment of a West Bend pilot prescribed burn scheduled for
Spring 2024. This pilot project will have local, regional and national implications for the use of prescribed fire in
fire adapted ecosystems. Lastly, the DCFP hired a new Outreach Coordinator and scaled up community
engagement efforts by developing under-utilized outreach tools and planning creative, in -person events which will
address prominent community misunderstandings and concerns regarding active restoration work.
If awarded this year, Deschutes County Special Project Grant funds will be used to pursue two projects in
particular which build on successes from previous years:
1) Work with local community members to develop and maintain social license for active forest
restoration work and;
'1. ,.,] the
2) Engage in opportunities to reduce barriers to prescribed
outcomes from the West Bend pilot burn.
Deschutes County dollars not only support DCFP projects and initiatives, they are also critical to bringing federal
dollars to the region to support active forest restoration efforts. Your continued support of the DCFP will be
amplified by federal and state funds to directly benefit Deschutes County communities, ecosystems, and
industries.
The projects that the Deschutes Collaborative Forest Project will pursue with the support of County funding will
expand the ability of local land managers to appropriately enact restoration and fuels reduction work by ensuring
there is social support for the work. This means that conflicts and tradeoffs are solved in meeting rooms and on
field trips rather than in the courtroom. Ultimately, the work the DCFP is set up to accomplish reduces the risk of
severe wildfire which threatens communities and infrastructure, protects watershed function critical to water
supply, enhances recreational opportunities which bring substantial economic benefits to the region, and supports
local jobs crucial to our communities.
Thank you very much for your consideration and support.
Sincerely,
Jacob Fritz
DCFP Program Manager
FRlENDSofthe
March 22, 2024
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. With our recent expansion to La Pine, we currently have capacity to
serve 64 children, aged 5 to 11 years of age, and their families in Central Oregon; 100% have experienced poverty, 44%
are children of color, 10% are experiencing foster/kinship care, and each child has had six or more Adverse Childhood
Experiences.
In our 6 years of operation, Friends of the Children Central Oregon has made momentous strides towards educating and
advocating for youth while delivering holistic, long-term services proven to break generational cycles of trauma and
poverty. We have accomplished this through 1) the deepening services for enrolled youth, and 2) taking the initial steps
to expand our professional mentoring program to even more children at highest risk of negative life outcomes.
Building on this momentum, our Board of Directors invited community stakeholders to help us devise a plan that would
see the number of youth served in Central Oregon double, while at the same time deepening our services and building a
L
pllsical environment t that facilitates belonging. A task force of 13 leaders, including board members and community
yJll.dl o
stakeholders, underwent a 9-month planning effort to inform the organization's next 5-year strategic plan. We identified
three priorities that will carry us through 2028.
1. GROW: We will grow the number of youth enrolled in our program to 128, sustaining our services in La Pine while
building youth -centered relationships throughout Central Oregon.
2. ENHANCE: We will deepen our impact on youth and families by enhancing our program supports in education,
mental health, adolescent development, and family stability.
3. BUILD: We will build a physical environment at Friends Ranch that facilitates learning, promotes safety and
belonging, and connects our youth and families to each other.
Deschutes County funding will provide catalytic support in the next year, enabling us to enroll roughly 32 new children
from the cities of La Pine, Bend and Redmond. During the grant period, we will complete two selection processes to
identify children and families. By June 2025, 96 youth will have wraparound supports that facilitate access to quality
healthcare and education to achieve optimal physical and mental health.
We respectfully request $25,000 in funding from Deschutes County to support continued growth expansion and
enhancement priorities. In partnership, we will work tirelessly to fill the gaps in service, meeting our youth where they
are at, while ensuring access to resources. We appreciate your time and consideration and look forward to speaking
with you in more detail about this initiative. Together, we can make generational change.
Respectfully submitted,
Rachel Cardwell
Executive Director
Newberry Regional
Date: March 27, 2024
To: Deschutes County Board of Commissioners
From: Newberry Regional Partnership and COIC
RE: Request for Fiscal Year 2024-25 Video Lottery Funds Allocation
Newberry Regional Partnership (NRP) requests $10,000 from Deschutes County to support
the implementation of its Strategic Action Plan after its completion in August 2024.
Implementation includes providing funding to NRP committees to launch projects identified
in the Strategic Action Plan. Committees will have a designated focus area based on the six
dimensions of rural community vitality and priorities identified in the Strategic Action Plan.
The six committees are: Education, Health and Human Services, Environment and Natural
Resources, Public Safety, Arts and Culture, and Economic Development. NRP's
implementation process will be guided by its values of collaboration, transparency, and
community leadership.
Public and private citizens created the Newberry Regional Partnership to develop a long-
range plan for growth in South Deschutes County. The team's goal is to create a community -
led Strategic Action Plan and provide a path for community civic engagement and education
in the future. La Pine is the newest incorporated city in the state and acts as a service center
for remote and rural parts of South Deschutes, Northern Klamath, and Western Lake
counties. The Partnership grew from a need for community members both within and
outside of the city limits to express their concerns and visions for their growing community's
future.
La Pine is the second fastest growing community in the State and leading Central Oregon at
8.2% growth for the measurement period of 2022-23. It has grown by 87.19% over the last
10-year period. Portland State University estimates the city to grow by another 87% over the
next 25 years. The La Pine population has a lower median income ($50,625) and higher
poverty rate (14.7%) compared to Deschutes County's median income ($82,052) and
poverty rate (10.4%). La Pine High School also consistently falls behind its Deschutes
County peers with a graduation rate of 70%' for the 2022-23 cohort. Residents understand
the need for community -led change and have proven to be energized around making their
community a better place for everyone to live and work.
1 Bend La Pine Schools: Graduation Rates Rise Sharply for La Pine High School. Source
The Partnership began by convening a working group of devoted community leaders from
South Deschutes County. The working group includes leaders from the City of La Pine,
Sunriver and La Pine Chambers of Commerce, Sunriver Owners Association, La Pine-
Sunriver Habitat for Humanity, Deschutes County Community Development, St. Charles
Foundation, Oregon Community Foundation, La Pine Community Health Center, Sunriver
La Pine Economic Development, Vic Russell Construction, Inc., First Interstate Bank, and
other community groups and businesses. From there, in partnership with DCG Research, a
community survey was conducted in June and July of 2023. Based off the main areas of
interest and concern from the results of the survey, NRP designed a nine session Civic
Engagement Series where topics included:
• Economic Development (Growth & Change)
• Education
• Health & Human Services
• Public Safety (Threat of Wildfire)
• Arts & Culture
• Environment and Natural Resources
The Civic Engagement Series was well attended and demonstrated the importance of having
a consistent, open gathering space for community members and organizations to voice their
concerns and have their input valued. When a community fosters a space where citizens
can openly speak about social divisions, problems, and ideas for action, it turns isolated,
charged opinions into productive, collaborative conversations. Providing a permanent
forum for discussion and neutralfacilitation of community meetings is an integral part of the
organization's mission going forward.
More than 15,000 residents call the larger La Pine community home, but few reside in city
Limits (3,126), making it difficult for residents to access the appropriate government officials
and services for their needs. Newberry Country lacks any overarching coordinating group to
serve populations both within the city limits of La Pine and unincorporated communities in
the area. NRP is striving to fill that gap. The Partnership is a rural serving organization, and
its purpose is driven by the values of resiliency and collaboration that are integral to rural
Life. Like many rural communities, there is already fantastic work being done by existing
groups and individuals, but their work exists in silos. NRP works to be the connector for
these silos as its mission is better achieved together rather than apart. NRP is in the process
of establishing 501(c)3 status and it is working to develop both. its organizational structure
and internal processes.
Information collected from the participatory process NRP initiated in 2023 serves as a
strong foundation for the consultants and community members upon which to build the
Strategic Action Plan. The objective of the plan is to create actionable strategies to address
priority issues identified by residents and to create a roadmap for growth and change not
just in the city limits of La Pine but for the Newberry Country region at -large. It will serve as
a means for local government, schools, service providers, and community organizations to
coordinate their efforts and work collaboratively on a broad set of issues, which has not
been done in this community before. NRP's Strategic Action Plan will coordinate with the
current City of La Pine and Deschutes County Comprehensive Plan updates, but more so
compliment these efforts by addressing the areas of education, healthcare, and arts &
culture that are not included in these two plans. NRP's long-term mission of providing
support for community -led projects and meeting facilitation will aid in the implementation
of both Comprehensive Plans through outreach, education and project support when
needed.
To implement the community projects identified in the Strategic Action Plan, NRP requires
funding. Deschutes County's support in moving these Action Plans forward will have a
direct impact on the welt -being of South Deschutes County residents. Examples of funded
projects could include bringing a COCC campus to La Pine, aiding residents in repairing
their septic systems to address groundwater concerns, hosting a community website
where events, volunteer opportunities, and resources can be posted, or coordinating
workforce development projects in partnership with La Pine High School, COIC and local
businesses.
There is undeniable desire for community -led action in South Deschutes County. As
partners in community development, NRP must capitalize on this momentum and seize
this opportunity to make sustainable positive changes in its community for the good of
future generations. The NRP team members thank the Deschutes County Commissioners
for their consideration of their proposal, and they took forward to working with the
commissioners in the future.
Geoff Wullschlager, Board President, Newberry Regional Partnership
City Manager, City of La Pine
Sc v
Julia Baumgartner, Board Secretary, Newberry Regional Partnership
Community Development Programs Manager, COIC Community & Economic Development
�'l5'tlffe V 014' o
Kristine Thomas, Board Treasurer, Newberry Regional Partnership
Executive Director, Sunriver Area Chamber of Commerce
Newberry Regional
s�4PARTNERSHIP
Date: March 27, 2024
To: Deschutes County Board of Commissioners
From: Newberry Regional Partnership and COIC
RE: Request for Fiscal Year 2024-25 Video Lottery Funds Allocation
Attachments included with this proposal are as follows:
1. NRP Organizational Budget
2. Prospectus for Newberry Regional Partnership Strategic Plan Development from
Steven Ames Planning
EXPENSE
Program Operations
NRP Community Coordinator
$10,000
Strategic Action Plan Consultant
$30,000
Community Summit and Final
Celebration - part of Strategic Plan,
$5,500
provision of food and childcare
Legal/CPA fees for 501©(3) filing
$6,000
Community outreach - community
website, promotional materials (mailers,
$15,000
flyers, paid social media) for engagement
with Strategic Action Planning
Printing and distribution of Final
$7,000
Strategic Action Plan booklet
Bookeeping and tax prep
$7,000
Strategic Action Plan Implementation -
$30,000
$10,000 from Deschutes County would
seed money for community projects
fund this line item
Organizational development - staff,
advisory groups, facilities, consultants,
$20,000
grants/donations
Programming - hosting community
$10,000
meetings, speaker series
Admin costs
$3,500
TOTAL EXPENSE
$144,000
Prospectus for Consulting Services
To: Julie Baumgartner, Central Oregon Intergovernmental Council;
Kathy DeBone, Newberry Regional Partnership
From: Steven Ames, Principal, Steven Ames Planning, Bend, Oregon;
Steve Maher, Principal, Steve Maher New Media, Wenatchee, Washington
Re: Prospectus for Newberry Regional Partnership Strategic Plan Development
Date: January 10, 2024
Thank you Julia and Kathy for the invitation to submit this prospectus for consulting services to Central
Oregon Intergovernmental Council (COIC) and the Newberry Regional Partnership (NRP). The purpose is to
assist in development of a community -based Strategic Action Plan for South Deschutes Country, including
the communities of Sunriver, la Pine and unincorporated areas.
Along with Steve Maher of Steve Maher New Media, I am pleased to submit this prospectus, including our
key assumptions about the project and what we would undertake as your consultant, a preliminary slate of
consultant tasks, estimated hours and costs, and related information. Importantly, we also outline key tasks
for this initiative that we think would fall within the domain of COIC and NRP. While we are happy to discuss
a more limited —or expanded —consultant role based on your own goals for the project, budgetary
considerations or other factors, we think this approach will serve your goals well.
I look forward to walking you through this in our next meeting/call. At some point, I would also like you to
meet Steve as well, to get a better sense of his background, expertise and skills.
Key Assumptions
The initial list of potential consulting tasks that we are proposing is a revised version of what I presented to
you verbally before the winter holidays. This list is based on our further discussion of the project and several
key assumptions about the project. Our key assumptions include the following:
Nearly all community engagement activities feeding into plan development (including a public survey,
community engagement sessions, and focus groups) have been completed and summarized, and will
serve as core input driving plan development; at the same time, the input of NRP's key stakeholders and
project supporters will play a key role in the final stages of plan development.
We will do a deeper dive into engagement results to date, including reviewing all community input
summaries, conducting a data coding and analysis process for a finer sift of input, organizing all findings by
focus area (i.e., NRP's six dimensions of community vitality) as well as by subtopics within each focus area,
and using these findings to develop an initial slate of potential strategies for each focus area. This task will
provide an additional layer of objectivity to the project that will be useful to NRP in communicating with
the wider community, while taking advantage of our qualitative data analysis expertise/software and
enabling us to feed engagement results directly into development of draft strategies;
• We will also develop a draft long-range vision statement and statement of community values for South
Deschutes County based on existing community input;
• We will design and facilitate a strategic planning Summit to present key findings, draft vision and values,
and a prioritized slate of draft strategies for participant discussion, and guide focus area brainstorming
sessions on potential actions for each strategy. The Summit would be an invitational event working with
- -a representative group of stakeholders and other participants covering all six focus areas. Participants
will be identified, selected and invited to participate by NRP and COIC;
• We will work closely with NRP, its key committee members and stakeholders, and COIC to further refine
strategies and actions based on Summit results, and develop related implementation information for
inclusion in the final plan;
• - We will develop the core content of the final plan, supplemented by selected contextual content from
NRP and COIC (e.g., a letter of transmittal, project history, lists of participants and supporters, etc.). The
plan document will be presented in a simple but professional format that is highly presentable, while
offering the option for NRP/COIC to develop more graphical or summary versions of the plan;
• The Plan will be accompanied by a detailed technical memorandum from us to NRP and COIC with
recommendations on next steps for moving forward with plan implementation.
Estimate of Consultant Tasks, Personnel and Hours
Based on the above assumptions a more detailed estimate of consultant tasks and hours is outlined below. It
assumes a full range of consulting activities to ensure you get the final product you are proposing, but also
assumes certain activities will be undertaken by NRP and COIC (see further below). Steven and Steve would
bill their standard public sector rates ($175 and $100 per hour, respectively). Our proposed billing schedule is
for two invoices per consultant, 50% after the launch of the project and 50% upon its conclusion. Steven
Ames Planning and Steve Maher New Media would bill the client separately. A simple letter of agreement
between each of us and
F d the client Will ctiffire fnr our contractual purposes.
TASK
DESCRIPTION
PERSONNEL
HOURS
COST
1
Project Management, Ongoing Calls and Client/Consultant
Ames
16
$2,800
2
Meetings
Organize, Review and Analyze All Community Input Collected &
Ames,
8,
$1,400
Findings (Survey, Focus Groups, Engagement Sessions)
Maher
30
$3,000
3
Prepare Executive Summary of All Community Input Findings
Ames,
8,
$1,400
Maher
12
$1,200
4
Develop Draft Vision and Values Statements
Ames,
8,
$1,400
Maher
2
$200
5
Prepare Short List of 3 Draft Priority Strategies per Six Focus
Ames,
8,
$1,400
Areas (i.e., Six Dimensions of Community Vitality)
Maher
18
$1,800
6
Design/Prepare for Strategic Planning Summit (Agenda
Ames
18
$3,150
Development, Materials, Participant Input Forms, Slides)
7
Facilitation of Strategic Planning Summit
Ames
8
$1,400
(Presentation of Findings, Break Out Discussions, etc.)
8
Review Summit Findings. Prepare Final Draft Slate of
Ames,
10,
$1,750
Strategies/Actions for NRP/COIC Review and Revision
Maher
10
$1,000
9
Develop Format and Core Content for Strategic Plan Document,
Ames,
32
$5,600
including Process Description, Plan Overview, Vision/Values,
Maher
4
$400
Strategies/Actions and Related Information
10
Prepare Final Technical Memorandum on Plan Implementation
Ames,
8
$ 00
Maher
4
$400
Total Consultant Hours & Costs
Ames,
124,
$21,700
Maher
80
$8,000
TOTAL PROJECT COST
$29,700
Key NRP/COIC Tasks
Based on the above consultant tasks, others tasks and activities would be carried out by NRP and COIL. We
have not estimated personnel, hours or costs for NRf'/COIC, so you will want to review the following list
closely to affirm these tasks and assess your capacity to deliver them:
• NRP/COIC Project Management, Ongoing Calls and Client/Consultant Meetings
• Possible Printing/Posting/Distribution of Community Input Executive Summary (See Consultant Task 3
above)
• Review and Comment on Draft Vision and Values Statements, and List of Draft Priority Strategies
• Co -Plan, Organize and Stage Strategic Planning Summit (i.e., promotion, invitations/confirmations,
venue/food, AV arrangements, selected NRP/COIC presentations).
• Compile and Summarize Summit Input.
• Review and Provide Input on Final Draft Slate of Strategies/Actions
• Review and Comment Draft Core Content for Strategic Plan Document
• Develop Additional Content for Strategic Plan Document (e.g., letter of transmission; project history;
lists of contributors; etc.)
• Publish/Post Formal Strategic Plan Document (see Consultant Task 9 above)
• Review Draft Consultant Final Technical Memorandum and Provide Feedback
Proposed Project Timeline
Pending final details and letters of agreement, we are flexible on project timing but prefer to commence
work on this project no sooner than mid -February, with a Summit in early April and final project completion
targeted for early May. We will work with you to land on a schedule that works for everyone.
E S C
�-A
® ,k .. -<
Service Partner RequestsoFunding:
• Central Oregon Council on Aging
• Mountain Star Family Relief Nursery
• J-Bar J / Cascade Youth and Family Services
• Redmond Senior Center
• KIDS Center
• Latino Community Association
• Bethlehem Inn
• Family Access Network (FAN)
• Saving Grace
• Central Oregon Veterans' Outreach (COVO)
• Court Appointed Special Advocates (CASA)
• Upper Deschutes watershed Council
Additional Attachments:
• Results on Investment Overview
• Service Partner Funding History
E S CpG2
w �
Q �
COUNCIL ON AGING OF CENTRAL OREGON
Volunteer Coordination of Meals on Wheels & Congregate Dining
Council on Aging 2023-24 Award $42,500 (3.7% project funding)
Amount Requested 2024-25 $50,000
QUOTE: "Last year, I wasn't able to buy groceries and ended up in the hospital with malnourishment. I
worked with a Council on Aging case manager who signed me up for Meals on Wheels. I've been able
to eat consistently since they started delivering meals, and I've been much healthier." Sylvia, Meals on
Wheels Client, December 2023
Community Need Nearly 24% of the Central Oregon population is over the age of 60, with
approximately 20% of this aging population at or below the poverty level. Our Meals on
Wheels program is critical to meeting the nutritional needs of older adults in Deschutes
County. Providing proper nutrition to those struggling with age and disabilities decreases falls
and hospital visits, and increases stay in their homes.
Deschutes County has a growing population of aging adults that are experiencing increased
costs of food, lack of proper nutrition and social isolation; challenges that our volunteers can
address.
Impact of Current Investment Assist in providing .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, 2023, to January 31, 2024, COA coordinated more than 14,106
volunteer hours and served/delivered over 65,083 meals. Year -over -year in January we
had a 9% increase in meal deliveries.
Request for Funding We respectfully request $50,000 for FY2024-25 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 Hub, we have expanded our offerings to three days a week of
community dining, better meal variety, and nearly eliminated our Meals on Wheels waiting
lists.
Older Americans Act funding increased less than 2% in FY 23 and inflation was 8%. We must
secure the additional resources that your investment provides to continue to feed hot,
nutritious meals. The Deschutes County Service Partner Agreements are critical to leveraging
other non -governmental funding sources to meet the increasing costs of food, fuel and wages
in Deschutes County.
Healthy People: Support and advance the health and safety of Deschutes County's resident's.
E S COG2
Q -< COUNCIL ON AGING OF CENTRAL OREGON
Volunteer Coordination of Meals on Wheels & Congregate Dining
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023, through June 30, 2024?
YES
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023, through June 30, 2024, below:
Contract Agreements:
Amount
Intended Use of Funds
Discretionary Grant—11/07/2023
$850
Insulated Meals on Wheels Delivery Bags
Pending Discretionary Grant
$2,787
Electric Hot Box Cambros (3) for south County
deliveries
Healthy People: Support and advance the health and safety of Deschutes County's residents.
�'c E S C,
MOUNTAINSTAR FAMILY RELIEF NURSERY
Therapeutic Early Childhood Classroom and Outreach Projects
2023-24 Award $21,600 __(2% of project funding)
Amount Requested 2024-25 $22,500 (2% of project funding)
"Before Helena started in MountainStar's therapeutic classroom, she was very attached to me and she
didn't really trust other people from outside of our home at all. She could not enjoy being held, she
didn't want to interact with other people, she would cry, and then when she started coming to
MountainStar, she started to develop beautiful relationships with the teachers and with the other
students in the classroom as well. Seeing her today interact at school and do really well, I can't help
but think it is because she was able to be in MountainStar's program. Working with MountainStar's
staff, they really showed me how to have patience, grace for myself as a human being, kindness, non -
judgement, and hope."— Brittnye, mom to Helena and client of MountainStar Bend
Community Need
Deschutes County Data:
• There has been a dramatic increase in the number of children in DHS/Child Welfare.
• In 2022, there were 400 founded cases of abuse. There were 14.5 (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 2022 Child
Welfare Databook).
MountainStar Data:
• Average of 14 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.
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, 2023 to February 29, 2024 we provided therapeutic early childhood
classes, home visiting, parent support, and transportation for 82 children ages 0-3, for a total
of 300 therapeutic classroom service hours. 98% of children enrolled in these services
remained safe from confirmed cases of abuse and neglect during this timeframe.
Request for Funding
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. Funding will support programs and
needs in Southern, Central, and Northern Deschutes County. Our request is slightly more than
last year due to the increase in cost of living.
Healthy People: Support and advance the health and safety of Deschutes Courrty's residents.
E S c-0&
Q �
MOUNTAINSTAR FAMILY RELIEF NURSERY
Therapeutic Early Childhood Classroom and Outreach Projects
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023 through June 30, 2024?
Yes.
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023 through June 30, 2024 below:
Contract Agreements:
Amount
Intended Use of Funds
ARPA Funding
$30,356.53
New facility in La Pine (ongoing from FY 2021-22)
Discretionary Grants Program
$2,000.00
Event Sponsorship (Birdies 4 Babies)
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Healthy People: Support and odvance the health and sCIJ`f_ty of Deschutes County's residents.
E S C,0&
o 1 BAR J CASCADE YOUTH & FAMILY CENTER
Runaway & Homeless Youth Emergency Shelter Project
2023-24 Award $20,000 (6% project funding)
Amount Requested 2024-25 $20,000
"I was just dead broke — dead in the water — with no family to turn to. It was a blessing... I'm just glad
programs like this exist." Travis - a LOFT client
"I came to the LOFT because my dad was also homeless and he was at a shelter where I couldn't stay.
I was able to go back to school and graduate. I am really thankful for that." Jessica — a LOFT client
Community Need The goal for the homeless youth programs is to provide shelter to the most
vulnerable youth, reducing risk and ending chronic homelessness. The need for shelter for
youth continues to increase, despite efforts. In January 2024 alone, JBJYS provided 39 youth
with 919 nights of shelter (all programs). To address this need, JBJYS opened a third shelter in
early January 2024. Canal House, located in Redmond, has capacity for 6 youth. Homeless
youth services are largely funded by federal and state grants and donations, requiring a 10-
25% match from other sources. Deschutes County funding supports this crucial match. The
total number of homeless in Central Oregon has increased by 28% since 2022 (Point in Time
Count data: 1,286 — 2022; 1,647 — 2023). The number of homeless children and youth also
continues to increase. The following are data for children and youth (under 25):
• Total unaccompanied children & youth has increased by 26.8% (123 - 2022; 156 — 2023).
• Central Oregon is identified as one of the nation's CoCs with the highest percentage of
unaccompanied homeless youth who are unsheltered (80.9%).
• In 2023, 268 children and youth were living unsheltered (76.6%).
Service totals for 2023 include:
• Shelter: 6,694 nights of shelter were provided to 142 youth (all shelter programs)
• 24-Hour Response: 856 calls; 427 unduplicated youth served
• Street Outreach Contacts (basic needs): 1,399 youth; 1,587 hours (2023 funding reduced)
• 108 human trafficking victims (sex & labor) identified and served - most homeless youth
Impact of Current Investment Provide support for .2 (of 3.8 FTE) Case Manager to support
the Runaway and Homeless Youth Emergency Shelter program.
• 89% 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 at exit.
• During the period 07/01/2023 - 12/31/2023, CYFC provided 1,609 nights of emergency
shelter to 48 youth. Crisis intervention and family mediation were provided to 53 youth
ages 12-20.
Request for Funding In 2024-2025, funding will continue to provide support for the .20 FTE
Case Manager. This position provides essential case management services for youth seeking
shelter at The LOFT.
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Healthy People: Enhance and protect the health and well-being of communities and their residents.
J BAR J CASCADE YOUTH & FAMILY CENTER
Runaway & Homeless Youth Emergency Shelter Project
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023 through June 30, 2024? Yes
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023 through June 30, 2024 below:
Contract Agreements: Amount Intended Use of Funds
Deschutes County Q4 Discretionary $2,000 Car seats for Grandma's House of Central Oregon
Grant (01.01.2023 - 12.31.2023)
Healthy People: Enhance and protect the health and well-being of cornmunities and their residents.
>=s cOG2
0 4 REDMOND SENIOR CENTER
Food for Meals on Wheels & Congregate Meals Project
-2023-24 Award $12,000 (5% project funding) ----
Amount Requested 2024-25 $15,500
"Meals on Wheels" has made the difference of me having two meals each day instead of just one and,
the food is really good. The lady that brings me the food is so nice and she is willing to help me
sometimes with things 1 can't do. Yesterday, she took my garbage out because I was afraid, 1 would
fall on the ice."
Community Need
The population of the greater Redmond area (Redmond, Alfalfa, Eagle Crest, Crooked River
Ranch, Terrebonne, and parts of Powell Butte) is growing at an unprecedented rate so that by
2025, 35% of the population will be 50 and older. As a result, it is projected we will serve a
minimum of 45,000 meals by June 30, 2025.
Our "Meal Services Program (MSP)" has a rich history serving older adults in our area. We
project a minimum of 38,000 total meals will be served (at the Senior Center and delivered to
homes) by June 30, 2025. As a result of more robust level of activities and events held at the
Center combined with the growing population, we are budgeting for a minimum of 45,000
meals served by June 30, 2025.
We face critical issues: Increase demand for MSP; Escalating food costs; Need for more MSP
volunteers; and increased federal compliance documentation affects the need for more staff
time and expertise.
Our 2024-25 focus is:
1. Increasing Meals Served — With our commercial kitchen renovation completed, we will
expand the number of meals served and our volunteer base.
2. Supporting Increasing Food Costs —Our board/staff are accelerating securing public and
private funds through grants, fundraising events, and donations.
Impact of Current Investment
Service Partner funds are applied directly to MSP staff salaries to support a minimum of 5% of
the total annual salary cost - for the Head Cook, and two assistant cooks. In the period of July
1, 2023 —February 29, 2024, the MSP provided 20,895 meals.
Request for Funding
We are requesting funding to purchase food for the Meal Service Program serving the greater
Redmond area.
Healthy People: Support and advonce the health and safety of ©eschutes C'ounty's residents
REDMOND SENIOR CENTER
Food for Meals on Wheels & Congregate Meals Project
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023, through June 30, 2024? No.
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023, through June 30, 2024 below:
Contract Agreements: Amount Intended Use of Funds
Healthy People: Support and advance the health and safety of Deschutes County's residents
KIDS CENTER
Child Abuse Medical Evaluation Project
2023-24 Award $30,000 (6% of project funding)
Amount Requested 2024-25 $35,000
"I've seen these kids in the beginning, and they look empty and there's not a lot of hope there, and
then you see them go through the process at the KIDS Center and work with those wonderful people,
and you see them get the strength, and you see them look brighter." — Shane Nelson, Deschutes
County Sheriff
Community Need: KIDS Center serves all children (birth to 18 years of age) who are
suspected victims of physical or sexual abuse, neglect, drug endangerment, and witnessing
domestic violence. We are also the regional Designated Medical Provider (DMP) for medical
evaluations for children referred by law enforcement and other community partners. Due to
our county's ongoing population growth, the need for our services continues to increase
steadily.
• In 2023, KIDS Center provided child abuse evaluation services for 468 children, a
record number for any calendar year since our inception. Of those, 348 were from
Deschutes County, representing an increase of over 13% from 2022.
• In addition, our medical examiners provided 118 Deschutes County case reviews, for
children initially seen in hospitals or other medical settings, (compared with 102 in
2022) which resulted in recommendations and referrals to investigative agencies.
Impact of Current Investment: This grant supports 0.21 FTE (of 1 FTE) medical examiner to
conduct consultations and medical evaluations of suspected victims of child abuse. In the
period of July 1, 2023, to February 29, 2024:
• Performed medical assessments for 149 children.
• Responded to 71 hotline calls with consultations provided by medical examiners.
Request for Funding: All children who are suspected victims of child abuse are entitled to a
medical exam provided by a highly trained, specialized pediatric medical provider, and KIDS
Center is the only facility in Deschutes County that provides these specific services. Child abuse
medical exams play a crucial role in safeguarding the well-being of children and must continue
to be provided at no cost to each family in need. Additionally, these exams contribute to the
legal process by providing medical evidence that can be used in court to support the
investigation and prosecution of alleged perpetrators, increasing the safety of our community.
These children, who have experienced terrible, life -altering trauma, deserve the best we can
offer as they struggle to cope with what has happened to them. KIDS Center is committed to
providing the best care possible to these most vulnerable members of our community.
.Safe Communities: Reduce crime and recidivism through prevention, intervention,supervision and
enforcement
KIDS CENTER
Child Abuse Medical Evaluation Project
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023 through June 30, 2024?
Yes
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023 through June 30, 2024 below:
Contract Agreements:
Amount
Intended Use of Funds
Deschutes County Sheriff's Office
$40,000.00
Support for child abuse evaluations.
Deschutes County 1RI Funds
$12,858.03
Intake and access to child evaluation services.
Safe Communities: Reduce crime and recidivism through prevention, intervention, .supervision and
enforcernent
�i
E S COGS
a -c LATINO COMMUNITY ASSOCIATION
Healthy Families & Family Empowerment Programs
2023-24 Award $35,000 (4.5% project funding)
Amount Requested 2024-25 $45,000
"1 am very grateful to LCA and its free services, as a survivor of domestic violence and in the process of
divorce, 1 realized that my husband had not done his taxes for five years. Thanks to you I feel calm,
now that I have filed my taxes, and I am up to date. In addition, the refunds 1 have received have
helped me pay my debts. Now I can apply for my citizenship and will become a US citizen!" - Maria
Guadalupe (translated from Spanish and name changed for privacy)
Community Need As the population of Central Oregon rapidly grows, with close to 9% of the
population in Deschutes County identifying as Latine, LCA offices remain a vital connecting
point for both new and established immigrants and Latine community members seeking
support and cultural enrichment. As the sole immigrant -focused nonprofit organization in
Central Oregon, LCA occupies a distinctive role, with our offices in Bend and Redmond serving
as vital support hubs for individuals confronting unique challenges, including:
• Access to healthcare: LCA boasts Community Health workers who facilitate clients'
enrollment into OHP and navigate them through the healthcare process.
Access to Tax and ITIN services: Annually, LCA offers free tax filing assistance to our
clients in both Bend and Redmond, Additinnally, our staff are certified Acceptance
Agents by the IRS, aiding clients in applying for and renewing their Individual Taxpayer
Identification Numbers (ITINs) to fulfill their tax obligations successfully.
Connection to Workforce Education and Employment support: LCA's Workforce
Program offers adult education classes, including English and computer literacy
courses, along with employment services such as resume building, job searches, and
support and workshops for small business development.
Impact of Current Investment
Support 6% of Healthy Families & Family Empowerment program costs.
• Clients impacted annually through OHP/SHIBA health insurance enrollment and
health system navigation: 1,344 (Goal: 400 clients)
• Clients who received help coordinating low-cost dental services: 13 (Goal: 50 clients)
• Clients who received information and/or referrals to achieve their service goal: 672
(Goal: 350 clients)
• Clients who received immigration legal assistance: 60 (Goal: 75 clients)
Request for Funding
We are requesting an increase in funding to $45,000 to continue to contribute to 6% of the
Healthy Families & Family Empowerment Programs. The 6% request is based on the budget
submitted for FY 23-24.
Healthy People: Support and advance the health and safety of Deschutes County's residents
LATINO COMMUNITY ASSOCIATION
Healthy Families & Family Empowerment Programs
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023 through June 30, 2024?
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023 through June 30, 2024 below:
Contract Agreements: I Amount I Intended Use of Funds
Healthy People: Support and advance the health and safety of Deschutes County's residents
BETHLEHEM INN
Emergency Meal Program
2023-24 Award $42,500 (4.9% of project funding)
Amount Requested 2024-25 $45,000
"Inn staff and residents are honored to have the County's support of our Meal Program, which plays a
vital role in Inn residents' health. Negative health outcomes are a result of food insecurities, making
access to healthy food and hot meals an essential component for Inn residents to move forward."
Community Need
We respectfully request BOCC grant funding to help support the continuing service delivery
of nutritious meals as part of our Meal Program. As one of 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 employment and hold jobs.
Impact of Current Investment
Funding received from the FY 23/24 grant is supporting .45 FTE of one Kitchen Manager and
.19 of 2-FTE kitchen operations staff to prepare and serve meals at the Inn's Bend and
Redmond locations. 100% of Inn residents are offered three nutritious meals daily
In the period of July 1, 2023 to February 28, 2024, 631 residents and 51,124 meals were
served.
Request for Funding
Bethlehem Inn respectfully requests $45,000 funding support of 1-FTE Kitchen Manager to
prepare and serve meals as part of the Inn's Meal Program. This often life-saving service will provide a
projected 100,000 nutritious meals to an estimated 1,100 children and adults next year.
Matching funds will provide the additional revenue needed for expenditures necessary for
the successful implementation of this project.
Healthy People: Support and advance the health and safety of Deschutes County's residents
BETHLEHEM INN
Emergency Meal Program
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from July 1,
2023 through June 30, 2024?
Yes
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for) from July 1,
2023 through June 30, 2024 below:
Contract Agreements:
Amount
Intended Use of Funds
Deschutes County Parole & Probation
$6,706.87/month
7 beds per night
Deschutes County Behavioral Health:
EASA
$5,931/month
3 beds per night
Forensic Services
$5,748.75/month
3 beds per night
HOST
$8,517/month
4 beds per night
Healthy People: Support and advance the health and safety of Deschutes County's residents
"�A1 E S CpG2
FAMILY ACCESS NETWORK
Elton Gregory Elementary FAN Advocate Project
2023-24 Award $17,500 (37% project funding)
Amount Requested 2024-25 $17,500
"FAN advocates are lifesavers and significantly changed the outcomes for me and my children as we
went through our darkest hour. We still are in that darkness, but FAN's continued support lets me
know I can do it and keep going!" - Local FAN parent
Community Need
FAN has been working with Central Oregon families for over 31 years. In this time, we have
served more than 185,000 children and family members and continue to serve more than
7,500 people each year. Our FAN advocates work closely with children and families directly in
schools, breaking down barriers, so students can attend school well rested, well fed and
ready to learn.
In Deschutes County, 51.4% of renters are spending 30% or more of their household
income on rent. For FAN families, this means a sudden cut in work hours may have a huge
impact on their ability to maintain stable housing or provide nutritious meals. During the
2022-23 school year, 764 children ages 0-18 in Deschutes County were unhoused. According
to Central Oregon Health Data in Deschutes County, 42% of households with children are
receiving SNAP (food) benefits and 30.5% are eligible for ure free/reuduced breakfast and
lunch program. These are the families that FAN serves.
Impact of Current Investment - Grant supports .20 FTE (of .47 FTE) FAN advocate at Elton
Gregory Middle School to connect families to basic -need resources.
• In the period of July 1, 2023 to December 31, 2023, FAN connected 200 children and
family members to basic -need resources at Elton Gregory Middle School, nearly meeting
annual goals.
• During the fall client survey, 95% of families reported that FAN improved their situation
Request for Funding
FAN is committed to ensuring that children and family members facing poverty -related
barriers have access to basic -need resources so kids can thrive in school and life. Deschutes
County funding helps us accomplish this goal. Through a dedicated FAN advocate, a child or
parent is connected to essential resources such as food, shelter, heating, and more. Advocates
are placed directly in the schools to ensure families can connect with a friendly and
knowledgeable person in a convenient space. Advocates serve as a one -stop connection to
crucial resources, working closely with community partners. We are only able to accomplish
this work with the strength of more than 100 local partners, allowing our FAN advocates to
swiftly and efficiently help families navigate the local social service system without shame or
judgment.
Healthy People: Support and advance the health and safety of Oeschutes County's residents.
FAMILY ACCESS NETWORK
Elton Gregory Elementary FAN Advocate Project
-Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023 through June 30, 2024?
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023 through June 30, 2024 below:
Contract Agreements: Amount Intended Use of Funds
Discretionary grant 1,500 Sponsorship for April 2024 FANraiser luncheon
Heolthy People: Support and advance the health and safety of Deschutes County's residents.
\X E s coG2
.A
o SAVING GRACE
Mary's Place Supervised Visitation & Safe Exchange Center
2023-24 Award $30,000 (5% project funding)
Amount Requested 2024-25 $40,000
"Mary's Place and its staff have given my children a safe place to find happiness within a situation that
feels scary and confusing." "Some of my hardest days became better with the total care and
involvement of Mary's Place." "Mary's Place has been a life-saving resource, helping us navigate and
reduce the stress of child exchanges. We are grateful for their services." Mary's Place clients.
Community Need:
In calendar year 2023:
• Saving Grace, the sole domestic violence and sexual assault agency serving Deschutes
County served 1,016 unduplicated survivors with 14,939 services including safety
planning, emergency shelter and legal advocacy and responded to 2,581 helpline calls.
• Deschutes County law enforcement conducted 216 high -lethality (LAP) screens at the
scene of domestic violence calls and referred 167 victims to Saving Grace for services.
• 489 restraining orders and 227 stalking orders were filed in Deschutes County Circuit
Court. The majority of families using MP are referred by the court in connection with
restraining orders and high -risk custody cases.
Impact of Current Investment Provide .36 FTE of 1 FTE to supervise 7.74 FTE 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.
• From July 1, 2023 to February 29, 2024, MP has served 48 families (114 adults and 91
children) with nearly 536 supervised visits and safe exchanges. 99% of MP victim
survey respondents reported an increased feeling of safety due to using MP.
• The advocates supervised by MP Director provided 307 unduplicated survivors
(including those involved with MP program) with 1,016 safety -focused services.
Request for Funding
Mary's Place is the only program providing free, trauma -informed, domestic violence
intervention -specific supervised visitation and safe exchange for Deschutes County citizens.
Mary's Place fills a vital role in public safety by protecting adult victims and children from
experiencing further violence and trauma during parenting time.
• Saving Grace faces a 15% increase in medical benefit costs over 18 mos. and
implemented an 8% market adjustment in staff wages re: retention and inflation
• Due to high demand via court referrals to Mary's Place limits of staffing and the facility,
MP consistently maintains an average waitlist of 12-15 families.
Safe Communities: reduce crime and recidivism through prevention, intervention, supervision and
enforcement
)i ES C0&
SAVING GRACE
Kary's Place Supervised Visitation & Safe Exchange Center
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023 through June 30, 2024?
YES
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023 through June 30, 2024 below:
Contract Agreements:
Amount
Intended Use of Funds
Deschutes Co Document Number
$94,366
Mary's Place Supervised Visits & Exchanges
2023-953 OJD
Mediation/Conciliation Distribution
VAWA-C-2023 -Desch utesCo. DAVAP-
Sexual Assault Response Team best practice
00015 Nonprofit Subaward
$11,198
assessment and sexual assault case review work
Deschutes Co Subgrant Document No
Lethality Assessment/Law Enforcement Liaison
2022-314
$43,407
Personnel
Deschutes Co Services Contract No
Mary's Place Supervised Visits & Exchanges
2024-151—Justice Reinvestment
$63,677.85
Safe Cointriiunities: Reduce crime and recidivism 'through prevention, intervention, supervision and
enforcement
1<0T E 5 C,0&
n CENTRAL OREGON VETERANS AND COMMUNITY OUTREACH
Homeless Outreach Coordinator
2023-24 Award $30,000 (15% ofprojectfunding)
Amount Requested 2024-25 $30,000
Joe, a Vietnam Veteran, was homeless for 12 years, living in his van. "If you aren't around people you
can't get hurt", he said. But his health deteriorated, his van quit running and COVO Homeless Outreach
eventually staff found him sleeping on a Bend sidewalk. It took a few weeks to convince Joe to accept
help. "It was the first time I felt that somebody was listening... If it wasn't for COVO's persistence, I
would probably still be out on the street". Instead, he was offered a motel room, had help to find
medical care and eventually moved into the Veterans Village.
Community Need COVO served 1,083 households in 2023. 265 of these households were new
to COVO services. Total client contacts in our Outreach Program were 6,921 with 3,606 of these
in our Outreach Center and 3,315 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.
COVO is a key partner in the Homeless Leadership Coalition (HLC)/ Central Oregon Continuum
of Care (CoC), serving on HLC committees, participating in weekly Coordinated Entry System
case management and the Point in Time Count, and a member of the Multi -Agency
Coordinati-n (MAC) (Troup utilizing funds in our CoC. Central Oregon Veterans Village, a
partnership with Deschutes County, Bend Heroes Foundation and others, shelters homeless
Veterans identified through COVO Outreach and community partners. In 2024-25 three
priorities are to increase outreach to less accessible areas of Deschutes; serving age 65+
persons experiencing or at risk for homelessness; and increase services to women Veterans
(33% increase in 2023 over 2022).
Impact of Current Investment Provide .6 FTE (of 1.5 FTE) Outreach Coordinator
in the period of July 1, 2023 to February 29, 2024:
• COVO's Outreach Center made 2,105 contacts with homeless/low-income persons;
camp outreach 1,964 contacts; and served 70 veterans new to COVO, soundly
meeting annual goals.
• Coordinated more than 1,141 volunteer hours assisting services and outreach to
homeless and/or low income people.
Request for Funding COVO respectfully requests $30,000 for FY24-25 to fund a portion of the
outreach coordinator who oversees camp and street outreach efforts, and trains and supports
outreach volunteers. The coordinator works with community partners to facilitate services to
individuals and enhance collaborative efforts for best serving the homeless population in
Deschutes County. Key partners in outreach include but are not limited to Deschutes County
Homeless Outreach Services Team, Stabilization Center, Mosaic Medical Mobile Clinic,
Shepherd's House, REACH, VA HUD-VASH and more.
Healthy People: Support and advance the health and safety of Deschutes County's residents.
TES r-
o -c
CENTRAL OREGON VETERANS AND COMMUNITY OUTREACH
Homeless Outreach Coordinator
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County from
July 1, 2023 through June 30, 2024?
We can ask for reimbursement for Village costs up to $100,000 per year. Actual reimbursement
anticipated to be below that amount.
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
from July 1, 2023 through June 30, 2024 below:
Contract Agreements: Amount Intended Use of Funds
Deschutes County Property Mgmt. Up to $100,000 I Veterans Village costs only -reimbursement process
Healthy People: Support and advance the health and safety of Deschutes County's residents.
COURT APPOINTED SPECIAL ADVOCATES OF CENTRAL OREGON
CASA
2023-24 Award $35,000 (8% project funding)
Amount Requested 2024-25 $40,000
"We are currently seeing an increase in the number of children in our region entering foster care and
CASA is needed more than ever. As a longtime CASA volunteer and now a Board member, I have seen
how children in care who have a CASA can succeed despite their difficult experiences. Having
someone to advocate for them in court, in schools, and in their resource homes is vital to
helping them succeed." — Sheila Miller, Communications Manager with Bend Police Department
Community Need CASA of Central Oregon provides volunteer Court Appointed Special
Advocates (CASAs) to advocate for 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, our organization is appointed by the judge to represent that
child's best interests in all court proceedings. Despite the state mandate, the Central Oregon
CASA program receives a small portion of its funding from the state general fund.
The need is greater than ever. There has been a steady increase in the number of children in
Deschutes County experience foster care. In 2019, 275 children spent time in foster care. This
number increased to 333 in 2023. Our organization has been able to serve this increase in
children due to the support of the Deschutes County BOCC.
Impact of Current Investment
Support .6 (of 4.0 FTE) of a Program Coordinator position to support approximately 40
volunteers, who, in turn, advocate for over 100 children.
From July 1, 2023 to February 28, 2024 there were 291 unduplicated Deschutes County
children who spent time in foster care. During the same period 241 children had an assigned
CASA, approximately 83%. We estimate that there will be approximately 315 children in
foster care from July 1, 2024-June 30, 2025.
Request for Funding
CASA respectfully requests $40,000 for FY 24-25 to fund .6 FTE of a Program Coordinator
position. This calculation reflects a competitive living wage and benefits for a college -
educated Program Coordinator to support approximately 40 volunteers, who will, in turn,
advocate for over 100 children.
National studies have shown the CASAs are effective. Children with CASAs tend to do better
during their time in foster care: 1) they do better in school; 2) have fewer disciplinary
problems; 3) receive more services to heal from trauma and thrive; 4) are more likely to stay
in a permanent home and less likely to re-enter foster care.
Healthy People: Support and advance the health and safety of Deschutes Couniy's residents
COURT APPOINTED SPECIAL ADVOCATES OF CENTRAL OREGON
CASA
Other Deschutes County Funding
Did you receive or are you scheduled to receive any other funding from Deschutes County
from July 1, 2023 through June 30, 2024?
yes
If yes, please list all Deschutes County grants received (or scheduled to receive / applied for)
X 1..1., 9 7M2 +hrnl lah 11 ma :in ?n?4 helow:
Contract Agreements:
Amount
Intended Use of Funds
Deschutes County Justice
Reinvestment Victim Services Grant
$44,084.67 for the
23-25 biennium
Recruit, Train, and Support CASA Volunteers
I
Healthy People: Support and advance the heath and safety of Deschutes County's residents
UPPER DESCHUTES
WATERSHED COUNCIL
April 4, 2024
RE: Request to Deschutes County Commissioners for Service Partner Grant Funding for Upper
Deschutes Watershed Council for FY25
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 271h year in 2024 after
being formed in partnership with Deschutes County back in 1997. I look forward to sharing my
annual presentation with you later in 2024. 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 extremely important component that supports our staffing and operations. As you
know, UDWC leverages the funding from Deschutes County and brings additional public and
private dollars to the Upper Deschutes watershed through our work. As an example, total revenue
for our work in FY23 was $2.5M with 29% coming as federal funding, 3 1 % as state funding, and
28% being non -governmental grants or donations. In FY24, our proposed budget was $2.4M,
where we are again bringing federal, state and private dollars to Desehiutes County through our
work.
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. Some highlights from FY24 include:
UDWC completed our largest stream restoration project we have ever taken on in a single
year, restoring 1.5 miles of Whychus Creek. After the construction was completed,
UDWC involved local businesses and volunteers in the restoration efforts:
https://www bendbulletin com/localstate/environment/this-former-pasture-near-sisters-
has-been-transformed-into-a-sanctuary-for-fish-and-wildlife/ai-ticle a2a05968-72bl-
11 ee-82f6-0fad22eba1 b9.htm1
• UDWC participated in a fish passage advisory committee that reached consensus in
recommending a fish passage solution at Mirror Pond that was accepted by the City of
Bend and Bend Park and Recreation District. UDWC is now leading efforts to secure
funding for engineering design for this project.
• UDWC will be awarded funding to work with Gilchrist Forest Products and other
stakeholders to assess fish passage opportunities at the Gilchrist Mill Pond Dam on the
Little Deschutes River. A fish passage structure that was installed in the 1980s has worn
p0 BOX--181-2 6EN-D, OR-97709 1 -700 N_W HILL ST. BEND, OR 97701 www.l estolrethed.eschutes.orq
out and is no longer functioning. UDWC will facilitate this process to assess replacement
for this fish passage structure.
• In FY24 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. Highlights included
launching a new "One Water" program with the City of Bend that involves educating 5t"
grade and high school students about the source of their water, where water goes after it
leaves their home, stormwater management, and components of a healthy watershed. We
also completed progrannning with a charter school in Powell Butte, and supported local
teachers to implement natural resources lessons through the Tribal History/Shared
History state education curriculum. We also offered three summer camps for students in
summer of 2023.
UDWC continued our partnership with COCC offering and watershed education series
and tour that was attended by 60+ individuals focused on Whychus Creek and held in
Sisters. We also again put on the annual Deschutes River Clean-up held on July 29,
2023: https•//www bendbulletin.com/localstate/volunteers-combed-the-deschutes-both-
from-above-and-below-for-annual-river-cleanup/article 829e1f18-2e57-llee-85ad-
978c766de351.html
• UDWC also continues to coordinate a watershed monitoring program to monitor stream
temperatures and restoration effectiveness at various locations in Central Oregon, and this
has continued in FY24.
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 FY25.
Sincerely,
Kris Knight
Executive Director
Upper Deschutes Watershed Council
01 E s C()G2
o �
FY24 Service Partner Results of Investment Overview
Service Partner
FY24 Award
Amount Requested
FY25
Other County Funding
Received / Requested,
FY24?*
Bethlehem Inn
$42,500
$45,000
Yes
CASA
$35,000
$40,000
_ Yes
Council on Aging
$42,500
$50,000
Yes —
COVO
$30,000
$30,000
Yes
FAN
$17,500
$17,500
Yes
J Bar J Youth Services
$20,000
$20,0_00
Yes
KIDS Center
$30,000
$35,000
Yes
LCA
$35,000
$45,000
No
_
MountainStar
$21,600
$22,500
Yes
Redmond Senior_ Center
$12,000
$15,500
No
Saving Grace
$30,000
$40,000
Yes
*Refer to Funding Summary for information on grants, amounts, and intended use of funds.
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ca .<
• Fuels Reduction Grant Program
• Discretionary Grants
• Fundraising Grants
• Arts and Culture Grants
• Community Grant Program: United
Way, Emergency Food, Clothing and
Shelter
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 USA" site or are currently recognized as a Firewise USAT" 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 snare, anal rlahrir, Hisnocal 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 2023, there were a total of 40 applicants for fuel reduction grants, of which 27
were awarded. Total amounts awarded ranged from $1,000-$5,000. The total "ask" from all the
applicants was $201,025, which speaks volumes for the program and success of the programs in
Deschutes County. A total of 53 communities have been awarded through lottery and other
funded fuel reduction grants since 2022. We leverage lottery funds to acquire other
agreements like the BLM Community Fire Assistance Agreement and the Buttes 2 Basin Joint
Chiefs Agreement. 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
Support for County Core Services:
• District Attorneys Office Remodel Design
• Environmental Health Fee Subsidy
• Fair & Expo Master Plan Support
Steve Gunnels District Attorney
1164 NW Bond Street * Bend, Oregon 97703
(541) 388-6520 • Fax: (541) 330-4691
www.dcda.us
Date: March 27, 2024
To: Board of County Commissioners & Budget Committee, Deschutes County
From: Steve Gunnels, District Attorney
Subject: Proposal for Funding Design and Permit Preparation for District Attorney's Office Remodel
BOCC & Budget Committee,
The District Attorney's Office in collaboration with Deschutes County Facilities propose moving forward with
requesting funding for design and permit document preparation, including permit fees, for the remodel of the
first, second, and third floors of the Deschutes County District Attorney's Office. At the completion of the
Courthouse Expansion project OJD will vacate the second floor, making the space available to the DA's Office.
The goal of this project is to optimize space utilization throughout the building to accommodate future needs of
the DA's Office.
The proposed remodel aims to enhance space utilization across all three floors efficiently, facilitating future
growth. This project involves layout revisions stemming from comprehensive reviews and discussions, which
have been conducted in collaboration with Deschutes County Facilities and LRS Architects.
Key considerations include:
Layout Review:
Various options have been considered and refined to accommodate the current needs and future growth. The
plan entails reconfiguring Victim Assistant offices and the Grand Jury spaces on the first floor, additional
conference rooms and DDA offices on the second floor, and optimizing space allocation across all levels.
Specific Comments and Recommendations:
After evaluating multiple options and incorporating feedback from stakeholders on areas such as the Grand Jury
Suite, Administrative Area, Victim Advocate Suite, and layout concerns on the second and third floors, we have
developed a comprehensive plan that best addresses our needs. This approach reflects a conservative decision to
prioritize immediate requirements while keeping future considerations in mind.
Fourth Floor Use:
The feasibility of the fourth floor is still under evaluation. We're still assessing the potential for utilizing this
space, and LRS is currently providing a conceptual cost estimate.
In addition, creating finished office space on the fourth floor might present cost -prohibitive challenges,
primarily due to required stairwell improvements and ventilation requirements.
Project Timeline:
The proposed timeline for the project is as follows:
• April 2024: Establish scope and preliminary construction budget. Request funding for design services.
• May - December 2024: Design and permit document preparation.
• January 2025: Submit for building permits.
• April 2025: Submit construction budget for funding.
• August - December 2025: Contractor procurement.
• January 2026: Start construction.
Estimated Cost:
❖ FY25 Funding Request: $200,000 -- Design and Permitting Fees
The overall estimation for the remodel project is projected to be approximately $1.5 to 2 million, encompassing
the design, pen -nit preparation, and subsequent construction phases, not including potential fourth floor
improvements.
This proposal outlines the necessary steps to proceed with funding the design and permit preparation in FY25
for the remodel of the Deschutes County District Attorney's Office. By optimizing space utilization and
addressing key concerns raised during discussions, we aim to enhance the functionality and efficiency of the
office while accommodating future needs.
Thank you for your consideration.
2 of 2
EXPG',PA�,y:
CENTER,)
To: Deschutes County Board of Commissioners
From: Geoff R. Hinds, Deschutes County Fair & Expo
Date: 3/18/2024
Subject: Request for additional $250,000 in Oregon Video Lottery funds for a Market Analysis and
Strategic facility master plan
First and foremost, I would like to extend our deepest gratitude for your invaluable support and
contribution last year. Your commitment has played a pivotal role in enabling the Deschutes
County Fair & Expo to continue serving our community as the premier destination for
entertainment, education, adventure, and celebration.
For FY25, we are reaching out to respectfully request an additional $250,000 in Oregon Video
Lottery funds. This funding is crucial for expanding the scope of our existing Market Analysis
and Strategic Planning project, which now includes not only the continuation of our services but
also the completion of a comprehensive Market Services Analysis and a Strategic Facility Master
Plan for the Deschutes County Fair & Expo. The expanded RFP for these services has been
released, and we look forward to having our partner/partners on board soon, to finish this
exciting work.
The expanded project scope reflects our commitment to not only meet but exceed the growing
demands and expectations of our community and visitors each year. Our initial assessments have
highlighted the need for a thorough plan that encompasses a broad range of improvements and
enhancements to our facilities; and to provide additional recreation, entertainment, and cultural
opportunities to the Central Oregon community. To accomplish this goal, an in-depth evaluation
of our current infrastructure, identification of potential areas for new construction and upgrades,
and the exploration of innovative revenue generation strategies through partnerships and
collaborations are warranted.
The funds requested, if awarded would allow Fair & Expo to fully fund Market Research and
Strategic Master Planning efforts; and to come up with a comprehensive long term development
strategy that benefits the entire community. With the end goal of expanding onsite
improvements, providing additional recreation, entertainment and cultural opportunities, the
byproduct will also allow for expanded financial impact from both existing and new business.
Deschutes County Fair & Expo Center
3800 Airport Way, Redmond OR 97756
(541) 548-2711
EXPO.DESCHUTES.ORG
The additional funding will be instrumental in finalizing the planning phase, ensuring that we
have a well-defined roadmap for the transformation of our fairgrounds and event center into a
state-of-the-art facility. This strategic endeavor aims to secure the long-term sustainability of
Deschutes County Fair & Expo, ultimately generating significant recreational, entertainment, and
cultural benefits for our community; while also generating positive economic impact.
We are keenly aware of the importance of accountability and transparency in the management of
these funds, and are committed to working closely with Deschutes County to ensure that every
dollar is allocated efficiently and in alignment with our shared vision for the future of the Fair &
Expo.
Thank you for considering this pivotal request. We are eager to continue this journey of growth
and improvement with your support, and we look forward to the opportunity to further discuss
how this additional investment will foster a bright and prosperous future for the Deschutes
County Fair & Expo and our community at large.
Sincerely,
Geoff R. Hinds
Director, Fair & Expo
Deschutes County Fair & Expo Center
3800 Airport Way, Redmond OR 97756
(541) 548-2711
EXPO.DESCHUTES.ORG
�I ES C
�"C � 4,
BOAR® OF
COMMISSIONERS
MEETING DATE: April 22, 2024
SUBJECT: Sunriver Service District Management Agreement Updates
BACKGROUND AND POLICY IMPLICATIONS:
The Board of the Sunriver Service District (SSD) is proposing changes to the Management
Agreement between the Governing Body of the SSD, the SSD Managing Board, and the
Sunriver Owners Association as detailed in the attached materials.
The proposed changes would affect who is eligible to serve on the SSD Board, and would
also stipulate that the SSD Board member who represents the Sunriver Owners Association
cannot serve as an officer of the SSD Board. Other proposed changes are to the sections
governing Board terms and appointments, and other miscellaneous edits.
BUDGET IMPACTS:
None
ATTENDANCE:
Jim Fister, Board Chair, Sunriver Service District
Mindy Holliday, Board Administrator, Sunriver Service District
541-593-8622
Sunriver ssdadmin@sunriversd.org
g
Service District 57475 Abbot Dr, Sunriver'
w _ PO Box 2108, Sunriver, OR 97707
MEMORANDUM
Date: April 16, 2024
To: Sunriver Service District Governing Board
From: Jim Fister, Chair, Sunriver Service District Managing Board
RE: Sunriver Service District Management Agreement Updates
In response to our prior February 26" work session with the BOCC, the Sunriver SD Managing Board
was tasked with two items:
1. Request feedback from the Sunriver Owners' Association, which you received on March 21st
with further written comments from District/County Counsel on March 22nd.
2. Discuss with counsel and propose an amended agreement for review with the Governing Board.
We are providing this memo summarizing the agreement changes, and we will. be at the May 22nd work
session to answer any additional questions you may have. Of the four changes proposed from our prior
meeting, we modified the first, and essentially left the other three as presented to you in the February
26th work session.
l . In our prior meeting, we discussed Positions 1 and 2 which were previously SROA Board
member positions. We have moved both of those to open positions, and added language to create
an ex-officio position available to SROA should they be interested.
2. Per our last discussion, the SSD Managing Board will devise a nomination process and
recommend candidates to the Governing Board.
3. Per our last discussion, the SSD Managing Board will engage a third party to create an enhanced
background and conflict of interest process that will be part of the nominating work. This is to
ensure greater transparency and accountability in the district.
4. Per our last discussion, the SSD Managing Board will be open to a broader range of candidates.
There is a modification in the agreement to use the conflict of interest and nominating processes
to determine whether there would be a significant enough conflict to prevent any candidate from
serving as a board officer. No more than two positions at any time could be filled in that way.
We look forward to closing this amended agreement and moving forward to the creation of our new
processes to keep the district focused on public safety and managing taxpayer funds.
Sincerely,
Jim Fister, representing the Sunriver SD
As Amended by Document No. 2021-975
RESTATED SUNRIVER SERVICE DISTRICT MANAGEMENT AGREEMENT
Document No. 2018-695
PARTIES: The parties to this Restated Agreement are: (1) the Governing Body of the Sunriver
Service District, a duly formed county service district; (2) the Sunriver Service District Managing
Board, and (3) the Sunriver Owners Association.
1. Effective Date and Termination Date. The effective date of this agreement shall be
NG,.,PMber- �,fagreed start date) or the date on which each paKtythe Governing Board
and Managing Board teas -have signed this Agreement, whichever is later. This agreement
is a successor/replacement agreement to the original Sunriver Service District
Management Agreement, Document No. 2002-147, as amended, and upon execution of
this agreement, Document No. 2002-147, as amended shall become void. Unless earlier
terminated as provided below, this Agreement shall automatically renew in the manner
provided for in Section 13.
2. Purpose. The Sunriver Service District ("District') was formed on June 26, 2002, pursuant
to ORS 451.410, et seq, or the purpose of acquiring, constructing, maintaining and
operating services as set out below. The District shall continue to be managed and
operated by a Managing Board which shall have the authority and duties as set out in this
Agreement.
3. Debt Limitation. This agreement is expressly subject to the debt limitation of Oregon
counties set forth in Article XI, Section 10, of the Oregon Constitution, and is contingent
upon funds being appropriated. Therefore, any provisions herein, which would conflict
with law, are deemed inoperative to that extent. Additionally, the District Managing Board
shall not incur any debt unless authorized by this agreement or the District Governing
Body.
4. Structure. The District Governing Body is comprised of the Board of County
Commissioners of Deschutes County, Oregon ("BOCC"). The District Governing Body
has delegated, pursuant to a Memorandum of Understanding, the operation of the District
to the District Managing Board (hereinafter, the "District Managing Board"). The District
Managing Board, as agent for and acting on behalf of the District Governing Body, shall
have the duties and authority as set out in this Agreement.
5. District Managing Board.
a. Composition. The District shall be managed and operated by the District Managing
Board, The District Managing Board shall consist of seven members, as follows:
Page 1 of 12 - SUNRIVER SERVICE DISTRICT MANAGEMENT AGREEMENT —
DOCUMENT NO. 2018-695
1) Official Positions
Position 1:
District property owner registered district elector, or
business owner representative within the district bounds.
Position 2:
District property owner. registered district elector, or
business owner representative within the district bounds.
Position 3:
District property owner.
registered district elector, or business owner
representative within the district bounds.
Position 4:
Sunriver propeFty owAer,District property owner.
registered district elector, or business owner
representative within the district bounds.
Position 5:
SUnFiver property ownef,District property owner.
registered district elector, or business owner
representative within the district bounds.
Position 6:
sunriver property owner,District property owner.
registered district elector, or business owner
representative within the district bounds.
Position 7:
SWRFiveF propeFty GwRef,District gropertv owner.
registered district elector, or business owner
representative within the district bounds.
2)
member F;eFve as Chair of the nisti,'At Managing Anv board member who
serves in any other capacity in a business or association that has financial or
regulatory dealings with the District must acknowledge those conflicts and is
unable to serve in any District Managing Board officer capacity if the Managing
or Governing Board indicates that the conflict is unresolvable. No more than
two board positions may be filled by such members at any given time.
3) Ex-Officio Positions. In addition to the above -designated positions there may be
an ex-officio position held by a Deschutes County official. The Sunriver Owners'
Commented [JF2]: Nothing precludes an SROA board
member from applying to the SSD. They cannot hold a
majority of positions.
Commented [JF3R2]: The District Governing Board or
Managing Board may note an unresolvable conflict of
interest that would prohibit board members from being
officers, but would still allow them to serve. This would
probably have to be noted in the nominating process.
Association may also designate an ex-officio position consisting of aboard member,
or other board -appointed representative. The ex-officio positions shall be appointed
by and serve at the pleasure of the District Governing Body and shall be a non -voting
positions. _ _ _ _ - _ _. - Commented [JFS]: Option for SROA to request an Ex-
- - - Officio position for continued representation.
4) Two members of the District Managing Board or the District Managing Board's
designee shall be members of the Deschutes County 911 User Board.
5) Officers. The Chair, Vice Chair and Treasurer of the District Managing Board
shall be selected in accordance with the District Bylaws.
6) A District Administrator may also be designated and employed by the District
Managing Board.
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DOCUMENT NO. 2018-695
b. Term. Each member of the District Managing Board shall serve for a term of three years.
Terms shall begin on September list and expire on August 3151 of the ending year. A
member shall serve for no more than two consecutive full terms. Partial terms are not
counted as part of the two consecutive term limitation.
terminates pF09F to the expiration of their term GR the DiStkt Managing Board, their term
nn the DistFint MaRaging E3oaFd shall tprmiRate at the same tome as the termination A
their term on the -A ssesiation beaFd
C. Appointments. The District Managing Board, except the ex-officio positions, shall be
appointed by the District Governing Body after reviewing recommendations by the
Assesiatieathe District Managinq Board. When a vacancy on the District Managing
Board occurs, the managing board shall convene a group made up of no fewer than
three district property owners to recommend suitable candidates to the Managing Board.
The Managing Board will make recommendations to the Governing Body for approval.
Any nomination discussion shall include a criminal and conflict of interest background
investigation prior to approval. GhaiFAfthl- _ __ _ _ _ ._ _ _ _.._ _. .. __. - "of the ARSOGiation shall meet as nepilAd to di-;G1 sets and baGkgFGunds desired Commented [JP6]: The background would be done by
ard and a third party. SSD currently has to proposals , how to
do this.
Body. SOliGitatiOR fAr gandidat"S shall appear a publiGation of general Girr-lation
d. Removal. Members of the District Managing Board shall serve at the pleasure of the
Governing Body and may be removed with or without cause by action of the Governing
body.
e. Compensation And Expenses. The District Managing Board members shall not be
entitled to receive any compensation attributable to service as a member of the District
Managing Board. A District Managing Board member may be reimbursed for any
expense which he or she incurs on behalf of the District Managing Board, provided such
expenditure is approved by the Chair of the District Managing Board and proper
voucher(s) supporting such expenditure is submitted to the Chair. All of the Chair's
expense reimbursement requests shall be submitted to the Vice Chair of the District
Managing Board.
f. Committees. The District Managing Board shall have the authority to appoint such
committees as in its discretion it deems necessary to assist the District Managing Board
and/or the District Administrator in the operation of District. The duties and powers of
such committees shall be determined by the District Managing Board.
g. Meetings. Each member of the District Managing Board, except ex-officio members, shall
have an equal vote in all District Managing Board decisions. The District Managing Board
shall hold regular meetings and may hold special meetings as necessary. A special
meeting may be called by the District Managing Board Chair or upon the request of any
three Board members. All meetings shall be held in accordance with the Bylaws of the
Page 3 of 12 - SUNRIVER SERVICE DISTRICT MANAGEMENT AGREEMENT -
DOCUMENT NO. 2018-695
District and shall comply with applicable requirements set forth in ORS Chapter 192.
6. Administration. The District Managing Board is authorized to contract for administrative
services, leasing of District Facilities and employ an Administrator to manage the daily
operations of the District.
Authority and Duties of Managing Board.
a. District Services. Upon the issuance of an order by the District Governing Body pursuant
to the provisions of ORS 451.485, and subsequent majority approval in a referendum
vote upon such an order pursuant to ORS 451.487, the District Managing Board may
acquire, construct, maintain, and operate any one or more of the following service
facilities:
1. Fire prevention and protection;
2. Security services provided by agreement;
3. Law enforcement services;
4. Emergency medical services, including ambulance services.
b. Recommendations. Nothing herein shall be construed so as to prevent either
the Association. Managing Board, or any other owner of property or elector within the
District from initiating a recommendation to the District Governing Body either favoring
or opposing an order relating to the above listed services, and the District Governing
Body may by its own initiative request recommendations from the Association or other
members of the publlo� _ _- _.... _ _ _ _.... - - _ - _ _. - - - _- ... _ - _ - .. - _. _ _ - _.... _ -- -- "raddress
ented tJF7j: SROA still has power as a body to
b the p6lb4c1 _ t service needs to the GB. Board individuals
- - also do so as members of the public.
C. Contracting.
The authority to create any of the above service facilities shall include the
authority to enter into agreements with necessary associations or public
agencies. Purchasing of facilities, materials and services shall be in compliance
with ORS Chapter 279, 279A, 279B, and 279C as applicable. All equipment,
facilities, and materials purchased with public funds shall remain public property
unless expended in the course of operation of the service facilities or disposed in
accordance with the applicable laws relating to the disposal of surplus property
of the district.
2. The District Managing Board shall have the authority to enter into agreements to
be completed within the respective fiscal year for financing in anticipation of tax
revenues or other funding sources.
Any lease, license, or other agreement with or sale or transfer ("agreement") to
the Association shall not be greater than the fair market value of the reasonable
cost for the agreement and must include an analysis by an independent third
party verifying the value and reasonableness of the agreement. The requirement
for a third -party analysis shall not, however, be required for any agreement
whereby: 1) the District provides services to the Association for the enforcement
of the homeowners' covenants, conditions and restrictions; or 2) the annual
amounts then being paid to or received by the District or Association are
increased or decreased by no more than ten (10) percent of the total of all
amounts paid pursuant to all agreements for the most recent fiscal year of the
District.
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DOCUMENT NO. 2018-695
Formatted: Font color: Auto
Formatted: Justified, Indent: Left: 1.2", Hanging: 0.49",
Right: 0.69", Space Before: 0 pt, Line spacing: Multiple
0.96 li, Numbered + Level: 2 + Numbering Style: a, b, c,
.- + Start at: 1 + Alignment: Left + Aligned at: 1.19" +
Indent at: 1.69"
d. Financing Authority. The District Managing Board may obtain financing for any or all of
the service facilities by any method authorized by law including, but not limited to the
establishment of a tax base, the use of funds from a fund established under ORS 280.055
or ORS 451.540.
e. Bylaws. The District Managing Board shall adopt Bylaws for the operation of the
District. The Bylaws shall be adopted by a two-thirds vote of the District Managing
Board.
f. Budgeting. The District Managing Board shall prepare a proposed fiscal year budget for
the District. The District Managing Board shall submit the proposed fiscal year budget
to the Deschutes County Budget Committee established pursuant to the requirements
of ORS 294.305 et seq.
g, Personnel. The District Managing Board may employ, evaluate and terminate
employees necessary for performing the services of each service facility. The District
Managing Board shall prepare and approve personnel standards and policies relating
to all employees. Further, the District Governing Board delegates the authority and
responsibility to the District Managing Board to establish personnel regulations for
employees of the District which shall substantially accomplish the general purposes of
ORS 242.702 to 242.824.
h. Purchasing. The District Managing Board may purchase, lease or otherwise contract
for equipment and supplies necessary for any service facility approved in the fiscal year
budget. The District Managing Board may enter into contracts to provide for financing
of needed equipment and supplies. The District Managing Board may not, however,
enter into any obligation to be performed under a subcontract unless such subcontract
provides for termination upon non -appropriation of funds by the District Governing
Body.
Liability Insurance. The District Managing Board shall maintain public liability insurance
coverage in an amount not less than the tort limits for public bodies as set out in
Oregon Tort Claims Act, ORS 30.260 et seq., naming the District, Governing Body, and
District Managing Board as insureds. If required pursuant to any agreement with the
Association, liability insurance purchased by the District Managing Board shall name
the Association as an additional insured. The District Managing Board shall also
maintain insurance covering the buildings, equipment and other tangible property,
either owned or leased, by District in an amount not less than replacement value.
j. Compliance with Budget and Public Records Laws. The financial transactions of the
District Managing Board shall be in compliance with the requirements of the local
budget laws and expenditure limitations contained in the laws of the State of Oregon.
As applicable and subject to lawful non -disclosure or redaction, records of the District
Managing Board shall be deemed public records in accordance with ORS Chapter 192.
k. Confidentiality. The District Managing Board shall not use, release or disclose any
information concerning any employee, client, applicant or person doing business with
the District for any purpose not directly connected with the administration of the District
Governing Body's or the District Managing Board's responsibilities under this
Agreement except upon written consent of the District Governing Body, and if
applicable, the employee, client, applicant or person. The District Managing Board
shall ensure that its agents, officers and subcontractors and District employees with
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DOCUMENT NO. 2018-695
access to the District Governing Body and District Managing Board records understand
and comply with this confidentiality provision..
Drugs and Alcohol. The District Managing Board shall enforce a zero tolerance as to
dealing, possession, or use of drugs or alcohol by the District Managing Board or the
District's employees, subcontractors and agents while performing work under this
agreement.
M. Expense Reimbursement. The District Managing Board shall enforce the Expense
Reimbursement Policies for each District Managing Board member, District employee
and contractor. Only expenses reasonably and necessarily incurred in the performance
of this agreement, an employee's employment or a contract shall be reimbursed.
Expenses reimbursed shall be at the actual cost incurred, including any taxes paid, and
shall not include any mark-up unless the mark-up on expenses is specifically agreed to
in the agreement. The cost of any contracted work approved in the agreement shall not
be marked up. The District Managing Board shall not pay for any time expended to
complete the documents necessary for reimbursement of expenses or for payment
under this agreement. The maximum amounts for certain reimbursable expenses are
set forth in Exhibit "1," attached hereto and by this reference incorporated herein.
n. Access to Records. The District Managing Board shall maintain fiscal records and all
other records pertinent to this Agreement.
1) All fiscal records shall be maintained pursuant to generally accepted accounting
standards, and other records shall be maintained to the extent necessary to
clearly reflect actions taken. All records shall be retained and kept accessible for
at least three years following the final payment made under the agreement or all
pending matters are closed, whichever is later, If an audit, litigation or other
action involving the agreement is started before the end of the three-year period,
the records shall be retained until all issues arising out of the action are resolved
or until the end of the three-year period, whichever is later.
2) The District Governing Body's authorized representatives shall have the right to
direct access to all of the District Managing Board's books, documents, papers
and records related to this Agreement for the purpose of conducting audits and
examinations and making copies, excerpts and transcripts. These records also
include licensed software and any records in electronic form, including but not
limited to computer hard drives, tape backups and other such storage devices.
The District Governing Body, the Secretary of State's Office of the State of
Oregon, the Federal Government, and their duly authorized representatives,
shall have license to enter upon the District Managing Board's premises to
access and inspect the books, documents, papers, computer software,
electronic files and any other records of the District Managing Board which are
directly pertinent to this Agreement for the purpose of making audits,
examinations, excerpts, copies and transcriptions.
3) The District Managing Board shall include this provision in any subcontracts.
Materials. At all times, the District Managing Board shall make reasonable efforts to use
recycled materials in the performance of work required under this agreement.
Compliance with provisions requirements of funding source and Federal and State laws,
Page 6 of 12 - SUNRIVER SERVICE DISTRICT MANAGEMENT AGREEMENT —
DOCUMENT NO. 2018-695
statutes rules regulations executive orders and policies. The District Administrator and
the District Managing Board shall comply with any requirements, conditions or limitations
arising under the terms of any grant funding source or required pursuant to any Federal
or State law, statute including all provisions in ORS 279, 279A, 279B, 279C, rule,
regulation, executive order and policy applicable to this agreement.
q, Subcontractor. Any contracts that the District Administrator or District Managing Board
may authorize shall contain all pertinent requirements of this agreement; the District
Administrator and/or the District Managing Board shall be responsible for monitoring and
reviewing the performance of the contractor.
8. Authority and Duties of District Governing Body.
a. The District Governing Body shall provide, upon request of the District Managing Board,
the necessary auditing services for the service facilities at reasonable cost to the District
Managing Board.
b. The District Governing Body, acting as members of the Budget Committee required by
ORS 294.414, shall participate in the review and approval of the fiscal year budget, and
shall assume responsibility for compliance with all publication, notice and hearing
requirements for the budget process. The District Governing Body or its designee shall
also prepare and complete all necessary election filings and other requirements for any
tax base levy.
9. Accounting. The fiscal year of the District shall be the same as that established for Deschutes
County, Oregon.
10. Ownership of Work. All work of the District Managing Board that results from this Agreement
(the 'Work Product") is the exclusive property of the District Governing Body.
11. Review. This Agreement shall be reviewed regularly (but not less than every three years) by
the District Managing Board and the District Governing Board. Modifications or amendments
to this Agreement may be proposed by the District Managing Board, electors of the District or
the District Governing Body. Such modifications or amendments will become effective only
upon the receipt of a two-thirds favorable vote by the District Governing Body.
12. The Managing Board shall provide the District Governing Body with periodic reports at
the frequency and with the information prescribed by the District Governing Body. Further, at
any time, the District Governing Body has the right to demand adequate assurances that the
services provided by the District Managing Board will be in accordance with this Agreement.
Such assurances provided by the District Managing Board shall be supported by
documentation from third parties.
13. Criminal and Conflict Background Investigations. The District Managing Board understands
that members of the District Managing Board and the District's employees are subject to'periodic
criminal background investigations as well as conflict of interest discovery by_ the _District
commented PF81: Governing Body would have
Governing Body and, if such investigations disclose criminal activity not disclosed by any
access to any Background done via Nominating
process, and would have the right to reopen the
member, such non -disclosure shall constitute a material breach of this agreement and the District
background.
Governing Body may terminate that District Managing Board member or employee effective upon
delivery of written notice to the Board Member or employee, or at such later date as may be
established by the District Governing Body. The District Managing Board shall include this
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DOCUMENT NO. 2018-695
provision in each contract with District contractors.
14. Duration of Agreement. This Agreement shall be automatically extended from year to year on
the same terms and conditions, including modifications and amendments.
15. Early Termination. Notwithstanding Paragraph 14, this Agreement may be terminated as
follows:
a. Mutual Consent. District Governing Body and District Managing Board, by mutual
written agreement, may terminate this Agreement at any time.
b. Party's Convenience. District Governing Body or District Managing Board may terminate
this Agreement for any reason upon 30 days written notice to the other party.
C. For Cause. District Governing Body may also terminate this agreement effective upon
delivery of written notice to the District Managing Board, or at such later date as may be
established by the District Governing Body, if state laws, regulations or guidelines are
modified, changed or interpreted in such a way that the responsibilities may no longer be
delegated to the District Managing Board.
d. District Managing Board Default or Breach. The District Governing Body, by written notice
to the District Managing Board, may immediately terminate the whole or any part of this
agreement under any of the following conditions:
1) If the District Managing Board fails to provide services called for by this agreement
within the time specified or any extension thereof.
2) If the District Managing Board fails to perform any of the other requirements of
this agreement or so fails to pursue the work so as to endanger performance of
this agreement in accordance with its terms, and after receipt of written notice
from the District Governing Body specifying such failure, the District Managing
Board fails to correct such failure within 10 calendar days or such other period as
the District Governing Body may authorize.
16. Remedies. In the event of breach of this Agreement the parties shall have the following
remedies:
a. Termination under paragraphs 15 a. through c. above shall be without prejudice to any
obligations or liabilities of the District already reasonably incurred prior to such
termination. The District Managing Board may not incur obligations or liabilities after the
District Managing Board receives written notice of termination.
b. If terminated under 15 d. by the District Governing Body due to a breach by the District
Managing Board, the District Governing Body may pursue any remedies available at law
or in equity. Such remedies may include, but are not limited to, termination of this
agreement and declaration of ineligibility for the receipt of future agreement awards.
Additionally, District Governing Body may complete the work either itself, by agreement
with another contractor, or by a combination thereof.
C. In addition to the remedies in paragraph 15.b, for a breach by the District Managing
Board, the District Governing Body also shall be entitled to any other equitable and legal
remedies that are provided by law.
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DOCUMENT NO.2018-695
d. Neither the District Governing Body nor the District Managing Board shall be held
responsible for delay or default caused by fire, civil unrest, labor unrest, riot, acts of God,
or war where such cause was beyond reasonable control of District Governing Body or
the District Managing Board, respectively. The District Managing Board shall, however,
make all reasonable efforts to remove or eliminate such a cause of delay or default and
shall, upon the cessation of the cause, diligently pursue performance of its obligations
under this Agreement.
e. The passage of the agreement expiration date (one year from the date of the signing of
this agreement) shall not extinguish or prejudice the District Governing Body's right to
enforce this agreement with respect to any default or defect in performance that has not
been cured.
17. District Managing Board's Tender upon Termination. Upon receiving a notice of termination
of this Agreement, the District Managing Board shall immediately cease all activities under this
Agreement, unless the District Governing Body expressly directs otherwise in such notice of
termination. Upon termination of this Agreement, the District Managing Board shall deliver to the
District Governing Body all documents, information, works -in -progress and other property that
are or would be deliverables had the agreement been completed. Upon the District Governing
Body's request, the District Managing Board shall surrender to anyone District Governing Body
designates, all documents, research, objects or other tangible things needed to complete the
work.
18. Waiver. The District Governing Body's delay in exercising, or failure to exercise any right,
power, or privilege under this agreement shall not operate as a waiver thereof, nor shall any
single or partial exercise or any right, power, or privilege under this agreement preclude any
other or further exercise thereof or the exercise of any other such right, power, or privilege. The
remedies provided herein are cumulative and not exclusive of any remedies provided by law.
19. Governing Law. This Agreement shall be governed by and construed in accordance with the
laws of the State of Oregon without regard to principles of conflicts of law. Any claim, action,
suit or proceeding (collectively, "Claim") between District Governing Body and the District
Managing Board members that arises from or relates to this Agreement shall be brought and
conducted solely and exclusively within the Circuit Court of Deschutes County for the State of
Oregon; provided, however, if a Claim must be brought in federal forum, then it shall be brought
and conducted solely and exclusively within the United States District Court for the District of
Oregon. The UN Convention on International Sales of Goods will not apply.
20. Severability. If any term or provision of this Agreement is declared by a court of competent
jurisdiction to be illegal or in conflict with any law, the validity of the remaining terms and
provisions shall not be affected, -and the rights and obligations of the parties shall be construed
and enforced as if the Agreement did not contain the particular term or provision held invalid.
21. Anti -discrimination Clause. No person shall, on the grounds of race, color, creed, national
origin, sex, marital status, or age, suffer discrimination in the performance of this agreement
when employed by the District. The District Managing Board shall comply with Title VI of the
Civil Rights Act of 1964, with Section V of the Rehabilitation Act of 1973, and with all applicable
requirements of federal and state civil rights and rehabilitation statutes, rules and regulations.
Additionally, each party shall comply with the Americans with Disabilities Act of 1990 (Pub. L.
No. 101-336), ORS 659A.142, and all regulations and administrative rules established pursuant
to those laws. Further, District Managing Board shall not discriminate against minority -owned,
women -owned or emerging small businesses in awarding subcontracts.
22. Amendments. This agreement may not be waived, altered, modified, supplemented, or
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DOCUMENT NO. 2018-695
amended in any manner except by written instrument signed by the District Governing Body
and the District Managing Board.
23. Merger Clause. The Memorandum of Understanding - Contract No. 2002-201, entered into in
2002 shall remain as a historic formation document, but is invalidated to the extent that any
provision in it conflicts with any provision in this Restated Agreement. Accordingly, and upon
signatures below, this Agreement constitutes the entire agreement between the parties. All
understandings and agreements between the parties and representations by either party
concerning this Agreement are contained in this Agreement. No waiver, consent, modification
or change in the terms of this Agreement shall bind the parties unless in writing signed by the
parties. Any written waiver, consent, modification or change shall be effective only in the
specific instance and for the specific purpose given.
24. Notice. Expect as otherwise expressly provided in this Agreement, any communications
between the parties hereto or notices to be given hereunder shall be given in writing by personal
delivery, facsimile, electronically, or mailing the same, postage prepaid, to District Managing
Board or District Governing Body at the address or number set forth below, or to such other
addresses or numbers as any party may hereafter indicate pursuant to this Section 23. Any
communication or notice so addressed and mailed shall be deemed delivered five (5) days after
mailing. Any communication or notice sent by facsimile shall be deemed delivered when the
transmitting machine generates receipt of the transmission. Any communication sent
electronically shall be deemed delivered, unless a notice to the sender indicating it was
undelivered. To be effective against District Governing Body, such facsimile transmission or
electronic transmittal must be confirmed by telephone notice to District Governing Body's
Administrator or Legal Counsel. Any communication or notice by personal delivery shall be
deemed delivered when actually given to the designated person or representative.
To District Governing Body:
County Administrator
Deschutes County
1300 NW Wall St.
Bend, Oregon 97703
Courtesy copy to:
Sunriver Owners
Association
PO Box 3278
Sunriver, Oregon 97707
To District Managing Board:
PO Box 2108
Sunriver, Oregon 97707
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DOCUMENT NO. 2018-695
25. Survival. All rights and obligations shall cease upon termination or expiration of this Agreement,
except for the rights and obligations set forth in Sections 7. k., n., o., p., 15-16, and 18-20.
Dates this of ,2018
BOARD OF COUNTY COMMISSIONERS
Acting as Governing Body for
Sunriver Service District
ANTHONY DeBONE, CHAIR
PHILIP. G. HENDERSON, VICE CHAIR
TAMMY BANEY, COMMISSIONER
ATTEST:
Recording Secretary
SUNRIVER SERVICE DISTRICT MANAGING BOARD
SUNRIVER OWNERS ASSOCIATION - Acknowledging Identified Status and
Designated Managing BGard ResitionsFx-Officio position
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DOCUMENT NO. 2018-695
EXHIBIT 1
SUNRIVER SERVICE DISTRICT MANAGEMENT AGREEMENT
Expense
Reimbursement
1. Travel and Other Expenses. (When travel and other expenses are reimbursed.)
a. The District Managing Board will reimburse Board members and employees for
expenses related to official business only. Reimbursement shall not exceed the current
government rates for mileage, meals, lodging and incidentals as per Deschutes County
policy.
b. Any exception to this reimbursement policy shall be approved by the District
Managing Board.
Page 12 of 12 - SUNRIVER SERVICE DISTRICT MANAGEMENT AGREEMENT —
DOCUMENT NO. 2018-695
0-TES CoG E
BOAR® OF
-.� COMMISSIONERS
MEETING DATE: April 22, 2024
SUBJECT: Discussion and Possible Action on Property Identified for the Land Exchange
with the Department of State Lands (DSL)
RECOMMENDED MOTION:
Conceptually approve the plan to relocate and clean the County -owned 137 acres identified
for a land exchange; conceptually approve using the County -owned 45 acres as an
alternative location for people living on the 137 acres; and direct staff to return at a future
meeting for Board discussion and direction on what services will be provided on the 45
acres.
BACKGROUND AND POLICY IMPLICATIONS:
Over the past 20 years or more, Deschutes County has been working with the Oregon
Department of State Lands (DSL) on a land exchange. In 2015, the County and DSL signed
an exchange agreement that would result in the County acquiring 140 acres of land south
of the Fair and Expo Center for future Fair and Expo use. In exchange, DSL would acquire
137 acres of County -owned industrial land in east Redmond.
In Spring 2023, DSL informed the County that in order for the land exchange to move
forward, the County's 137 acres would need to be clear of people living on the property
and free of debris. County staff began planning for a notification and removal of people
living on the 137-acres. However, this effort was paused for the following reasons:
• The need for County staff to address code enforcement violations on County -owned
property in juniper Ridge.
• Not having an alternative location for people to relocate to; and
• To allow for projects funded by the Governor's Executive Order 23-02 Declaring a
State of Emergency Due to Homelessness to come online and add beds to the
housing continuum.
On April 2, 2024, the City of Redmond City Council and Board of County Commissioners
held a joint meeting and discussed the DSL land exchange property. The two bodies
indicated support for moving forward with relocating people living on the County -owned
137 acres and using 45 acres of County owned land south of the exchange property as an
alternative location. City Councilors and Commissioners discussed the importance of
providing services on the 45-acres, but the range of services varied.
While the City of Redmond City Council and Board of County Commissioners have publicly
discussed using the 45 acres of County owned land as an alternative location, at this point,
the Board of County Commissioners has not formally designated the 45 acres for this
purpose. It is also important to acknowledge that even if the 45 acres was designated as a
relocation option, individuals living on the 137 acres could not be forced/required to move
to the specific location identified.
Staff has developed a draft plan for relocating people living on the 137 acres and preparing
the land for the land exchange with DSL. The plan includes providing the people living on
the 137 acres plenty of notice and time for relocation. Key elements of implementing the
plan include communication, coordination and collaboration with the City of Redmond and
service providers.
The plan would start once an alternative location is identified, approved by the Board, and
available The draft plan is estimated to take 10 months once an alternative location is
available.
There are still many important decision points for the Board before finalizing and
implementing the plan. Staff will return to the Board at the appropriate time to discuss
these decision points. It will be important to decide what services will be provided on the
45 acres and who will provide them. The 45 acres is part of Coordinated Houseless
Response Office (CHRO) RFQ/RFP process to identify potential service providers for a
managed camp or other services. Responses to the RFQ/RFP were due April 12, 2024.
There will be many challenges to implementing the relocation plan, including topography;
access; securing and storing abandoned personal property; enforcement; addressing new
encampments; the storage and removal of vehicles; weather issues; and, once people are
relocated, keeping the 137 acres clear. Staff will apply lessons learned from the juniper
Ridge project to the Redmond project. However, there are differences in the two
populations and projects.
While difficult to determine the appropriate budget for this project, Property Management
has programmed $400,000 in the FY 24-25 department budget request.
Attachments:
• Map of East Redmond (the County -owned 137 acres identified for exchange is
colored in dark blue and the County -owned 45 acres identified for alternatives
location is the north part of the land colored in green).
• Draft DSL Land Exchange Remediation Plan
BUDGET IMPACTS:
$400,000 has been programmed in the Property Management budget for FY 24-25.
ATTENDANCE:
Erik Kropp, Deputy County Administrator
Kristie Bollinger, Property Manager
DSL Land Exchange Remediation Plan
East Redmond - 137.27-acres Pending Land Exchange
**DRAFT** —April 10, 2024
Month 1
1. Establish project team (week 1-2)
2. Develop communication plan (weeks 2-4)
3. Project team to refine project plan (weeks 2-4)
4. Issue informal request for quotes (weeks 2-4)
Month 2
1. Coordinate with the City of Redmond and other partners as identified (weeks 5-7)
2. Determine process to remove individuals who do not voluntarily leave (weeks 5-8)
3. Procure contracts as needed (weeks 5-6)
4. Draft communications of pending property closure for partner agencies, community service providers
and press release (weeks 5-8)
5. Draft and distribute/post first notice at encampments with property closure date; copy to partner
agencies and community service providers (weeks 6-8)
6. Determine language for permanent signage (weeks 6-8)
7. Staff and contractor site visits as necessary to assess and define scopes of work (weeks 6-8)
a. Remediation contractor
8. Survey firm to identify property corners and property lines (weeks 6-8)
a. Identify number of Eco blocks required, contract with excavation contractor to put in place
9. Install temporary signage (weeks 6-7)
10. Deploy portable toilets to 45-acres; handwashing stations and potable water (weeks 6-8)
11. Deploy dumpsters (weeks 6-8)
12. Security contractor patrols (ongoing)
13. Determine assessment team to connect individuals to services and shelter as available (ongoing)
Month 3
1. Remediation contractor begins cleanup of abandoned/burned out encampments (ongoing)
2. Remediation contractor cleanup/removal of abandoned/burned out vehicles and RVs not associated
with a particular encampment (ongoing)
3. Develop process to address individuals who do not voluntarily vacate area (ongoing)
4. Draft second notice with property closure date (weeks 9-11)
5. Draft final 30-day notice to vacate area
DRAFT v2
DSL Land Exchange Remediation Plan
East Redmond - 137.27-acres Pending Land Exchange
**DRAFT** —April 10, 2024
Month 4
1. Ongoing cleanup, etc.
2. Deliver/post second notice at encampments with property closure date; copy to partner agencies and
community service providers (weeks 14-16)
Month 5
1. Ongoing cleanup, etc.
2. Prepare to initiate process to remove individuals who do not voluntarily vacate area (weeks 17-20)
3. Deliver/post final30-day notice to vacate area at encampments; copy to partner agencies and
community service providers (weeks 19-20)
Month 6
1. Ongoing cleanup, etc.
2. Install permanent signage (weeks 21-24)
Month 7
1. Removal of individuals remaining on property (weeks 25-28)
2. Final removal of personal property (weeks 25-28)
a. Photograph, bag and tag personal property and store at storage facility for 45-days
b. Tagging/towing/storing remaining vehicles and RVs
3. Possibly start Phase I ESA (may need to wait until entire property is cleaned up, TBD)
Month 8
1. Final cleanup (weeks 29-32)
2. Property closure (weeks 31-32)
Month 9
DRAFT v2
DSL Land Exchange Remediation Plan
East Redmond - 137.27-acres Pending Land Exchange
** DRAFT* *—April 10, 2024
1. Order Phase I ESA (may need to wait until entire property is cleaned up, TBD)
Month 10
2. Complete conveyance to DSL
DRAFT v2
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MEETING DATE: April 22, 2024
SUBJECT: Treasury Report for March 2024
ATTENDANCE:
Bill Kuhn, County Treasurer
DATE: April 22, 2024
TO: Board of County Commissioners
FROM: Bill Kuhn, Treasurer
SUBJECT: Treasury Report for March 2024
Following is the unaudited monthly treasury report for fiscal year to date (YTD) as of March 31, 2024.
Treasury and Investments
• The portfolio balance at the end of March was $327.8 million, a decrease of $15.2 million from February and an
increase of $8.4 million from last year (March 2023).
• Net investment income for March was $918K, approximately $33K greater than last month and $364K greater
than March 2023. YTD earnings of $6,681,825 are $3,040,182 more than the YTD earnings last year.
• All portfolio category balances are within policy limits.
• The LGIP interest rate has remained at 5.20% during the month of March. Benchmark returns for 24-month
treasuries were up 8 basis points and 36-month treasuries are up by 8 basis point from the prior month.
• The average portfolio yield is 3.41%, which was down slightly over last month's average of 3.47%.
• The portfolio weighted average time to maturity is 0.98 years, up slightly from .96 years in February 2024.
v1ES C
$ 37,205,000
11.3 0
$ 923,367 $
Municipal Debt
32,821,000
10.0%
Total Investment Income
(5,000)
45,000
( )
Corporate Notes
1,245,000
0.4%
Less Fee: $5,000 per month
$ g18 367 $
6,681,825
Time Certificates
36.0%
investment Income -Net
U.S. Treasures
118,000,000
89,900,000
27.4%
Mar-23 $
3,641,643
Federal Agencies
2,000,559
0.6%
Prior Year Comparison
LGIP
First Interstate (Book
salance 46,676,436
14.2%
100.0
Total Investments
$ 32
------'
Cate or MaxiMU"r
---'g7r7y
centagas
Total Portfolio: By InvestmentT a
100%Month
Prior Month-
hterstate
Nunicipaf Debt
U.S. Treasuries
LGIP ($59,847,000) 100%Bank
9/6
s.zoFirst
3.13%142%
11.3%
Federal Agencies 100%
%
110.0%
3.47%Corporate
Notes
Banker'sAcceptances 25%
LGIP
50%
Time Certificates 50%
Benchmarks
_.,,.
o.s%
Time Certificates
0.4%
Municipal Debt
25 %
24 Month Treasury
4 72 o
Corporate Debt
5.20%
Federal
LGIP Rate
4.51
Agencies
ftAatU
36 Month Treasury
zza%
U. S. Treasuries
3s.o%
"AveraAe
Max We
`- Wn,n
-- Actual
2.96�a
----10 o�
17.10
o30 Days2.0
!Und
100 %
er 1 Year25IPortfoliobY
100.0
Brokerder
5 Years
$80
$61.0
$61.4
Othet 'PQilcy
Victual.
4 $60
$39.5 $40.5
Corp Issuer 5 %
25%
1.7
$40
$20 $16.1
$37.6
$23.1
Callable
Weighted Ave. AA2
AA1
• inYestment itivlty'
;
$
Stifel
DA Robert W Piper Moreton Great
ital Pacific
Castle
Oak
urchases in Month $
FSales/Redemptions$
6,000,000
14,000,000
Capital Davidson Baird & Sandler Marpkets Securities
in Month
Co
6.00%
5.501/.......
5.00%
4.50%
4.00%
3.50%
3.00%
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
400,000,000
350,000,000
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
24 Month Historic Investment Returns
Apr May Jun Jul Aug pep "` s LGIP Rate
®2 Year Treasury Rate Corporate Bond Rate
County Rate
Three Year Portfolio Balance
50,000,000
Apr-21 Jun-21 Aug-21 Oct-21 Dec-21 Feb-22 Apr-22 Jun-22 Aug-22 Oct-22 Dec-22 Feb-23 Apr-23 Jun-23 Aug-23 Oct-23 Dec-23 Feb-24
20,000,000
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
Five Year Maturity Distribution Schedule
Mar-24 Jul-24 Nov-24 Mar-25 Jul-25 "uv-4' --
-----------------------
17 Jul-27 Nov-27 Mar-28 Jul-28 Nov-28
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BOAR® OF
COMMISSIONERS
MEETING DATE: April 22, 2024
SUBJECT: Finance Report for March 2024
ATTENDANCE:
Robert Tintle, Chief Financial Officer
DATE:
TO:
FROM:
SUBJECT:
April 22, 2024
Board of County Commissioners
Robert Tintle, Chief Financial Officer
Finance Report for March 2024
Following is the unaudited monthly finance report for fiscal year to date (YTD) as of March 31, 2024.
Budget to Actuals Report
General Fund
Revenue YTD in the General Fund is $42.5M or 95.5% of budget. By comparison, last year revenue YTD was
$40.1M and 91.8% of budget.
2% of budget. By comparison, last year expenses YTD were $32.3M and
• Expenses YTD are $32.9M and 71.
71.2% of budget.
Beginning Fund Balance is $14.OM or 101.1% of the budgeted $13.8M beginning fund balance.
•
fCounty aFinancial Dashboari
Fund
Select all
(Blank)
001 - General Fund
010 - Assmt-Clerk...
020 - Code Abate...
030 - Community ...
040 - Court Techn...
050 - Economic D...
060 - General Co...
070 -General Co...
ogo - Project Dev...
120 - Lava Library
130 - Park Ac4uisi.-
132 - Park Develo...
Monthly GL Peri... '
0
9
$12.1M
Cpni�nr:=ncY
(Blank)
75.0%
uu i - Gee feral Fund
year Complete
Budget to Actuals
Resources Beginning Working Capital
Requirements
$32.9M $42.75 M $14.0M
iiJl11
s �b 1�! 1U UM n<51�1 iJol-f
`-1 o 95.5% 101.1%
71.2 /o
Of Neu 1:),-t
.....................w.._..�...�.e......,,..--..-.�---- 71.4%
Monthly Expenditures
% of last vear budaet
a 6 8 In 12
® Last Year Actuals • Current Year Actuals
Monthly Revenues 91.8%
% of last vear budoet
Budget to Actuals by Category
6Actu611 •Budget ffiPro;ection
Projected Ending Working Capital
eora
MIMI
52G41 Sei
_ e„e....._— 10 12
SGl1 .." - 4 63
0 -
QLast Year Actuals ®Current Year Actuals
512.1M 0Budget
S Projectian
Approved ETE
121.86
VACANT
b 27%
FILLED
93 739h
All Maior Funds
On the attached pages you will find the Budget to Actuals Report for the County's major funds with actual revenue
and expense data compared to budget through March 31, 2024.
Position Control Summary
Position Control Summary FY24
July - June
Percent
Jan
Feb
Mar April May June
Unfilled
Jul
Aug
Sep
Oct
Nov
Dec
Org
31.63
31.63
- 30.00
31.00
30.63 -:-
30.63 ;.
31.63 ..
11.64%
Assessor
'.Filled
3163
31.63
3.63
3.63
5,26
4.26
4.64
4.64
3,64
Unfilled
3.63
3.63
9.90
9.90
10.48
10.48
10.48
10.48
2.30%
Clerk
Filled
9.48
10A8
10.48
0.58
-
-
.Unfilled
1.00
-
-
0.58
0.10
0.10
0.52
0.52
0-
0.52
26.8894,
BOPTA
filled
0.S2
0,52
0.10
0,42
0.42
0.42
Unfilled
-
-
58.90
59.40
59.90
5910
59.10
58.10
52.000
3.55!
DA
Filled
57.90
58.90
1.70
1.20
2.00
2.00
3.00
2.0
Unfilled
3.20
2.20
2.20
6.50
6.50
6.50
6.50
6.50
6.50
0.009
Tax
Filled
6.50
6.50.
6.50
Unfilled
-
5.00
: 5.00
5.00
5.00
5.00
2.229
Veterans:
Filled
5.00
5.00
5.00
1.00
Unfilled
-
2.00
2.00
3.00
3.00
3.00
3.00
3.00
3.00
11.11`,
Property Mgmt
Filled
2.00
Unfilled
1.00
1.00
4.61
117.25
116.33 5.53
117.46
116
116
117.64
_
116.64 - -
5 82,
Total General Fund
Filled
113.03
116.83
26
64
4.60
4.60
4.60
4.60
4.60
3.00
3.00
3.60
3.60
1.00
lustice Court
Filled
1.00
1.00
1.00
Unfilled
43.00
45.00
45.00
46.00
48.00
48.00
47.00
46.0
CommunityJustice
Filled
45.00
4.00
3.00
1.00
1.00
2.00
3.00
Unfilled
4.00
6.00
4.00
229.75
228.75
229.75
228.75
228. 5
230.7S
Sheriff
Filled
233.75
232.75
229.75
41.25
42.25
41.25
42.25
2
42.5
40.25
Unfilled
37.25
38.25
41.25
1,00
1.00
1.00
1.00
1.00
1.00
Hauseless Effort
Filled
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Unfilled
1.00
1.00
1.00
383.40
384.40
386.40
390.33
395.23
397.23
Health Srvcs
Filled
381.55
376.95
378.75
32.60
34.60
32.60
30.68
25.78
23.78
Unfilled
33.25
37.85
37.05
52.00
48.00
47.00
45.00
44.00
42.00
COD
Filled
54.80
54.80
52.80
6.00
10.00
11.00
13.00
14.00
16.00
Unfilled
3.0
3.20
5.20
55.00
56.00
5900
59.00
60.00
6.00
Road
Filled
57.00- _
57.00
57.00
7.00
6.00
3.00
3.00
2.00
2.00
2
Unfilled
5.00
5.00
5,00
33.75
32.75
33.75
32.75
32.75
32.75
Adult P&P
Filled
3.75
33.75
33.75
33.75
6.00
7.00
6.00
7.00
7.00
7.00
Unfilled
6.00
6.00
30.00
30.00
30.00
32.00
31.00
36.00
38.00
Solid Waste
Filled.
26.00
31.00
11.00
11.00
11.00
9.00
10.00
5.00
3.00
Unfilled
12.00
10.00
9.50
9.50
9.50
9.50
9.50
9.50
Victims Assistance
Filled
6.50
7.50
7.50
Unfilled
3.00
2.00
2.00
-
2.00
2.00
0
2.00
2.00
2.00
Z_00
GIS Dedicated
Filled
2.00
2.00
2.00
Unfilled
11.75
10.75
10.75
10.50
11.50
12.50
13.5
Fair &Expo
Filled
11.75
11.75
6.75
6.75
6.00
6.00
5.00
4.00
Unfilled
5.75
5.75
5.75
2,00
2 00
2.00
2.00
2.00
2 00
Natural Resource
Filled
2.00
2.00
2.00
Unfilled
22.75
22.75
22.75
22.75
23.75
23.75
23.75
23.75
ISF - Facilities
Filled
23.75
4.00
4.00
4.00
3.00
3.00
3.00
3.00
Unfilled
3.00
4.00
9.75
8.75
8.75
8.75
8.75
8.75
9.75
ISF -Admin
Filled
9.75
9.75
-
1.00
1.00
1.00
1.00
-
Unfilled
-
3,00
3.00
3.00
31.00
3.00
3-
3.00
3 00
ISF - BOCC
Filled
3.00
-
Unfilled
12.00
12.00
12.00
1.00
11.00
11.00
12,00
11.00
ISF- Finance
Filled
12.00
1.00
1.00
1
1.00
1.00
1.00
2.00
2.00
Unfilled
1.00
1.00
7.00
7.00
7.00
7.00
7 00
700
ISF - Legal
Filled
7.00
7.00
7.00
Unfilled
8.80
8.80
8.80
8.80
.80
.0
.0
8.0
ISF -HR
Filled
8.80
I. n
1.20
1.20
1.20
0.20
0 .20
11.220
1.220
Unfilled
L20
17.00
17.00
17.00
17.00
7.00
11.00
11.00 7.00
7.00
11.00
ISF - IT
Filled
17.00
17.00
1.00
Unfilled
-
3.25
3.25
3 25
3.25
3.25
3.25
3.25
3.25
ISF - Risk
Filled
3.25
Unfilled
-
55.00
55.00
54.57
54.57
53.91
53.91
53.48
53.53
911
Filled
53.00
5,00
5.00
5.43
5.43
3.91
3.91
6.48
6.48
Unfilled
7.00
Total:
1,111.68
1,109.0E
1,111.40
1,10717
1,120.75
1,120.30
1,124.63
1,130.E
Filled
1,113.28
136,70
134.56
141.69
128.22
131.67
127.34
121.34
Unfilled
131.48
133.08
1, 245.96
1, 248.96
1,248.96
1,251.96
1,251.96
1,251.96
Total
1,244,76
1,244.7E
1, 245.76
11.34% 10.27%
10.52%
10.17%
9.69%
0/ unfilled
10.56%
10.69%
10.97%
10.80%
1s.
16.
S.
9.
Wh�,�'Jj ES COG Budget to Actuals - Total Personnel and Overtime Report
o < FY24 YTD March 31, 2024
Fund
001 -General Fund
030 -Juvenile
160/170 - TRT
200-ARPA
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 - All Other Funds
Total
overtime
Total Costs
Bu gete
ActuaPersonnPr
_ Projection
(Over) /Under
Actual (over)/
Personnel
Personnel
Personnel
Budget
Budgeted OT
g
OT Under Budget
Costs
17,670,095 $
Costs
12,161,177 $
Costs
16,859,984 $
810,111
$ 72 g00 $
14,009 $
72,684
58,791
58,791
6,684)
4,673,125
6,455,606
397,360
50,000
228,266
228,267
166,399
228,267
_
_
928,596
667,996
928,596
790
651,767
482,896
650,977
43,844,919
3,671,049
1,989,500
1,921,370
68,130
47,515,968
32,341,596
36,849,838
51,472,172 ®
( 803,309)
200
79,477 0
(79,277)
30,453
50,668,863
8,219,303
5,258,340
7,362,321
856,982
38,000
109,000
7,547
156,291 ®
(52,709
8,406,468
6,043,301
8,244,729
161,739
775,489
9,000
6,291
2,709
5,907,511
3,796,595
5,132,022
_
_
4,108,983
2,712,822
4,020,900
gg 083
95,000
40,000
51,991
67,881
43,009
27,881)
1,896,951
1,106,227
1,462,933
434,018
900 0
(900)
276,531
129,856
203,941
72,590
_
_
65,824
91,534 ®
(206)
5,500
2,673
2,827
_
91,328
-
452,463
330,106
457,758 ®
(5,295)
9,032,045
6,277,027
8,574,403
457,642
438,000
38,000
232,397
32,397
056
211,603
5,603
16, 315, 342
10,838,041
16, 240, 042
75,300
6,992,343
$ 2,883,000
$ 2,650,455 $
232,545
$ 179,223,447
$ 123,901,167
$ 172,231,104 $
,�VSES COG2� Budget to Actuals - Countywide Summary
All Departments
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
001 - General Fund
030 - Juvenile
1601170 - TRT
200 - ARPA
220 - Justice Court
255 - Sheriff's Office
274 - Health Services
295 - CDD
325 - Road
355 - Adult P&P
465 - Road CIP
610 - Solid Waste
615 _ Fair & Expo
616 - Annual County Fair
617 - Fair & Expo Capital
Reserve
618 - RV Park
619 - RV Park Reserve
670 - Risk Management
675 - Health Benefits
705 - 911
999 - Other
TOTAL RESOURCES
Fiscal Year 2023 Fiscal Year 2024
Budget Actuals % Budget Actuals %
43,472,708
1,010,203
13,631,282
105,186
525,032
49,577,055
57,787,985
11,675,519
24,889,063
6,134,018
1,943,063
14,503,499
1,738,534
1,969,380
7,414
642,252
6,298
3,311,477
23,658,700
13,744,678
62,651,873
43,034,834
99% f
1,050,931
104%
12,748,688
94%
14,955,890
999%
518,001
99%
50,672,726
102%
55,638,108
96%
9,455,886
81% i
25,698,009
103%
6,295,372
103%
782,549
40%
13,899,874
96%
2,260,708
130%
2,359,790
120%
317,269
999%
44,408,216
1,014,168
12,751,790
14,458,597
525,540
58,558,288
60,293,847
10,460,840
26,673,711
5,535,606
2,179,426
15,995,411
2,343,500
2,324,117
64,800
579,826
90%
21,589
343%
3,297,596
100%
25,492,341
108% i
14,120,981
103%
65,511,028
105%
530,800
34,300
3,364,344
30,654,045
14,034,323
81,766,214
42,411,681
96%
521,092
51%
10,267,367
81%
9,722,014
67%
385,573
73% ':
55,676,111
95%
49,461,393
82%
6,080,540
58%
20,055,515
75%
4,098,080
74%
2,251,154
103% i
12,606,566
79%
1,940,520
83%
2,466,7 74
106%0
198,728
307%
368,421 69%
32,971 96%
3,030,957 90%
22,812,932 74%
12,584,110 90%
54,612,624 67%
332,985,219 348,711,997 105% 387,971,883 311,585122 80%
75.0%
Year Complete
Projection %
45,357,578 102%
1,010,882
100%
12,334,953
97%
9,790,352
68% 's
526,610
100%
59,037,718
101 %
59,566,931
99% '•.
8,169,532
78%
26,670,006
100%
5,896,688
107%
2,998,300
138%
17,207,041
108%
2,469,105
105%
n 47r n✓, 136
L,
107uf
221,369
342%
474,462
89%
43,960
128%
3,844,824
114%
31,705,354
103%
14,236, 514
101 %
80,023,453
98%
384,064,768 99%
Es `°G� Budget to Actuals - Countywide Summary
All Departments
FY24 YTD March 31, 2024 (unaudited)
REQUIREMENTS
001 - General Fund
030 - Juvenile
160/170 - TRT
200 - ARPA
220 - Justice Court
255 - Sheriff's Office
274 - Health Services
295 - CDD
325 - Road
355 - Adult P&P
465}} - Road CIP
O Al V - 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
Fiscal Year 2023
Budget Actuals
24,337,373
23,057,601
95%
7,928,538
7,497,365
95%
13,123,218
11,822,231
90% i
23,129,361
14,662,784
63%
766,183
742,697
97%
60,415,533
58,373,715
97%
70,979,127
62,912,108
89%
11,233,304
9,466,620
84%
16,188,996
13,822,550
85%
7,575,910
6,790,874
90%
28,387,166
16,897,136
60%
11,754,672
10,769,061
92%
3,098,054
3,330,291
107%
1,972,030
2,067,492
105%
870,000
483,310
56%
594,181
498,157
84%
100,000
5,532
6%
5,887,806
2,915,728
50%
31,769,217
30,688,534
97%
17,709,497
13,390,020
76%
108,884,843
63,570,653
58%
Budget
75.0%
Year Complete
Fiscal Year 2024
Actuals % Projection %
25,155,807
17,279,378
69%
8,481,279
5,763,348
68%
6,902,223
5,938,118
86%
9,837,656
2,494,406
25%
822,370
611,989
74%
65,641,097
42,725,350
65% i
72,257,808
47,028,470
65% i
10,269,561
6,511,496
63%
17,124,761
10,318,462
60%
7,576,032
4,995,068
66%
23,772,827
15,666,289
66%
14,404,234
8,811,914
61%
3,734,327
2,506,971
67%
2,582,856
2,211,479
86%
1,090,000
359,859
33%
617,131
384,151
62%
174,000
18,610
11 %
4,744,447
3,047,409
64%
32,587,213
20,788,346
64%
15,113,760
9,926,099
66%
93,813,865
37,738,929
40%
24,510,046
97% i
8,022,332
95%
6,789,274
98% '.
9,753,207
99%
821,580
100%
61,971,048
94%
68,158,125
94%
9,165,048
89%
16,259,742
95%
6,920,194
91%
23,368,287
98%
14,295,898
99%
3,300,275
88%
2,308,899
89%
1,090,000
100%
527,361
85%
174,000
100%
4,508,264
95%
32,716,861
100%
14,656,118
97%
81,948,670
87%
TOTAL REQUIREMENTS 446,705,009 353,764,458 79% 416,703,254 245,126,142 59% 391,265,
230 94%
,�v(ES COG�� Budget to Actuals
Countywide Summary
All Departments
FY24 YTD March 31, 2024 (unaudited)
TRANSFERS
001 - General Fund
030 - Juvenile
160/170 - TRT
200 - ARPA
220 - Justice Court
255 - Sheriff's Office
274 - Health Services
295 - CDD
325 - Road
355 - Adult P&P
465 - Road CIP
610 _ Solid Taste
615 - Fair & Expo
616 - Annual County Fair
617 - Fair & Expo Capital
Reserve
618 - RV Park
619 - RV Park Reserve
670 - Risk Management
705 - 911
999 -Other
TOTAL TRANSFERS
Fiscal Year 2023
Budget Actuals
(20,871,416) (19,890,038) 95%
6,452,997 6,452,997 100%
(6,021,446) (5,874,627) 98%
263,217
224,696
85%
3,448,587
3,449,109
100%
8,007,942
5,850,465
73%
(911,585)
(835,505)
92%
(12,330,136)
(12,330,136)
100%
267,532
267,532
100%
14,230,313
12,238,662
86%
(5,299,665)
(3,453,962)
65%
704,127
621,827
88%
(156,706)
(156,706)
100%
1,149,827
1,113,829
97%
75.0%
Year Complete
Fiscal Year 2024
Actuals % Projection %
(20,963,314)
(15,555,222)
74%
6,678,013
5,042,250
76%
(8,575,254)
(5,230,027)
61%
(5,022,145)
(400,000)
8%
364,688
273,510
75%
3,377,587
2,571,062
76%
8,026,456
4,739,502
59%
466,530
131,831
28%
(12,700,000)
(7,700,000)
61%
510,950
345,717
68%
12,500,000
5,000,000
40% 's
(2,613,962)
(1,960,467)
75%
875,681
771,174
88%
(34,503)
(25,875)
75%
824,187
528,706
64%
(81,566)
(81,566)
100%
261,750
261,566
100%
(3,500)
(3,500)
100%
(59,900)
(59,900)
100%
10,959,373
12,205,258
111 %
128,436 136,321 106%
51,564 38,673 75%
(153,500) (120,619) 79%
16,258,586 11,413,463 70%
(20,053,234)
96%
6,678,013
100%
(8,073,041)
94%
(400,000)
8%
364,688
100%
3,377,587
100%
6,194,205
77% 's
672,799
144%
(12,700,000)
100%
510,950
100%
12,500,000
100%
(1,703,962)
65%
994,494
114%
(34,503)
100%
657,158
80%
128,436 100%
51,564 100%
(553,403) 361 %
11,388,249 70%
,�J'(ES Co
Budget to Actuals - Countywide Summary
All Departments
FY24 YTD March 31, 2024 (unaudited)
ENDING FUND BALANCE
001 - General Fund
030 - Juvenile
160/170 - TRT
200 - ARPA
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
Fiscal Year 2023
Budget Actuals
Fiscal Year 2024
% Budget Actuals
75.0%
Year Complete
Projection %
11,239,637
13,984,330 124%
12,115,095
23,561,410
14,778,628
122%
634,663
1,528,688 241%
710,902
1,328,683
1,195,251
168%
4,000,000
4,527,362 113%
1,801,675
3,626,584
2,000,000
111%
401,204 999%
-
7,228,811
38,349
999%
22,066
-
0%
67,858
47,093
69,718
103% '
7,024,650
11,001,214
157%
7,295,992
26,523,037
11,445,471
157%
6,045,519
12,519,113
207%
7,480,011
19,691,539
10,122,125
135%
1,627,134
1,322,717
°
81 /°
1,975,730
1 023,593
1,000,000
51%
2,262,898
7,351,679
325%
2,370,201
9,388,733
5,061,943
214%
1,925,640
3,010,934
156%
1,470,524
2,459,663
2,498,378
170%
12,334,484
23,347,907
189% i
9,918,979
14,932,772
15,477,920
156%
556,359
2,743,514
493%
1,393,600
4,577,698
3,950,695
283%
315,960
547,764
173%
32,617
752,487
711,088
999%
225,358
521,447
231% '
228,205
750,867
657,181
288%
1,587,183
2,757,229
174% ;
2,391,825
3,124,804
2,545,755
106%
82,920
166,640
201%
135,220
287,230
242,177
179%
1,340,766
1,469,559
110% .
1,284,317
1, 522,593
1,391 083
'
108%
5,107,351
9,323,307
183% ':
6,466,397
9,186,236
8,106,464
125%
3,815,139
6,107,998
160%
3,809,575
8,132,584
5,096,491
1340k
8,926,080
13,393,950
150%
12,122,906
16,051,961
12,974,346 1070/,
56,596,539
109,244,434
193%
105,016,103
137,172,508
•.
112,424,085 1070/
9% 178,087,732 291,370,884 211,787,147 119%
TOTAL FUND BALANCE 125,670,346 225,270,989 17
�h<�JIEs `0 Budget to Actuals report
` General Fund - Fund 001 75.0%
FY24 YTD March 31, 2024 (unaudited) Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals
% Projection
% $Variance
RESOURCES
Budget
o°
Actuals /
Budget
99% 38,135,987 102% : 735,98T A
Property Taxes -Current
34,467,173
34,606,785 100%
37,400,000
318,000
36,980,546 ; ;318,000
307,432 97%
100%
Property Taxes - Prior
301,000
334,760 111%
3,480,844
3,084,833
c
89%
3,833,614 110%
,
352,770;
Other General Revenues
3,591,874
4,310,996 120%
o
713,767 74/0
775,350
420,580
s
54%
775,350 100%;
Assessor ;
964,246
2,298,566
`
1,451,801 63% �
1,259,595
909,039
72% ' !
1,259,595 100%
1p,200 100%!
-'
Clerk �
14,588
9,434 65%
�
10,200
S' 526
456,390
54% i
83% �
`
552,048 100%
�
BOPTA
District Attorney
1,183,942
1,089,499 92%
552,048
136,000
92,095
68%
136,000 100%
Tax Office
221,483
120,714 55%
182,018 85%
261,179
97,224
' °
37%
° '
261,179 100%!
,
-° B
C
Veterans
214,836
215,000
215,058 100%
215,000
52,51
24°o e ,
70,000 33% _
�
(145,000)
�
5,605°
Property Management ,
5,515
5,605
Non -Departmental
-
439034,834 99%
44,408,216
42,411,681
96% ;
45,357,578 102% ;
949,362:
TOTAL RESOURCES
43,472,708
%
Budget
Actuals
%
Projection % $Variance
REQUIREMENTS
Budget
Actuals
4,080,772
66%
5,710,597 92°/
479,000- D
1
5,910,478
5,399,847 91%
°
6,189,597
1,460,088
62% _
,
2,278,594 97%
72,921, E
1
Assessor
2,432,710
2,098,659 86%
2,351,515
59,153
61%'
,
86,121 88%
11,401: F
Clerk '
BOPTA ;
92,177
82,488 89%
97,522
11,636,672
8,021,052
69 0
11,407,078 98% �
229,594; G
District Attorney
10,979,839
10,906,691 99% �
320,660 73%
461,224
237,328
51% '
�
461,224 100%
'
'
28,8821 H
Medical Examiner
438,702
905,262
834,177 92% °
940,770
659,429
70% �
73%
911,888 97%
,
967,023 105% '
i
(47,740); 1
Tax Office
809,390
758,902 o4gio
919.283
670,427
67%
,
512,105 95%
i
27,45"s; ;
Veterans
Property Management
508,359
418,433 82% '
539,558
2,019,666
362,163
1
86% t
2,175,416 108%
(155,750)
Non -Departmental
2,260,456
2.237,744 99%
25,155,807
,728,967
17,279,378 69%
24,510,046 97% ;
645,7 ,
TOTAL REQUIREMENTS
24,337,373
23,057,601 95%
TRANSFERS
Transfers In
Transfers Out
TOTAL TRANSFERS
FUND BALANCE
Actuals %
Budget
Actuals
% Projection % $ Variance
Budget
260,000
o
260,439 100 /o
103,790
79,463
77% 103,790 100% K
�
� � (20,157,024) 96% 910,080�
(21,131,416)
(20,150,477) 95% �
(21,067,104)
(15,634,685)
74%
(20,053,234) 96% 910,080;
(20,871,416)
(19,890,038) 95%
(20,963,314)
(15,555,222)
74%
Budget Actuals % Budget
Beginning Fund Balance 12,975,718 13,897,135 107% 13,826,000
19,252,409
Resources over Requirements 19,135,335
0 87 ,4;) (J9,890,038) (20,963,314)
Net Transfers - In (Out)
TOTAL FUND BALANCE $ 11,239,637 $ 13,984,330 124% ; $ 12,115,095
Actuals % Projection % $ Variance
13,984,330 101% 13,984,330 101% 158,330:
25,132,303 20,847,532 1,595,123-
910,080;
(15,555,222) � � (20,053,234) � ,
$ 23,561,410 194% ; $ 14,778,628 122% ; $2,663,533:
ay; actual FY23-24 TAV is 5.59% over FY22-23 vs. 4.90% budgeted.
A Current year taxes received primarily in November, February and M
B Oregon Dept. of Veteran's Affairs grant reimbursed quarterly
C Due to the USSC Tyler v. Hennepin ruling on foreclosed property proceeds, Property Management will not receive the anticipated $145,000.
D Projected Personnel savings based on FY24 average vacancy rate of 11.6%
E Projected Personnel savings based on FY24 average vacancy rate of 2.3%
F Projected Personnel based on vacancy savings to date
G Projected Personnel savings based on FY24 average vacancy rate of 3.5%
H Projected Personnel based on vacancy savings to date
I Projected Personnel based on overage to date
j Projected Personnel based on vacancy savings to date
Final payment to the General Fund from Finance Reserves for ERP Implementation
K
imately $800K of County General Funds in FY24.
. Fetimmino Behavioral Health will return approx
IES C'O& Budget to Actuals Report
Juvenile - Fund 030
FY24 YTD March 31, 2024 (unaudited)
RESOURCES -
OYA Basic & Diversion
ODE Juvenile Crime Prev
Leases
Gen Fund -Crime Prevention
Inmate/Prisoner Housing
Miscellaneous
DOC Unif Crime Fee1HB2712
Interest on Investments
OJD Court FaclSec SB 1065
Food Subsidy
Contract Payments
TOTAL RESOURCES
Fiscal Year 2024
Fiscal Year 2023
Budget
Actuals %
Budget
Actuals
%
525,049
459,333 87%
°
476,611
231,249
49% ! o
48% °
! 123,000
107,720 88%
°
106,829
51,174
70,380
' !
78% °
! 86,000
90,228 105% _
°
90228
,
' !
0% °
° 89,500
89,500 100% °
°
89,500
75,000
-
41,580
55% !
° 55,000
127,050 231% °
°
56,500
41,093
73% !
° 42,500
66,375 156%
52,000
26,680
51% !
i
49,339
50,462 102% °
°
37,500
39,344
105% °
° 6,815
29,441 432% °
!
15,000
9,048
a !
60%
' 10,000
12,420 83%
'
10,000
7,812
78% ! !
° 10,000
13,116 131% °
!
5,000
2,733
° !
55% °
' 8,000
5,285 66%
1050104% ;
1,014,168
521,092
51% ;
11010,203
,,931
Projection
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
r
6,292,271
5,995,923
95% '
6,852,966
4,673,125
68% °
66% ! !
Personnel Services i
1,527,992
1,394,956
91% !
1,599,048
1,060,957
Materials and Services ;
108,275
106,481
98% !
29,265
29,265 100% °
Capital Outlay
7,928,538
7,497,365
95% ;
8,481,279
5,763,348
68% ;
TOTAL REQUIREMENTS
T RANmc
-1 ERC
Transfers In- General Funds
Transfers Out
Transfers Out-Veh Reserve
TOTAL TRANSFERS
FUND BALANCE
Beginning Fund Balance
Resources over Requirements
Net Transfers - In (Out)
TOTAL FUND BALANCE
75.0%
Year Complete
% $ Variance
477,422 100%
811�A
5,943, B
112,772 106%
90,228 100%
o
89,500 100%
.i
52,000 69%
(23,000)° C
56,500 100% o
i
52,000 100%
52,460 140% °
14,960•
(2,000)° D
13,000 87%
'
10,000 100%
-�
5,000 100% °
1,010,882 100% ;
(3,286);
Projection % $ Variance
6,455,606 94% 397,360: E
1,537,461 96% 61,587• F
29,265 100% ! ' G
8,022,332 95% 458,947:
Budget
Actuals
%
Projection % $ Variance
Budget
Actuals
o
6,798,630
5,098,959
75%
6,798,630 100°!
6,529,064
6,529,064 100 /o °
°
0% ' !
, (45000) 100% °
(76,067) 100% !
(45,000)
(75,617)
(56,709)
75%
(75,617) 100% °
(76,067)
61452,997 100% ;
6,678,013
5,042,250
76% ;
6,678>013 100% ;
6,452,997
Budget
Actuals %
Budget
1,100,001
1,522,125 138%
1,500,000
(6,918,335)
(6,446,434)
)
6,452,997
6,452,997
6,678,013
$ 634,663
$ 1,528,688 241% ;
$ 710,902
Actuals
Projection % $ Variance
1,528,688 102% 688 , 528 ,102% 28,688•
� 1� �
7,011,450) 455,661•
(5,242,256) ( !
5,042,250 6,678,013
°o '
$ 1,328,683 187% ; $ 1,195,251 168% ; $484,349,
A Final State Grant allocation for 23-25 Biennium
B Final State Grant allocation for 23-25 Biennium
C Out of county utlization is lower than anticipated. Flucuates depending on other County needs.
D Based on fees and current trends.
E Projected Personnel savings based on FY24 average vacancy rate of 6.3%
F Materials and services projections based on current spendingtrends.
G Detention security upgrade project. Additional technology upgrade requirements.
01ES c0Gz Budget to Actuals Report
TRT c Fund 160/170
FY24 YTD March 31, 2024 (unaudited)
75.0%
Year Complete
Fiscal Year 2024
1
Fiscal Year 2023
Budget
Actuals % Projection
% $Variance
%
RESOURCES
Budget
Actuals
12,630,000
10,180,600 81% 12,220,000 97% (410,000)�
°
A
Room Taxes °
13,580,874
50,408
12,652,871 93%
56
95,656 190% �
121,790
86,397 71%
114,370 94% t
(7, 370,
Interest on Investments ;
-
370
Miscellaneous
-
13,631,282
161
12,748,688 94% ;
12,751,790
10,267,367 81% ;
12,334,953 97% (416,837);
TOTAL RESOURCES
REQUIREMENTS
Budget
Actuals %
Budget
Actuals % Projection % $Variance
3,675,886
417,576 93%
3, i
3,378,641
2,576,515 76% ;
° '
3,265,692 97%
3,000,000 100%
112,949: B
" C
COVA
Grants & Contributions °
5,600,000
4,600,000 82%
3,000,000
262,395
3,000,000 100% `
i°
171,413 65%
262,395 100%
i
Administrative °
225,508
183,956 82%
3,574,573 100%
213,587
°
160,190 75% °
213,587 100%
,
°
Interfund Charges ;
3,574,573
47,251
°
46,125 98%
47,600
30,000 63%
47,600 100%
Software
13,123,218
11,822,231 90%
6,902,223
5,938,118 86%
6,789,274 98%
112,949;
TOTAL REQUIREMENTS
Budget
Actuals %
Budget
Actuals %
Projection % $Variance
TRANSFERS
(20,000)
°
(20,000) 100%
(20,000)
(14,994) 75%
(20,000) 100%
_
Transfer Out - RV Park
Fair
(75,000)
(75,000) 100%
(75,000)
(56,250) 75%
75%
(364,688) 100%
°
Transfer Out -Annual °
Transfer Out - Justice Court
263,217
( )
(224,696) 85%
(364,688)
(273,510)
(346,581) 7500 ° :
(368,417) 100%
Transfer Out - Health
(418,417)
(418,417) 100%
(465,685) 93%
(368,417)
(462,119)
°
(346,581) 75/o f
a
(412,223)
14,464:D
E
Transfer Out - F&EReserve
(501,683)
°
1723,7201
(542,790) 75%
19%
(1,412,223) 195%
(688,503)�
Transfer Out - General County
Reserve
-
(1,019,042) 93%
(1,009,023)
(756,756) 75Q/o a
(975,271) 97%
;
33,7521
1,142,500 F
Transfer Out - F&E
(1,091,342)
_
(1,900,500)
(224,002) 12/0
(758,000) 40%
Transfer Out - Courthouse Debt
_
;
Service
(3,651,787)
(31651,787) 100%
(3,651,787)
(2,738,835) 75%
(8,07 ,041)
502,213;
Transfer Out - Sheriff
(6,021,446)
(5,874,627) 98%
(8,575,254)
(5,230,027) 61% ;
94%
(8,073,041) 94%
TOTAL TRANSFERS ;
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
Balance
9,513,382
9,475,532 /00%
4,527,362
4,527,362 100% ;
4,527,362 100% `
5,545,679
0;
1
(303,888);
Beginning Fund
Resources over Requirements
508,064
926,457g,575,254
5,849,567
4,329,248 °
5,230,027)
8,073,041
( ) ;
502,213-
Net Transfers - In (Out)
(6,021,446)
(5,874,627)
(8,575,254)
$ 3,626,584 201% ;
0 111%
$ 2,000,00;
$198,325;
TOTAL FUND BALANCE
$ 4,000,000
$ 4,527,362 113% ;
$ 1,801,675
A Room tax revenue down 3.3% from FY23
B Payments to COVA based on a percent of TRT collections
C Includes contributions of $2M to Sunriver Service District and $1 M to Mt. Bachelor
D The balance of the 1% F&E TRT is transferred to F&E reserves
E Includes the amount from the reduction in first year debt service and reserved for future debt payments, less adjustment for the decrease in
revenues.
re lower than originally estimated during FY24 budget development.
F First year debt service and bond issuance costs a
u,`�uTES CO Budget to Actuals Report
ARPA - Fund 200 75.0%
FY24 YTD March 31, 2024 (unaudited) Year Complete
Fiscal Year 2024
Fiscal Year 2023
Budget
Actuals % Projection
% $ Variance
RESOURCES Budget
Actuals
9,516,992
9,516,992 100% 9,516,992 100%
State & Local Coronavirus Fiscal
-
" 0% (4,622,145)e
Recovery Funds
4,622,145
- 0%
Local Assistance & Tribal
Consistency
;
279%
319,460
205.022 64%
46,100
273,360 86% ( )°
Interest on Investments
105,186
293,106
14,955,890 999% ;
14,458,597
9,722,014 67% ;
9,790,352 68% ; (4,668,245);
TOTAL RESOURCES
105,186
Actuals %
Budget
g
Actuals % Projection % $ Variance
REQUIREMENTS
Budget
6,538,263
1,786,834 27%
6,538,263 100%
Services to Disproportionately
15,394,824
11,733,287 76%
_
95% 84,449;
Impacted Communities
4,317,328
144,531 3%
1,719,694
104,492 6%
19% -
1,635,245
766,410 100%
Administrative ;
1,634,710
860,474 53%
'
766,410
149,033
54% � �
1
' _
560,926 100% �
Infrastructure ;
882,922
997,337 113%
560,926
304,047
150,000 59%
�
252,363 100%
Public Health
Negative Economic Impacts
899,577
927.155 103%
252,363
2,494,406 25% ;
9,753,207 99% 84,449:
TOTAL REQUIREMENTS
23,129,361
14,662,784 63% ;
9,837,656
Actuals °'°
Budget
Actuals
Projection % $ Variance
TRANSFERS
Budget
_
(5,022,145)
(400,000) S%
(400,000) 8% 4,622,145,
Transfers Out
_
(5,022,145)
(400,000) 8%
(400,000) 8% 4,622,145:
TOTAL TRANSFERS
Actuals %
Budget
Actuals %
Projection % $ Variance
FUND BALANCE
Budget
0%
401,204
401,204 100% ;
401,204 100% 0�
Beginning Fund Balance
23,024,175
(23,024,175)
108,098
293,106
4,620,941
7,227,607
37,145 (4,583,796);
400,000 4 622,145;
( )
Resources over Requirements
_
(5,022,145)
(400,000) e
,
Net Transfers - In (Out)
$ 7,228,811 999% ;
$ 38,349 999% ; $38,349;
TOTAL FUND BALANCE ;
$ 401,204 999% ;
\)IES c0G2 Budget to Actuals Report
`Justice Court - Fund 220
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
Court Fines & Fees
Interest on Investments
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2023 Fiscal Year 2024 1
Budget Actuals % Projection % $ Variance
Budget Actuals % ,
525,000 384368 73% 525,000 100% e
525,000 51,
7,489 99% ° 1,610 298% 1,070a
32 513 999% 540 1,204 223/0
526,610 100% ; 1,070:
525,032 518,001 99% 525,540 385,573 73% ;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
Projection % $Variance
604,648
592,149
98% a
651,767
482,896
74% ; ,
650,977 100%
790,
A
Personnel Services
161,535
150,549
93%
170.603
129,093
76%
170,603 100%
-'
Materials and Services
742,697
97%
822,370
611,989
74%
821,580 100% ;
7
TOTAL REQUIREMENTS ;
766,183
TRANSFERS
Budget
Actuals
%
Budget
g
Actuals
%
Projection %
$ Variance
263,217
224,696
85%
364,688
273,510
75%
364,688 100%
Transfers In - TRT
263,217
224,696
85% ;
364,688
273,510
75%
364,688 100% ;
TOTAL TRANSFERS
Resources over Requirements
(241,151)
(224,696)
296,830
( )
226,417
( )
`
(294,970)
364,688
1,860:
Net Transfers - In (Out)
263,217
224,696
e
364,688
273,510
s
0%
$ 67,858
$ 47,093
69% ;
$ 69,718 103% ;
$1,860;
TOTAL '::
$ 22,066
_
time software maintenance fee paid
in July for entire
fiscal year
A One yearly
\)IES C0 Budget to Actuals Report
Sheriff's Office - Fund 255
FY24 YTD March 31, 2024 (unaudited)
75.0%
Year Complete
Fiscal Year 2024
1
Fiscal Year 2023
%
Budget
Actuals
% Projection % $ Variance
RESOURCES
Budget
Actuals
:
A
LED #1 Property Tax Current
30,282,049
30,424,303 100%
38,006,062
36,889,553
14,743,146
97%
°
97% �
38,006,062 100%
,
15,189,654 100% �
°
- B
�
LED #2 Property Tax Current
13,400,541
13,405,210 100% �
15,189,654
4,583,572
3,179,258
° �
69°!0
4,754,752 104% !
171,180�
Sheriffs Office Revenues
5,307,630
6,093,977 115%
277,442 84%
330,000
263,716
80%
` '
330,000 100%
LED #1 Property Tax Prior ;
330,000
283,971 319% �
264,000
382,906 145% � i
492,250 186%
,
228,250;
�
LED #1 Interest ;
89,119
145,000
�
114,469 79%
120,000
112,956
94%
120,000 100%
80,000
LED #2 Property Tax Prior
73,353 323%
65,000
104,575
161%
145,000 223%
LED #2 Interest
22,716
50,672,726 102% ;
58,558,288
55,676,111
95%
59,037,718 101% ;
479,430;
TOTAL RESOURCES
49,577,055
REQUIREMENTS
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
808,610
856,836 106%
1, 221,145
931,867
76%
'
1,334,949 109% :
73% 1
(113,804);
170,299�
Digital Forensics
Concealed Handgun Licenses
335,044
345,454 103°!0
624,277
312,540
226,042
50%
68%
453,978
376,279 113%
(42,047);
°
Rickard Ranch
264,871
278,671 105%
89% �
334,232
5,771,949
3,844,347
67% ;
'
5,376,119 93%
,
395,830
,
Sheriffs Services �
5,863,885
5,196,628 �
1,102,770 94%
1, 019,021
808,219
�
79% �
'
1,089,699 107% �
(70,678
'
Civil/Special Units
1,168,300
�
3,635,006 97%
4,574,918
3,014,571
o
66/0 '
o
4,487,592 98%
87,326;
Automotive/Communications
3,765,888
4,105,995 115% �
4,773,538
3,086,969
65%
4323837 91%
449,701
1
Detective ;
3,583,825
14,880,315
'
14,858,735 100% �
16,270,641
10,601,943
65% � �
15,897,392 98%
373,249;
i
133,766;
Patrol
904,493
°
687,442 76%
855,590
507,568
59%
�
721,824 84%
21,397,049 90% �
°
2,387,425;
Records ;
22,809,320
20,842,708 91%
23,784,474
14,912,053
63%
'
578,180 96% �
22,410;
Adult Jail ;
Court Security
424,769
598,098 141%
600:590
425,766
480,307
71%
59%
677,769 84%
�
131,162;
,
'
Emergency Services �
829,997
545,477 66%
2,374,496 116% �
808,931
2,779,458
2,034,047
73°!°
,
2,777,942 100%
�
1,516
Special Services �
2,047,792
1,9079588
1,986,740 104%
1,537,498
897,615
58%
1,351,362 88%
!
186,136
;
Training ;
820,836
958,658 10%
650,000
641,496 100% ; ;
1,077,077 170%
(442,242);
Other Law Enforcement
50,000 100%
Non - Departmental
60,415,533
58,373,715 97%
651641,097
42,725,350 65%
61,971,048 94%
3,670,0 ,
TOTAL REQUIREMENTS
TRANSFERS
Transfer In - TRT
Transfer In - General Fund
Transfers Out
Transfers Out - Debt Service
TOTAL TRANSFERS
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection % $ Variance
3,651,787
3,651,787 100%
3,651,787
2,738,835 75%
i
3,651,787 100%
° 70,000
70,000 100%
(6,500)
(6,500) 100%!
"
(6,500) 100%
(273,200)
(272,678) 100%
(267,700)
(161,273) 60%
(267,700) 100%
3,448,587
3,449,109 100% ;
3,377,587
2,571,062 76%
3,377,587 100% ;
Budget Actuals % Budget
Beginning Fund Balance 14,414,541 15,253,094 106% 11,001,214
7,082,809
Resources over Requirements (10,838,478) (7,700,989) (3 377,587
Net Transfers - in (Out) 3,448,587 3,449,109
TOTAL FUND BALANCE $ 7,024,650 $ 11,001,214 157% ; $ 7,295,992
A Current year taxes received primarily in November, February and May
B Current year taxes received primarily in November, February and May
Actuals % Projection % $ Variance
11,001,214 100% 11,001,214 100% 0°
'
12,950,761 (2,933,330) 4,149,479,
2,571,062 3,377,587 ;
$ 26,523,037 364% ; ; $ 11,445,471 157% ; $4,149,479:
""C',�uSES C-02z Budget to Actuals Report
A ,.
Health Services - Fund 274
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
State Grant
OHP Capitation
State Miscellaneous
OHP Fee for Service
Local Grants
Environmental Health Fees
Federal Grants
Patient Fees
Other
State - Medicaid/Medicare
Medicaid
Vital Records
Interest on Investments
State - Medicare
Liquor Revenue
State Shared- Family Planning
Interfund Contract- Gen Fund
Divorce Filing Fees
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2024
1
Fiscal Year 2023
Budget
Actuals
% Projection % $ Variance
Budget
Actuals %
84%
23,707,980
19,544382
,
82% _
20,953,367 88% (2,754,613);
22,223,536
18,578,578
94%
16,494,114
13,322,419
81%
17,416,057 106%
921,9430
12,882,624
12,088,181
87%
5,793,079
3,811,491
ea a
66%
5,277,035 91%
(516,044)�;
8,901,719
i
7,751,386
5,287,409 164%
4,947,581
3,875,982
78%
4,832,777 98% �
(114,804)e
3,232,620
2,332,031
2,054,936 88%
1,567,894
2,226,332
142%
2,074,226 132%
1,517,060 103%
506,332;
38,154;
1,238,499
1,335,280 108%
1,478,906
1,335,932
618,671
90%
43% 0
,
1,348,393 94%
(92,167);
;
2,615,634
2,390,105 91%
�
1,440,560
1,087,790
626,454
58% � 0
,
840,503 77%
(247,287)�
i
615,644
748,534 122%
1,976,339 169%
1,061,371
1,612,504
!
152%
1,935,635 182%
874,264;
1,169,317
807,530
1,197,300 148%
1,034,491
762,392
74% o i
144%
95
986,111 95%
986%
(48,380);
369,895
430,863
746,146 173%
i
431,000
622,384
76%
,111
,
318,838 101%
i
3,838;
300,000
354,158 118%
315,000
239,355
522,611
199%
651,590 249%
;
389,583
� 97,750
�
390,781 400% �
i
262007
,
209,500
181,802
87% �
232,233 111%
,
22,733;
i
337,614
`
234,401 69%
161,412 91%
1779574
102,805
'
58%
177,574 100% !
!
-�
177,574
125,000
152,985 122%
'
158,000
55,878
35%
0%
77,637 49,%
127,000 100%
(80,363)i
127,000
127,000 100%
127,000
-
173,030
63,178 37%
96%
60,293,847
-
49,461,393
82%
59,566,931 99°l0
(726,916);
57,787,985
55,638,108
Budget
Actuals %
Budget
Actuals
% Projection
% $ Variance
REnUIREMENTS
Administration Allocation
50,658,752
- 999%
�
48,187,764 95%
_
50,668,863
-
36,849,838
i i
73%
'
51,472,172 102% � (803,309
760%8% 4 383
Personnel Services
19,393,800
14,220,207 73%
21,241,445
10,024,397
47%
16,479062
162,
609-
Materials and Services
926,575
504,137 54%
347,500
154,235
44%
,
'
94% 4,099,683;
Capital Outlay
TOTAL REQUIREMENTS
70,979,127
62,912,108 89%
72,257,808
47,028,470
65%
68,158,125
Budget
Actuals %
Budget
Actuals
%
Projection
% $ Variance
TRANSFERS
6,608,245
5,648,912 85%
6,780,140
5,085,018
75%
5,923,314
87% (856,826);
38% (1,380,176)i
Transfers in -General Fund �
In- OHP Mental Health
1,473,586
345,442 23% �
2,210,573
181,050
276,309
8% _
75%
830,397
368,417
100% -
Transfers
Transfers In -TRT
418,417
418,417 100%
(562,306) 114%
368,417
(1,332,674)
(802,875)
' '
60%
(927,gy3)
70% 404,751
Transfers Out
(492,306)
5,850,465 73%
8,026,456
4,739,502
59%
6,194,205
77% (1,832,251 ;
TOTAL TRANSFERS
8,007,942
Budget
Actuals %
Budget
Actuals
%
Projection
% $ Variance
,
FUND BALANCE
13,942,649 124%
11,417,516
12,519,113
110%
12,519,114
110% 1,101,5981
Beginning Fund Balance
11,228,719
13,191,142
( )
( 7,274,000) �
(11,963,961)
2,432,923
, ,
( 8,591,194
3,372,767
,
1,832,251
( ),
Resources over Requirements
8,007,942
5,850,465
g 026,456
4,739,502
6,194,205
Net Transfers - In (Out)
263% ;
$ 10,122,125
135% ; $2,642,114:
TOTAL FUND BALANCE ;
$ 6,045,519
$ 12,519,113 207% ;
$ 7,480,011
$ 19,691,539
(ES Co
Budget to Actuals Report
` Health Services - Adrnin - Fund 274 75.0%
FY24 YTD March 31, 2024 (unaudited) Year Complete
Fiscal Year 2024
Fiscal Year 2023
%
Budget
Actuals % Projection
% $Variance
RESOURCES
Budget
Actuals
367,074 100% °
435,349
353,487 81% 435,349 100%
' °
OHP Capitation
367,074
97,750
°
390,781 400%
262,007
522,611 199% °
a s
130%
651,590 249% °
,
160,000 100% °
389,583;
i
A
interest on Investments
379,180
142,133 37% 0
160,000
207,433 o
154,313 999%
145,313� B
State Grant
160,495
33,725 21%
,
9,000
139,918 999% °
Other
Federal Grants
454,405
592,179 130% °
-
866,356
-
1,223,449 141% ;
1,401,252 162% ;
534,896;
TOTAL RESOURCES
11458,904
1,525,892 105% ;
Budget
Actuals
Budget
Actuals %
Projection % $Variance
REQUIREMENTS
'
6,519,513
4,685,224 72%
6,668,163 102% �
(148,650)i C
Personnel Services
61738,820
6,998,683
6,093,176 90%
6,732,321 96%
7,571,421
i i
5,510,052 73 o i
7 601,280 100% °
49%
(29,858)'
22,200°
Materials and Services �
'
0%
43,750
0%
21,550
'
Capital Outlay
12,000
(11,228,846)
-
'
(11,228,846) 100% °
(12,633,378)
- 0%
(12,633,378) 100% °
110% ;
(156,309);
Administration Allocation
1,596,650 63%
1,501,306
10,195,276 679% ; ;
1,657,615
TOTAL REQUIREMENTS
2,520,656
Actuals %
Budget
Actuals %
Projection %
$ Variance
TRANSFERS
Budget
0%
81,250 100% °
;
Transfers in- OHP Mental Health
80,771
80,771 100%
81,250
(300,174)
-
(240,126) 80%
(315,174) 105%
(15,000)
Transfers Out
(230,635)
(230,635) 100%
(218,924)
(240,126) 110% ;
(233,924) 107% ;
(15,000);
TOTAL TRANSFERS
(149,864)
(149,864) 100% ;
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
,
FUND BALANCE
3,884,332
4,007,465 103%
3,665,544
3,786,843 103% ;
3,786,844 103%
: 121,300:
378,587!
Beginning Fund Balance
Resources over Requirements ;
(1(149,864)
634,950)
(8,971,827)
(240,126)
( 256,363)
(233,924)
' 15,000)1
1 l
Net Transfers - In (Out)
(149,864)
(218,924)
($ 5,425,110) -193%;
$ 3,296,557 117%
; $484,887;
TOTAL FUND BALANCE
$ 2,672,716
$ 3,786,843 142% ;
$ 2,811,670
for anticipated unearned revenue. Amounts will be
finalized at fiscal year-end.
A Projection includes adjustment
FY23
PacificSource Behavioral Health Workforce Diversity Grant.
B Includes carryforward of $125k
in unspent
increased
health and benefit
charges. Budget
adjustment to move contingency to personnel
services
C Personnel projections over budget due to
Projections include
anticipated 3% vacancy.
expected at fiscal year-end.
iVlESC,0 Budget to Actuals Report
Health Services - Behavioral Health - wind 274
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
State Grant
OHP Capitation
OHP Fee for Service
State Miscellaneous
Local Grants
Federal Grants
Other
Patient Fees
Medicaid
State - Medicare
Liquor Revenue
Interfund Contract- Gen Fund
Divorce Filing Fees
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals %
Projection % $Variance
Budget
Actuals
Budget
15,381,062 86% 0
14,650,492 82% ; (3,317,197); A
15,718,843
12,660,784 81%
E
17,967,689
16,058>765
12,968,932 81%
16,886,708 105% ,
827,943� B
12,515,550
11,721,107 94%
4,927,331
3,856,079 78%
4,807,813 98%
'
(119,518).
E
' 3,214,360
5, 256,164 164%
4,924,368
3,574,617 73%
4,757,003 97%
°
(167,365)a C
' 8,027,373
7,063,393 88%
,
1,348,943
0
1,441,404 107/0
1,417,285 105%
,
68,342, D
E
1,475,139
1,262,473 86%
0
1,285,560
566,349 44%
°
1,208,126 94/0
E
(77,434)1 E
°
2,017,169
1,636,693 81%
631,245
521,199 83%
660,372 105%
,
29,127
' 719,670
730,175 101%
,
448,500
°
469,778 105%
626,147 140%
,
177,647! F
1
i
519,344
607,872 117%
431,000
622,384 144% '
800,895 186%
°
369,895, G
E
' 430,863
746,146 173%
,
°
209,500
181,802 87%
232,233 111%
,
22,733
337,614
234,401 69 /o i
°
177,574
'
102,805 58%
177,574 100%
,
177,574
161,412 91 /o �
i �
- 0%
127,000 100%
' 127,000
127,000 100% �
,
127,000
-
-
-'
173,030
631178 37%
48,537,475
39,686,412 82%
46,351,648 95%
(2,185,827);
45,453,529
42,270,797 93%
%
Budget
Actuals % Projection % $ Variance
REQUIREMENTS
Budget
Actuals
_ 0%
9,546,200 100%
;
Allocation
8,265,132
8,265,132 100%
9,546,200
32,270,785
23,565,649 73%
�
33,024,758 102%
753,973 H
( );
Administration E
Personnel Services
32,453,031
31,307,705 96%
�
5,531,099 56%
11,390,566
3,291,091 29% � �
6,554,949 58%
4,835,617;1
E
43,647�
Materials and Services
9,948,652
497,443
E
312.691 63%
160,250
110.887 69%
116,603 73%
49,242,510 92%
4,125,291;
Capital Outlay
51,164,258
45,416,627 89% ;
53,367,801
26,967,628 51%
TOTAL REQUIREMENTS
Actuals
Budget
Actuals %
Projection %
$ Variance
TRANSFERS
Budget
1,440,767 65%
2,231,439
1,673,532 U �°
1,374,613 62% �
24%
(856,826); J
(1,380,176)! K
Transfers In -General Fund
In- OHP Mental Health
2,231,439
1,392,815
'
264,671 19%
1,809,358
, E
(562,749) 117%
429 182
(562,749) 117% (81,17 L
Transfers
Transfers Out
(152,921)
(196,921) 129%
(481,000)
3,559,797
1,110,783 31% ;
1,241,046 35%
(2,318,751);
TOTAL TRANSFERS
3,471,333
1,508,517 43% ;
%Budget
Actuals %
Projection % $ Variance
FUND BALANCE
Budget
Actuals
3,989,589
4,679,830 117% � �
4,679,830 117%
690,241;
i �
Beginning Fund Balance
4,788,795
6,317,144 132%
(3,145,830)
( 4,830,326)
12,718,784
2,890,862)
(1,241,046
1,939,464;
(2,318,751)�
Resources over Requirements
(5,710,729)
1,508,517
3,559,797
1,110,783
E i
Net Transfers - In (Out)
3,471,333
$ 2,719,060
$ 18,509,398 681% ;
$ 3,030,014 111% ; $310,954;
TOTAL FUND BALANCE ;
$ 2,549,399
$ 4,679,830 184% ;
A Projections include estimated adjustments for anticipated unearned revenue. Exact amounts will be finalized at fiscal year-end.
g Capitation coming in higher than budgeted. OHP enrollment redetermination budgeted at 13%, and revised estimates projected to be 8.9%.
Projection less than budget primarily related to (owes I!GD match anticipated than originally budgeted, and includes $188K for new OHA Community
March. Projections include estimated adjustments for anticipated unearned
Navigator Pilot program. Budget resolution coming to the Board end of
revenue. Exact amounts will be finalized at fiscal year-end.
D Additional funds received for COHC QIM ($387K)• Grant funds will be reconciled at end of year, and projections include estimated adjustments for
anticipated unearned revenue, including: COHC Older Adults projected under budget by ($211 K) and City of Bend MCAT ($68K). Exact amounts
will be finalized at fiscal year-end.
ted unearned revenue. Exact amounts will be finalized at fiscal year-end.
E Projections include estimated adjustments for anticipa
-p Patient fees trending higher than budgeted.
G CCBHC rebased rates increasing revenue above budgeted amounts.
H Personnel projections over budget due to increased health and benefit charges, lower than budgeted vacancy rates, and workforce stipends.
Budget adjustment to move contingency to personnel services expected at fiscal year-end.
1 $3.8 million originally budgeted for HB 5502 BH Housing Grant removed for FY24.
j An estimated $856,826 of County General Fund allocated to Behavioral Health is anticipated to be returned. Final amounts will be calculated in
July after all local match payments are solidified.
Community Health Clinic anticipated in FY24. Remainder expected to be incurred during
K Only $165K of originally -budgeted $1.4M for La Pine
FY25.
L Projections over budget includes $150K transfer for expenses of North County originally budgeted in FY23.
'�v'CES Co& Budget to Actuals Report
Health Services - Public Health - Fund 274
FY24 YTD March 31, 2024 (unaudited)
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
%
Budget
Actuals % Projection % $Variance
RESOURCES
Budget
Actuals
5, 580,291
3,955,887 71%
6,142,875 110%
562,584; A
State Grant �
6,125,513
5,775,661 94%
1,335,280 108% �
1,478,906
1,335,932 90%
o
1,517,060 103%
38,154
B
Environmental Health Fees
1,238,499
1,197,300 148%
1,034,491
762,392 74%
i s
986,111 95%
�
(48,380);
State - MedicaidlMedicare ;
807,530
687,993 79%
868,711
236,874 27% � �
vo
520,032 60%
(348,679); C
State Miscellaneous
874,346
96,300
°
140,662 146%
639,290
156,676 25% ; °
214,356 34%
(424,934)� D
E
Patient Fees ;
1,212,439 419%
421,126
951,386 226%
1,120,950 266%
699,824
Other
289,152
300,000
354,158 118%
315,000
239,355 76% ,
°
318,838 101%
3, 838
'
437,990 F
Vital Records ,
856,892
792,463 92% �
218,951
784,928 358%
656,941 300%
77,637 49%
'
(80,363);
Local Grants ;
State Shared- Family Planning
125,000
152,985 122%
�
155,000
52,322 35%
co
52,322 34%
140,267 90%
(14,733);
,
Federal Grants
144,060
18,260
161,233 112%
31,245 171%
155,000
20,250
19,903 98%
° '
°
24,964 123%
4,714.
G
OHP Fee for Service
-
-
94,000
94,000!
OHP Capitation
10,875,552
11,841,419 109% ;
10,890,016
8,551,532 79%
11,814,031 108% ;
924,015;
TOTAL RESOURCES
REQUIREMENTS
Budget
Actuals %
Budget
Actuals %
Projection % $ Variance
Administration Allocation
2,963,714
2,963,714 100%
3,087,178
°
0%
8,598,965 72%
3,087,178 100%
11,779,251 99%
-
99,314 H
Personnel Services
11,466,901
10,786,883 94°fo
11,8789565
2,279,458
1,223,254 54% a
2,322,833 102%
(43,375);
Materials and Services
2,446,466
1,956,788 80%
46%
143,500
o °
43,348 30%
68,738 48%
749762-
Capital Outlay
417,132
191,446
15,898,830 92%
17,388,701
9,865,566 57%
17,258,000 99%
130,70 ;
TOTAL REQUIREMENTS
17,294,213
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
TRANSFERS
4,376,806
4,208,145 96%
4,548,701
3,411,486 75% `
4,548,701 100%
Transfers In- General Fund
418,417 100%
368,417
276,309 75%
368,417 100% ;
Transfers In - TRT �
418,417
�
319,965
181,050 57% ;
319,965 100%
Transfers In-OHP Mental Health
-
_
(551,500)
e
_ 0%
(50,000) 9%
501,500- 1
Transfers Out
(108,750)
(134,750) 124%
4,685,583
3,868,845 83%
5,187,083 111% ;
501,50 ;
TOTAL TRANSFERS
4,686,473
4,491,812 96%
Actuals % Budget Actuals % Projection % $ Variance
FUND BALANCE Budget
762,383 4,052,440 108% 4,052,440 108% ; 290,057;
Beginning Fund Balance 2,555,592 3,618,039 142% 3, ( ) 5,443,969 1,054,716;
, '
Resources over Requirements ; (6,418,661) (4,057,412) (6,498,685) (1,314,034)
4,685,5833,868,8455,187,083
501,500'
;
,,4,491,812
Net Transfers - In (Out)
4686473
$ 1,949,281 $ 6,607,250 339% ; $ 3,795,554 195% ; $1,846,273;
TOTAL FUND BALANCE $ 823,404 $ 4,052,440 492% ;
A Projections over budget primarily relatedto Car Eoact amounts will belfinalized sto fiscal ye expended
by June 2024. Projections include estimated
adjustments for anticipated unearned revenue.
B Medicaid trending lower than budgeted.
eous, but converted to a program element (PE73). Funding coming through state grant line item.
C EISO Grant ($369K) budgeted as state miscellan
D Patient Insurance Fees trending lower than budgeted, primarily in the new Family Connects Oregon program.
E Projections include Opioid Settlement Payments ($679K).
F Includes funds from Central Oregon Health Council quality incentive metrics ($267K). Projection includes adjustment for anticipated unearned
revenue. Amounts will be finalized at fiscal year-end.
G As of April 2024, Health Services will receive a new Medicaid per member per month payment for perinatat care continuum (PCC) program.
H Projections include anticipated 3% vacancy.
I Courtney remodel project delayed into FY25 or FY26.
'01ES `O& Budget to Actuals Report
Community Development - Fund 295
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
Admin -operations
Code Compliance
Building Safety
Electrical
Onsite Wastewater
Current Planning
Long Range Planning
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2024
1
Fiscal Year 2023
%
Budget...
Actuals
Projection
% $ Variance
Budget
Actuals
153,445
154,886 101%
;
157,300
97197
,
62%
° o
147,200
803,452
94% :
71% i
(1Q100);
(320,729); A
i 1,171,592
915,867
78% ;
1, 124,181
600,331
2,414,694
53%
60%
3,363,742
84% •
(627,646)• A
° 4,821,160
4,118,192
85% ;
3,991,388
902,175
563,102
62% ; ;
756,975
84%
,
(145,200)� A
°
1,022,005
°
769,054
75%
°
71%
923,880
662,804
72% °
868,140
94% °
'
(55,740)• A
'
1,017,678
°
718,263
81%
2,304,562
1,177>430
, o
51%
1,501,615
65%
(802,947)• A
2,425,334
°
1,966,872
76%
1,057,354
564,982
53% °
728,408
69%
(328,946), A
1,064,305
812,752
9,455,886
81% :
10,460,840
6,080,540
58% ; ;
8,169,532
78%
(2,291,308);
11,675,519
REQUIREMENTS
Budget
Actuals %
Budget Actuals
% Projection % $ Variance
:
32,80
3,432,980
3,085,363 90%
3,241,288
2,174,009
67%
3,009,751 93%
88%
231,537: B
87,019• B
Admin -Operations °
714,049 89%
743,931
458,389
62%
° i
656,912
1,942,934 93% ,
,
145,608° B
Code Compliance °
2538
,,721
1,866,742 74% �
°
2,088,542
1,329,009
64% ; �
,
566,330 97%
,
17,388• B
Building Safety ;
641,837
538,383 84%
'
583,718
401,162
69%
, c
'
743,715 86%
121,955• B
Electrical ;
Onsite Wastewater
753,369
754,829 100% ;
1,613,571 78%
857,730
1,888,677
056,732
1,537,857
57% ; ,
°
1,520,001 82%
337,734 B
Current Planning °
2,062,044
893,682 89% �
888,677
537,857
61%
61°/a �
725,405 82%
163,272 B
Long Range Planning
998,739
9,466,620 84%
10,269,561
6,511,496
63% ;
g,165,048 89%
1,104,513:
TOTAL REQUIREMENTS
11,233,304
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
TRANSFERS
510,105
185,323
36%
571,971 112% •
61,866•
Transfers In - CDD Operating
C
Fund
Transfers in - General Fund
160,000
139,916 87% ;
100,000
32,228
68,377
32% :
79%
100,000 100%
126,799 146% !
40,078
Transfers In -CDD Electrical
-
108,670
86,721
Reserve
Out
(112,619)
(112,619) 100%
'
(107,544)
(80,631)
75%
° °
(107,544) 100%
(18,427) 15%
104,325, D
Transfers
(958,966)
(971,472) 101% ,
(122,752)
(73,466)
60%
Transfers Out - CDD Reserve
466,530
131,831
28% ;
672 799 144% ;
206,269:
TOTAL TRANSFERS
(911,585)
(835,505) 92%
FUND BALANCE
Budget
Actuals %
Budget
Actuals
%
Projection %
$ Variance
Balance
2,096,504
2168,956 103%
,
1,317,921
1,322,717
100% • :
1,322,717 100%;
4,796,
(1,186,795);
Beginning Fund
(10,734)
199 479
(430,956)
(995,516)
Resources over Requirements
442,215
466,530
131,831
672,799 ,
206,269;
Net Transfers - In (Out) ;
(911,585)
(835,505) �
52% ;
$ 1,000,000 51%
($975,730);
TOTAL FUND BALANCE ;
$ 1,627,134
$ 1,322,717 81%
$ 1,975,730
$ 1,023,593
YTD revenue collection is lower than anticipated
due to reduced permitting volumes
A
Projections reflect unfilled positions
and increased
health benefits costs
B
Quarterly transfer for hearings
officer actual
cost of service
C
ORS 455.210 and ORS 479.845
D Transfer to reserves per
`wTES CpGZ� Budget to Actuals Report
` Road - Fund 325
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
Motor Vehicle Revenue
Federal - PILT Payment
Other Inter -fund Services
Cities-BendlRed/Sis/La Pine
Federal Reimbursements
Sale of Equip & Material
Interest on Investments
Miscellaneous
Mineral Lease Royalties
Assessment Payments (P&I)
Forest Receipts
State Miscellaneous
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals %
Projection % $Variance
Budget
Actuals %Budget
19,483,147
20,563,619 106%
20,648,483
177% '
20,648,483 100% :5,867,941 ,
2,394,054 107%
•�
154,054; A
2,200,000
2,239,616 102%
2, 240,000
2,394,054 107%
35% o
1,410,112 97%
(39,903);
1,311,901
1,232,001 94%
1,450,015
510,917
306,724 40% _
1,002,906 131%
;
239,735;
403,731
'
969,028 240% °
763,171
689,703
342,290 50%
367,290 53% °
(322,413);
;
_
426,000
7,641 s
385,036 90% °
s
614,500
324,850 53%
476,000 77% �
'
177,380 129%
(138,500)�
39,349°
�
54,172
105,203 194% �
031 , 138
133,035 96%
0 o s
35,965 49 /o
46,948 64%
(26,860)�
�
' 77,610
65,385 84% �
,
73,808
50,000
; �
0
128,833 258/0 ; ;
,
128,833 258% °
,
78,833;
;
50,000
105,306 211%
6,000
10,906 182%
18,000 300% ;
12,000;
'
5,175
-
882,502
e
- 0%
'
- „
oe
- '
'
24,889,063
20,000
25,698,009 103% ;
-
26,673,711
-
20,055,515 75%
26,670,006 100% ;
(3,705);
Budget
Actuals %Budget
Actuals
%
Projection % $ Variance
REQUIREMENTS
7,802,271
7,346,958 94%
8,406,468
6,043,301
72% ; ;
8,244,729 98°/
161,739° B
i
651,415-
Personnel Services
8,246,700
6,385,588 77%
8,600,033
4,208,315
49%
7'966,845 5748168 %
Materials and Services
140,025
90,004 64%
118,260
66,845
57%
865,0
Capital Outlay
16,188,996
13,822,550 85%
17,124,761
10,318,462
60%
16>259,742 95%
,
TOTAL REQUIREMENTS
Budget
Actuals
Budget
Actuals
%
Proiection % $ Variance
TRANSFERS
(12,330,136)
(12,330,136) 100%
(12,700,000)
(7,700,000)
61%
(12,700,000) 100% °
Transfers Out
(12,330,136)
(12,330,136) 100% ;
(12,700,000)
(7,700,000)
61%
(12,700,000) 100% ;
TOTAL TRANSFERS
Actuals %
Budget
Actuals
%
Projection %
$ Variance
FUND BALANCE
Budget
g
5,521,251
7,351,679
133%
7,351,679 133% ;
'
1'861�314
Beginning Fund Balance
5,892,967
7,806,356 132%
9,548,950
9,737,054
;
10,410,264
Resources over Requirements ;
8,700,067
11,875,45
(12,330,136)
12,700,000)
(7,700,000)
12,700,000
(12,700,000)
Net Transfers - In (Out) ;
(12,330,136)
$ 2,370,201
$ 9,388,733 396% ;
$ 5,061,943 214% ; $2,691,742;
TOTAL FUND BALANCE ;
$ 2,262,898
$ 7,351,679 325% ;
A Actual payment higher than budget
B Projected Personnel savings based on FY24 average vacancy rate of 6.8%
VtES C0
G2a Budget to Actuals Report
Adult P&P - Fund 355
FY24 YTD March 31, 2024 (unaudited)
RESOURCES -
DOC Grant in Aid SB 1145
CJC Justice Reinvestment
DOC Measure 57
Interest on Investments
Interfund- Sheriff
Gen Fund/Crime Prevention
State Miscellaneous
Oregon BOPPPS
Electronic Monitoring Fee
Miscellaneous
TOTAL RESOURCES
REQUIREMENTS
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals %
Projection % $Variance
Budget
°
Actuals /o
Budget
` `
75% ' '
,
4,143,986 101% : 27,522: A
4,734,453
4, 734,453 100%
4,116,464
3,095,162
'
63%
,
1,167,810 124%
i
224,638, B
892,038
943,172 106% 1
943,172
598,324 ;
°
259,307 101 /0
,
259,307 101%
2,492! C
244,606
0
271,606 111 /0
0
275,230
0 °
61,174 81 /o
81,560 108% �
6,330�
1
18,151
63,625 351%
75,230
50,000
� °
37,500 75%
,
50,000 100%
,
i
50,000
50,000 100%
i
0%
50,000 100%!
50,000
50,000 100%
22,600
22,607
45,775 20%
e
122,607 542% �
,
100,000- D
i
123,453
179,530 145%
�
0% � �
20,318 100%
20,318
- 0% '
o
20,318
500
-
258 52%
500 100% 1
1
500
889 178 /0
500
581 116%
600 120% ,
100- E
500
2,099 420%
5,535,606
4,098,080 74%
5,896,688 107% ;
361,082;
6,134,018
6,295,372 103% ;
Personnel Services
Materials and Services
Capital Outlay
TOTAL REQUIREMENTS
Actuals %
Budget
Actuals
% Projection %
$ Variance
Budget
5,042,967 89%
5,907,511
3,76,595
64% 5,132,022 87%
1,788,172 107%
775,489F
1
(119,651); G
5,683,822
1,883,614
1,739,432 92%
1,668,521
1,198,473
72% - ;
of
i
,
8,475
8A75 100%
_
7,576,032
4,995,068
66% 6,920,194 91%
655,838;
7,575,910
6,790,874 90% ;
Actuals %
Budget
Actuals
%
Projection % $ Variance
TRANSFERS
Budget
:
536,369
402,273
75%
536,369 100% i
Transfers In -General Funds
536,369
5 3ng 1pp%
36,3-
50,000
_
0%
, ,
50,000 i0u"%
!
Transfers In- Health Services ;
Out ;
560(99,560)
(199,560)
(199,560) 100%
(56,556)
75%
(75,419) 100% ' !
Transfers
Transfer to Vehicle Maint
(69,277)
100%
(75,419)
345,717
68% ;
510,950 100% ;
TOTAL TRANSFERS
267,532
267,532 100% ,
510,950
Actuals %
Budget
Actuals
%
Projection % $ Variance
FUND BALANCE
Budget
3,000,000
3,010,934
100%
3,010,934 100% ; 10,934'
�
Beginning Fund Balance
3,100,000
3,238,905 104%
(495,502)
(,040,426)
2
(896,988)
;
(1,023,506) 1 1,016,920
Resources over Requirements
(1,441,892)
267,532
510,950
345,717
� e
510,950 ;
Net Transfers - In (Out)
267,532
�
$ 1,470,524
$ 2,459,663 167%
$ 2, 498,378 170% ; $1,027,854:
TOTAL FUND BALANCE
$ 1,925,640
$ 3,010,934 156% ;
A Final State Grant allocation for 23-25 Biennium
B Final State Grant allocation for 23-25 Biennium. We received competitive grant funds on top of formula allocation.
C Final State Grant allocation for 23-25 Biennium
D Final State Grant allocation for 23-25 Biennium. We received grant funding for house through contracted provider.
E Credit for firearm buyback from supplier.
F Projected Personnel savings based on FY24 average vacancy rate of 16.2%
G Materials and services projections based on current spending trends.
��`�uSES cpG2� Budget to Actuals Report
Road CIP - Fund 465
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
State Miscellaneous
Interest on investments
Miscellaneous
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals %
Projection %
$Variance
Budget
Actuals /° °
Budget
1,778,246 104% _
2,374,169 139%
670,0531
1,818,500
127,458 7%
1,704,116
475,310
453,667 95% `
604,890 127% °
,
129,580; A
' 124,563
337,583 271%
s
"
19,241
19,241
19,241� A
'
317,508
40%
2,179,426
2,251,154 103% ;
2,998,300 138% ;
818,874;
1,943,063
782,549
%
Budget
Actuals
° /°
Projection % $Variance
REQUIREMENTS
Budget
g
Actuals
:
132,770
99,578
75% m i
132,770 100% ;
�
'
Materials and Services
127,640
127,640 100%
16,769,496 59%
23,640,057
15,566,711
66%
23,235,517 404,540-
Capital Outlay
28,259,526
16,897,136 60% ;
23,772,827
15,666,289
66% ;
23,368,287 98% ; 404,540:
TOTAL REQUIREMENTS
28,387,166
%
Budget
Actuals
%
Projection % $ Variance
TRANSFERS
Budget
Actuals
�
12,500,000
51000,000
40% ;
,
12,500,000 100%
Transfers In
14,230,313
12,238,662 86%
86%
12,500,000
5,000,000
40%
12,500,000 100% ;
TOTAL TRANSFERS
14,230,313
12,238,662
%
Budget
Actuals
%
Projection % $ Variance
FUND BALANCE
Budget
Actuals
23,347,907
°
123 /o
23,347,907 123% 4,335,527-
Beginning Fund Balance
24,548,274
27,223,832 111%
19,012,380
(21,593,401)
(13,415,134)
;
20,369,987) 1,223,414
l ,
Resources over Requirements
(26,444,103)
16,114,587
( )
12,238,662
92 500,000
5,000,000
12,500,000 ,
Net Transfers - In (Out)
14,230,313
o �7
151 /
% :
$ 15,477,920 156% ; $5,558,941;
-
TOTAL FUND BALANCE �—
$ 12,334,484
$ 23,347,907 189% ;
$ 9,918,979
$ 14,91.2,7..
A Actual payment higher than budget
Cc, Budget to Actuals Report
75.00%
Qy`�uTES
Road CIP (Fund 465) -
Capital outlay
Summary by Project
Year Completed
FY24 YTD March 31, 2024
Fiscal Year 2024
Fiscal Year 2023
Actuals
% Projection
%
$ Variance
Budget Actuals
Budget
i $
5,119,310
6,639,405
130% i$
6,639,405
130% ?$
(1,520,095);,
Terrebonne Refinement Plan i $
7,319,310 $
2,200,000
2,562,129
60%
1,569,800
1,073,433
68%
2 874,991
183%
(1,(27,256)',
Hunnel Rd: Loco Rd to Tumalo Rd
4,265,216
51,980
16,064
,
27,256
39,987:
i
Transportation System Plan Update
818,500
141,509
i
17 % i
704,116
430,269_ _61%.
?
664,129
1,097,477
94/.. E
77/
319,952;
Gribbling Rd Bridge
985,000
122,938
12 %
1,417,429
74,631
1,156,497
5%
463%
1,163,838
`
466%
g13,838
( )
Smith Rock Way Bridge Replace
1,663,000
750,822
45%
250,000
11 %
1,348,980
51 % i
1,293,422:
Deschutes Mkt Rd/Hamehook Round
785,000
250,902
32%
2,642,402
289,678
0/
160,000;
Powell Butte Hwy/Butler Market RB
160,000
-
0%
160,000
-
0%
386,480
(386,480)
Wilcox Ave Bridge #2171-03Replacement
380,000
260,811
69% E
386,480
365,000
61%
230,000:
Paving of Rosland Rd: US 20 to Draf
g6,500
227
0 %
595,000
241,395
41 %
159,140
12% i
1,130,860
Hamehook Rd Bridge #16181 Rehabilitation
100,000
10,825
11 %
1,290,000
75,371
6%
p % i
556,000
NW Lower Bridge Way: 43rd St to Holmes Rd
815,000
-
0%
556,000
0 %
357,326
?
'
(357,325)!
Northwest Way: NW Coyner Ave to NW Altmeter Wyi
300,000
1,165
0 %
357,325
1,000,000
100%
.;
Slurry Seal2023
1,000,000
-
0%
1,000,000
1,000,000
100%
22 %
200,000
67
100,000,
Terrebonne Wastewater System Phase 1
100,000
_
p %
300,000
66,807
200,000
100%
Tumalo Reservoir Rd: OB Riley to Sisemore Rd
y00,000
-
0 %
200,000
-
p%
1,000,000
100
-;
Local Road Pavement Preservation
_
1,000,000
1,000,000
100%
1
1,454,940
455%
(1,134,940)
US20: Locust St
866
320,000
1,454,940
455%
1,295,556
107 %
(85,556)
Paving Butler Market -Hamehook to Powell Butte
-
1,210,000
1,272,506
105 %
?
0 %
460,000
Old Bend Rdm Hwy - US 20 to Tumalo
_
460,000
0%
_
880,000
29% i
2,120,000: ,
Paving Of Horse Butte Rd
_
3,000,000
-
0%
i
1,100,000
216%
(590,000)
Paving Of Obr Hwy: Tumalo To Helmho
_
510,000
758
0%
300,000
?
100
Paving Of Spring River Rd: S Centur
_
300,000
-
0 %
0
240,000
Slurry Seal 2024
_
_
240,000
-
244
0%
0%
526,000
297% i
(349,000)
La Pine Uic Stormwater Improvements
_
177,000
0%
169,000 '
S Century Dr / Spring River Rd Roun
-
_
169,000
-
0 %
_
0%
150,000
S Century Or/ Huntington Rd Rounda
150,000
-
150,000
-
0 %
_
75,907
246 %
(45,000);
Local Access Road Bridges
_
30,907
30,907
100 %
?
p %
150,000 i
Radar Speed Sign Replacements
_
150,000
0 %
_
100
FY 23 Guardrail Improvements
97,156 ?
1 i9 093
•
0%
119,093
$ 23,235,517
98'/
$ 404,540
Signage Improvements
$ Y8,259,526
$ 16,491,988 58%
$ 23,640,057
15,566,711
66%
TOTAL CAPITAL OUTLAY
E5 c()G2Budget to Actuals Report
Solid Waste - Fund 610
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
Franchise Disposal Fees
Private Disposal Fees
Commercial Disp. Fee
Franchise 5% Fees
Yard Debris
Miscellaneous
Interest on Investments
Special Waste
Recyclables
Leases
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals
Projection % $Variance
Budget
Actuals %
Budget
'
76% -
8,700,000 109% � 700,000: A
7,210,000
7,006,324 97%
8,000,000
6,068,288
2, 307,844
67%
67%
3,000,000 87%
,
(450,000); A
3,337,000
2,9449356 88%
3,450,000
3,310,000
,307
2,844
_
3,900,000 118% =
'
590,000; A
3,234,000
3,026,577 94%
565,000
517,957
i A
92%
112% �
635,000 ,
70,000= B
i
305,000
�
363,105 119%
=
400,000
311,111
78% �
475,000 119% .
,
;
75,000i C
290,000
305,516 105%
173,000
196,302
�
113%
238,000 138%
,
65,000; D
,
70,000
140,837 201%
t
60,410
102,777
° � �
170 /o ;
137,040 227% �
76,630� E
,
' 30,498
43,342 142% °
,
30,000
98,091
0
327 /o
115,000 383% °
,
85,000 F
i
15,000
62,756 418%
7,000
5,740
82%
7,000 100%
' 12,000
7,060 59%
,
1
1
100%!
1 100%
' 1
1 100% '
13,899,874 96%
15,995,411
12,606,566
79%
17,207,041 108% ;
1,211,630;
14,503,499
Actuals
%
Budget
Actuals
%
Projection %
$Variance
REQUIREMENTS
Budget
4,108,983
2,712,822
66% : :
4,020,900 98%
,
88,083- G
,
Personnel Services
3,277>684
3,139,678
96%
88%
7,683,911
5,077,638
„
66% a
7,706,802 100%
(22,891)- H
Materials and Services
6,473,358
5,716,762
181,603
69%
309,000
257,940
83% i
265,856 86%
,
43,144! H
i
Capital Outlay
264,000
1,739,630
1,731,017
100%
2,302,340
763,514
33%
2,302,340 100%
108,336;
Debt Service
11,754,672
10,769,061
92% ;
14,404,234
8,811,914
61% ;
14,295,898 99%
TOTAL REQUIREMENTS
TRANSFERS
Transfers In - SW Capital &
Equipment Reserve
Transfers Out - SW Capital &
Equipment Reserve
TOTAL TRANSFERS
Budget Actuals
(5,299,665) (3,453,962) 65%
(5,299,665) (3,453,962) 65%
Budget Actuals %
(2,613,962) (1,960,467) 75%
Projection % $ Variance
910,000 ; 910,^00;
(2,613,962) 100%
(2,613,962) (1,960,467) 75% ; ; (1,703,962) 65% ; 910,000:
FUND BALANCE Budget Actuals
%Budget Actuals % Projection % $ Variance
2,743,514 114% 327,129;
3,107,198 3,066,662 99% 2,416,385 2,743,514 114% 2 g11,143 1,319,966;
Beginning Fund Balance 1,591,177 3,794,651 ,
Resources over Requirements 2,748,827 3,130,814 910,000;
� 2 613,962) (1,960,467) � � (1,703,962 ) ,
Net Transfers - in (Out) (5,299,665) (3,453,962)
TOTAL FUND BALANCE $ 556,359 $ 2,743,514 493% ; $ 1,393,600 $ 4,577,698 328% ; $ 3,950,695 283% ; $2,557,095:
l tons are
ically
igher in the summer with
A Total disposal fee projections reflect are running management's 3% best
estimer ate
last year-to-date vs. aof revenues to be clbudgetDed 3%deduction. jupy Commercial revenue includes
reductions in winter; fiscal YTD tons 9
payment for the prior Hwy 97 bypass disposal charges. Franchise disposal fee payments of $497K were not received from Republic Services (Ben
Garbage, High Country, Wilderness) by closing.
g Annual fees due April 15, 2024; received year-to-date monthly installments from Republic and the annual payment from Cascade Disposal
B Yard Debris revenue is seasonal with higher utilization in summer months; fiscal YTD volumes are running 5% higher than last year-to-date
s expectation for rock, restitution, fire reimbursement and other revenue
D Miscellaneous revenue exceed
E Investment Income projected to come in higher than budget
F Special Waste revenue source is unpredictable and dependent on special clean-upsbestos, fc.)ntaminated soil and asbestos (i.e. stormwater
control sediment and debris, remediation of tanker truck accident, Hwy 97 bypass a
G Delayed hiring of new positions and change from
Personne1
01 Callut to M&S e p Labor Road Sr. A visor services positively impacted projection
transf
H Backhoe and grader equipment originallybudgeted
tES`°G, Budget to Actuals Report
` Fair &Expo - Fund 615
FY24 YTD March 31, 2024 (unaudited)
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals % Projection
% $
Variance
RESOURCES_
Budget
Actuals %
Budget
827,659 79°/ (222,341); A
65% °
Events Revenue ;
745,759
948,145 127% :
a
141% =
1,050,000
991,000
681,167
1,035,000 104%
1,340,850 135% �
349,850,
Food &Beverage ;
745,000
105,000
1, 048,507
97,159 93%
105,000
0 ' °
81,216 77 /o
92,216 88%
,
85%
(12,784)
;
;
(14,735)
Rights & Signage '
49,000
78,825 161%
'
100,000
51,300 51% -
85,265 ,
51,995 104%
;
1,995
Horse Stall Rental
'
65,000
o
45,551 70 /o
'
50,000
50,995 102%
, ,
81% �
42,552 189% �
'
20,052-
Storage ;
20,000
o
23,500 118/0
22,500
18,287
17,451 79%
23,270 106%
�
1,270!
Camping Fee ;
Interest on Investments
5,221
15,485 297%
22,000
3,000
5,104 170%
,
5,298 177%
2,298,
Miscellaneous
3,554
31536 99% -
2,260,708 130% ;
2,343,500
1,940,520 83% ;
2,469,105 1 05% ;
125,605:
TOTAL RESOURCES
1,738,534
Actuals %
Budget
Actuals %
Projection % $ Variance
REQUIREMENTS
Budget
1,748,441
1,053,680 60%
,
°
1,372,111 78°/
376,330: C
Personnel Services
1,256,902
1,313,682 105% ;
i
85,623 50%
148,510
o � �
52,547 35 /o
90,822 61% �
57,688! D
1
Personnel Services - F&B �
170,247
965,684
1,168,404 121% �
1,222,986
802,621 66% �
1,077,331 88%
,
128%
145,655
�
(145,621); E
Materials and Services ;
603,950
�
661,314 109%
514,200
542,004 105% � �
659,821 ,
100,190 100%
�
Materials and Services - F&B
101,270
101,267 100%
100,190
56.119 56%
434,052;
Debt Service
3,0989054
3,330,291 107% ;
3, 734,327
2,506,971 67% ;
3,300,275 88%
TOTAL REQUIREMENTS
° /o
Budget
Actuals %
Projection %
$ Variance
TRANSFERS
Budget
Actuals
o
1,o09,023
°
756,756 75 /o
975,271 97% _
t
(339752);
'
Transfers In - Room Tax ;
1,101,342
1,019;042 93/0
o '
30,000 100%
30,000
, i
22,500 75%
'
30,00C 100%
152,565-
Transfers In - Park Fund
30,000
(427,215) 100% 1
(163,342)
(8,082) 5%
(10,777) 7%
Transfers Out
(427,215)
621,827 88%
875,681
771,174 88% ;
994,494 114% ;
118,813:
TOTAL TRANSFERS
704,127
Budget Actuals % Budget Actuals % Projection % $Variance
FUND BALANCE g 547,764 100°/ 1'
971,352 995,519 102% 547,763 547,764 100% ° ; 559,657�
Beginning Fund Balance 831,170
1,390,827) (566,451) , , ( � 118,813�
Resources over Requirements (1,359,520) (1,069,583) ( 875,681 771,174 994,494
704,127 621,827
Net Transfers - In (Out) $ 711,088 999% ; $678,471:
TOTAL FUND BALANCE $ 315,960 $ 547,764 173% ; $ 32,617 $ 752,487 999% ; ;
A Confirmed Contracted Revenue, may continue to grow as additional events are contracted through the end of FY. Some revenue budgeted in
Event category earned in F&B category.
g Increase due to large events such as FairWell Festival, Cascade Equinox. Some revenue budgeted for Event revenue earned in this category.
C Projected Personnel savings based on FY23/FY24 average vacancy rate of 26.1 %
D Projected Personnel based on vacancy savings to date
E F&B Expenses largely align with F&B revenue, due to the cost of good, labor and supplies required to generate revenues
(ES C,0& Budget to Actuals Report
Annual County Fair - Fund 616 75.0%
FY24 YTD March 31, 2024 (LInaudited) Year Complete
Fiscal Year 2024
Fiscal Year 2023
%
Budget
Actuals % Projection % $Variance
RESOURCES Budget
Actuals
790,000
834,968 106% ;
834,968 106%
44,968:
Concessions and Catering �
625,000
815,458 130%
;
775>000
� !
1,042,896 135% � ,
1,042,896 135% �
267,89 6
Gate Receipts
710>000
782,364 110%
433,682 113%
430,000
245,809 57%
'
245,809 57%
(184,191);
Carnival �
385,000
80,000
;
117,100 146% =
118,200
114,091 97% �
_
114,091 97%
i
(4,109);
�
(5,783);
Commercial Exhibitors
61,000
'
99,655 163% =
92,500
80,717 87%
i 1
86,717 94% ;
-'
Fair Sponsorship �
53,167
53,167 100% �
53,167
53,167 100% � i
53,167 100% !
,
136%
�
10,721!
State Grant
24,000
22,430 93%
'
30,000
40,721 136%
40,721
31,449 182%
14,199
Rodeo Sponsorship �
Camping/Horse Stall Rental ;
20,000
17,520 88% �
17,250
31,449 182%
19,078 141%
�
25,440 188%
�
11,940-
RN
Interest on Investments
2,713
13,169 485%
13,500
2,500
; ;
1,899 76% ;
1,899 76%
,
(601)�
i
Merchandise Sales ;
3,500
3,245 93%
o
39 /o
2,000
i
1,940 97% ; ;
1,940 97%
(60);
Livestock Entry Fees
5,000
1,925
-
39
39
39
Miscellaneous
75
2,359,790 120% ;
2,324,117
2,466,774 106% ; ;
2,479,136 107% ;
155,019:
TOTAL RESOURCES
1,969,380
Actuals %
Budget
Actuals %
Projection % $Variance
REQUIREMENTS
Budget
276,531
129,856 47%
203,941 74%
72,590- A
Personnel Services t
169,445
185,165 109%
104%
2,306,325
2,081,623 90%
2,104,958 91%
201,367-
Materials and Services
1,802,585
1,882.326
2,582,856
2,211,479 86%
2,308,899 89%
273,95 ;
TOTAL REQUIREMENTS
1,972,030
2,067,492 105% ;
°°
Actuals /
Budget
Actuals %
Projection % $ Variance
TRANSFERS
Budget
100%
75,000
56,250 75%
75,000 100%
Transfer In -TRT 1%
75,000
75,000
(231,706) 100%
(109,503)
' '
(82,125) 75%
(109,503) 100%
Transfers Out
(231706)
,
(156,706)
°
(156,706) 100% ;
(34,503)
25,875) 75%
(34,503) 100% ;
TOTAL TRANSFERS
Actuals %
Budget
Actuals %
Projection %
$ Variance
FUND BALANCE
Budget
g
385,854 100%
521,447
521,447 100%
'
521,447 100% ;
0;
Beginning Fund Balance ;
384,715
292 298
58, 39)
(258,739)
255,295 �
2(25,875),295
170,237 ;
428,976'
Resources over Requirements ;
(2,650)
(
(34,503) ;
-,
Net Transfers - In (Out) ;
(156,706)
(156,706) �
$ 750,867 329% ;
$ 657,181 288% ;
$428,976:
TOTAL FUND BALANCE
$ 225,358
$ 521,447 231% ;
$ 228,205
Projected Personnel based on
vacancy savings
to date
A
ES�-b Budget to Actuals
Report
p Annual Count} Fair - Fund 616
CY24 YTD March 31,
2024 (unaudited)
Fair 2024
Actuals to
2024
Fair 2023 Date
Projection
RESOURCES
�� _
$ 1,042 896 $
$ 1,095,041
Gate Receipts
258,099
Carnival
245,809
; -
457,968
Commercial Exhibitors
436,160
_
1,940
2,037
Livestock Entry Fees
4
31,449 4 -
33,021
RN Camping/Horse Stall Rental
-
1,993
Merchandise Sales
1,899
512 899 -
538,544
Concessions and Catering
0�
117,183 (6,0)
_ 62,381
Fair Sponsorship
$ 2,390,235 $ 6,000
$ 2,449,085
TOTAL FAIR REVENUESMA
r-:
OTHER RESOURCES
L�
_
53,167
53,167
State Grant
19,504 61709
' ti
24,709
Interest
i
114
114
Miscellaneous
, __
$ 2,463,020 $ 709
-----
$ 2,527,075
TOTAL RESOURCES
REQUIREMENTS
175,531 ��
45,643
176,164
Personnel
2,124,162 �
62,276
2,230,370
Materials & Services
---
$ 2,299,693 $
1_ 07,919
$ 2,406,534
TOTAL REQUIREMENTS
4
li
1"
TRANSFERS
ON
11
75,000 11
18,750
75,000
Transfer In - TRT 1 %
,K
170,608)
(27,375)
(109,500)
Transfer Out - F&E Reserve
Transfer Out - Fair & Expo
95,608, $ 8,625
--
$ 34,500
TOTAL TRANSFERS
--�V
$ 67,719 1 $
(115,834)
$ 86,041
Net Fair
Beginning Fund Balance on Jan 1
$ 952,421 $
1,0 40
$ 1,020,140
$ 1,020,140 s„a $
904,306
$ 1,106,181
Ending Balance
�y`��TES CpGZ� Budget to Actuals Report
` Fair &Expo Capital Reserve - Fund 617 75.0%
FY24 YTD March 31, 2024 (unaudited) Year Complete
Fiscal Year 2024
Fiscal Year 2023
%
Budget
Actuals % Projection % $ Variance
RESOURCES
Budget
Actuals
'
64,800
67,920 105%
90,560 140%
25,760;
Interest on Investments
7,414
39,492 533%
'
_
130,809
130,809
130,809=
Miscellaneous
_
277,777
Local Government Payments
64,800
198,728 307% ;
221,369 342% ;
156,569;
TOTAL RESOURCES
7,414
317,269 999% ;
Budget
Actuals %
Budget
Actuals %
Projection % $ Variance
REQUIREMENTS
100,309 20%
343,555
190,441 55%
343,555 100%
'
Materials and Services i
495,000
383,000 102% �
746,445
169,418 23%
746,445 100%!
-° A
Capital Outlay
375,000
483,310 56% ;
1,090,000
359,859 33% ;
1,090,000 100% ;
TOTAL REQUIREMENTS ;
870,000
Budget
Actuals %
Budget
Actuals %
Projection - $Variance
%
TRANSFERS
465,685 93%
462,119
346,581 75%
o
447,655 97% a
(14,464):
Transfers In -TRT 1%
`
501,683
416,438 100%
152,565
- 0%
_ o%
I
052,565);
Transfers In - Fair & Expo
416,43 7
231,706 100% `
109,503
82,125 75% !
109,503 100%
Transfers In -Annual County Fair
231,706
100,000
100,000 100%
100,000 100%
Transfers In - Fund 165
1,113,829 97%
824,187
528,706 64% ;
657,158 80%
(167,029);
TOTAL TRANSFERS
1,149,827
FUND BALANCE
Budget
Actuals %
Budget
Actuals %
Projection %
$ Variance
1,299,942
1,809,440 139°% :
2;592,838
2,757,229 106%
:
2,757,229 106%
i
164,391:
156,569,
Beginning Fund Balance s
862,586
( )
( 166,040)
1,025,200
( )
( 161,131) a
(868,632)
`
657,158
167,029 1
( )I
Resources over Requirements
1,149,827
1,113,829
824 187
528,706
I I
Net Transfers - In (Out) �
$ 2,757,229 174% ;
$ 2,391,825
$ 3,124,804 131% ;
$ 2,545,755 106% ;
$153,930:
TOTAL FUND BALANCE
$ 1,587,183
are a placeholder
should viable projects
be recommended
and approved for construction
A Capital Outlay appropriations
IEs coc�< 75.0%
Budget to Actuals Report
RV Park - Fund 61 Year complete
FY24 YTD March 31, 2024 (unauditad)
t-iscai Year 2024
Fiscai Year 2023 % Projection % $ Variance
Budget Actuals
Budget Actuals % ( )'
RESOURCES 431,739 86% ; 68 47 1
` 500,000 329,079 66% � � 0 7,
605,000 548,219 91% ; 19,977 160% + o
RV Park Fees < 31 Days ; 10,249 79% 12,500 19,977 160% , (488)+
13,000 7,000 6,212 89% + + 6,512 93% ; ;
RV Park Fees > 30 Days 14,000 8,636 62% o ° 4,215 84% 1,160;
Cancellation Fees ; ° 5,000 2,990 60 /0 1,160+
4,200 5,560 132% ' 3,327 133% 3,660 146% ; °
Washer / Dryer 3,750 2,907 78% a 2,500 7 099 309% ; 4,799;
Miscellaneous ; ` 2,300 5,881 256% + (240)
552 2,764 501% ; 954 64% ; ' 1,260 84%
Interest on Investments ; 1 492 85% 1,500 0 (56,338);
1,750 368,421 69% 474,462 89 /o ,
Vending Machines 642,252 579,826 90% 530,800
TOTAL RESOURCES
Budget Actuals % Budget
Actuals % Projection % $ Variance
REQUIREMENTS 91,534 100% (206)+
91,328 65,824 72% � °
111,153 82,265 74% 213,197 70% 89,976,
Personnel Services ; 303,173 152,017 50% ,
259,755 192,620 74% i 166,310 75% 222,630 100%
Materials and Services ; 223,272 100% + 222,630 89 770:
223,273 384,151 62% 527,361 85% ;
Debt Service 594,181 498,157 84% ; 617,131
TOTAL REQUIREMENTS ;
Budget Actuals
Projection % $ Variance
TRANSFERS Budget Actuals % g
160,000 160,000 100% + i60,000 100%
160,000 160,000 100% ; 14,994 75% a 20,000
Transfers In -Park Fund ; 20,000 100% ; 20,000 1, ' (51,564) 100% -
20,000 (51,564) (38,673) 75%
Transfers In - TRT Fund 261,566) (261,566) 100%
Transfer Out - RV Reserve ( �6E� (81;566) 100% ;
128,436 136,321 106% ; 128,436
TOTAL TRANSFERS (81,.. �
Budget Actuals % Projection % $ Variance
Budget Actuals % 166,640 179% 73,525�
FUND BALANCE 93,115 166,640 179% ;
116,415 166,536 143% , (52 899) 33,432;
Beginning Fund Balance ; g1,669 (86,331) (15,731) '
48,071 ' 128,436 136,321 128,436 -,
Resources over Requirements ; (g1,566) (81,566)
Net Transfers - In (Out) ' $ 242,177 179% ; $106,957:
TOTAL FUND BALANCE $ 82,920 $ 166,640 201% ;
$ 135,220 $ 287,230 212% ; ;
(ES CpGZ� 75.0%
Budget to Actuals Report
` RV Park Reserve - Fund 619 Year Complete
~� FY24 YTD March 31, 2024 (unaudited)
Fiscal Year 2024
Fiscai Year 2023 Actuals % Projection % $ Variance
Budget
Budget Actuals ' 9,660-
RESOURCES.... 32,971 96% ; ; 43,960 128%
61298 21,589 343% 34,300 9,660;
interest on Investments 6 298 21,589 343% ; 34,300
32,971 96% 43,960 128%
TOTAL RESOURCES
Budget Actuals
Projection % $Variance
Budget Actuals -
REQUIREMENTS 100,000 5,480 5% 100,000 100% ,
5,532 6% 74,000 13,130 18%
74,000 100% A
Materials and Services 100,000 174,000 100% ;
Capital Outlay 5,532 6% 174,000 18,610 11% ;
100,000
TOTAL REQUIREMENTS % Budget $Variance
TRANSFERS
Actuals % Projection
Actuals ,
Budget o 51,564 100%
38,673 75 /o
261,750 261,566 100% , 51,564 ° 51,564
261,750 261,566 100%
Transfer in - RV Park Ops 51,564 38,673 75/o ,
TOTAL TRANSFERS
;
% Budget Actuals % Projection % $ Variance
Actuals
FUND BALANCE Budget 1,469,559 107% i 97,106:
1,372,453 1,469,559 107% e g 660;
1,172,718 1,191,937 102% 14,361 (130,040)
Beginning Fund Balance 16,056 (139,700) 51 564
93,702) 38,673
Resources over Requirements ( 261,566 51,564 ,
261,750
TOTAL FUND BALANCE �; $ 1,340,766 $ 1,469,559 110% ; $ 1,284,317 $ 1,522,593 119% ; ; $ 1,391,083 108% ; $106,76 ,
Net Transfers - in (Out)
A Capital Outlay appropriations are a placeholder
ES Co
Budget to Actuals Report
Risk Management -Fund 670
FY24 YTD March 31, 2024 (unaudited)
75.0%
Year Complete
Fiscal Year 2024
Fiscal Year 2023
Actuals Projection % $ Variance
Budget
RESOURCES
Actuals %
Budget
g
868,919 78%
1,111,585 100%:
o
Workers' Compensation
1234,761
1,226,486 99% e
892,681 100% ;
1,111,585
935,832
701,874 75% '
935,832 100%
o '
439,989 100 /o s
A
General Liability '
gg2,681
430,179
344,950 80%
°
439,989
336,557 76%
313,521 75%
418,028 100%
Unemployment '
419,566
419,566 100% °
°
418,028
°
170,033 75% �
226,710 100%
'
Property Damage '
248,764
248,764 100% ;
226,710
'
197,610 99%
263,480 132%
63,480;
Vehicle ,
49,000
148,514 301%
200,000
° °
399,903 999% o
405,000 999%
385,000;
Interest on Investments �
25,000
6,476 26% �
20,000
41,460 415%
o
42,000 420% �
32,000;
Claims Reimbursement °
10,000
$ 899 89% °
°
10,000
e
1,080 54% 1
2,000 100%
a
Skid Car Training
1,000
1,260 126%
2,000
- 0% ; '
200 100% °
Process Fee- Events/ Parades
180
- 0%
200
0
3.844,824 114 /o ;
480,480;
Miscellaneous
3,311,477
3, 297,596 100% ;
3,364,344
3,030,957 90%
TOTAL RESOURCES
Budget
Actuals
Projection % $ Variance
REQUIREMENTS
Budget
Actuals %
95%
1,880,000
1>353,254 72% �
0
1,756,604 93 /o
'
88%
123,396-
1
148,965�
Workers' Compensation 1
1,580,000
1,493,702
470,875 16%
1,200,000
509,908 42%
'
1,051,035
711,607 100%
2,590�
General Liability
3 000,000
607,558
602,676 99%
714,197
493,004 69%
229,620 57% 1
389,015 97%
10,985i
Insurance Administration ,
200,000
194,089 97% ,
400,000
378,520 126% '
475,003 158%
(174,753);
Vehicle
300,248
99,913 33% i
°
300,250
250,000
$3,102 33 6 !
125,000 50%
125,000
Property Damage ,
200,000
54,473 27%
3,047,409 64% ;
0
4,508,264 95 /o ,
236,183;
Unemployment
5,887,806
21915,728 50% ;
4,744,447
TOTAL REQUIREMENTS
Actuals %
Projection %
$Variance
Actuals %
Budget
g g03)
TRANSFERS
Transfers Out - Claims
Reimbursement
Transfers Out -Vehicle
Replacement
Transfers Out - IT
Transfers Out - IT Reserve
TOTAL TRANSFERS
Budget (399,903) 999% (39
(3,500) (2,619) 75% (3,500) 100%
(3,500) (3,500) 100% ;
_ 0% ; (32,000) 100% B
(32,000) o ( 118,000) 100% B
- ° (118,000) (118,000) 100 /o 0(399,903):
0(153,500) (120,619) 79% (553,403) 361 /o
(3,500) (3,500) 100 /o ;
FUND BALANCE Budget Actuals % Budget
8,944,938 116% 81000,000
Beginning Fund Balance
7,687,180 381,869 (1,380,103)
' 2 576,329)
Resources over R(Outrements (2,576,329)
(3 500) (3,500) (153,500)
i
Net Transfers - In (Out) 323,307 183% ; $ g,466,397
TOTAL FUND BALANCE $ 5,107,351 $ 9,
A Unemployment collected on first $25K of employee's salary in fiscal year
g Transfer out to IT to support cyber-security work
Actuals
Projection % $ Variance
07 117% 1,323,307,
9,323,3
91323,307 117% 716,663;
(16,452) (663,440)
(120,619) (553,403) (399,903);
$ 9,186,236 142%; $ 8,106,464 125%': $1,640,067;
SES co 75.0%
Budget to Actuals Report
Health Benefits - Fund 675 Year Complete
FY24 YTD March 31, 2024 (unaudited)
Fiscal Year 2024
Fiscal Year 2023
Actuals % Projection % $Variance
RESOURCES
Budget
Actuals %
Budget
25,899,034
18,902,845 73% ° ;
°
26,109,934 101% ;
210,900 A
275,789; A
Premium Charges °
19,908,221
20,496,601 103% ;
126%
1,963,363
11387,237 71%
°
2,239,152 114% ;
1,430,980 115% ;
183,564; B
Internal
COIC Premiums '
1 547,778
1,282,015
1,951,365 ;
1,247,607 97%
'
1,247,416
1,013,611 81%
652,350 64% °
1,015,968 100% ;
(3,320). A
,
Employee Co -Pay °
Premiums
595,000
o
982,424 165 /o ;
1,019,288
280,000
' °
382,550 137% ; ;
382,550 137% ;
102,550' C
,
192,116;
Retiree I COBRA ;
175,000
528,990 302% ;
124,944
317,060 254%
0 °
317,060 254%
!
89,7101
Prescription Rebates ;
55,000
109 282 199% ;
157,279 131
209,710 175%
Claims Reimbursement &Other �
95,686
176,071 184% °
120,000
22,812,932 74% ;
31,705,354 103% ;
1,051,309;
Interest on Investments
23,658,700
25,492,341 108% ;
30,654,045
TOTAL RESOURCES
Budget
Actuals
Projection % $Variance
REQUIREMENTS
Budget
Actuals
26,697,663
16,866,937 63%
o
26,028,630 97 /o
120%
669,033, D
,
(846,000)! E
Health Benefits ;
26,597,563
25,514,122 96%
0
3 807 986 101% °
4,287,997
3,029,157 71%
' `
5 133,997 ;
1,367,960 97%
'
47,319, F
Deschutes On -Site Pharmacy ;
3,779,608
1,212,497
1,205,226 99%
1,415,279
809,692 57%
82 560 44%
i
186,274 100%
; F
Deschutes On -Site Clinic ;
179,549
161,200 90%
186,274
20,788,346 64% ;
0
32,716,861 100 /o ;
(129,648);
Wellness
TOTAL REQUIREMENTS ;
31,769,217
30,688,534 97% ;
32,587,213
Budget Actuals
Projection % $Variance
Budget Actuals o 365,255=
FUND BALANCE 6,107,998 106% 61107,998 106/0 ; ,
c 41,304,191 95% 5,742,743 ° ° (1,011,507) 921,661;
11,925,656 ' (1,933,168) 2,024,58'r °
Beginning Fund Balance ; 5 196,193)
Resources over Requirements ; (8,110,517) (
5,096,491 34% $1,286,916;
Net Transfers - In (Out) ; $ 3,809,575 $ 8,132,584 213% 1;
TOTAL FUND BALANCE $ 3,815,139 $ 6,107,998 160% ;
A
Health Insurance costs were budgeted at an 11% incr2a0s2e,, but the actual increase is 29.35%
B The Employee Co -Pay rates increased on January
C Budget estimate is based on claims which are difficult to predict
D YTD actuals are trending lower than budget Amounts are paid 1 month in arrears
E industry spike in quantity and cost of specific drug category.
F Amounts are paid 1 month in arrears
�y`�V'(ES CpG�� Budget to Actuals Report
911 - Fund 705 and 710
FY24 YTD March 31, 2024 (unaudited)
RESOURCES
Property Taxes - Current Yr
Telephone User Tax
Interest on Investments
Police RMS User Fees
Contract Payments
User Fee
Data Network Reimbursement
State Reimbursement
Property Taxes - Prior Yr
Property Taxes - Jefferson Co.
Miscellaneous
TOTAL RESOURCES
75.0%
Year Complete
Fiscal Year 2023
Fiscal Year 2024
Budget
Actuals %
Budget
Actuals
%
Projection % $ Variance
10,402,834
10,493,711 101%
10,932,000
10,678,407
98%
° °
11,001,603 101%
69,603� A
B
1,668,000
°
1,881,374 113% ,
1,827,530
987,551
54% �
.
1,827,530 100% !
-'
°
132,588I
° 67,515
237,842 352%
312,321
335,497
107%
11
444,909 142%
e
°
C
237,221
244,437 103%
244,435
194,939
80%
°
244,435 100% !
-'
° 153,292
167,764 109% �
167,765
36,500
22% '
167,765 100%
140,445
°
146,863 105%
148,820
76,798
52%
s °
148,820 100%
° 120,874
1589228 131%
145,852
78,109
54%
°°
145,852 100%
°
'
°
D
810,000
622,177 77%
93,000
48,000
52%
93,000 100%
°
°
80,000
°
90,291 113% �
90,000
86,387
96%
90,000 100%
°
39,497
38,104 96%
40,500
39,78 4
98%
°
40,500 100%32,100 !
°
25,000
40,191 161%
32,100
22,138
69%
100%
-'
13,744,678
14,120,981 103% ;
14,034,323
12,584,110
90%
14,236,514 101% ;
202,191;
REQUIREMENTS
Budget
Actuals
%
Budget
Actuals
%
Projection %
$ Variance
8,606,196
7,891,350
92%
9,032,045
6,277,027
69% i
8,574,403 95%
457,642� E
Personnel Services
4,088,201
3,151,149
77%
°
4,230,715 100%
20,000
Materials and Services °
5,015,100
2,347,522
47%
1,831,000
1,831,000
1,169,490
1,169,490
64%
64%
1,851,000 101%
(20,000)'
.
Capital Outlay
TOTAL REQUIREMENTS ;
17,709,497
13,390,020
76%
15,113,760
9,926,099
66% ;
14,656,118 97%
457,642;
TRANSFERS
Transfers In
Transfers Out
TOTAL TRANSFERS
FUND BALANCE
Budget Actuals % Budget Actuals % Projection % $ Variance
750,000 1,750,000 100% 1,950,000 0% 1,950,000 100% '
(1,809,900) (1,809,900) 100% (1,950,000) 00/0 (1,950,000) 100%
(59,900) (59,900) 100%
Budget Actuals % Budget
Beginning Fund Balance 12,950,799 12,722,890 98% 13,202,343
°
Resources over Requirements � (3,964,819) 730,961 ( 1,079,437-
Net Transfers - In (Out) (59,900) (59,900)
TOTAL FUND BALANCE $ 8,926,080 $ 13,393,950 150% ; $ 12,122,906
A Current year taxes received primarily in November, February and May
B Telephone tax payments are received quarterly
C Invoices are mailed in the Spring
D State GIS reimbursements are received quarterly
E Projected Personnel savings based on FY24 average vacancy rate of 9.0%
Actuals % Projection % $ Variance
13,393,950 101% 13,393,950 101% 191,607:.
2,658,011 (419,604) 659,833,
$ 16,051,961 132% ; $ 12,974,346 107% ; $851,440:
Deschutes County Transient Room Tax (TRT) Projections (continued)
Beginning Working Capital
TRT Revenue
First 6% - 20% Tourism Promotion
First 6% - 80% Discretionary
Next 1 % - VCO
New 1 % - 70% Tourism Promotion
New 1% - 30% Discretionary
Total TRT Revenue
TRT Distributions
Required for Tourism
VCO (net)
Fair & Expo 615 (net)
Fair 616
RV Park 618
Discretionary
Current Grants and Contributions
New Grants and Contributions
Sheriff 255
Environmental Health
justice Court
Community Development
Admin Fee (net of interest) - 7%
Admin Fee (net of interest) - 1 %
Fair & Expo Reserve 617
Capital Reserve
Debt Service
Increase I FY24 I FY25 I FY26 I FY27 I FY28 F FY29 I FY30 I FY31 I FY32 I FY33 FY34 I FY35
$ 4,527,362 $ 2,000,000 $ - $ - $ - $ - $ - $ - $ _ $ _ $ $
$ 1,867,500 $ 1,815,000 $ 1,851,000 $ 1,888,500 $ 1,926,000 $ 1,965,000 $ 2,004,000 $ 2,044,500 $_ 2,085,000_ $ 2,127,000 $ 2,169,000 $- 2,212,500-
7,470,000 7,260,000 7,404,000 7,554,000 7,704,000 7,860,000 8,016,000 8,178,000 8,340,000 8,508,000 8,676,000 8,850,000
1,556,250 1,512,500 1,542,500 1,573,750 1,605,000 1,637,500 1,670,000 1,703,750 1,737,500 1,772,500 1,807,500 1,843,750
1,089,375 1,058,750 1,079,750 1,101,625 1,123,500 1,146,250 1,169,000 1,192,625 1,216,250 1,240,750 1,265,250 1,290,625
466,875 453,750 462,750 472,125 481,500 491,250 501,000 511,125 521,250 531,750 542,250 553,125
2.00% $ 12,450,000 $ 12,100,000 $ 12,340,000 $ 12,590,000 $ 12,840,000 $ 13,100,000 $ 13,360,000 $ 13,630,000 $ 13,900,000 $ 14,180,000 $ 14,460,000 $ 14,750,000
0.00% $ 3,341,853 $ 3,236,105 $ 3,300,463 $ 3,367,531 $ 3,434,557 $ 3,504,289 $ 3,573,977 $ 3,646,370 $ 3,718,717 $ 3,793,766 $ 3,868,766 $ 3,946,467
0.00%
993,331
937,256
981,186
1,002,328
1,023,452
1,045,432
1,067,393
1,090,209
1,113,005
1,136,655
1,160,285
1,184,767
0.00%
75,000
75,000
75,000
75,000
75,000
75,000
75,000
75,000
75,000
75,000
75,000
75,000
0.00%
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
0.00%
3,000,000
2,000,000
-
-
-
-
-
-
-
_
_
-
2.50%
3,651,787
3,651,787
3,743,082
3,836,659
3,932,575
4,030,890
4,131,662
4,234,953
4,340,827
4,449,348
4,560,582
4,674,596
5.50%
368,417
526,572
555,533
586,088
618,323
652,330
688,209
726,060
765,993
808,123
852,570
899,461
2.50%
364,688
380,521
390,034
399,785
409,779
420,024
430,525
441,288
452,320
463,628
475,219
487,099
2.00%
-
100,000
102,000
104,040
106,121
108,243
110,408
112,616
114,869
117,166
119,509
121,899
2.50%
392,680
459,101
470,579
482,343
494,402
506,762
519,431
532,416
545,727
559,370
573,354
587,688
2.50%
38,268
40,848
41,869
42,916
43,989
45,089
46,216
47,371
48,555
49,769
51,014
52,289
0.00%
455,395
442,396
450,189
459,250
468,303
477,723
487,135
496,914
506,683
516,819
526,946
537,438
0.00%
1,517,943
-
-
-
-
-
_
-
_
_
0.00%
758,000
1,501,000
1,501,750
1,502,000
1,500,750
1,503,000
1,498,500
1,502,500
1,499,500
1,499,750
1,503,000
1,499,000
iotaiotai IKI vistributions 13,370,586 11,631,685 $ 11,877,939 $ 12,127,250 $ 12,388,782 $ 12,648,455 $ 12,925,698 $ 13,201,197 $ 13,489,395 $ 13,786,244 $ 14,085.704
uiscretionary IKI/Lapitai Keserve $ - $ 729,414 $ 708,315 $ 712,061 $ 712,750 $ 711,218 $ 711,545 $ 704,302 $ 698,803 $ 690,605 $ 673,756 $ 664,296
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